draft mosplan 2011-2021

MOSPLAN2011 2021

Mosman’s Community Strategic Plan welcome and

document overview

MOSPLAN Welcome iii Contents iv

Mosman CouncilMOSPLAN 2011-2021Community Strategic Plan

ISBN 978-0-646-12773-6

Copies of this publication may be viewed or downloaded from www.mosman.nsw.gov.au

DisclaimerEvery reasonable effort has been made to ensure this document is correct at the time of printing. Mosman Council, its agents and employees disclaim any and all liability to any person in respect of anything or the consequences of anything or done or omitted to be done in reliance upon the whole or any part of this document.

CopyrightAll rights reserved, ©2011 Mosman Council.

The content and presentation of this document was proudly produced in-house by Mosman Council.

welcomeWelcome to MOSPLAN 2011-2021.

This document has been released in draft form to enable community comment prior to adoption in June this year. Please take the time to review MOSPLAN and to provide your comments in writing to Council. Feedback can be sent to ‘MOSPLAN’, c/- Mosman Council, PO Box 211, Spit Junction NSW 2088. Alternatively, feedback can be emailed to [email protected].

For further information contact Council on 9978 4095, or see Council’s website www.mosman.nsw.gov.au

Contents 1 Introduction

Our Plan 2 Our Community 4 Our Organisation 6 Mayor & Councillors 6 Council Management 8

2OurVision

Our Vision 12 Vision 2050 14 Community Engagement 16 Working Together 22 Issues & Challenges 24 Delivering the Vision 26

5OurPlans

Delivery Program & Operational Plan

Introduction 62 Governance 64 Environment 112 Social 196

Economic 274

3MaintainingDirection

Measuring Performance 36 Community Sustainability Indicators 36 Key Performance Indicators 36 Performance Measures 38

4ResourcingStrategy

Introduction 43 Managing our Assets 44 Managing our People 46 Managing our Finances 48

Introduction

1An overview looking at the

big picture and giving a snapshot of the organisation

Introduction Our Plan 2 Our Community 4 Our Organisation 6 Mayor & Councillors 6 Council Management 8

MOSPLAN is our plan for Mosman’s future. It has been developed over a number of years and addresses the specific requirements of the NSW Government’s Integrated Planning and Reporting legislation.

According to this legislation, Council must adopt:A Community Strategic Plan – a 10 year+ strategic direction for �Mosman, supported by a Resourcing Strategy which details Council’s approach to long term financial planning, workforce planning and asset management planningA four year Delivery Program – detailing the principal activities that �Council will undertake to achieve the long term vision contained in the Community Strategic PlanA one year Operational Plan and Budget – outlining the actions �Council will carry out in the coming financial year to achieve the four-year Delivery Program and Council’s long-term vision

MOSPLAN is an integrated plan containing each of the three elements referred to above. Not only does it clearly articulate a long-term Vision for the future, it also identifies how Council intends to deliver on that Vision across 10, 4 and 1 year horizons.

MOSPLAN takes into account an extensive range of other strategies, plans and supporting documents prepared by Council to address specific service areas or issues. Examples of these include Council’s Environment Management Plan and Social Planning Overview.

MOSPLAN ensures that Mosman Council can deliver services to the Mosman community in a manner that is effective, efficient and planned in a logical and financially viable way.

Council has a measurement framework in place to gauge performance against key MOSPLAN deliverables. This framework, described further on pages 36-37 has both a strategic and operational focus.

Quarterly and annual reports are prepared in relation to MOSPLAN progress and a four-yearly report is also prepared at the end of each Council term. The first of these four-yearly reports (a new legislative requirement) is due at the conclusion of the 2008-2012 Council term.

Our Plan

Introduction

PAGE 2 | DRAFT MOSPLAN 2011-2021

Major Strategies and Polices

Local Environmental Plan Development Control PlanGovernance, Environment

Social and Economic strategies & policies

DeliveryProgram

MOSPLANCommunity Strategic Plan

10Yrs+

4Yrs

OperationalProgram

1Yr

ResourcingStrategyAsset Planning

Workforce PlanningFinancial Planning

Governance

Environment

Social

Economic

Our PlanMOSPLAN in actionThe following diagram illustrates the integrated nature of MOSPLAN, and how ongoing planning, service delivery, reporting and review processes all contribute to the evolution of this document. The continued engagement and involvement of community members and other stakeholders is essential.

1Quarterly, Annual and 4-Yearly Reporting

PAGE 3

MOSPLAN reflects the unique qualities of Mosman and its people. As a place and as a community, Mosman requires careful planning to ensure the best possible future.

Our PlaceMosman is a place of great history and beauty, located 8 kilometres north-east of the CBD on Sydney’s lower north shore. It is one of Australia’s premier suburbs, with an unmatched setting on Sydney Harbour.

The area is characterised by beautiful localities such as Balmoral, Beauty Point, Clifton Gardens and Georges Heights. Occupying some 8.7 square kilometres, Mosman features numerous stunning bays and beaches punctuated by rugged headlands and sandstone cliffs. Natural bushland areas and foreshore parklands complement busy shopping strips and suburban neighbourhoods. The major thoroughfares of Military and Spit Roads both divide the area and connect residents of Mosman and those from further north to other parts of Sydney.

Mosman’s history began with the Borogegal and Cammeraigal people and the area has since been renowned for activities as diverse as convict farms, whaling, artists camps, and military fortifications.

As a destination, Mosman today is a wonderful place to sample some unique Sydney heritage. The area is home to the world famous Taronga Zoo, as well as excellent harbourside swimming and recreation areas, top restaurants, and high-end retail experiences.

Our Community

Our PeopleMosman is home to some 28,000 residents, having experienced only minimal growth in its population in recent years. This trend is likely to continue, with the most significant demographic shifts expected to be in the age structure of the population as the proportion of residents aged 60 and over grows.

Slightly more of our residents are female than male, and just under 30% have moved here from another country. In the five years to the last census in 2006, over 20% of Mosman residents has moved here from interstate or elsewhere in NSW. Fewer residents in Mosman come from non-English speaking countries or identify as being of Aboriginal or Torres Strait Islander descent than other areas of Sydney

Between 2001 and 2006 the number of young working-age residents (18–34 years) fell, while the greatest increase was experienced in persons aged 60–69 years. Despite being below the Sydney average, the number of children aged 0–11 increased, however young people aged 12–17 years declined in numbers.

We are a highly mobile community. At the 2006 census Mosman residents were significantly more likely to catch a bus or ferry to work than other Sydneysiders, and less likely to drive to work. Residents were also more likely belong to a one-vehicle household than people in other areas of Sydney.

When travelling to work, Mosman residents are most typically heading to the Sydney CBD (36%), while a further 20% work within the Mosman local government area. Of jobs offered in Mosman, the largest percentage (35%) are filled by Mosman


residents, with the next largest proportion of workers travelling from the northern beaches.

Of more than 11,000 households in Mosman, the average household size in 2006 was 2.3 persons, although Mosman also has a significantly larger number of lone-person households than the Sydney average. Over 31% of Mosman homes are occupied by only one person, with family households (at 59%) remaining the predominant household type.

Mosman residents live in a variety of dwellings, with separate houses still being the major type of dwelling. The proportion of separate houses (34%) is , however, significantly smaller than for Sydney as a whole (57%), while the proportion of medium and high density dwellings is significantly above the figure for Sydney overall (2006 Census figures).

The qualifications of Mosman residents are higher than those for the average Sydney resident, and Mosman also has a larger proportion of high income households than the Sydney average. There is a significantly higher proportion of managers and professionals living in the area, and unemployment is low when compared to Sydney overall.

Mosman is a connected community, with a higher proportion of volunteers than the Sydney average. Our connections via the web are also well above average.

1

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Mayor & CouncillorsMosman is governed by an elected Council comprising nine (9) Councillors across the three wards of Middle Harbour, Mosman Bay and Balmoral. The current term of Council commenced in 2008 and will conclude with the next local government elections in September 2012.

At present the Mayor and Deputy Mayor are elected annually by Councillors. Councillor Anne Connon is the current Mayor and Councillor Simon Menzies the Deputy Mayor. At a constitutional referendum held in 2008, it was determined by the Mosman community that, from 2012, voters will popularly-elect the Mayor for a period of four years from 2012 onward. Prior to that time ward boundaries will also be adjusted to prepare for the revised governance arrangements.

Details of Councillors elected for the 2008 -2012 Council term are provided below:

Our Organisation

Mosman Bay WardAnne CONNON Mayor34 Bray Street MOSMAN NSW 2088

9968 1854 (home) 9978 4002 (business) 9978 4153 (fax) 041 978 4002 (mobile) [email protected]

Simon MENZIES Deputy Mayor12/163 Avenue Road MOSMAN NSW 2088

9960 8945 (phone) 9960 5370 (fax) 0413 935 974 (mobile) [email protected]

Belinda HALLORAN 9968 2974 (phone) 9969 6724 (fax) [email protected]


1 Balmoral Ward

Dom LOPEZ OAM

5/830 Military Road, MOSMAN NSW 2088


Tom SHERLOCK2/13 Warringah Road MOSMAN NSW 2088

8007 2914 (phone) 8003 9656 (fax) [email protected]

Libby MOLINE2/223 Raglan Street MOSMAN NSW 2088


Middle Harbour WardJim REID2/203 Spit Road MOSMAN NSW 2088


Denise WILTON12 Beauty Point Road MOSMAN NSW 2088


Warren YATES22A Pindari Avenue MOSMAN NSW 2088


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Council ManagementLeadership and management of Mosman Council is a collaborative effort between the Mayor, Councillors, the General Manager and staff.

The General Manager, Viv May, is responsible for the effective and efficient delivery of Council’s day-to day operations, and for bringing into effect the decisions of the elected Council. He is assisted in this task by his senior management team and 159 (full time equivalent) members of staff.

Council’s organisational structure is illustrated below:

Our Organisation

General Manager

Mayor and Council

Director Environment &

Planning

Director Community

DevelopmentDirector

Corporate ServicesManager Organisation

Development

Manager Environment &

Services

Manager Assets & Services

Manager Urban Planning

Manager Development Services

Manager Information

Technology Services

Manager Ranger Services

Manager Finance

Manager Governance

Manager Community Services

Manager Library Services

Manager Library Resources

Manager Cultural Services


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OurVision

2A clear vision for Mosman’s

future and how the organisation will help deliver that future

OurVision Vision 12 Vision 2050 14 Community Engagement 16 Working Together 22 Issues & Challenges 24 Delivering the Vision 26

OurVision

Proud to be Mosman Protecting our Heritage Planning our Future Involving our Community

Our Vision

To protect and enhance the distinctive qualities of Mosman in a responsive, friendly and caring way

Our Mission

Council’s Vision and Mission are supported by a set of values that guide the way services are delivered. These values are:

Integrity � � AccountabilityLeadership � � OpennessSelflessness � � HonestyObjectivity � � Respect

Our Values

MOSPLAN is based on a clear Vision for Mosman’s future and how Council will help deliver that future in partnership with our community. MOSPLAN aims to bring this Vision to life, to provide a great place for current and future residents to enjoy.


OurVision

A number of core guiding principles or commitments ensure that Mosman Council remains progressive and responsive to community needs. These include:

Our Commitments

2SustainabilityMosman Council has a strong commitment to sustainability in its broadest sense, encompassing corporate, economic, social and environmental outcomes. An Environmental Sustainability Action Plan was completed in 2010 detailing objectives across 3 and 10 year timeframes for corporate activities, atmosphere, water, biodiversity, land, waste, environmental education, engagement and community activities. Actions and performance indicators contained within the plan have informed MOSPLAN programming and have helped facilitate an integrated approach to planning and service delivery.

InnovationAs a relatively small local government authority with limited resources, innovation is a key element of Mosman Council operations. Council staff are actively encouraged to consider new and innovative approaches to service planning and delivery. This focus has been acknowledged through several awards and accolades including recognition of Council’s Community Engagement Strategy, the consultation process for Mosman’s Local Environmental Plan and our leading practice in web innovation.

CollaborationMosman Council is committed to working with local government partners through SHOROC and other alliances to deliver the best possible outcomes for Mosman residents. This spirit of collaboration also extends to many other community and government partners, who collectively and individually work with Council to fund, facilitate and deliver local services.

Social JusticeCouncil supports and advocates the social justice principles of equity, access, participation and rights in both service planning and delivery. These principles are reflected in the objectives and activities detailed under MOSPLAN’s Social Theme. In 2010 a Social Planning Overview was prepared to identify community development and service issues relevant to Mosman, and to provide input into MOSPLAN. The 2010 Social Planning Overview highlighted emerging social directions for Mosman, including the strengthening of community connections and inclusion, development of family friendly communities, supporting positive ageing and promoting local health and well-being. This social analysis has continued to inform MOSPLAN, and is illustrated through the kinds of activities proposed to support and nurture our community members in future years. The Social Planning Overview 2010 can be accessed on Council’s website.

Customer ServiceCouncil is committed to providing quality customer service. We achieve this by:

Treating people courteously, attentively and �sensitivelyGiving information and advice clearly and �appropriatelyAllowing customers a voice and listening to �their viewsEnsuring customers receive full and appropriate �levels of serviceFollowing fair procedures �Acting impartially �Making decisions based on merit �Maintaining confidentiality and privacy of �personal informationUsing resources efficiently and effectively �

PAGE 13

Bringing the Vision to Life

In 2010 Council undertook extensive community consultation, enabling Councillors to develop .

Vision 2050 is a glimpse into the future of Mosman and a reflection of Councillors’ long-term aspirations for the Mosman community. It builds on Council’s adopted Vision and Mission, providing further detail and focus.

The 10 year objectives contained within this Community Strategic Plan, the 4 year objectives contained in the Delivery Program, and the programs, projects and initiatives detailed in the Delivery Program and Operational Plan all have links to Vision 2050.

Vision 2050 is based around 5 key priorities – Urban Planning, Environment, Transport, Community and Economy.

TransportState/Federal Governments lobbied regarding �rail option on Roseville corridor.

Bus and ferry services for Mosman and the �Northern Beaches improved so that people prefer using public transport as the mode of choice.

No further expansion of capacity of the Spit/ �Military corridor, but reallocation of that capacity to give buses priority when needed. No further elimination of parking along the corridor.

Wynyard bus interchange capacity issues �solved.

Reliance on private vehicles for short journey �to work/recreation trips reduced.

Community transport expanded. �

Opportunities for pedestrian and bicycle �transport maximised at local and regional levels.

Local accessibility within Mosman improved �for the convenience and lifestyle of residents.

Northern Beaches linked more directly to the �metropolitan freeway network.

Urban PlanningDomestic scale architecture maintained except �on Spit/Military corridor.

Traditional strip shopping centre appearance �and vitality reinforced.

A maximum population of 30,000 in 2050 �(presently 28,356)

A maximum 700 new dwellings provided over �the next 40 years.

A diversity of housing choice to ensure a �demographic mix including ‘ageing in place’.

Adoption of sustainable lifestyle and building �options for new and existing buildings encouraged.

The special natural and man made qualities of �foreshore and open space areas protected and enhanced.

Mosman’s heritage conserved. �

Spit Junction recognised as having potential �for imaginative commercial/retail/residential development to complement the traditional Military Road strip shopping precinct and the new village hub and commons.

EnvironmentClimate change addressed using strategies �that include mitigation, adaptation and resilience measures in order to play our part in the global future.

Long-lasting sustainable behaviours fostered �and improved through raised awareness/knowledge of sustainability concepts.

Lifestyle and the environment enhanced �through sustainable building practices.

Biodiversity preserved and enhanced on �both private and public property including beaches, reserves, bushland and green open spaces.

Green renewable energy sources, and �energy efficiency and conservation measures adopted for both private and public property.

Total water cycle management approaches �used that maximise conservation, efficiency, reuse and recycling of water including stormwater harvesting and reuse.

Waste reduced significantly through �avoidance, minimisation, reuse and recycling via local and regional initiatives.

Sustainable transport taken up using an �integrated network of walking and cycling paths throughout Mosman.

Sustainability outcomes improved by �lobbying Federal and State Governments to advocate for stronger policy and legislation.

Sophisticated approaches such as �sustainability indicators, lifecycle management and systems-thinking used to address sustainability challenges.


2CommunityCommunity services enhanced for all age �groups including affordable child care, parent support groups, youth, ageing in place and people with a disability.

Cultural facilities developed including the �enlargement of the Library and Art Gallery, and provision of a local performing arts theatre.

Community connectedness for all age groups �encouraged by:

enhancing volunteering opportunities �

facilitating intergenerational activities �

providing social outlets such as Men’s Sheds �and community gardens

involvement & enjoyment of Festival activities �

neighbourhood activities such as street parties �

people friendly community spaces �

Innovative and accessible consultation �methods continuing to be provided for residents to engage with the Council and become involved in community life.

Active recreational pursuits encouraged, �especially for young people through provision of sports facilities and support of local sporting groups.

Health and wellbeing of residents improved �through developing programs and linkages that promote healthy lifestyle, and working with other levels of government and medical practitioners to ensure the provision of local health services including mental health services.

Cultural and spiritual diversity, celebrated. �

EconomyDiversity and safety in centres with a mix of �business and residential uses in proximity to leisure and entertainment throughout the day and evening.

A tourism destination built on our artistic �heritage and marketed in conjunction with local business representatives and landholders.

Roles of small and large business centres �reinforced by diverse local outlets catering for the community, especially the elderly.

The unique character and heritage of all �Mosman’s business centres enhanced by appealing, high-amenity public spaces.

A range of suitable accommodation options �for visitors including B&B and small residential hotels.

Shops and services easily accessible by walking, �riding, driving or community/public transport.

Business activities including home businesses �and clusters meeting emerging work patterns and expectations.

PAGE 15

2010 Mosman Community Survey The major survey conducted by Council in the lead-up to development of this MOSPLAN was the 2010 Community Survey. A survey of this kind has not been conducted since 2006, however it is now intended that the survey be carried out once every two years. This will coincide with the middle and end of each Council term, the next survey being due in June/July 2012.

The 2010 Mosman Community Survey, conducted by independent market researchers, was completed by over 400 randomly-selected residents across Mosman’s three wards. Residents were asked a series of questions about Council performance, as well as being asked to voice their views on key local issues and community well-being.

So what did the 2010 Survey tell us? The following is a summary of some of the key findings:

Community Engagement

Listening to our CommunityIn recent years we have kept pace with advances in technology and have made good use of our website and social networking to keep connected with residents. We have conducted public meetings, focus groups, online forums, community conversations and held ‘Street Speak’ sessions out-and-about in Mosman to hear what the community is saying. We’ve also used a variety of surveys and questionnaires to get a sense of community sentiment on a range of issues and proposed projects. The feedback received through this engagement has contributed to the development of both our long-term Vision for Mosman, as well Council’s Delivery Program and Operational Plan.

To ensure that our planning remains in step with community needs and expectations, Council actively engages residents on matters of local interest and encourages participation in Council affairs. Community views are valued and respected, and we encourage feedback on the kind of job Council is doing.


2What did the survey tell us?The survey results indicate not only that community satisfaction has improved since the last survey of this type in 2006, but also that Mosman Council rates ahead of its metropolitan counterparts.

Overall community satisfaction with Council’s performance rose from a mean score of 6.53 out of 10 in 2006 to 6.70 in 2010. This places Council above the average satisfaction achieved by comparable councils in the Sydney metropolitan area.

The survey results also indicate that residents feel they are getting better value for their rates dollar than they were four years ago, providing a mean rating of 6.22 out of 10 in 2010 compared to 5.85 in 2006.

For survey respondents who could recall recent contact with either Council staff or Councillors, satisfaction levels were again encouraging. Satisfaction with staff overall rose a full point from 6.5 to 7.5 between 2006 and 2010. Councillor performance ratings also rose on 2006 levels, being just above the metropolitan average.

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Long Term Priorities What were the main issues of concern identified by Mosman residents over the next 5-10 years? Respondents to the 2010 Community Survey listed their ‘Top 3’ as follows:

Traffic, transport and roads �Overdevelopment �Parking �

Making up the ‘Top 5’, but with considerably lower scores than the ‘Top 3’ were:

Environment and Climate Change �Over population and overcrowding �

What’s Important?Survey respondents were asked to rank 34 Council services and facilities in order of importance.

Highest on resident’s ‘Importance’ list were (in order):

Waste and recycling collection �Provision and maintenance of parklands �Overall cleanliness, appearance and management of public spaces �Providing and maintaining footpaths �Management and protection of the environment �Provision of car parking �

How Satisfied Are Mosman Residents?As well as rating the importance of 34 services and facilities, respondents were also asked to rate Council performance in relation to each.

Top of the resident’s satisfaction list were (in order):

Library services �Provision and maintenance of parklands �Waste and recycling collection services �Overall cleanliness, appearance and management of public spaces �Services and facilities for families and children �


What can we do better?Importantly, the 2010 Community Survey also indicated that there are still areas for improvement.

Lowest satisfaction scores were recorded for (in order): the development approvals process; providing and maintaining better bike paths; enforcement of parking restrictions; provision of car parking and condition of public toilets. Each of these is already receiving attention by Council, with the proposed Independent Assessment Panel and recent amenities upgrades at foreshore locations being key examples of Council’s active response to community concerns.

How Does Mosman Council’s Performance Compare?In every instance where satisfaction ratings for individual services/facilities could be compared with results in other metropolitan council areas, the 2010 Community Survey showed that Mosman either matched or exceeded the average. In seven cases Mosman’s service delivery recorded the highest satisfaction score of all benchmarked councils. 2Distribution of

Overall Satisfaction Rating

2010 2006

35.3%

0.8%0%

0Can’tSay

1 2 3 4 5 6 7 8 9 10

5%

10%

15%

20%

25%

30%

35%

40%

0.8% 2.0%

6.3%9.5%

11.9%

5.5%1.8% 1.2%

24.2%

0.4%

Mean 2010 = 6.70Mean 2006 = 6.53

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Community ConnectednessResults from the 2010 Community Survey indicate that Mosman retains a good sense of community, with a high level of community pride. Nearly all residents agree ‘highly’ that they feel safe in their home and feel safe walking around their neighbourhood. 83.7% of residents consider that their neighbourhood is a friendly place to live and a little over 82% say they can call on a relative or neighbour if they need assistance.

Local IdentitySurvey respondents were asked to complete the sentence ‘Mosman Is...’. Some of the top responses to this challenge were:

A wonderful/great place to live �A beautiful place �My home �Perfect/Paradise/The best place to live �

Big Ideas for the Future


2Council’s latest move to actively engage residents in planning for Mosman’s future is the ‘Big Ideas’ online forum. Launched in March 2011, Big Ideas seeks to harness the creativity and innovative thinking of Mosman residents. It allows people to log their own ‘big idea’ for Mosman’s future, as well as vote and/or comment on others ideas. Big Ideas is an ongoing community conversation that will continue to feed into Council’s planning processes. It’s not just open during MOSPLAN consultations, but 24 hours a day, 7 days a week, 365 days a year. To access the site visit ideas.mosman.nsw.gov.au

BIG

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http://ideas.mosman.nsw.gov.au

Working TogetherThe ongoing planning that Council undertakes, the services it delivers and the role that it plays as civic leader requires a good appreciation of issues both within and beyond Mosman’s boundaries. Partnerships are often required to deliver common objectives.Council recognises that it operates within a social, cultural, economic and political environment that is not defined by local government boundaries, and that the work and goals of others can impact what we do or how we need to plan for the future.

State Infrastructure Strategy 2008 – 2018 The State Infrastructure Strategy is the NSW Government’s rolling 10-year plan for infrastructure projects to support service delivery. It links the Government’s 4-year capital budget with metropolitan and regional long term planning strategies. It aims to manage public investment growth in line with funding sources, mapping out infrastructure to be provided in Sydney, the Central Coast, the Hunter, the Illawarra – South East, the North Coast and Inland NSW.

State Plan 2010The NSW Government describes the State Plan, last updated in 2010, as ‘the fundamental policy document driving performance across the NSW public sector’. The State Plan identifies priorities and targets across the themes of Better Transport & Liveable Cities, Supporting Business & Jobs, Clever State, Healthy Communities, Green State, Stronger Communities and Keeping People Safe. The plan is due for review every 3 years.

There are a number of key plans and strategies at State and regional level that are highly relevant to our area. These include:

Change of Government — Change of Direction?The Coalition was elected to govern New South Wales on March 26 this year. As a result, it is likely we will see some changes in focus and priority at a State level in the months and years ahead. Mosman Council is well placed and prepared to address any challenge resulting from the change in government.


2Metropolitan Plan for Sydney 2036The NSW Government’s Metropolitan Plan for Sydney 2036 was released in December 2010. The plan supersedes the Government’s previous Metropolitan Strategy, drawing upon the principles of that earlier strategy as well as the Metropolitan Transport Plan 2010. This latter plan outlines the NSW Government’s approach to the delivery of transport solutions that match population and employment needs and support economic growth.

The Metropolitan Plan for Sydney 2036 identifies 10 sub-regions, each with individual dwelling and employment targets. The Inner North Sub-regional Strategy (still in draft form) translates the objectives of the Metropolitan Plan to the local government areas of Mosman, North Sydney, Willoughby, Ryde, Lane Cove and Hunters Hill. The sub-regional strategy sets targets for employment of 62,000 new jobs by 2036 and targets for housing of 44,000 new dwellings by 2036.

‘Shaping Our Future’ – SHOROC Regional Directions 2010In September 2010, the Shore Regional Organisation of Council’s (SHOROC – a collaboration of Mosman, Manly, Warringah and Pittwater Councils) adopted ‘Shaping our Future – Directions for transport, health, housing and jobs for a vibrant sustainable SHOROC region’. In late 2010 and early 2011 this regional strategy provided a key lobbying tool for the SHOROC region in the lead-up to the 2011 NSW State Election and will continue to direct regional efforts in coming years. A Sustainability Strategy is currently under development to support the principles contained in Shaping our Future, and a Liveability Strategy will also be developed in 2011. Mosman has and will continue to take an active role in SHOROC planning processes.

Local & Regional PartnershipsAs well as Mosman’s affiliation with SHOROC, Council partners with many community and government agencies at both regional and local level to deliver services, share information and advocate for a better future. These relationships are an essential part of Council operations and contribute significantly to the achievement of local outcomes.

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TransportIn Council’s 2010 Community Survey, 41% of respondents nominated traffic, transport and roads as their greatest issue of concern over the next 5–10 years. The Military Road/Spit Road corridor is a major contributor to traffic frustrations in Mosman and Council has over many years been active in advocating for improved transport solutions along this route. Most recently, Council joined with it’s SHOROC colleagues to endorse ‘Shaping our Future’, a regional strategy that places strong emphasis on improved outcomes along this corridor. As a key metropolitan transport route that both divides the Mosman municipality and links it to other parts of greater Sydney, Council will continue its call for improved local transport but not at the expense of local amenity and access.

HealthThe health landscape has undergone considerable change over the last year and is expected to continue its evolution for some time as new Federal and State frameworks and priorities are implemented. Changes to Royal North Shore Hospital, amendments to the delivery of community health services, announcements and assurances regarding the long-promised Northern Beaches Hospital and the establishment of the new Northern Sydney Local Health Network are all matters that Council has taken an active interest in. Council will continue to monitor and respond to changes, with the establishment of new federally-funded ‘Medicare Locals’ the next matter of interest. We will also be carrying out a local health needs analysis to ensure that Mosman is best prepared for future proposed changes to health service delivery and so that Council can continue to make a positive contribution to health and lifestyle outcomes in our community.

Issues & ChallengesThrough MOSPLAN, Council aims to acknowledge and address the issues and challenges that face our community. Some of these challenges are quite localised, while others reflect broader agendas, regional imperatives and Mosman’s place in metropolitan Sydney.

Planning LandscapeAt the time of writing, Mosman’s Local Environmental Plan (LEP) and Development Control Plans - developed over the last few years - are still to be formally approved by the NSW Government. The finalisation of these plans has proven to be a challenging task as State government requirements have changed over time and Council staff have been involved in ongoing discussions and plan reviews in response to these changes. Development of the plans was undertaken in close consultation with the community (with Council winning a major Award for its LEP Engagement Strategy), and Council is keen to finalise them as soon as possible.

Changing DemographicsAs indicated on pages 4-5 of MOSPLAN, our demographic makeup continues to change, with a growing proportion of residents in older age brackets. This presents challenges not only in catering for larger numbers of older residents, but also Mosman’s capacity to support a healthy mix of ages, a strong working-age population, housing options that attract diverse households, and a community that is vital, engaged and well-connected. Council is well-placed to help address these challenges through provision and facilitation of services, infrastructure and positive planning frameworks at the local level.


2The Infrastructure ChallengeAlthough by no means an issue unique to Mosman, the challenge of maintaining and renewing Council’s substantial infrastructure assets will have very real impacts for planning and decision-making in future years. MOSPLAN’s Resourcing Strategy contains numerous references to the implications of addressing our infrastructure renewal gap now and in the years ahead. The task of addressing this challenge in a pragmatic and informed way will require careful and ongoing consideration by Council over the next 2 years, involving :

Implementation of a life-cycle management approach to the management of assets; �Ensuring that service delivery needs form the basis for infrastructure asset management; �Providing a sustainable funding model that meets community needs; �Demonstrating environmental leadership and minimising the impact on the environment; �Developing and implementing an integrated decision support system; �

Ensuring compliance with Division of Local Government requirements and the National �Frameworks for Asset Management.

Ultimately, how Council proceeds with appropriately funding infrastructure renewal will be the subject of future community engagement.

Promoting Liveability and SustainabilityThe economic strength, vitality and aesthetic qualities of Mosman are key to the area’s longer term sustainability as a place that supports attractive, liveable spaces for people to visit, shop and enjoy. Council will embark on two major projects over the next few years aimed at energising Mosman and providing a good base for future development. Funding has been received to commence preparation of a new Masterplan for Spit Junction, which will include a feasibility study for the Mosman Civic Centre site. Also under development are concepts for streetscape upgrades in Military Road that have the potential to provide excellent public domain improvements and to enhance shopping, dining and visitor experiences within Mosman’s retail and commercial heart.

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The GOVERNANCE theme addresses the civic leadership of Council and Council administration. It covers Council meetings, civic involvement, community safety, ranger services, finance and budgeting, maintenance of Council property and assets, and Council operations such as information technology and human resource management.

The ENVIRONMENT theme addresses and encompasses urban planning, heritage planning and protection, development assessment, ecological sustainability, biodiversity conservation, waste management and street cleaning, environmental health management, water, air and noise management, sustainability education, traffic, transport, roads and cycling, open space management, and recreational facilities.

The SOCIAL theme is Council’s people theme. It covers areas such as community needs and services for all ages, abilities and backgrounds, volunteering, Aboriginal culture and heritage, library services, Council’s website and electronic engagement, art gallery, cultural activities, festive events and friendship communities.

Delivering the VisionAs well as crystallising Council’s vision for Mosman’s future, MOSPLAN also contains the framework for delivering this vision.

Council’s Vision and Mission, , and the underlying values and commitments that support them, are reflected in four (4) MOSPLAN Themes that direct Council operations.

These Themes are:

GovernanceEnvironmentSocialEconomic


The ECONOMIC theme covers areas such as local business liaison and support, local employment, marketing Mosman, tourism and regional planning and cooperation.

These themes are supported by a series of 12 Programs and 70 Sub-Programs that form Council’s 4-year Delivery Program and 1-year Operational Plan.

The themes, programs and sub-programs draw upon and collectively work towards delivering – the long-term visions agreed to by the Council of 2008-2012 in 2010.

Also contributing to the delivery of this vision are a series of additional plans and strategies, as well as the efforts of numerous service delivery partners. These are detailed in Council’s Delivery Program. 2

PAGE 27

10 Year Program ObjectivesWith in mind, Council has agreed on 10-year Objectves for each of its 12 Program areas. These Program Objectives. arranged by Theme. are as follows:

Governance Council, Community & Communication

1 To have continual improvement in the provision of support and services to councillors and the community.

2 For the community to have total confidence in the Council as an ethical and continually improving organisation that practices good governance, promotes and nurtures ethical behaviour and strives to apply best practice principles to all that it does.

3 To have a pro-active approach to setting the direction and evaluating the performance of the Council through information and consultation, including e-communication, resulting in a community which proudly identifies with the local area and which fully supports the direction and management of Council.

4 To have achieved constitutional recognition of local government.

5 To have innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.

Resource & Asset Management1 To have provided directly or on behalf of other levels of government adequate, equitable and appropriate

services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively; and are always of a high quality consistent with the requirements of the Mosman community.

2 To aim to have Council’s unrestricted current ratio at 2:1.

3 To have business systems which will meet the increasing demands for management information and that add value to the Council and community by providing integrated, accurate, timely, cost effective and responsive service.

4 To have Mosman Council regarded as an employer of choice by all its stakeholders.

5 To have risk management strategies in place to ensure Mosman is a safe place to live, work and play.

6 To have integrated sustainable practices into Council’s Asset Management planning and implementation.

Community SafetyTo achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan:

1 To have a manned Police Station in Mosman.

2 To have a community where individuals are aware of and accept their respective responsibilities necessary to maintain a safe community.

3 To have responsible and informed animal owners.

4 To have a responsive and effective emergency management network covering Mosman


2Environment Urban Planning

To have the local character of Mosman maintained by:

1 Conserving its heritage

Ensuring Sustainability

Effective land use planning, including protection of the foreshore

Requiring high quality development

Improving amenity

2 To have Mosman recognised as a desirable place to live, work and recreate with a population of 30,000 by 2050 (700 additional dwellings).

3 To have the domestic scale of Mosman maintained while providing for large scale development opportunities along the Spit/Military Road corridor.

Built EnvironmentTo have the local character of Mosman maintained by:

1 Conserving its heritage

2 Ensuring sustainability

3 Meeting community needs

4 Effective land use planning

5 Requiring high quality development

6 Improving safety and amenity

2050 Objectives

7 Maintaining its domestic scale except on The Spit / Military Road Corridor

8 Adopting sustainable building options for new and existing buildings

9 Providing diversity of housing choice including ageing in place

10 Protecting and enhancing the natural and man made qualities of the foreshore

PAGE 29

Sustainability, Environment and Health1 Climate change addressed using strategies that include mitigation, adaptation and resilience measures in order

to play our part in the global future.

2 To have long-lasting sustainable behaviours fostered and improved through raised awareness/knowledge of sustainability concepts.

3 To have lifestyle and the environment enhanced through sustainable building practices.

4 To have biodiversity preserved and enhanced on both private and public property including beaches, reserves, bushland and green open spaces.

5 To have green renewable energy sources, and energy efficiency and conservation measures adopted for both private and public property.

6 To have total water cycle management approaches used that maximise conservation, efficiency, reuse and recycling of water including stormwater harvesting and reuse.

7 To have waste reduced significantly through avoidance, minimisation, reuse and recycling via local and regional initiatives.

8 To have sustainable transport taken up using an integrated network of walking and cycling paths throughout Mosman.

9 To have sustainability outcomes improved by lobbying Federal and State Governments to advocate for stronger policy and legislation.

10 To have sophisticated approaches such as sustainability indicators, lifecycle management and systems-thinking used to address sustainability challenges.

Parks & RecreationTo have sustainable recreational facilities including:

1 Parks and Gardens

2 Bushland areas

3 Civic spaces

4 Sporting facilities

5 Beaches and marine structures

6 Swim Centre

7 Playgrounds

that are maintained and embellished to meet the changing needs of the Mosman community.


2

Transport & Traffic1 To have the State and Federal Government support a rail option on the Roseville

Corridor.

2 To have the Northern beaches linked more directly to the Metropolitan Freeway Network.

3 To have an improved bus and ferry network so that public transport is the transport mode of choice.

4 To have no further expansion of the Spit/Miitary Road corridor but reallocation of that capacity to give buses priority when needed.

5 To have no further elimination of parking along the Spit and Military Road corridor.

6 To have a multi-modal sustainable transportation network which meets the community’s needs in terms of safety, user comfort and local access and amenity.

7 To have an asset management program that comprehensively and sustainably maintains and protects all of Council’s assets (infrastructure and natural).

8 To have a well maintained network of roads and footpaths.

9 To reduce the reliance on private vehicles for local trips through the expansion of community transport and pedestrian and cycling facilities.

10 To have minimal incidences of traffic accidents.

11 To have an upgraded car park at Mosman Junction.

Social Community Development & Services

1 To have Council lead and positively shape community well-being, respond strategically to the social impact of change, and advocate for social justice on behalf of the community with external organisations and agencies and Commonwealth and State Governments.

2 To have a well informed and engaged community that has access to a wide range of community services and programs.

3 To have Council and other service providers deliver high quality, integrated community services and programs that are accessible and inclusive, strengthen social capital and contribute to the health and wellbeing of the community.

4 To have well designed and accessible community facilities which are recognised as community hubs which support the effective delivery of community services and programs and promote healthy lifestyle.

5 To have highly valued and supported volunteers with a range of skills engaged in work which makes a positive contribution to the community.

6 To have a cohesive, harmonious, and caring community, where residents are supported throughout their life cycle and that is inclusive of people with a disability, people from culturally, spiritually and linguistically diverse backgrounds, and people of Aboriginal and Torres Strait Islander descent.

PAGE 31

Library & Information1 To have the Library recognised as a community hub and a ‘place of connectedness’.

2 To have a library building that is a functional, multi-purpose space accommodating intellectual, cultural, recreational and information services, lifelong learning opportunities, resources and activities for all age groups.

3 To have library services that are free, accessible and which anticipate and fulfil community expectations.

4 To have resources including books, audio-visual material and material published in electronic format, which cater for the information, lifelong learning and leisure needs of all ages.

5 To have information technology resources which support the Library’s services and to maintain external partnerships such as the Shorelink Library Network in order to provide the community with access to resources held in the Library and beyond.

6 To have a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately housed, exhibited and preserved for future generations.

7 To have information on Council services, facilities and events effectively disseminated in a range of media so that residents are aware of opportunities to participate in and contribute to a vibrant community life.

8 To have a web presence that provides the best possible means of interacting with our community.

Cultural Development Services1 To have strong community spirit through people of all ages, backgrounds and beliefs respecting and caring

for each other, involving themselves in planning and enjoying the Mosman Festival and other cultural activities and entertainments both community-wide and at neighbourhood/street level, and celebrating individual and community achievements.

2 To have a local performing arts theatre and a vital performing arts scene in Mosman where musicians, singers, actors and dancers of all ages can develop their skills and present their work for the benefit and enjoyment of the local community.

3 To have highly regarded public art which engages residents and visitors alike.

4 To have optimum income from the Mosman Art Gallery & Community Centre as a comfortable, high quality venue for hire, whilst being sensitive to community needs and aspirations.

5 To have a vital visual art scene in Mosman where the Mosman Art Gallery & Community Centre is highly regarded and recognised as one which celebrates our artistic heritage and fosters art for all ages with an enthusiasm for contemporary visual arts and crafts and design, and the processes associated with their production.

6 To have enlarged the Mosman Art Gallery to accommodate the expansion of the range of programs and workshops.

7 To have a broad range of cultural programs and civic, community and commercial events which maximise community involvement and are widely promoted.

8 To have Friendship Agreements which foster friendship, goodwill and co-operation between our communities.


2

Economic Local & Regional Economy

1 Keeping the unique character and heritage of all Mosman’s business centres enhanced by appealing, high-amenity public spaces.

2 Reinforcing roles of small and large business centres with diverse local outlets catering for the community, especially the elderly.

3 Business activities including home businesses and clusters meeting emerging work patterns and expectations.

4 Having shops and services easily accessible by walking, riding, driving or community/public transport.

5 A range of suitable accommodation options for visitors including B&B and small residential hotels.

6 To have Mosman recognised as a tourism destination, building on its artistic heritage, marketed effectively and appropriately and to welcome visitors in a manner which is sustainable, which enhances the lifestyle of residents and the economic opportunities for local business, and which reduces any adverse effects.

7 To have the SHOROC region recognised for its economic wellbeing, quality of life, efficient transport systems, service orientation, shared resources and practices, community spirit and natural and clean environment.

PAGE 33

MaintainingDirection

3A framework to ensure goals are achieved, and

remain true to Our Vision

MaintainingDirection Measuring Performance 36 Community Sustainability Indicators 36 Key Performace Indicators 36 Performance Measures 36 Indicator Tables 38

Measuring PerformanceIt is essential that we measure performance to gauge whether the type of future we envisage for Mosman is actually being achieved, and how Council is doing in delivering on MOSPLAN objectives.

Council’s performance measurement framework takes a 3-tiered approach comprising:

Community Sustainability Indicators �Key Performance Indicators �Performance Measures �

Community Sustainability IndicatorsThese indicators help track the sustainability, wellbeing and liveability of Mosman as a place and as a community. They are organised according to MOSPLAN’s four (4) themes – see pages 38-39 for further detail.

Importantly, the indicators for the Social, Environment and Economic themes are about whole-of-community performance, not Council performance alone. Council’s degree of influence over these indicators is variable; often there are a number of factors outside our control that can affect outcomes significantly.

At present, there are strategic indicator projects being coordinated by both SHOROC and the Division of Local Government. As these projects progress, Council’s community sustainability indicators may be reviewed further to ensure optimal opportunities for benchmarking.

Key Performance IndicatorsKey Performance Indicators focus on how Council, as an efficient and progressive local government organisation, is delivering against the 4 MOSPLAN themes. In this sense, the Key Performance Indicators for the organisation as a whole replicate the Community Sustainability Indicators for the Governance theme. Unlike the indicators for the other MOSPLAN themes, Key Performance Indicators for Governance are not subject to the same level of external influence, and therefore can be confidently viewed as true measures of Council performance.

Key Performance Indicators reflect core priorities and deliverables at both organisational level and across MOSPLAN’s 12 Programs.

OurVision

MaintainingDirection


3

MaintainingDirectionPerformance Measures These operational level measures assist in measuring performance across MOSPLAN’s 70 sub-programs. These measures assist in the day-to-day planning, delivery and assessment of services. At times there may be some commonality between performance measures for sub-programs and Key Performance Indicators for Programs.

The diagram below illustrates how the overall Performance Measurement Framework operates across MOSPLAN Themes, Programs and Sub-Programs. The Community Sustainability Indicators are shown on the following pages, while measures at Program and Sub-Program level can be found in the Delivery Program and Operational Plan commencing on page 61.

Performance Measures

Key Performance Indicators

Community Sustainability Indicators

OperationalPlan

Delivery Program

Our Vision for Mosman

Governance EnvironmentSocial Economic

PAGE 37

Community Sustainability Indicators

Governance Note: These can also be viewed as Key Performance Indicators for Council

Indicator What will we measure?

Overall community satisfaction

Proportion of residents satisfied with Council’s overall performance in biennial surveys

Overall staff satisfaction & wellbeing

Staff responses provided in regular Employee Surveys

Occupational Health & Safety Performance

Days lost due to injury or disease per OH&S incident and total days lost per annum due to injury or disease

Overall budget performance Actual operating result each year compared to Budget

Financial Health Check compliance

Council performance against local government financial health check measures

Scheduled capital works completed

Percentage of budgeted capital works achieved at the end of each financial year

Scheduled key initiatives completed

Percentage of key initiatives achieved at the end of each financial year

Corporate environmental sustainability

Annual water and energy consumption for all Council operations, per FTE staff member

Asset renewal ratio The amount spent per annum on renewing existing assets , divided by their depreciation or loss of value

EnvironmentIndicator What will we measure?

Health of bushland Number of local/regional threatened, vulnerable and endangered species

Water quality Water quality at harbour beaches, as measured through the Harbour watch Program

Energy/water consumption Annual energy and water consumption in Mosman per capita

Waste diverted from landfill The proportion of recycled waste compared to total waste collection in Mosman per annum

Public transport usage Percentage of Mosman residents using public transport to travel to work

Housing diversity Relative proportions of dwelling types in Mosman

Level of graffiti/vandalism Number of graffiti incidents per annum removed by Council

Road safety Number of road accidents and casualties in Mosman per annum


3SocialIndicator What will we measure?

Community connectedness Residents feelings of community connectedness, as expressed in biennial survey

Community pride Residents feelings of community pride, as expressed in biennial survey

Age diversity The age structure of Mosman residents over time

Childcare facilities Vacancy rates across all long day care centres in Mosman by age

Physical activity Percentage of Mosman residents undertaking adequate physical activity per week

Life expectancy Average life expectancy for Mosman residents, male and female

Community safety Crime rates for major criminal incidents recorded in Mosman. Residents perception of safety as recorded in biennial surveys

EconomicIndicator What will we measure?

Unemployment rate Percentage of Mosman residents unemployed

Gross Local Product Net wealth per resident generated by the local regional economy of Manly, Mosman, Pittwater and Warringah

Employment containment The employment location of Mosman residents

Average weekly earnings Average weekly gross income of Mosman households

PAGE 39

ResourcingStrategy

4Our Resourcing Strategy looks

at the resources needed to deliver our vision for Mosman

ResourcingStrategy

Introduction 43 Managing our Asset 44 Managing our People 46 Managing our Finances 48

| DRAFT MOSPLAN 2011-2021

IntroductionOur Resourcing Strategy looks at the resources needed by Council to deliver the Vision for Mosman.It represents an essential link between the Vision, the four Themes under which we are delivering the Vision, and Council’s four-year Delivery Program and annual Operational Plan.

The Resourcing Strategy identifies how Council will meet its obligations in the short, medium and longer term, taking into account our finances, our workforce and our infrastructure assets. It aims to ensure that these obligations are met in an integrated and sustainable way.

On the following pages, information is provided in relation to:

Managing Our Assets �Managing Our People �Managing Our Finances �

The above elements work together to provide a cohesive resource base for Council’s operations. In ‘Managing Our Finances’, the focus is not only on long term financial planning for the next 10 years; detail is also provided on Council’s budget for the 2011-2012 financial year (our Operational Plan) as well as the four year Delivery Program for 2011-2015.

4

ResourcingStrategy

PAGE 43

Managing our AssetsMosman Council owns and manages assets with a current replacement cost of $746 million.

These assets include:

Marine structures �Parks and ovals �Buildings �Roads and footpaths �Retaining Walls �

Asset Management Planning is a way of accounting for, and planning and managing our assets in a sustainable way. By implementing appropriate asset management practices, Council aims to ensure that the right amount of funding is directed to key assets and the community receives appropriate levels of service from those assets.

Mosman’s adopted framework for asset management is built on best practice and is open and transparent. The key elements of asset management planning at Mosman are:

Asset Management PolicyOur Policy, adopted in 2009, establishes a broad direction for asset management and identifies why Council has chosen this approach.

Asset Management Strategy Our Asset Management Strategy, also adopted in 2009, details how we will go about ensuring that assets are managed in the most appropriate way.

Asset Management PlansAsset Management Plans are prepared for individual asset classes, providing detailed information on how to manage each asset. These plans include asset condition, life cycle analysis, asset replacement costs and future maintenance requirements.

The development of these asset management plans has been the focus of Council’s attention over the last few years, following adoption of the Asset Management Policy and Asset Management Strategy. In 2009 a draft Asset Management Plan was prepared for Buildings, followed by preparation of an Asset Management Plan for Stormwater. Development of an Asset Management Plan for Roads and Footpaths was undertaken in 2010, with the plan due for completion in early-mid 2011. A Marine Structures Asset Management Plan will also be drafted in 2011, with further work also to be undertaken on the Stormwater Asset Management Plan.

All of Council’s Parks and Open Space assets will be valued by July 2011, after which an Asset Management Plan will also be prepared for this important infrastructure category.

The Path to SustainabilityIt is acknowledged that Mosman still has some way to go before it’s Asset Management Framework is fully developed and implemented, and until full integration of asset and financial planning is achieved. The diagram below helps to explain where we have come from and where we currently are on our journey to sustainability.

PastEach asset class controlled

by individual officer

LACK OF INTEGRATION Research Systems

Development of Assets Class

Management Plans

2009 — Asset Management Policy & Strategy developed

2010-2011 — DRAFT Asset Management Plans developed

Present

2006 — Purchase of CIVICA Asset register

developed – conditional audits developed

FutureFurther Asset Management

Plan developmentDevelop Forward Works Program

Automated Maintenance Sustainable Operations

Funding DecisionsREDUCED RISK


4Integrating Asset Management and Financial PlanningThe progressive development of Asset Management Plans has identified the sheer magnitude of infrastructure works necessary to achieve satisfactory and sustainable service levels. This in turn has highlighted the current and expected deficiencies in resources available to fund the necessary works, representing a significant challenge for Council finances in coming years.

The ongoing challenge to renew our assets at a rate equal to the depreciation of these assets is likely to become even more difficult as asset management planning advances. The work already undertaken to date on roads and stormwater assets has helped define the scale of this challenge, which is expected to be even more apparent with the revaluation of stormwater assets and valuation of marine structures (Including jetties and sea walls) in 2011. As further information comes to hand on the true life of individual assets and the costs associated with their management, Council’s long term financial planning will need to adjust accordingly. This is likely to mean that Council is faced with some hard decisions about future priorities and the way in which these priorities will be funded.

Our Asset Management FrameworkThe overall Asset Management Framework at Mosman, including integration with MOSPLAN, is illustrated below:

Stormwater

ASSET MANAGEMENTPOLICY

ADOPTED BY COUNCIL 2009

ASSET MANAGEMENTSTRATEGY

ADOPTED BY COUNCIL 2009

ASSET MANAGEMENTPLANS

CURRENTLY IN DEVELOPMENT

Roads Parks MarineBuildings

Asset Management

System

Asset Management

Classes

Governance and Management

Skills and Process

CIVICA AIM system implemented 2005

ONGOING DEVELOPMENT

Established 2006

Under development for each asset class

WORK UNDERTAKEN INHOUSE

Ongoing Development

Levels of ServiceUnder development for

each asset classWORK UNDERTAKEN INHOUSE

PAGE 45

Managing our PeopleWorkforce Planning is the continuous process of shaping the workforce to ensure it is capable of delivering the organisation’s objectives now and in the future.

Our Workforce PlanMosman Council is a multi faceted organisation that operates across a range of industry sectors. We provide a broad range of services to the community, from human related services (support for aged and disabled, child care, library, art gallery) to design and construction services (roads and traffic, development and planning) and recreation services (Marie Bashir Mosman Sports Centre, parks and reserves, Seniors Centre, Youth Development Centre). To deliver such a range of services, we require a diverse workforce with varied skills, qualifications and experience. These include specialist professionals such as environmental scientists, engineers and town planners, as well as corporate support staff and employees responsible for maintaining the amenities of our area and promoting community well-being.

To ensure Mosman Council is best servicing the needs of the community we regularly monitor our workforce profile.

Mosman Council employs 159 full time equivalent staff to service the needs of the community. 58% of our employees are female and the average age is 43 years. Just over 50% of staff travel less than 10km to work, with 14% of staff living within Mosman.

Our mix of employment type is reflective of Council’s support of family friendly employment practices, with 23% of permanent staff working part time and 77% working full time. Council has an excellent staff retention rate, with 55% of the organisation having worked here 5 years or more, and 24% of staff having worked for more than 10 years.

The Workforce Plan identifies challenges that this workforce may present Council with over the coming years, highlighting areas that need to be monitored and managed.

At Mosman Council, these include:

Ageing workforce: 34% of employees are over 1. 50 years of age, and 10% over 60. Multiple retirements over the coming years present challenges including the risk of lost corporate knowledge. Departure of the General Manager.2. Skills shortages in the market. 3. Attraction: Ensure we are attracting the right 4. candidates to Mosman Council. Retention: Ensure we are able to retain the right 5. people with the required skills, experience and organisational fit.

The Workforce Plan details the key strategies underway to mitigate the potential risks in the workforce profile, to enable successful delivery of MOSPLAN objectives.

Strategies to overcome these challenges include:

Focus on talent identification and management, 1. mentoring, leadership and learning and development opportunities Performance planning and management around 2. workforce capability and skill gap analysis Encourage internal progression and succession 3. planning Improve careers advertising and marketing and 4. continue to support participation in SHOROC Careers Fairs Education on continuous improvement 5. methodologies, aimed to simplify processes and deliver more value to the customer Focus on transfer of knowledge and the 6. multi-skilling of staff Continue to foster a culture of fairness and equity, 7. with support of EEO groups including women and people with a disability.

We aim to reflect the diversity of the community, supporting equal employment opportunities and equity within Council.


4 <20 years 0.4% 20-29 years 20% 30-39 years 22%

40-49 years 23% 50-59 years 25% >60 years 10%

Workforce Mix Mosman Council Jan 2011

Full Time 77% Part Time 23%

23%77%

Ages of Council Employees 2011

Council Staff living in Mosman Jan 2011

Live outside Mosman 86% Live in Mosman 14%

86%14%

20%

22%

23%25%

10%

0.4%

PAGE 47

Managing our FinancesGood financial management requires attention to both the immediate and long term sustainability of the Council’s operations. The following pages outline financial forecasts abd budget detail across 10, 4 and 1 year MOSPLAN horizons.

Budget 2011-2012Budget SummaryA deficit consolidated budget of $393,180 (excluding non cash items) is proposed for 2011/2012. This reflects expenditure within the Community Environmental Contract (CEC) exceeding revenue by $433,870 in order to complete the following programs:

Installation of SQID to filter Plunkett Road sub �catchmentInstallation of SQID in Pearl Bay Avenue to filter Pearl �Bay sub catchmentInstallation of SQID in Reginald Street to filter part of �Mosman Bay West sub catchmentInstallation of SQID in Brierley Street to filter part of �Mosman Bay West.

The General Fund budget result for 2011/2012 is a projected surplus of $40,690.

There are a number of key initiatives contained within the 2011/2012 draft Budget such as:

$250,000 Grant Funding for consultancy work on the �Spit Junction Master Plan$500,000 for refurbishment works at Boronia House �$250,000 for works at the Mosman Art Gallery �$2.3M for proposed Child Care works at Mosman �Bowling Club

Other key elements of the draft 2011/12 Budget include:

Funding of Council’s infrastructure assets as follows: �Roads $916,000 àFootpaths $551,000 àDrains $461,000 àRetaining walls $133,000 à

Levels of service across the organisation have �generally been maintained.A 2.8% or $406K increase has been applied to general �rates (excluding CEC and Infrastructure Levies).A 2.15% increase has been applied to cover Award �salaries and packages. Contracts and leases, and fees and charges, where �considered appropriate have been increased by CPI of 3%.Borrowings of $2.8M in 2011/2012 ($2.3M funding �from Section 94A for Child Care at Mosman Bowling Club and $500,000 interest-only loan to fund refurbishment works at Boronia House).Funding of 100% green power for street lighting. �27% coverage of infrastructure expenditure to rate �revenue.The domestic waste service charges have been �increased in accordance with Council’s differential charging policy by 3%.Base rating structure that continues to provide �50% on residential properties and 40% on business assessments.


4Revenue PolicyRating StructureTotal revenue raised from the levying of land rates continues to be capped by the State Government with the Independent Pricing & Regulatory Tribunal (IPART) having developed a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income for local government in 2011/2012.

The LGCI is a measure of movements in the unit costs incurred by NSW Councils for ordinary council activities funded from general rate revenue. It compares changes within a given time period to that of a base year with cost components of the index including: employee benefits and on costs, construction, buildings, plant and equipment, road, footpath, kerbing and drainage, and other business services.

IPART has approved a rate increase to a maximum of 2.8% in 2011/12 and Council’s 2011/2012 budget is based on taking up the full 2.8% increase.

Rating CategoriesThere are two categories of rates:

Residential1. Business2.

Council operates a base rating system whereby 50% of residential rate revenue is derived from a rate in the dollar (ad valorem) calculation based on all rateable land value within the council area with the remaining 50% derived from a base rate which is calculated by dividing the remaining rate revenue by the number of assessable properties. The same system operates with the business category however the split is 60% ad valorem and 40% base rate.

ResidentialThere are 12,484 assessments which will provide revenue of $14.372M in 2011/2012.

The rate in the dollar will approximate $0.0732 and the Base Rate $575.

Total Rateable Land Value approximates $9,819,191,254.

PAGE 49

BusinessThere are 596 assessments which will provide revenue of $1.560M in 2011/2012.

The rate in the dollar will approximate $0.2281 and the Base Rate $1,046.

Total Rateable Land Value approximates $410,381,896.

Special VariationsIncluded in the revenue detailed above are two special rate variations.

The Community Environmental Contract (CEC) was introduced in July 2000 (following approval by the State Government for a 5% increase in general revenue) allowing Council to undertake significant works in the following areas:

Stormw � ater Quality Bushland �Creek Rehabilitation �Seawall Remediati � on/Construction

$697,000 will be allocated from the rate revenue derived for CEC works in 2011/2012. It should be noted that most of the on the ground works have been completed and the bulk of the CEC revenue until its expiration in 2016/2017 will be used to extinguish debt.

The Infrastructure Levy was introduced in July 2008 (following approval by the State Government for a 5.99% increase in general revenue) allowing Council to provide much needed additional funding to its infrastructure assets such as:

Ro � adsFootpaths �Drains �Buildings �Retaining Walls �Open Space �Marine Structur � es

$866,000 will be allocated from the rate revenue derived for these works in 2011/2012. Unlike the CEC, this levy has no sunset clause.

A description of the works undertaken under both programs is published in Council’s Annual Report.

Domestic Waste Management Service The Domestic Waste Management Service is provided on a full cost recovery basis.

A resident has a choice of the following size bins/fee structure in 2011/2012:

1 × 80 litre mobile garbage bin $2781 × 120 litre mobile garbage bin $453

The fee structure for residents with an existing 240L mobile garbage bin is $946.

The above rates include the following services for houses, with other arrangements for multi unit dwellings with shared services:

Weekly � waste collectionFortnightly glass and containers �Fortnightly paper and cardboard �Monthly gree � n waste

Pension SubsidyPensioners who hold a Pensioner Concession card and own and occupy rateable property in Mosman receive a mandatory rebate on Rates and Domestic Waste Management up to a maximum of $250.

Council also offers a voluntary rebate to Australian Service Veterans who do not qualify for a pensioner rate rebate up to a maximum of $125.

Interest ChargesIn 2011/12 it is proposed that (subject to any determination of the Division of Local Government) interest charges on unpaid rates and charges will accrue on a daily basis at the rate of 9%.


4

Pricing Policy — Fees and ChargesIn accordance with Section 608 of the Local Government Act, 1993 and other relevant legislation, Council can charge and recover approved fees and charges for any service it provides. For 2011/12 these are included in the document entitled ‘Draft 201/12 Pricing Policy and Schedule of Fees & Charges’. This document forms part of, but is published separately to, MOSPLAN.

The fees and charges are generally intended to be imposed on the following services provided by Council:

Supply of a product, service or commodity �Giving of information �Providing a service in connection with the exercise of the Council’s �regulatory functions, including receiving an application for approval, granting an approval, making an inspection and issuing a certificateAllowing admission to any building or enclosure �Allowing use or benefit from Council’s assets, possessions, etc �

Mosman Council’s general policy in determining the amount of fees to be charged for goods and services considers the following factors:

The cost of providing the service �The importance of the service to the community �Prices fixed by the relevant industry body/ies �Any factors specified in the Local Government Regulations �Equity factors �User pays principle �Financial objectives �Customer objectives �Resource use objectives �Impact of Tax Reform (GST) �Market Prices �Cross subsidisation objectives �

In cases where a fee and/or charge is determined by legislation or other regulatory bodies, Council’s policy is not to determine an amount that is inconsistent with any fee or charge so determined.

All Council’s fees and charges not subject to statutory control are reviewed on an annual basis prior to finalisation of Council’s draft Budget. However, in special circumstances, fees and charges can be reviewed and approved by Council at other times, subject to any relevant legislative requirements.

PAGE 51

Long Term Financial Plan 2011-202110 Year Financial ModelCouncil’s 10 year financial model underpins the Community Strategic Plan.

The model is developed using current base year data and applying projected movements in a number of key drivers over its life including:

Ann � ual RatesInflation �Employee Costs �Grants �Investment Revenues �Other Expen � ses

AssumptionsAnnual RatesTotal revenue raised from the levying of land rates continues to be capped by the State Government with the Independent Pricing & Regulatory Tribunal (IPART) developing a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income for local government in 2011/12.

The model uses the following rates:

11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21

2.8% 2.7% 2.4% 2.5% 2.7% 2.6% 2.3% 2.5% 2.7% 2.7%

Included within the estimated Rates and Annual Charges are allocations for both the Community Environmental Contract (CEC) and Infrastructure Levy. It should be noted that the CEC ceases in 2016/2017, however the Infrastructure Levy has no sunset clause.

InflationThe rate of inflation has a significant impact on Council’s finances annually from both a revenue and expenditure perspective.

From a revenue perspective, Council’s fees and charges and its property portfolio are all closely linked to this economic indicator.

Council contracts out all of its key service areas such as Waste, Street and Gutter Cleaning, Beach and Reserve Cleaning and a variety of Open Space Contracts. The CPI is also the cost driver for these.

The inflation rate used in the model is based on Access Economic Business data from September 2010 which is shown below:

11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21

3% 2.77% 2.36% 2.49% 2.73% 2.60% 2.22% 2.44% 2.79% 2.79%


4

Employee CostsThe Local Government State Award provided for an increase in salaries and wages of 2.6% from November 2010, 2.15% from July 2011 and a further increase of 3.25% over the next 2 years. The 3.25% is being utilised over the life of the model.

To help Australians be more self sufficient in retirement, the Federal Government in its 2010/2011 Budget announced a staged increase in the Superannuation Guarantee (SG) effective from 2013/2014 which will see the SG gradually increase from 9% up to 12% by 2019. The following percentages have been allocated to the model:

11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21

9% 9% 9.25% 9.5% 10% 10.5% 11% 11.5% 12% 12%

GrantsCouncil receives a number of operating grants from the State Government on an annual basis and they have been increased by inflation rates throughout the model.

Investment RevenuesCouncil invests its surplus funds in term deposits with a rate of 6% being used throughout the model.

Other ExpensesThis category includes expenses associated with elections, utilities, printing and stationery and other materials that are generally increased by inflation.

Fair ValueLocal Government has in recent years been required to bring to account a number of its asset categories at fair value. This will have a significant negative recurrent impact on the income statement via increased depreciation as shown in the Council’s 10-year financial model.

The model forecasts that Council will have a deficit result before capital inflow in 2010/2011 of $3.725M (including an anticipated increase of $3.5M depreciation on 2009/2010) worsening over time to $7.539M in 2020/2021 following further fair valuation of assets such as sea walls, depreciable open space “other” assets and marine structures in 2010/2011 followed by further recurrent movement.

Key Financial DocumentsThe 10 Year Financial model has been used to produce the following key documents for Council’s guidance over the next decade:

Income Statement1. Balance Sheet2. Cash Flow3.

See pages 56-58 for each of the above.

PAGE 53

As well as providing the 10 year forecasted financial position, these documents also illustrate the projected budget for Council’s 4-Year Delivery Program and 1-Year Operational Plan. Further detail in relation to relevant budget breakdowns across Program and Sub-Program areas can be found in Section 5 of MOSPLAN, commencing on page 61.

Key Financial IndicatorsThe State Government sets down a number of key indicators as a benchmark for financial performance across NSW with commentary provided on the following:

Unrestricted Current Ratio �Debt Service Ratio �

The Unrestricted Current Ratio or Liquidity Ratio is an industry based indicator which measures the serviceability of debt. As detailed within the 10 year plan, the estimated position at 30 June 2011 will be 1.30:1, which in short means that Council has $1.30 in cash for every dollar of debt. The model predicts that this ratio will increase to a peak of 1.83 in 2019/2020

Council’s financial position is such that borrowings are only undertaken to fund special projects. In recent years borrowings have been utilised to assist in funding construction works at Drill Hall Common, Community Environmental Contract works, Infrastructure Levy works and the Amenity Block Refurbishment Program in 2010/2011.

The recommended borrowing program in 2011/2012 is $2.8M. $2.3M to fund works at the Mosman Bowling Club to house Children’s Service programs and $500,000 for refurbishment works at Boronia which will provide for a greater annual return on Council’s investment through expected increased annual rentals.

At 30 June 2011, it is anticipated that Council will owe $10.186M in principal on its loans and deferred payment liabilities with repayment funding coming from the following sources:

Council’s Debt Service Ratio at 30 June 2011 is predicted to be 7.50% with a reduction to 1.94% in 2020/2021.

It is important to note that Council has approval for the CEC to continue until 2016/2017, has an Infrastructure Levy and revenues associated with the Section 94A Open Space are exceeding the original budget to date.

A summary of key financial indicators for Mosman, also including the Rates & Annual Charges Coverage Ratio and the Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage; is provided on page 59.

Debt Funding Split

General Fund 29% Section 94A Open Space 28% CEC Levy 33% Infrastructure Levy 10%

28%

29%10%

33%


Annual Consolidated Budget Result (excluding non-cash items) 2011 - 2021As indicated on page 48 a deficit consolidated Budget of $393,180 is projected for 2011/2012, excluding non cash items such as depreciation and employee leave entitlement accruals, and impacted by finalisation of a number of CEC projects. The General Fund result is a surplus of $40,690.

Council’s 10 Year Financial Model forecasts recurrent consolidated surpluses post 2011/12 as shown below:

Integrating Asset Management and Financial PlanningCouncil recognises the need to achieve best possible integration of financial modelling and asset management planning.

The 10 year financial model predictions regarding infrastructure spending are based on current expenditure levels which are indexed.

Asset Management Plans are currently being developed for all infrastructure assets with a number of scenarios to be provided to Council in the 2011/2012 financial year including information on existing asset condition, deemed acceptable base condition and any associated funding shortfalls together with revised financial models providing affordability data.

Council currently generates annual revenue of $842,000 (2010/11) from its Infrastructure Levy. Council proposes to prepare a case for expansion of this levy in 2013/2014 and the information detailed above will form the basis of this key initiative.

The 10 year Financial Model is used as a guide to assist Council in its decision making processes, and is based on best available financial data and assumptions regarding projected movements in future years. It is expected that, following the integration of asset management plans and decisions about future asset funding, key financial documents and projected indicators may look decidedly different as further knowledge and expertise is developed.

4

Estimated Consolidated Cash Budget

-$600

-$400

-$200

$-

$200

$400

$600

$800

11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21

Yr

$'00

0

PAGE 55PAGE 55


Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2021

INC

OM

E ST

ATE

MEN

T - C

ON

SOLI

DA

TED

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

$$

$$

$$

$$

$$

$$

Inco

me

from

Con

tinui

ng O

pera

tions

Rev

enue

:R

ates

& A

nnua

l Cha

rges

19,7

35,0

00

20,4

45,0

01

21,0

31,9

22

21,4

60,6

01

21,8

51,9

38

22,2

69,3

64

22,7

31,4

54

23,1

88,4

44

22,8

52,9

60

23,4

42,0

21

24,0

99,6

64

24,7

75,8

88

Use

r Cha

rges

& F

ees

6,46

7,00

0

6,96

7,66

6

7,34

5,82

1

7,61

0,44

0

7,81

2,41

8

8,02

6,65

8

8,22

4,03

5

8,44

7,33

7

8,64

5,83

8

8,86

5,55

7

9,11

9,27

2

9,37

9,37

1

Inte

rest

& In

vest

men

t Rev

enue

296,

000

365,

000

420,

000

498,

854

546,

458

636,

147

721,

453

781,

354

828,

640

883,

765

937,

851

984,

540

Oth

er R

even

ues

6,88

8,00

0

3,74

2,52

9

3,72

9,62

9

3,89

1,83

8

3,98

2,41

3

4,08

0,23

3

4,19

0,15

2

4,29

7,69

4

4,39

1,90

7

4,49

7,75

4

4,62

1,73

7

4,74

9,18

0

Gra

nts

& C

ontri

butio

ns p

rovi

ded

for O

pera

ting

Pur

pose

s2,

088,

000

1,

968,

264

2,

145,

078

1,

930,

276

1,

972,

432

2,

017,

961

2,

079,

121

2,

129,

434

2,

173,

511

2,

223,

032

2,

281,

038

2,

340,

661

G

rant

s &

Con

tribu

tions

pro

vide

d fo

r Cap

ital P

urpo

ses

3,28

7,00

0

1,67

1,00

0

935,

000

927,

825

800,

000

800,

000

800,

000

800,

000

800,

000

800,

000

800,

000

800,

000

Oth

er In

com

e:N

et g

ains

from

the

disp

osal

of a

sset

s71

,000

-

-

-

-

-

-

-

-

-

-

-

Join

t Ven

ture

s &

Ass

ocia

ted

Ent

ities

75,0

00

-

-

-

-

-

-

-

-

-

-

-

To

tal I

ncom

e fr

om C

ontin

uing

Ope

ratio

ns38

,907

,000

35

,159

,460

35

,607

,450

36

,319

,834

36

,965

,660

37

,830

,362

38

,746

,214

39

,644

,264

39

,692

,856

40

,712

,128

41

,859

,562

43

,029

,640

Expe

nses

from

Con

tinui

ng O

pera

tions

Em

ploy

ee B

enef

its &

On-

Cos

ts13

,365

,000

14

,058

,087

14

,651

,398

15

,113

,167

15

,607

,665

16

,120

,694

16

,670

,742

17

,239

,285

17

,825

,624

18

,433

,458

19

,055

,348

19

,663

,596

B

orro

win

g C

osts

480,

000

626,

530

702,

197

814,

103

713,

244

629,

958

533,

958

436,

343

308,

809

254,

401

205,

336

155,

493

Mat

eria

ls &

Con

tract

s8,

628,

000

9,

839,

005

10

,264

,851

10

,121

,675

10

,367

,418

10

,622

,008

10

,918

,074

11

,197

,965

11

,453

,157

11

,728

,624

12

,051

,306

12

,382

,992

D

epre

ciat

ion

& A

mor

tisat

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4,26

7,00

0

7,80

0,00

0

9,80

0,00

0

9,89

8,00

0

9,99

6,98

0

10,0

96,9

50

10,1

97,9

19

10,2

99,8

98

10,4

02,8

97

10,5

06,9

26

10,6

11,9

96

10,7

18,1

16

Impa

irmen

t-

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-

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O

ther

Exp

ense

s9,

684,

000

4,

889,

860

5,

160,

297

5,

498,

983

5,

436,

024

5,

583,

133

5,

746,

135

6,

127,

963

6,

055,

726

6,

219,

079

6,

405,

811

6,

848,

634

In

tere

st &

Inve

stm

ent L

osse

s-

-

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N

et L

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m th

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ets

-

-

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Join

t Ven

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s &

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Ent

ities

-

-

-

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-

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-

-

-

-

-

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Tota

l Exp

ense

s fr

om C

ontin

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Ope

ratio

ns36

,424

,000

37

,213

,482

40

,578

,742

41

,445

,928

42

,121

,330

43

,052

,743

44

,066

,828

45

,301

,455

46

,046

,213

47

,142

,488

48

,329

,797

49

,768

,831

Ope

ratin

g R

esul

t fro

m C

ontin

uing

Ope

ratio

ns2,

483,

000

(2

,054

,022

)

(4,9

71,2

92)

(5

,126

,094

)

(5,1

55,6

70)

(5

,222

,381

)

(5,3

20,6

14)

(5

,657

,191

)

(6,3

53,3

57)

(6

,430

,360

)

(6,4

70,2

35)

(6

,739

,191

)

Dis

cont

inue

d O

pera

tions

- P

rofit

/(Los

s)-

-

-

-

-

-

-

-

-

-

-

-

N

et P

rofit

/(Los

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om D

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ratio

ns-

-

-

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Net

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ratin

g R

esul

t for

the

Year

2,48

3,00

0

(2,0

54,0

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(4

,971

,292

)

(5,1

26,0

94)

(5

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)

(5,2

22,3

81)

(5

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)

(5,6

57,1

91)

(6

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)

(6,4

30,3

60)

(6

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)

(6,7

39,1

91)

Net

Ope

ratin

g R

esul

t bef

ore

Gra

nts

and

Con

trib

utio

ns p

rovi

ded

for

Cap

ital P

urpo

ses

(804

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)

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60)

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70,2

35)

(7,5

39,1

91)

4

PAGE 57

Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2021

BA

LAN

CE

SHEE

T - C

ON

SOLI

DA

TED

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

$$

$$

$$

$$

$$

$$

ASS

ETS

Cur

rent

Ass

ets

Cas

h &

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quiv

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754,

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3,

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371

3,

680,

824

4,

824,

268

6,

051,

049

7,

507,

681

8,

911,

703

9,

557,

491

10

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144,

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352,

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3,

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9,00

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5,73

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13

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14

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15

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267,

000

190,

770

199,

316

203,

672

208,

160

214,

222

220,

909

229,

062

234,

160

241,

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248,

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ass

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573,

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801,

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,124

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3,87

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In

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In

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536,

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537,

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534,

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376,

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376,

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376,

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376,

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376,

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376,

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376,

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376,

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376,

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Non

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Tota

l Non

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577,

797,

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579,

406,

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576,

134,

398

569,

318,

655

562,

479,

552

555,

622,

676

548,

756,

776

541,

880,

976

535,

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532

528,

355,

737

521,

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514,

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TOTA

L A

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2,00

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58

6,48

5,59

7

58

3,70

8,16

6

57

8,11

9,99

4

57

2,58

0,53

1

56

7,25

9,18

1

56

1,88

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55

5,73

8,02

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54

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54

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1

8,52

9,62

3

8,78

3,43

0

9,05

8,26

6

9,39

5,57

0

Bor

row

ings

1,91

9,00

0

1,76

4,08

8

1,49

4,15

4

1,44

5,83

7

1,24

5,00

1

1,25

1,88

9

1,76

0,36

6

720,

740

628,

099

615,

874

665,

162

625,

857

Pro

visi

ons

3,31

3,00

0

4,06

0,41

5

4,87

9,63

0

5,72

2,94

0

6,59

0,34

4

7,48

1,84

3

8,39

7,43

6

9,33

7,12

4

10,3

00,9

07

11,2

88,7

83

12,3

00,7

55

13,3

36,8

21

Liab

ilitie

s as

soci

ated

with

ass

ets

clas

sifie

d as

"hel

d fo

r sal

e"-

-

-

-

-

-

-

-

-

-

-

-

To

tal C

urre

nt L

iabi

litie

s12

,078

,000

12

,777

,222

13

,634

,452

14

,586

,519

15

,415

,133

16

,534

,552

18

,203

,104

18

,402

,585

19

,458

,629

20

,688

,087

22

,024

,183

23

,358

,248

Non

-Cur

rent

Lia

bilit

ies

Pay

able

s-

-

-

-

-

-

-

-

-

-

-

-

B

orro

win

gs7,

936,

000

8,

421,

813

9,

727,

659

8,

281,

822

7,

036,

821

5,

784,

932

4,

024,

565

3,

303,

826

2,

675,

726

2,

059,

852

1,

394,

690

76

8,83

3

P

rovi

sion

s10

0,00

0

15

2,58

5

18

3,37

0

21

5,06

0

24

7,65

6

28

1,15

7

31

5,56

4

35

0,87

6

38

7,09

3

42

4,21

7

46

2,24

5

50

1,17

9

In

vest

men

ts A

ccou

nted

for u

sing

the

equi

ty m

etho

d-

-

-

-

-

-

-

-

-

-

-

-

Li

abili

ties

asso

ciat

ed w

ith a

sset

s cl

assi

fied

as "h

eld

for s

ale"

-

-

-

-

-

-

-

-

-

-

-

-

Tota

l Non

-Cur

rent

Lia

bilit

ies

8,03

6,00

0

8,57

4,39

8

9,91

1,02

9

8,49

6,88

2

7,28

4,47

7

6,06

6,08

9

4,34

0,12

9

3,65

4,70

2

3,06

2,81

9

2,48

4,06

9

1,85

6,93

5

1,27

0,01

2

TOTA

L LI

AB

ILIT

IES

20,1

14,0

00

21,3

51,6

20

23,5

45,4

80

23,0

83,4

01

22,6

99,6

09

22,6

00,6

41

22,5

43,2

32

22,0

57,2

87

22,5

21,4

49

23,1

72,1

56

23,8

81,1

18

24,6

28,2

60

Net

Ass

ets

567,

188,

000

565,

133,

978

560,

162,

686

555,

036,

592

549,

880,

922

544,

658,

541

539,

337,

927

533,

680,

735

527,

327,

378

520,

897,

018

514,

426,

783

507,

687,

592

EQU

ITY

Ret

aine

d E

arni

ngs

386,

540,

000

384,

485,

978

379,

514,

686

374,

388,

592

369,

232,

922

364,

010,

541

358,

689,

927

353,

032,

735

346,

679,

378

340,

249,

018

333,

778,

783

327,

039,

592

Rev

alua

tion

Res

erve

s18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

18

0,64

8,00

0

C

ounc

il E

quity

Inte

rest

567,

188,

000

565,

133,

978

560,

162,

686

555,

036,

592

549,

880,

922

544,

658,

541

539,

337,

927

533,

680,

735

527,

327,

378

520,

897,

018

514,

426,

783

507,

687,

592

Min

ority

Equ

ity In

tere

st-

-

-

-

-

-

-

-

-

-

-

-

To

tal E

quity

567,

188,

000

565,

133,

978

560,

162,

686

555,

036,

592

549,

880,

922

544,

658,

541

539,

337,

927

533,

680,

735

527,

327,

378

520,

897,

018

514,

426,

783

507,

687,

592


Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2021

CA

SH F

LOW

STA

TEM

ENT

- GEN

ERA

L FU

ND

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

$$

$$

$$

$$

$$

$C

ash

Flow

s fr

om O

pera

ting

Act

iviti

esR

ecei

pts:

Rat

es &

Ann

ual C

harg

es20

,014

,221

20

,970

,232

21

,405

,512

21

,808

,008

22

,222

,624

22

,682

,236

23

,138

,160

22

,855

,654

23

,384

,404

24

,034

,447

24

,708

,884

U

ser C

harg

es &

Fee

s6,

820,

856

7,

324,

274

7,

590,

904

7,

796,

713

8,

009,

811

8,

206,

229

8,

429,

019

8,

646,

857

8,

843,

766

9,

094,

594

9,

354,

005

In

tere

st &

Inve

stm

ent R

even

ue R

ecei

ved

365,

000

420,

000

498,

854

546,

458

636,

147

721,

453

781,

354

828,

640

883,

765

937,

851

984,

540

Gra

nts

& C

ontri

butio

ns3,

639,

264

3,

080,

078

2,

858,

101

2,

772,

432

2,

817,

961

2,

879,

121

2,

929,

434

2,

973,

511

3,

023,

032

3,

081,

038

3,

140,

661

O

ther

3,72

1,07

1

3,71

8,69

0

3,88

1,84

7

3,97

4,40

7

4,07

1,66

9

4,18

1,07

9

4,28

8,37

5

4,39

2,42

4

4,48

6,69

9

4,60

9,23

0

4,73

6,33

6

Paym

ents

:E

mpl

oyee

Ben

efits

& O

n-C

osts

(13,

207,

532)

(13,

655,

978)

(14,

163,

266)

(14,

629,

552)

(15,

088,

731)

(15,

602,

063)

(16,

119,

307)

(16,

735,

012)

(17,

283,

490)

(17,

869,

632)

(18,

422,

812)

Mat

eria

ls &

Con

tract

s(9

,801

,487

)

(10,

156,

694)

(10,

068,

429)

(10,

312,

357)

(10,

547,

238)

(10,

835,

651)

(11,

098,

147)

(11,

391,

478)

(11,

644,

429)

(11,

960,

469)

(12,

272,

553)

Bor

row

ing

Cos

ts(6

26,5

30)

(702

,197

)

(8

14,1

03)

(713

,244

)

(6

29,9

58)

(533

,958

)

(4

36,3

43)

(308

,809

)

(2

54,4

01)

(205

,336

)

(1

55,4

93)

Oth

er(4

,871

,214

)

(5,1

19,9

12)

(5

,472

,581

)

(5,4

14,7

82)

(5

,553

,148

)

(5,7

13,2

27)

(6

,085

,069

)

(6,0

31,4

74)

(6

,184

,891

)

(6,3

69,1

48)

(6

,800

,956

)

Net

Cas

h pr

ovid

ed (o

r use

d in

) Ope

ratin

g A

ctiv

ities

6,05

3,64

8

5,87

8,49

3

5,71

6,84

0

5,82

8,08

4

5,93

9,13

6

5,98

5,21

8

5,82

7,47

6

5,23

0,31

4

5,25

4,45

4

5,35

2,57

4

5,27

2,61

3

Cas

h Fl

ows

from

Inve

stin

g A

ctiv

ities

Rec

eipt

s:S

ale

of In

vest

men

t Sec

uriti

es-

-

-

-

-

-

-

-

-

-

-

Sal

e of

Inve

stm

ent P

rope

rty-

-

-

-

-

-

-

-

-

-

-

Sal

e of

Rea

l Est

ate

Ass

ets

-

-

-

-

-

-

-

-

-

-

-

S

ale

of In

frast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

-

90

,000

-

-

-

-

-

-

-

-

-

Sal

e of

Inte

rest

s in

Joi

nt V

entu

res

& A

ssoc

iate

s-

-

-

-

-

-

-

-

-

-

-

Sal

e of

Inta

ngib

le A

sset

s-

-

-

-

-

-

-

-

-

-

-

Def

erre

d D

ebto

rs R

ecei

pts

-

-

-

-

-

-

-

-

-

-

-

S

ale

of D

ispo

sal G

roup

s-

-

-

-

-

-

-

-

-

-

-

Dis

tribu

tions

Rec

eive

d fro

m J

oint

Ven

ture

s &

Ass

ocia

tes

32,1

01

-

-

-

-

-

-

-

-

-

-

Paym

ents

:P

urch

ase

of In

vest

men

t Sec

uriti

es-

-

-

-

-

-

-

-

-

-

-

Pur

chas

e of

Inve

stm

ent P

rope

rty-

-

-

-

-

-

-

-

-

-

-

Pur

chas

e of

Infra

stru

ctur

e, P

rope

rty, P

lant

& E

quip

men

t(8

,879

,279

)

(6,6

14,9

52)

(3

,079

,242

)

(3,1

55,4

66)

(3

,237

,503

)

(3,3

29,3

07)

(3

,421

,322

)

(3,5

98,6

04)

(3

,782

,908

)

(3,8

85,8

78)

(3

,991

,695

)

Pur

chas

e of

Rea

l Est

ate

Ass

ets

-

-

-

-

-

-

-

-

-

-

-

P

urch

ase

of In

tang

ible

Ass

ets

-

-

-

-

-

-

-

-

-

-

-

D

efer

red

Deb

tors

& A

dvan

ces

Mad

e-

-

-

-

-

-

-

-

-

-

-

Pur

chas

e of

Inte

rest

s in

Joi

nt V

entu

res

& A

ssoc

iate

s-

-

-

-

-

-

-

-

-

-

-

Con

tribu

tions

Pai

d to

Joi

nt V

entu

res

& A

ssoc

iate

s-

-

-

-

-

-

-

-

-

-

-

Net

Cas

h pr

ovid

ed (o

r use

d in

) Inv

estin

g A

ctiv

itie s

(8,8

47,1

78)

(6

,524

,952

)

(3,0

79,2

42)

(3

,155

,466

)

(3,2

37,5

03)

(3

,329

,307

)

(3,4

21,3

22)

(3

,598

,604

)

(3,7

82,9

08)

(3

,885

,878

)

(3,9

91,6

95)

Cas

h Fl

ows

from

Fin

anci

ng A

ctiv

ities

Rec

eipt

s:P

roce

eds

from

Bor

row

ings

& A

dvan

ces

2,25

0,00

0

2,80

0,00

0

-

-

-

-

-

-

-

-

-

O

ther

Fin

anci

ng A

ctiv

ity R

ecei

pts

-

-

-

-

-

-

-

-

-

-

-

Pa

ymen

ts:

Rep

aym

ent o

f Bor

row

ings

& A

dvan

ces

(1,9

19,0

99)

(1

,764

,088

)

(1,4

94,1

54)

(1

,445

,837

)

(1,2

45,0

01)

(1

,251

,889

)

(1,7

60,3

66)

(7

20,7

40)

(628

,099

)

(6

15,8

74)

(665

,162

)

R

epay

men

t of F

inan

ce L

ease

Lia

bilit

ies

-

-

-

-

-

-

-

-

-

-

-

D

istri

butio

ns to

Min

ority

Inte

rest

s-

-

-

-

-

-

-

-

-

-

-

Oth

er F

inan

cing

Act

ivity

Pay

men

ts-

-

-

-

-

-

-

-

-

-

-

Net

Cas

h Fl

ow p

rovi

ded

(use

d in

) Fin

anci

ng A

ctiv

ities

330,

901

1,03

5,91

2

(1,4

94,1

54)

(1

,445

,837

)

(1,2

45,0

01)

(1

,251

,889

)

(1,7

60,3

66)

(7

20,7

40)

(628

,099

)

(6

15,8

74)

(665

,162

)

Net

Incr

ease

/(Dec

reas

e) in

Cas

h &

Cas

h Eq

uiva

lent

s(2

,462

,629

)

389,

452

1,14

3,44

4

1,22

6,78

2

1,45

6,63

1

1,40

4,02

2

645,

787

910,

970

843,

447

850,

823

615,

756

plus

: Cas

h, C

ash

Equi

vale

nts

& In

vest

men

ts -

begi

nnin

g of

yea

r5,

754,

000

3,

291,

371

3,

680,

824

4,

824,

268

6,

051,

049

7,

507,

681

8,

911,

703

9,

557,

491

10

,468

,461

11

,311

,908

12

,162

,730

Cas

h &

Cas

h Eq

uiva

lent

s - e

nd o

f the

yea

r3,

291,

371

3,

680,

824

4,

824,

268

6,

051,

049

7,

507,

681

8,

911,

703

9,

557,

491

10

,468

,461

11

,311

,908

12

,162

,730

12

,778

,486

Cas

h &

Cas

h E

quiv

alen

ts -

end

of th

e ye

ar3,

291,

371

3,

680,

824

4,

824,

268

6,

051,

049

7,

507,

681

8,

911,

703

9,

557,

491

10

,468

,461

11

,311

,908

12

,162

,730

12

,778

,486

In

vest

men

ts -

end

of th

e ye

ar1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

1,

000,

000

C

ash,

Cas

h Eq

uiva

lent

s &

Inve

stm

ents

- en

d of

the

yea r

4,29

1,37

1

4,68

0,82

4

5,82

4,26

8

7,05

1,04

9

8,50

7,68

1

9,91

1,70

3

10,5

57,4

91

11,4

68,4

61

12

,311

,908

13,1

62,7

30

13

,778

,486

Rep

rese

ntin

g:- E

xter

nal R

estri

ctio

ns23

3,14

6

97

5,64

4

1,

626,

442

2,

148,

549

2,

673,

112

3,

049,

675

3,

278,

238

3,

431,

801

3,

585,

768

3,

801,

025

4,

016,

836

- I

nter

nal R

estri

cito

ns3,

683,

000

3,

436,

000

3,

686,

000

3,

936,

000

4,

186,

000

4,

406,

000

4,

126,

000

4,

246,

000

4,

366,

000

4,

486,

000

4,

606,

000

- U

nres

trict

ed37

5,22

5

26

9,18

0

51

1,82

6

96

6,50

1

1,

648,

569

2,

456,

028

3,

153,

253

3,

790,

660

4,

360,

140

4,

875,

705

5,

155,

650

4,

291,

371

4,

680,

824

5,

824,

268

7,

051,

049

8,

507,

681

9,

911,

703

10

,557

,491

11

,468

,461

12,3

11,9

08

13

,162

,730

13,7

78,4

86

4

PAGE 59

Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2021

CH

AR

TS -

ALL

FU

ND

S (C

ON

SOLI

DA

TED

)N

ote

13 R

atio

Cha

rts

Unr

estr

icte

d C

urre

nt R

atio

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0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Bas

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4.00

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5.00

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6.00

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7.00

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8.00

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2011

2012

2013

2014

2015

2016

2017

2018

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2020

2021

Bas

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56.5

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57.0

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57.5

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58.0

0%

58.5

0%

59.0

0%

59.5

0%

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

Bas

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1.94

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1.94

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1.95

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1.95

2%

1.95

4%

1.95

6%

1.95

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2011

2012

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2016

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OurPlans

5Delivery Program

and Operational Plan

OurPlans Introduction 62

Governance 64 Environment 112 Social 196 Economic 274

Delivery Program & Operational PlanThe following pages provide detail on how Council intends to deliver services to the Mosman community, in keeping with its adopted Vision, over the next four years.

Introduction Included in this section is Council’s 4-year Delivery Program for the period 2011-2015 and 1-year Operational Plan for 2011-2012.

Content is separated according to:4 � Themes 12 � Programs 70 � Sub-Programs

By providing information in this form, it is intended to give all readers of MOSPLAN the opportunity to delve into programming and budgeting at a variety of levels – the level selected is up to you!

OurPlans


At Theme Level, information is provided on:

Contributing Programs �Related Strategies & Plans �Community Partners �Community Sustainability Indicators �

At Program Level, information is provided on:

Program Convenor �Relevant 10-year MOSPLAN objectives �Contributing Sub-Programs and Sub-Program Budgets 2011-2012* �Achievements 2010-2011 �Key Deliverables 2011-2015 �Key Performance Indicators �Program Budget 2011-2015* �Program Expenditure by Funding Source 2011-2012* �

At Sub-Program Level, information is provided on:

Sub-Program Coordinator �Performance Measures �Sub-Program Budget 2011-2015* �4-Year Program Objectives �4-Year Recurrent Programs & Key Initiatives �Sub-Program Budget Activity Statement 2011-2012* �

(* excludes non-cash items)

Together, the information provides a comprehensive account of Council’s 4 Year Delivery Program, year-by-year programs and initiatives (including 1-Year Operational Plan), as well as linkages to Council’s strategic objectives. Select the level that best suits your needs.

OurPlans

5

PAGE 63

Governance

ProgramsCouncil, Community & ConsultationResource & Asset ManagementCommunity Safety

Related Strategies & PlansRegional State of the Environment Report 2009-2010Mosman Environmental Management PlanMosman Environmental Sustainability Action Plan 2010-2013Mosman Community Engagement Strategy 2009Mosman Council Workforce PlanMosman Council Equal Employment Management PlanMosman Community Environmental ContractMosman Waste Reduction & Procurement PlanMosman Government PlanMosman Council Enterprise AgreementCollaborative Management Plan 2009 – ‘Local Solutions to Local Crime & Safety Issues in Mosman’Mosman Social Planning Overview 2010DISPLANManly-Mosman District Bushfire Management PlanSHOROC ‘Shaping our Future’

Key PartnersFederal government –various agencies & authoritiesState government – various agencies & authorities including NSW Police (Harbourside Local Area Command); Emergency Management NSW; and Department of Environment, Climate Change & WaterSHOROC


5Community Sustainability IndicatorsOverall community satisfactionOverall staff satisfaction and well-beingOccupational health & safety performance Overall budget performance Financial health check complianceScheduled capital works completedScheduled key initiatives completedCorporate environmental sustainabilityAsset renewal ratio

PAGE 65

PROGRAM1

Council, Community & ConsultationConvenor: Director Corporate Services

This program focuses on leadership in our community, on good governance and optimum public participation. It seeks to provide a professional and efficient framework to service community needs by supporting well informed and transparent decision making.

10 Year ObjectivesProgram 1 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan:

To have continual improvement in the provision of support and services to councillors and the community. �For the community to have total confidence in the Council as an ethical and continually improving organisation that practices good �governance, promotes and nurtures ethical behaviour and strives to apply best practice principles to all that it does.To have a pro-active approach to setting the direction and evaluating the performance of the Council through information and �consultation, including e-communication, resulting in a community which proudly identifies with the local area and which fully supports the direction and management of Council.To have achieved constitutional recognition of local government. �To have innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become �involved in community life.

Achievements 2010 - 2011In 2010 – 2011 Council delivered the following results under Program 1:

Implementation of the Government Information Public �Access (GIPA) Act Access to Information Policy �Councillor’s portal �2010 Community Survey �Introduced Public Hearing Determination of Development �ApplicationsBig Ideas on line forum �Enhanced Mosman News, also delivered online �Reviewed various Governance related polices to ensure best �practiceImplementation of the Internal Audit Program �

Key Deliverables 2011-2015Key Deliverables for Program 1 over the next 4 years include:

Community engagement review �Community surveys in 2012 and 2014 �Electronic Delegations Manual �Electronic business papers 2012 �Mayor and Councillor induction and education program �emphasising change in political governance.


Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 1. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:1.01 Council, Secretariat and Civic Involvement Coordinator: Manager Governance1.03 Governance Coordinator: Manager Governance1.04 Communication Coordinator: Director Community Development

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,200) (1,440) (1,281) (1,324)

Key Performance Indicators% Residents satisfied with: �

Council engaging (consulting) with the community àAccess to Council information and Council support àOverall delivery of Council services à

PROGRAM1

Program Expenditure by Funding Source 2011-12$1,200,620

Expenditure by Sub-Program 2011-12$1,200,620

15%30%55%

1.01 55% 1.03 30% 1.04 15%

Rates

100%

PAGE 67

SUB-PROGRAM1.01Policy and Administration and Customer FocusCoordinator: Manager Governance

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(653) (674) (696) (719)

Performance Measures% of customer service telephone enquiries resolved on first contact. �

4 Year Objectives1 Enable Councillors to meet their responsibilities, being mindful of legislation and aware of resource

constraints.

2 Foster community and other levels of government interests in, and awareness of, local government issues.

3 Pursue constitutional recognition for Local Government.

Delivery Program and Operational Plan 2011-2015Objective 1

1 Enable Councillors to meet their responsibilities, being mindful of legislation and aware of resource constraints.

Recurrent Programs and ProjectsCouncil Agenda and Minute Preparation and Distribution �Correspondence arising from Council �Updates to Delegations Register �Review and update indexes for Policies and Delegations Manuals �Review of policies and procedures �

Responsibility: Manager Governance

Education, training and support for Councillors �Responsibility: General Manager

Key Initiatives 11/12 12/13 13/14 14/15

1a Review and enhance systems relating to on line minute taking, business papers and agenda preparation and distribution.Responsibility: Governance Manager

1b Deliver comprehensive induction program for new Councillors.Responsibility: General Manager

Objective 22 Foster community and other levels of government interests in, and awareness of, local government issues.


Recurrent Programs and ProjectsSchool Citizenship Awards �

Responsibility: Manager Governance Citizenship ceremonies �Mayoral and Civic receptions �Annual Citizen of the Year and Young Citizen of the Year �AwardsSubmissions to State and Federal Government �

Responsibility: General Manager

Objective 33 Pursue constitutional recognition for Local Government.

Key Initiatives 11/12 12/13 13/14 14/15

3a Support the Local Government and Shires Association (LGSA) in its endeavours regarding constitutional recognition for Local Government.Responsibility: General Manager

2011-12 Budget ActivitySub-Program Ledger Descriptor Income Expenditure Net

01.01 01 Agendas and Minutes 0 184,182 (184,182)

01.01 02 Council Meetings 0 87,124 (87,124)

01.01 03 Mayoral and Councillor Support Advice, Facilities and Services 0 303,979 (303,979)

01.01 04 Councillors’ Development/Conferences 0 23,195 (23,195)

01.01 05 Citizenship 0 5,549 (5,549)

01.01 06 Mayoral and Civic Receptions 0 15,000 (15,000)

01.01 07 Invitations to Mayor and General Manager 0 725 (725)

01.01 10 Civic Support 0 23,337 (23,337)

01.01 11 Lobbying Government 0 9,610 (9,610)

PROGRAM1

PAGE 69

SUB-PROGRAM1.03GovernanceCoordinator: Manager Governance

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(363) (575) (387) (400)

Performance Measures% of internal audit programs completed �% of formal complaints received and resolved internally �No. of Privacy complaints received and resolved internally �% of formal complaints resolved within 10 days �

4 Year Objectives1 Provide mechanisms that promote and nurture an ethical culture in the organisation.

2 Ensure that Council activities are best practice and best value.

3 Inform Councillors of their rights and obligations.

4 Ensure statutory compliance, efficiency, operational accountability and probity in all Council activities and functions.

5 Provide responsible, ecologically sustainable environmental management of all Council’s operations, activities and contracts.


1 Provide mechanisms that promote and nurture an ethical culture in the organisation.

Recurrent Programs and ProjectsInduction and ongoing training for staff regarding Council’s �confidentiality, access to information and privacy polices, and the GIPA ActMaintaining the accolades/complaints reporting system �

Responsibility: Director Corporate Services

Public availability of all disclosures of interest, voting and �decision making at Council meetings


Monitor complaints and complete investigations of complaints �within ten working days of receipt


Key Initiatives 11/12 12/13 13/14 14/15

1a Review Council’s policies in regard to access to information and ensure that confidential matters are dealt with appropriately.Responsibility: Director Corporate Services

Objective 22 Ensure that Council activities are best practice and best value.


SUB-PROGRAM1.03GovernanceCoordinator: Manager Governance

Recurrent Programs and ProjectsImplementation of Enterprise Risk Management Action Plan �


Key Initiatives 11/12 12/13 13/14 14/15

2a Review Risk Management Policy.Responsibility: Director Corporate Services

Objective 33 Inform Councillors of their rights and obligations.

Recurrent Programs and ProjectsInduction and ongoing training and advice for Councillors. �

Responsibility: General ManagerRegular updates to elected members on customer feedback �and results from surveys.

Responsibility: Manager Organisation Development

Objective 44 Ensure statutory compliance, efficiency, operational accountability and probity in all Council activities and

functions.

Recurrent Programs and ProjectsParticipation in the Northern Councils Internal Audit Group. �Delivery of an internal audit function in accordance with �Council’s Internal Audit Charter and the Audit Committee Charter.


Regular updates and promotion of Governance Plan. �Responsibility: Manager Governance

PROGRAM1

PAGE 71

Key Initiatives 11/12 12/13 13/14 14/15

4a Develop and implement an electronic Delegations Register to capture and allocate delegations of authority to every staff position.Responsibility: Manager Governance

4b Review and improve Delivery Program and Operational Plan.Responsibility: Manager Organisation Development

4c Review systems and processes to ensure ongoing compliance with the Government Information (Public Access) Act and Privacy and Personal Information Protection Act including training of staff.Responsibility: Manager Governance

Objective 55 Provide responsible, ecologically sustainable environmental management of all Council’s operations, activities

and contracts.

Key Initiatives 11/12 12/13 13/14 14/15

5a Review Council’s Procurement Policy to ensure that it is consistent with sustainability principles and procedures.Responsibility: Manager Governance


01.03 01 Public Information 0 75,922 (75,922)

01.03 02 Ethics and Conduct 0 28,323 (28,323)

01.03 03 Local Government Act/Legislation 0 16,210 (16,210)

01.03 04 Internal Audit 0 50,000 (50,000)

01.03 08 Statutory Report – Annual and Financial 0 49,780 (49,780)

01.03 09 MOSPLAN/Mosman 2050 0 143,250 (143,250)

SUB-PROGRAM1.03Governance Coordinator: Manager Governance


PROGRAM1

PAGE 73

SUB-PROGRAM1.04Communication Coordinator: Director Community Development

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(184) (191) (198) (205)

Performance Measures% Residents satisfied – Council engaging (consulting) with the �community% Residents satisfied – Access to Council information and Council �support% Residents satisfied – Overall delivery of Council services �No. of Mosman News editions distributed per annum �

4 Year Objectives1 Provide the public and relevant bodies with accurate and timely information.

2 Achieve community satisfaction with Council services and facilities.

3 Improve information dissemination and community consultation and involvement utilising a range of media in line with the Community Engagement Strategy.


1 Provide the public and relevant bodies with accurate and timely information.

Recurrent Programs and ProjectsPublic Council Meetings including Question Time �Ongoing liaison with State and Federal Government agencies �and representatives


Regular production and distribution of Mosman News and other �media releases/liaison as required

Responsibility: Director Community Development

Objective 22 Achieve community satisfaction with Council services and facilities.

Recurrent Programs and ProjectsRegular surveys of customer/community satisfaction, including �use of online tools

Responsibility: Director Community Development Manager Organisation Development

Key Initiatives 11/12 12/13 13/14 14/15

2a Undertake a random survey of at least 400 Mosman residents bi-annually to ascertain community views on local issues and Council performance - Mosman Community Survey.Responsibility: Manager Organisation Development


Objective 33 Improve information dissemination and community consultation and involvement utilising a range of media

in line with the Community Engagement Strategy.

Recurrent Programs and ProjectsUtilisation of a range of engagement mechanisms to deliver �information including meetings, forums, front-line customer service, hard-copy publications, web and e-distribution.


Key Initiatives 11/12 12/13 13/14 14/15

3a Undertake a review of current approaches and processes for local community engagement and information dissemination, including comparisons with best practice in Australia and overseas, and relevance to the Mosman community.Responsibility: Manager Library Resources



01.04 01 Media liaison 0 9,610 (9,610)

01.04 02 Community report and newsletters 0 59,335 (59,335)

01.04 03 Consultaton and communication 0 60,987 (60,987)

01.04 04 Customer focus 0 28,005 (28,005)

01.04 06 e-communication (web page/e-mail) 0 24,184 (24,184)

01.04 07 24 hour Council (e-business) 0 2,313 (2,313)

PROGRAM1

PAGE 75

PROGRAM2

Resource & Asset ManagementConvenor: Director Corporate Services

This program aims to deliver efficient and effective management of human, financial and infrastructure assets and associated systems. Delivery of the program relies on the provision of quality corporate information, strategic financial planning, risk management, integrated and sustainable asset management and professional motivated staff.


To have provided directly or on behalf of other levels of government adequate, equitable and appropriate services and facilities for �the community and to ensure that those services and facilities are managed efficiently and effectively; and are always of a high quality consistent with the requirements of the Mosman community.To aim to have Council’s unrestricted current ratio at 2:1. �To have business systems which will meet the increasing demands for management information and that add value to the Council and �community by providing integrated, accurate, timely, cost effective and responsive service.To have Mosman Council regarded as an employer of choice by all its stakeholders. �To have risk management strategies in place to ensure Mosman is a safe place to live, work and play. �

To incorporate integrated sustainable practices into Council’s Asset Management planning and implementation. �


Refurbished two public amenities buildings at Balmoral, one �at Rosherville Reserve and one at Clifton Gardens.Completed the construction of the Marie Bashir Mosman �Sports CentreEnvironmental Compliance Audit – Cowles Road Depot. �Completed draft Asset Management Plans for Roads and �Stormwater.Initiated Enterprise Risk Management Strategies �Facilitated online payment of rates and charges. �Adopted and implemented review of Procurement Policy �and Manual


Revised Workforce Plan �Improved integration of Asset Management Plans and the �long term Financial PlanSpit Junction Master Plan and Civic Centre Redevelopment �PlanPreparation of strategies to support case for expansion of �Infrastructure LevyComplete Asset Management Plans for all asset classes. �



80%

Rates Other

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 2. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:2.01 Policy and Administration and Customer Focus Coordinator: Director Corporate Services2.02 Finance Coordinator: Manager Finance2.03 Information Technology and Infrastructure Coordinator: Manager Information Technology Services2.04 Insurance and Risk Management Coordinator: Manager Governance2.05 Human Resources Coordinator: Manager Organisation Development 2.07 Strategic Asset & Property Management Coordinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,402) (1,427) (1,339) (1,154)

Key Performance IndicatorsFinancial ratios including: �

Unrestricted current ratio àDebt service ratio àRates/Annual Charges coverage àRates/Annual Charges outstanding àBuilding and infrastructure renewal à

Staff satisfaction/well-being score �No. Asset Management Plans completed �

PROGRAM2

20%


10%7%14%28%37%

2.01 6% 2.02 37% 2.03 28% 2.04 14% 2.05 7% 2.07 10%6%

PAGE 77

SUB-PROGRAM2.01Policy and Administration Coordinator: Director Corporate Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(364) (375) (387) (399)

Performance Measures% Residents satisfied - Council staff �

4 Year Objectives1 Manage Council's resources and services effectively, and at a level that is sustainable and commensurate to

community needs.


1 Manage Council’s resources and services effectively, and at a level that is sustainable and commensurate to community needs.

Recurrent Programs and ProjectsAssess demand, utilisation and appropriateness of Council’s �facilities and services and when appropriate market test for their most cost-effective provision.

Responsibility: Director Corporate Services Director Community Development Director Environment and Planning


Key Initiatives 11/12 12/13 13/14 14/15

1a Report to Council within 12 months of Council elections in September 2012 on the organisation structure.Responsibility: General Manager

1b Identify contract management skills of staff and run training programs to develop those skills.Responsibility: Manager Organisation Development

1c Enhance the contract management system.Responsibility: Manager Finance

Manager Governance Manager Assets and Services

1d Review procedures and ensure contractors perform work in accordance with the specification and conditions of contract.Responsibility: Director Corporate Services

Director Community Development Director Environment and Planning

1e Ensure contractors know and comply with their statutory obligations, and understand the community’s and Council’s expectations.Responsibility: Director Corporate Services

Director Community Development Director Environment and Planning


02.01 01 Lead, Manage, Review, Report 6,500 110,419 (103,919)

02.01 03 Meetings-Management, Staff, Team 0 33,323 (33,323)

02.01 04 Consultation and Communication 0 64,738 (64,738)

02.01 05 Administration 32,040 192,703 (160,663)

02.01 10 Property Information (street naming and numbering) 0 920 (920)

PROGRAM2

PAGE 79

SUB-PROGRAM2.02Finance Coordinator: Manager Finance

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

2,942 2,939 3,142 3,448

Performance MeasuresUnrestricted Current Ratio � Debt Service Ratio � Rates and Annual Charges Coverage Ratio � Rates and Annual Charges Outstanding Percentage � Building and Infrastructure Renewals Ratio �

4 Year Objectives1 Improve Council’s financial sustainability.

2 Fully integrate the Asset Management System with Council’s financial model.

3 Ensure loan program is aligned with Asset Management Plans and 10 year Financial Plan.

4 Improve/expand Council’s payment options for all its receivables.

5 Promote financial awareness and accountability across all cost centres.


1 Improve Council’s financial sustainability.

Recurrent Programs and Projects Review rating structure annually to ensure fair and reasonable �imposition. Prepare annual financial reports and have audited. � Manage loan program. � Ensure accurate and timely recording of accounts and quarterly �reporting. Maintain and review Council’s 10 year Financial Plan. � Raise funds for local purposes by the fair imposition of rates, �charges for services, Section 94 contributions, income earned from investments, borrowings and grants, and where possible look to develop public-private partnerships.

Responsibility : Manager Finance

Maintain and review Council’s Investment Properties Business �Plan.

Responsibility : Manager Governance


Key Initiatives 11/12 12/13 13/14 14/15

1a Ensure compliance with new Quarterly Budget Review Statement in accordance with Departmental Circular.Responsibility : Manager Finance

1b Prepare case for expansion of Infrastructure Levy.Responsibility: Manager Assets and Services

Manager Finance

1c Further improve integration of Council’s Budget with the Community Strategic Plan – MOSPLAN.Responsibility: Manager Finance

Director Community Development

Objective 22 Fully integrate the Asset Management System with Council’s 10 Year Financial Plan.

Recurrent Programs and ProjectsRefine Asset Register to integrate with 10 Year Financial Plan. �

Responsibility: Manager Assets and Services Manager Finance

Key Initiatives 11/12 12/13 13/14 14/15

2a Prepare financial funding scenarios for future funding of assets.Responsibility: Manager Finance

Objective 33 Ensure loan program is aligned with Asset Management Plans and 10 year Financial Plan.

Recurrent Programs and ProjectsEffectively manage Council’s external loan borrowing program. �

Responsibility : Manager Finance

PROGRAM2

PAGE 81

Objective 44 Improve/expand Council’s payment options for all its receivables.

Key Initiatives 11/12 12/13 13/14 14/15

4a Complete review of all payment options as a means to improve customer service in relation to Council receivables.Responsibility: Manager Finance

Objective 55 Promote financial awareness and accountability across all cost centres.

Recurrent Programs and ProjectsEncourage, train and assist staff responsible for a budget �Account to the community in respect of expenditure of funds �raised through the CEC and Infrastructure Levies

Responsibility: Manager Finance


02.02 01 Financial management (includes budgeting and reporting) 1,179,700 1,476,340 (296,640)

02.02 03 Financial planning 0 23,159 (23,159)

02.02 04 Entrepreneurial 4,054,262 787,821 3,266,441

02.02 07 Vehicles and plant 250,167 160,690 89,477

02.02 08 Miscellaneous leases, licences and acquisitions of property 4,200 98,404 (94,204)

SUB-PROGRAM2.02Finance Coordinator: Manager Finance


PROGRAM2

PAGE 83

SUB-PROGRAM2.03Information Technology and Infrastructure Coordinator: Manager IT Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,905) (1,876) (1,924) (1,975)

Performance Measures Availability of IT Systems within normal working hours � Annual Staff Satisfaction Rating � % of formal applications to access information under the GIPA Act �as a % of all access applications % of documents registered in corporate information system within �24 hours of receipt

4 Year Objectives1 Provide facilities, training and support for end-users.

2 Provide appropriate access to IT and digital communication for all users.

3 Maintain a relevant IT strategy utilising sustainable products.

4 Facilitate access to corporate information that is accountable, supports business activities and meets customer service requirements and community expectations.


1 Provide facilities, training and support for end-users.

Recurrent Programs and ProjectsCoordinate Internal user group meetings �Education, training and support for key and end users including �CouncillorsMaintain user guides for computer systems �

Responsibility: Manager IT Services

Objective 22 Provide appropriate access to IT and digital communication for all users.


Recurrent Programs and ProjectsMaintenance of internal business process workflows �Maintenance of network infrastructure �Plan growth in IT facilities to meet service requirements �Maintenance of 24 hour access to on line IT resources for internal �and external customersMaintenance of IT policies and procedures �Maintenance of scanning, copying and image management �systemsSystem administration of all corporate computer systems, �software, data and field capture devices ensuring organisational needs are metPatch management �Maintenance of integrated Web services �Maintenance of PABX and internal telecommunications �infrastructure


Record and capture all incoming correspondence into electronic �document management system


Maintain Internet facilities and services �Responsibility: Manager IT Services


Key Initiatives 11/12 12/13 13/14 14/15

2a Expand on external and secure access to Council’s internal computer network to facilitate staff out-of-office hours access.Responsibility: Manager IT Services

2b Enhance secure access for dissemination of information to Councillors.Responsibility: Manager IT Services

2c Review, enhance and update (as appropriate) all IT related software for internal process improvements (including specialised software solutions such as asset, works, waste and traffic management systems). Responsibility: Manager IT Services

2d Research and develop a Hardware (Tablet based) and Software support program for Councillors to facilitate (non paper based) electronic delivery, distribution, creation and editing of documents and correspondence.Responsibility: Manager IT Services

PROGRAM2

PAGE 85

SUB-PROGRAM2.03Information Technology and Infrastructure Coordinator: Manager IT Services

Objective 33 Maintain a relevant IT strategy utilising sustainable products.

Recurrent Programs and ProjectsMaintain an appropriate hardware acquisition and disposal �program to ensure environmental and sustainable objectivesLiaison with managers to determine information management �needs Facilitation of change processes in information management �systemsMaintain skills and research in IT technology trends �


Key Initiatives 11/12 12/13 13/14 14/15

3a Review, enhance and document the IT Strategy to meet Council’s future needs.Responsibility: Manager IT Services

Objective 44 Facilitate access to corporate information that is accountable, supports business activities and meets customer

service requirement and community expectations.

Recurrent Programs and ProjectsProvide quality support for key users and end users �Liaison with managers on information management needs �Facilitation of change processes in information management �systems


Ensure ongoing, timely and accurate capture and distribution of �documents and informationReview and enhance existing physical file retrieval and storage �processes


Ensure system administration and business workflows are �compliant with State Records Act, Privacy Act and GIPA

Responsibility: Manager Governance Manager IT Services

Key Initiatives 11/12 12/13 13/14 14/15

4a Audit Council’s records management system to ensure compliance with State Records Act, Privacy Act and GIPA.Responsibility: Manager Governance



02.03 01 Hardware and network infrastructure 0 407,372 (407,372)

02.03 02 Software systems 0 319,719 (319,719)

02.03 03 Telecommunications 500 266,522 (266,022)

02.03 04 Document management 4,000 286,979 (282,979)

02.03 05 Internet 0 17,819 (17,819)

02.03 06 Geographic Information System (GIS) 0 173,477 (173,477)

02.03 07 Finance and property IT systems 0 245,092 (245,092)

02.06 01 Information and records management 0 158,319 (158,319)

02.06 02 Public access to information 0 18,379 (18,379)

02.06 03 Physical file retrieval 0 15,878 (15,878)

PROGRAM2

PAGE 87

SUB-PROGRAM2.04Insurance and Risk ManagementCoordinator: Manager Governance

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(945) (971) (995) (1,020)

Performance Measures% staff trained in risk management �% of public liability insurance claims accepted �

4 Year Objectives1 Promote pro-active risk management.

2 Establish adequate protection against loss or damage to people, property and environment.

3 Develop an effective action plan to support Risk Management Strategy.


1 Promote pro-active risk management.

Recurrent Programs and ProjectsAudit all public open space and bushland areas to ensure that �the necessary regulatory and information signs are in existence, readable and comply with Australian Standards


Review insurance portfolio and obtain most cost-efficient �renewal terms


Audit footpaths for trips �Condition audit of trees on Council land �

Responsibility: Manager Assets and Services

Objective 22 Establish adequate protection against loss or damage to people, property and environment.

Recurrent Programs and ProjectsReview insurance policies to ensure cover adequately addresses �exposure to claimsProcess claims lodged against Council equitably and fairly �


Objective 33 Develop an effective action plan to support Risk Management Strategy.


Recurrent Programs and ProjectsReview and document all risk management procedures and �processesDevelop awareness of and promote information gathering by �staff to identify, report and record potential hazards and witness accounts of accidents


Key Initiatives 11/12 12/13 13/14 14/15

3a Review and maintain an effective Business Recovery Plan for the Civic Centre, Community and Cultural Centre, Depot, Library complex and Drill Hall Common facilities.Responsibility: Manager Governance

3b Implement an effective Enterprise Risk Management strategy.Responsibility: Director Corporate Services


02.04 01 Insurance Policy 0 893,023 (893,023)

02.04 02 Risk Management 0 13,867 (13,867)

02.04 03 Claims Management 0 34,182 (34,182)

02.04 04 Disaster Recovery 0 4,316 (4,316)

PROGRAM2

PAGE 89

SUB-PROGRAM2.05Human ResourcesCoordinator: Manager Organisation Development

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(467) (458) (466) (475)

Performance MeasuresEmployee retention rate �Unscheduled absence rate (No. days absent/available workdays) �Number of Workers Compensation claims �Cost of Workers Compensation claims (total cost minus journey �claims/Full Time Equivalent staff (excluding casuals))Staff satisfaction/well-being score �

4 Year Objectives1 Ensure that Human Resource Management and the Workforce Plan are achievable, sustainable and deliver

value, parity and diversity.

2 Foster continuous learning and career development.

3 Maintain a workforce that meets the needs of the Mosman community.

4 Maintain a safe, healthy, injury-free work environment for staff, volunteers and contractors.


1 Ensure that Human Resource Management and the Workforce Plan are achievable, sustainable and deliver value, parity and diversity.

Recurrent Programs and ProjectsDevelop, maintain and review a relevant Workforce Plan with �HR StrategySource and develop Workforce Plan electronic systems to �improve access to HR information/data and HR processesReview and negotiate Employment Agreements as required �

Investigate Equal Employment Opportunity (EEO) issues, �promote awareness throughout Council and review EEO Management Plan


Key Initiatives 11/12 12/13 13/14 14/15

1a Develop Workforce Plan with HR Strategy.Responsibility: Manager Organisation Development

1b Review and maintain Workforce Plan and HR Strategy.Responsibility: Manager Organisation Development

1c Review EEO Management Plan. Responsibility: Manager Organisation Development

1d Investigate options for a cost effective HR Information System to assist streamlining processes and improve data access and integrity.Responsibility: Manager Organisation Development


Objective 22 Foster continuous learning and career development.

Recurrent Programs and ProjectsEnsure that appropriate quality training and skill development �is identified and scheduled for staff (including contract management, regulatory, safety) – to encourage staff career development opportunities.

Ensure Employee Performance and Development Plans are �completed and reviewed on an annual basis, in line with the Annual Performance Review cycle.


Key Initiatives 11/12 12/13 13/14 14/15

2a Formalise and maintain HR Training Calendar.Responsibility: Manager Organisation Development

2b Implement standard Key Performance Indicators (KPIs) for Directors and Managers detailing requirement to complete an Annual Performance Review with staff during the Performance Review period (June-August). Responsibility: Manager Organisation Development

Objective 33 Maintain a workforce that meets the needs of the Mosman community.

Recurrent Programs and ProjectsEncourage employment opportunities that reflect the make- �up of the community, attract appropriate talent and keep the principle of merit, while meeting Council’s legislative obligations. Continually seek opportunities for the employment of people �with disabilities.

Measure culture and respond to results of biennial employee �engagement survey.


Key Initiatives 11/12 12/13 13/14 14/15

3a Conduct employee engagement survey.Responsibility: Manager Organisation Development

Objective 43 Maintain a safe, healthy, injury-free work environment for staff, volunteers and contractors.

PROGRAM2

PAGE 91

SUB-PROGRAM2.05Human Resources Coordinator: Manager Organisation Development

Recurrent Programs and ProjectsInvestigate opportunities to encourage work-life balance, and �ensure Council is a lifestyle/family friendly workplace. Conduct regular Occupational Health and Safety (OHS) audits, �inspections and report to Senior Staff. Develop and implement action plans to address OHS across the organisation and focus on continuous improvement of audit results.

Monitor Council’s work injury rehabilitation, Workers �Compensation insurance and return to work program. Continue immunisation and Employee Assistance counselling �programs for Council staff.


Key Initiatives 11/12 12/13 13/14 14/15

4a Encourage and promote work-life balanceResponsibility: Manager Organisation Development

4b Conduct regular OHS audits, inspections and report to Senior Staff. Responsibility: Manager Organisation Development


02.05 01 Recruitment 0 67,623 (67,623)

02.05 02 Equal Employment Opportunity 0 2,546 (2,546)

02.05 03 Training 0 135,643 (135,643)

02.05 04 Development and review 0 18,831 (18,831)

02.05 05 Rehabilitation 0 2,084 (2,084)

02.05 06 Occupational Health and Safety 0 70,377 (70,377)

02.05 08 Staffing and personnel 0 163,154 (163,154)

02.05 09 Industrial relations 0 7,179 (7,179)


PROGRAM2

PAGE 93

SUB-PROGRAM2.07Strategic Asset & Property ManagementCoordinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(663) (686) (709) (733)

Performance MeasuresNo. Asset Management Plans completed �

4 Year Objectives1 Promote a safe community and working environment.

2 Ensure assets are sustainable, adequate, well maintained and viable.

3 Strive to achieve best practice asset management and include sustainability concept.


1 Promote a safe community and working environment.

Recurrent Programs and ProjectsProvide a 24 hour incident and make-safe callout system for �Council’s AssetsConduct an annual environmental compliance audit of the �Depot


Key Initiatives 11/12 12/13 13/14 14/15

1a Complete Mosman Flood Study.Responsibility: Manager Assets and Services

1b Undertake a review of existing CCTV surveillance and investigate other areas where CCTV could be installed.Responsibility: Manager Assets and Services

Objective 22 Ensure assets are sustainable, adequate, well maintained and viable.


Recurrent Programs and ProjectsInspect/audit all assets in accordance with Asset Management �Plans (AMP’s) to ensure risk is minimisedRepair/replace assets in accordance with AMP’s and funding �availabilityImplement public transport asset improvements in conjunction �with Public Domain improvements where permitted


Key Initiatives 11/12 12/13 13/14 14/15

2a Undertake restoration of Balmoral Sea Wall and footpath in accordance with Conditional audit completed in 2010/2011.Responsibility: Manager Assets and Services

2b Review Levels of Service for Asset Types.Responsibility: Manager Assets and Services

2c Increase available information via CCTV or other means to improve the conditional assessment of Council’s Stormwater Pipeline network and update Stormwater Asset Management Plan.Responsibility: Manager Assets and Services

2d Develop, implement and keep up-to-date a contract management system.Responsibility: Manager Assets and Services

Objective 33 Strive to achieve best practice asset management and include sustainability concept.

Recurrent Programs and ProjectsKeep up to date with current Asset Management Principles �


PROGRAM2

PAGE 95

SUB-PROGRAM2.07Strategic Asset & Property ManagementCoordinator: Manager Assets and Services

Key Initiatives 11/12 12/13 13/14 14/15

3a Undertake formal review of Asset Management Systems and Process.Responsibility: Manager Assets and Services

3b Update Council’s Asset Management Strategy.Responsibility: Manager Assets and Services

3c Complete Version 2 of Buildings, Stormwater and Roads AMP.Responsibility: Manager Assets and Services

3d Complete Version 1 of Open Space, Marine Structures, Retaining Wall Asset Management Plans.Responsibility: Manager Assets and Services


02.07 01 Strategic Asset Management 0 154,677 (154,677)

02.07 03 Civic Centre 0 338,463 (338,463)

02.07 04 Cowles Road Depot 0 28,793 (28,793)

02.07 05 Core Group 0 8,378 (8,378)

02.07 06 Vista Street car park 0 132,500 (132,500)


PROGRAM2

PAGE 97

PROGRAM7

Community SafetyConvenor: Director Corporate Services

This Program aims to improve community safety through collaborative crime prevention and emergency management. This relies on the close relationship with Harbourside Police through the Collaborative Management Plan, provision of community information and education and partnerships with emergency services and other stakeholders.


To have a manned Police Station in Mosman. �To have a community where individuals are aware of and accept their respective responsibilities necessary to maintain a safe community. �To have responsible and informed animal owners. �To have a responsive and effective emergency management network covering Mosman. �


Development of a collaborative event management/security �plan in partnership with Harbourside PoliceConducted cybersafety education seminar in collaboration �with Harbourside Police and Mosman High SchoolUsed social media to provide information on community �safety and eventsDeveloped smartphone application to report graffiti and �other vandalismEnhanced CCTV systems to deter and combat crime and anti �social behaviour


Enhance and integrate CCTV systems in public areas �Renew joint commitment to Collaborative Management Plan �with Harbourside Local Area CommandCo-facilitate with Harbourside Police and Local high schools �strategic education seminars on cybersafety and safe party practicesImplement bushfire hazard reduction as per Annual Fuel �Management Programs



1%

Rates Other

PROGRAM7

99%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 7. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:7.01 Collaboration, Communication and Accountability Coordinator: Director Corporate Services7.03 Combating Offences and Crime Coordinator: Director Corporate Services7.05 Event Management - Safety and Traffic Aspects Coordinator: Manager Ranger Services7.06 Emergency Management Coordinator: Manager Ranger Services7.08 Safe Communities Coordinator: Manager Community Services7.09 Companion Animals Coordinator: Manager Ranger Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,299) (1,334) (1,367) (1,402)

Key Performance Indicators% Of residents who feel safe in their local community �% Residents satisfied with animal management and control �

1%


9%7% 83%

7.01 1% 7.03 6% 7.05 1% 7.06 83% 7.08 – 7.09 9%1%

6%

1%

PAGE 99

SUB-PROGRAM7.01Collaboration, Communication and AccountabilityCoordinator: Director Corporate Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(18) (18) (18) (18)

Performance MeasuresRecommitment to Collaborative Management Plan by each new �Local Area Commander within three months of appointment.No. of community promotions per annum to raise awareness of �Harbourside Police and CouncilNo. of Police new recruit orientation days per annum �

4 Year Objectives1 Maintain a relevant Collaborative Management Plan: Local Solutions to Local Crime and Safety Issues.

2 Promote high level of awareness of Harbourside Police and Council roles, safety programs and the benefits of a cooperative approach.


1 Maintain a relevant Collaborative Management Plan: Local Solutions to Local Crime and Safety Issues.

Recurrent Programs and ProjectsDeliver Collaborative Management Plan: Local Solutions to Local �Crime and Safety Issues (reviewed with the appointment of each new Local Area Commander).Ongoing partnerships and collaboration with Harbourside Local �Area Command (HBLAC)

Responsibility: Manager Ranger Services

Key Initiatives 11/12 12/13 13/14 14/15

1a Foster ongoing partnership with HBLAC through formal meetings. Responsibility: Manager Ranger Services

Objective 22 Promote high level of awareness of Harbourside Police and Council roles, safety programs and the benefits of

a cooperative approach.


Recurrent Programs and ProjectsRangers provide Police contact details and promote reporting of �community crime and suspicious activity.Work with Harbourside Local Area Command to develop �strategies to improve visibility of Police.Promote crime prevention to the community using local media, �the website and other technologies.Support Police open days and street talks. �Council Rangers provide a regular overview of the function �of Rangers and the support and assistance required from the Police to new personnel at Harbourside Local Area Command. Support Police Remembrance Day (29 September) and �emergency services open days.


Coordinate and attend Community Safety Consultative Group �meetings

Responsibility: Manager Community Services Manager Ranger Services


07.01 01Collaborative Management Plan - Local Solutions to Local Crime and Safety Issues in Mosman

0 18,087 (18,087)

PROGRAM7

PAGE 101

SUB-PROGRAM7.03Combating Offences and Crime Coordinator: Manager Ranger Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(75) (77) (80) (82)

Performance MeasuresNo. of school zone parking patrols. �

4 Year Objectives1 Develop strategies to involve schools, community organisations, residents and businesses to help implement

agreed safety and crime prevention strategies, including graffiti.

2 Maintain a visible presence of Rangers.


1 Develop strategies to involve schools, community organisations, residents and businesses to help implement agreed safety and crime prevention strategies, including graffiti.

Recurrent Programs and ProjectsAdvise the School Principals Liaison Group of safety and crime �related issues and use this group to promote Police educational visits to schools


Continue education in appropriate artistic expressions for young �peoplePromote the SHOROC Safe Parties Kit and the Party Register at �Harbourside PoliceContinue the relationship between Council Youth Development �staff and Harbourside Police, particularly with the Police Youth Liaison Officer and North Sydney Police and Community Youth Club to develop relationships, confidence and trust with young peopleDevelop education strategies for parents regarding the safety of �children and young people

Responsibility: Youth Development Officer

Regularly review and if necessary enhance CCTV surveillance in �Civic areas


In association with the Police, promote personal and home �safety using Council’s website, the Mosman Daily and Mosman News

Responsibility: Manager Community Services

Facilitate the provision of road safety information to all schools �Provide road safety information to all schools and ensure high �visibility parking patrols of schools zones by Rangers

Responsibility: Manager Assets and Services Manager Ranger Services

Implement anti-graffiti strategies �Responsibility: Manager Environment and Services


Recognise and address the needs of older residents and invite �Police to seniors’ functions as guest speakers



Key Initiatives 11/12 12/13 13/14 14/15

1a Develop smartphone applications to report graffiti and public safety issues.Responsibility: Manager Ranger Services


Objective 22 Ensure that the spread of hours worked by Rangers meets the safety needs of the community without

prejudicing the safety of Rangers and within economic means.

Recurrent Programs and ProjectsEnsure high visibility parking patrols of school zones. �



07.02 05 Business community and Business Watch 0 2,087 (2,087)

07.02 06 Aged 0 5,235 (5,235)

07.02 07 Youth including education and schools 0 661 (661)

07.02 08 Children/families 0 878 (878)

07.03 01 Proactive, visible policing and Ranger services 0 65,560 (65,560)

PROGRAM7

PAGE 103

SUB-PROGRAM7.05Event Management – Safety and Traffic Aspects Coordinator: Manager Ranger Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(7) (7) (7) (8)

Performance MeasuresUser satisfaction/feedback - Special Events �No. of unplanned incidents reported during events. �

4 Year Objectives1 Ensure that all community events are conducted in accordance with Council’s Special Event Management

Policy, in absolute safety, particularly in relation to traffic management and crowd control.


1 Ensure that all community events are conducted in accordance with Council’s Special Event Management Policy, in absolute safety, particularly in relation to traffic management and crowd control.

Recurrent Programs and ProjectsEnsure Special Events are organised in accordance with �Council’s Special Event Management Policy, and that Special Event organisers are aware of their responsibilities and meet all OHS and statutory requirements Ensure ongoing coordination between Council, Police and �Special Event organisers and relevant agencies including bookings for events, filming, facilities and reserves.

Responsibility: Events & Marketing Coordinator Manager Governance Manager Ranger Services

Provide safety information to residents and applicants holding �events or street parties and ensure compliance

Responsibility : Manager Governance Manager Assets and Services Manager Ranger Services

Key Initiatives 11/12 12/13 13/14 14/15

1a Ensure Mosman Festival 2011 is managed in accordance with Council’s Special Event Management Policy particularly in regards to traffic management and risk management. Responsibility: Events and Marketing Coordinator


1b Ensure ongoing coordination between Council, Police, Special Event organisers and other relevant agencies regarding New Year’s Eve, Boxing Day and Australia Day.Responsibility: Manager Ranger Services



07.05 01 Special events 0 3,443 (3,443)

07.05 03 Community events 0 3,443 (3,443)

PROGRAM7

PAGE 105

SUB-PROGRAM7.06Emergency Management Coordinator: Manager Ranger Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,091) (1,121) (1,147) (1,175)

Performance MeasuresNo. of Local Emergency Management Committee (LEMC) meetings �attended per annumNo. of desktop exercises conducted per annum �

4 Year Objectives1 Maintain a high level of participation in disaster management and planning at a regional and local level

through collaboration with authorities and participation in local and regional emergency exercises.


1 Maintain a high level of participation in disaster management and planning at a regional and local level through collaboration with authorities and participation in local and regional emergency exercises.

Recurrent Programs and ProjectsProvision of the Local Emergency Management Officer (LEMO) �for Mosman-North Sydney and attend Local Emergency Management Committee meetingsInform the community about Local Emergency Management �


Coordinate and participate in desktop and emergency exercises �Responsibility: Director Corporate Services

Manager Assets and Services Manager Governance Manager Ranger Services

Maintain close relationships and support Mosman State �Emergency Service, Fire Brigade and Ambulance services

Responsibility : Director Corporate Services Manager Ranger Services

Incorporate bushfire hazard reduction strategies into Bushland �Rehabilitation ContractsImplement the recommendations of the Manly-Mosman District �Bushfire Management Plan



07.06 01 Local emergency management committee 0 2,825 (2,825)

07.06 03 Mosman-North Sydney DISPLAN 0 1,400 (1,400)

07.06 04 Manly-Mosman district bushfire management 0 4,342 (4,342)

07.06 06 SES (State Emergency Services) 0 32,853 (32,853)

07.06 07 Contribution to NSW Fire Brigades 0 1,050,000 (1,050,000)


PROGRAM7

PAGE 107

SUB-PROGRAM7.08Safe CommunitiesCoordinator: Manager Community Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1) (1) (1) (1 )

Performance Measures% of residents who feel safe in their local community. �

4 Year Objectives1 Encourage long-term, sustainable strategies that address specific local safety issues.

2 Maintain high levels of awareness of personal safety strategies and safer transport services.

3 Ensure all urban development is conducted in absolute safety, particularly in relation to traffic management and work on public land.


1 Encourage long-term, sustainable strategies that address specific local safety issues.

Recurrent Programs and ProjectsWork with residents and businesses to improve safety by �cooperating with Police, Fire Brigade, Ambulance and State Emergency Services

Responsibility: Manager Community Services Manager Ranger Services

Objective 22 Maintain high levels of awareness of personal safety strategies and safer transport services.

Recurrent Programs and ProjectsDevelop and implement community risk management �strategies and projects that address safety issues in the Mosman community


Objective 33 Ensure all urban development is conducted in absolute safety, particularly in relation to traffic management

and work on public land.


Recurrent Programs and ProjectsEnsure any development in Mosman addresses safety issues �particularly in relation to traffic and work on public land.

Responsibility: Manager Development Services Manager Assets and Services Manager Ranger Services


07.08 01 Safe communities - plan, manage, liaise, program 0 1,092 (1,092)

PROGRAM7

PAGE 109

SUB-PROGRAM7.09Companion Animals Coordinator: Manager Ranger Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(107) (110) (114) (118)

Performance Measures No. of animals impounded to Council’s facility per annum. � % Residents satisfied – Animal management and control �

4 Year Objectives1 Establish strategies that ensure compliance with Companion Animals Act, in particular that dogs and cats do

not adversely affect the community, by providing enforcement, educational programs and information.


1 Establish strategies that ensure compliance with Companion Animal Act, in particular that dogs and cats do not adversely affect the community, by providing enforcement and educational programs and information.

Recurrent Programs and ProjectsEnforce the provisions of the Companion Animals Act �Provide information and education on responsible dog and cat �ownership, leash-free areas and registrationUtilise Council’s website for the provision of information on �Council’s policies, leash-free areas and registration requirements for companion animals


Key Initiatives 11/12 12/13 13/14 14/15

1a Promotion and attendance at Mosman Festival 2011 - People and Pets day.Responsibility: Manager Ranger Services

Events and Marketing Coordinator.


07.09 01 Companion animal registration 4,000 21,974 (17,974)

07.09 02 Dog and cat control 6,000 95,140 (89,140)


PROGRAM7

PAGE 111

ProgramsUrban PlanningPlanning & Built EnvironmentSustainability, Environment & HealthParks & RecreationTransport & Traffic

Related Strategies & PlansMosman Local Environmental PlanMosman Development Control PlansMosman Environmental Management PlanMosman Environmental Sustainability Action Plan 2010-2013Regional State of the Environment Report 2009-2010Community Environmental ContractMosman Asset Management PlansMosman Section 94 Contribution PlanMosman Catchment Management PlansMetropolitan and Sub-Regional Planning StrategiesOpen Space Plans of Management – variousMosman Social Planning Overview 2010Road Safety Action Plan 2010-2011SHOROC ‘Shaping our Future’

Key PartnersFederal government –various agencies & authoritiesState government – various agencies & authorities including: Department of Planning; Department of Environment, Climate Change & Water; RTA; STA; Sydney Ferries & Police, NPWS, SHOROCSydney Harbour Federation TrustSHOROCSydney Harbour Federation Trust

Environment


5Community Sustainability IndicatorsHealth of bushlandWater qualityEnergy/water consumptionWaste diverted from landfillPublic transport usageHousing diversityLevel of graffiti/vandalismRoad safety

PAGE 113

PROGRAM3

Urban PlanningConvenor: Director Environment and Planning


To have the local character of Mosman maintained by: �Conserving its heritage àEnsuring sustainability àMeeting community needs àEffective land use planning, including protection of the foreshore àRequiring high quality development àImproving amenity à

To have Mosman recognised as a desirable place to live, work and recreate with a population of 30,000 by 2050 �(700 additional dwellings). To have the domestic scale of Mosman maintained while providing for large scale development opportunities along the �Spit/Military Road corridor.


Adoption of draft Mosman LEP2010 and submission to �Department of PlanningPlanning Institute of Australia (PIA) Award for Local �Environment Plan (LEP) consultationSuccessful application to exclude sensitive foreshore areas �from Codes SEPPMosman Design Awards – 22 nominations �Continuing improvements and innovation in communication �eg increased use of social media; new mosmanplanning.net websiteInstallation of framed sign at Sirius Cove and waymarkers �


Mosman LEP2010 gazetted �Permanent exemption from Codes SEPP for Scenic �Protection AreaNew contributions plans for Spit Junction, Mosman Junction �and open spaceMasterplan for Spit Junction �New Development Control Plans (DCP) finalised �A strategy developed for future open space provision �Sea level rise and sustainable development guidelines �incorporated into planning frameworkA planning blog created and maintained �

Urban Planning considers the design and organisation of urban space and activities. In Mosman, land use is dominated by housing, open space and the interface with the harbour. The main purpose of this program is to provide the planning framework to maintain and improve the environment with the flexibility to provide for identified increases in population and the changing needs of the community. Now, and in the future, the focus will be on planning for sustainability and preparedness for climate change impacts.


Program Expenditure by Funding Source 2011-12$895,192

Expenditure by Sub-Program 2011-12$895,19

9%91%

3.03 91% 3.04 9%

44%

Rates Other

PROGRAM3

56%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 3. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:3.03 Plan Making and Implementation Coordinator: Manager Urban Planning3.04 Heritage Planning Coordinator: Manager Urban Planning

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(503) (534) (557) (580)


Managing development – land use planning àProtection of heritage values and buildings à

PAGE 115

SUB-PROGRAM3.03Plan Making and ImplementationCoodinator: Manager Urban Planning

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(426) (454 ) (474) (494)

Performance Measures% Residents satisfied – Managing development – land use planning �

4 Year Objectives1 A community that has housing choice, additional employment opportunities and an environment that is

protected.

2 Development that is well designed and environmentally sustainable.

3 Development that contributes funds to cater for future infrastructure needs and improvements.

4 Contribute to government initiatives and legislative change in the interest of Mosman.

5 Develop plans that set the direction for improvements in the public domain of the business centres.

6 Provide for a vibrant community hub as an exemplar for sustainable development.

7 Undertake programmed improvements for all public open space and improve access to, and along, the foreshore.

8 A community that is informed and aware of planning issues in Mosman.

9 Provide for a diversity of housing choice to ensure a demographic mix, including ‘aging in place’.

10 Ensure plans make provision for adaptation to climate change and adoption of sustainable lifestyle.


1 A community that has housing choice, additional employment opportunities and an environment that is protected.

Recurrent Programs and ProjectsAccurate planning certificates �Monitor the demographics of the Mosman community and �make information available to staff and community

Responsibility: Manager Urban Planning


Delivery Program and Operational Plan 2011-2015Key Initiatives 11/12 12/13 13/14 14/15

1a Monitor Mosman LEP 2010 and prepare planning proposals for better planning outcomes. Responsibility: Manager Urban Planning

1b Implement relevant actions and recommendations of the Inner North Sub-regional Plan into Mosman strategic planning. Responsibility: Manager Urban Planning

1c Prepare new plans of management for community land.Responsibility: Manager Urban Planning

1d Seek and obtain permanent exemption from the Codes SEPP for the scenic protection area.Responsibility: Manager Urban Planning

1e Prepare a Masterplan for Spit Junction.Responsibility: Manager Urban Planning

1f Undertake a land use study.Responsibility: Manager Urban Planning

Objective 22 Development that is well designed and environmentally sustainable.


2a Provide detailed planning guidelines (DCPs) for residential, business and other areas to ensure that development is well designed and environmentally sustainable.Responsibility: Manager Urban Planning

2b Prepare a Masterplan for Spit Junction.Responsibility: Manager Urban Planning

2c Undertake (host) the Mosman Design Awards 2013.Responsibility: Manager Urban Planning

PROGRAM3

PAGE 117

Objective 33 Ensure that development contributes funds to cater for future infrastructure needs and improvements.

Recurrent Programs and ProjectsReview and update contribution plans including quarterly CPI �adjustments



3a Prepare a new contributions plan for Mosman Junction (car parking).Responsibility: Manager Urban Planning

3b Prepare a new contributions plan for Spit Junction (car parking).Responsibility: Manager Urban Planning

3c Review existing contributions plan for open space.Responsibility: Manager Urban Planning

Objective 44 Contribute to government initiatives and legislative change in the interest of Mosman.

Recurrent Programs and ProjectsAdvocate in the interests of Mosman and lobby government to �protect those interests by preparing submissions on relevant Government Policy, Inquiries and LegislationAttend and contribute to workshops/information sessions on �State policy and legislative changeAttend and contribute to SHOROC groups and other planning �networks


Objective 55 Develop plans that set the direction for improvements in the public domain of the business centres.




5a Undertake a Civic Improvement Plan for the business centres including updated street furniture manual.Responsibility: Manager Assets and Services

5b Prepare a Masterplan for Spit Junction.Responsibility: Manager Urban Planning

Objective 66 Provide for a vibrant community hub as an exemplar for sustainable development.

Key Initiatives 11/12 12/13 13/14 14/15

6a Undertake a feasibility study of the civic centre site as part of a coordinated approach to redevelopment of Spit Junction.Responsibility: Manager Urban Planning

Objective 77 Undertake programmed improvements for all public open space and improve access to, and along, the

foreshore.

Recurrent Programs and ProjectsImplement appropriate recommendations in current Plans �of Management, Recreation Strategy Action Plans and Management frameworksMonitor implementation of existing open space Plans of �Management. Identify any ‘missing links’Undertake planning studies/plans of management for open �space sites without current plans

Responsibility: Manager Urban Planning Manager Assets and Services

Key Initiatives 11/12 12/13 13/14 14/15

7a Review community land plans of management after exhibition of new LEP. Responsibility: Manager Urban Planning

7b Undertake a study of open space provision to ensure a healthy community.Responsibility: Manager Urban Planning

PROGRAM3

PAGE 119

Objective 88 A community that is informed and aware of planning issues in Mosman.

Recurrent Programs and ProjectsE-newsletters �Host practitioner workshops �Use of film and You Tube �Undertake periodic surveys of the community to measure the �effectiveness of strategic planning projects and consultation


Key Initiatives 11/12 12/13 13/14 14/15

8a Development of new planning website -www.mosmanplanning.netResponsibility: Manager Urban Planning

8b Implement increased use of social media.Responsibility: Manager Urban Planning

Objective 99 Provide for a diversity of housing choice to ensure a demographic mix, including ‘ageing in place’.

Recurrent Programs and ProjectsEnsure plans provide for opportunities for development which �would include a range of housing choicesMaintain a housing strategy which seeks to satisfy both local and �State Government objectivesMonitor State policies and plans on this issue (eg Metropolitan �Strategy and SEPP Affordable Rental Housing)


Objective 1010 Ensure plans make provision for adaptation to climate change and adoption of sustainable lifestyle.



Recurrent Programs and ProjectsInternal collaboration within Council �Promotion of sustainable buildings and lifestyle choices �Guidelines and controls within the LEP and DCPs �


Key Initiatives 11/12 12/13 13/14 14/15

10a Ensure plans provide for sea level rise and sustainable transport options, including cycling and walking.Responsibility: Manager Urban Planning


03.01 01 Lead, manage, review, report 0 80,091 (80,091)

03.01 03 Meetings - management, team, staff 0 20,045 (20,045)

03.01 05 Administration 145,000 248,214 (103,214)

03.01 08 Grants, external funding, income opportunities 0 6,266 (6,266)

03.01 11 Reporting and responding to relevant government initiatives 0 14,342 (14,342)

03.01 12 Section 149 Certificates 0 10,146 (10,146)

03.01 13 Metropolitan and regional strategic planning 0 17,443 (17,443)

03.02 02 Local Environment Plan (LEP) preparation and review 500 79,457 (78,957)

03.02 04 Community consultation 0 3,817 (3,817)

03.03 01 Development Control Plan (DCP) preparation and review 22,500 53,617 (31,117)

03.03 02 Community consultation 0 3,817 (3,817)

03.03 03 Contribution plan preparation and review 0 10,000 (10,000)

03.03 05 Planning studies 225,000 256,958 (31,958)

03.05 02 Plans of management preparation 0 13,637 (13,637)

PROGRAM3

PAGE 121

SUB-PROGRAM3.04 Heritage Planning Coodinator: Manager Urban Planning

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(77) (80) (83) (86)

Performance Measures% Residents satisfied – Protection of heritage values and buildings �No. of residents accessing heritage advisory service per annum �

4 Year Objectives1 Conserve Mosman’s heritage.

2 Increase community awareness of the heritage of Mosman.

3 Provide assistance and advice to owners of heritage sites on a regular basis.


1 Conserve Mosman’s heritage.

Recurrent Programs and ProjectsIdentify, list and review heritage items and heritage conservation �areasImplement any relevant, outstanding recommendations of �previous heritage studies including 2007 Heritage Study, Boronia Conservation Management Plan

Investigate and utilise funding opportunities for heritage projects �Implement relevant recommendations of the Aboriginal �Heritage Study


Objective 22 Increase community awareness of the heritage of Mosman.

Recurrent Programs and ProjectsInvestigate and utilise opportunities to promote heritage �conservation and educate the community, including Mosman Design AwardsProvide high level customer service and information via website �and other media


Key Initiatives 11/12 12/13 13/14 14/15

2a Develop and prepare a coordinated program of on-site interpretation of significant sites in Mosman. Responsibility: Manager Urban Planning


Objective 33 Provide assistance and advice to owners of heritage sites on a regular basis.

Recurrent Programs and ProjectsProvide a heritage advisory service for advice on heritage �matters and for community educationContinue with Local Heritage Fund on an annual basis �Update the State Heritage Inventory as required �


Key Initiatives 11/12 12/13 13/14 14/15

3a Prepare photographic surveys of all heritage conservation areas. Responsibility: Manager Urban Planning


03.04 01 Heritage Study implementation 0 10,961 (10,961)

03.04 04 Heritage Advisory Program 0 35,000 (35,000)

03.04 05 Mosman Design Awards 0 4,548 (4,548)

03.04 06 Local Heritage Fund 0 7,635 (7,635)

03.04 09 Heritage promotion and education 0 19,198 (19,198)

PROGRAM3

PAGE 123

The Planning and Built Environment program considers the design quality, safety and amenity of built form in Mosman. The main purpose of this program is to achieve high quality development that meets individual and community needs, conserves local heritage values, is sustainable, safe to live in and affords high levels of amenity. The program is focused on development quality, safety and amenity but has also come to include consideration of sustainability issues and climate change impacts.

10 Year ObjectivesProgram 4 aims to have the local character of Mosman maintained by:

Conserving its heritage �Ensuring sustainability �Meeting community needs �Effective land use planning �Requiring high quality development �Improving safety and amenity �

2050 Objectives - Maintaining its domestic scale except on The Spit / Military Road Corridor �Adopting sustainable building options for new and existing buildings �Providing diversity of housing choice including ageing in place �Protecting and enhancing the natural and man made qualities of the foreshore �

Achievements 2010-2011In 2010 – 2011 Council delivered the following results under Program 4:

375 applications for local development determined �Regulatory enforcement including : �

Audit and certification of street awnings �Pool safety fencing auduiting �Fire safety auditing of residential flat and mixed commercial �buildings


The assessment and determination of development �applications.The assessment and determination of complying �development certificates.Regulatory enforcement including: �

Building work audit and certification of street awnings. �Auditing of fire safety. �Provision of information to residents on pool safety and �pool safety fence auditing.

PROGRAM4

Planning and Built EnvironmentConvenor: Manager Development Services




100%

4.01 100%

79%

Rates Other

PROGRAM4

21%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 4. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:4.01 Development Assessment and Regulation Coordinator: Manager Development Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(285) (263) (300) (329)

Key Performance Indicators% Residents satisfied with development approvals process à

PAGE 125

SUB-PROGRAM4.01Development Assessment and Regulation Coodinator: Manager Development Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(285 ) (263) (300) (329)

Performance Measures% Residents satisfied – Development approvals process �No. of Development Applications received annually �No. of Development Applications determined annually �Median Net Development Application processing time (in days) �No. of Construction Certificates received �No. of Construction Certificates issued �Median Net Construction Certificate processing time (in days) �No. of Complying Development Certificates received �No. of Complying Development Certificates determined �Median Complying Development Certificate processing time �(in days)Percentage Development Applications to appeal �Percentage Appeals with a positive result / consistent with �recommendationsOutstanding number of fire program properties to be inspected �

4 Year Objectives1 Provide high quality customer service through the assessment, certification and enforcement processes.

2 Facilitate high quality development which minimises adverse effects on the built and natural environment.

3 Encourage developments to respect the streetscape of the area and reflect the unique Mosman identity and local character.

4 Ensure all buildings and land in Mosman meet contemporary regulatory safety requirements.

5 Promote green building practices and encourage development to include sustainable building options.


1 Provide high quality customer service through the assessment, certification and enforcement processes.

Recurrent Programs and ProjectsProvide planning information and documents of a high standard �Process applications �Provide pre-lodgement advice to prospective applicants and �communityMaintain consistent standards and policies with other �departments

Complaints investigation, resolution and provision of feedback �to communityReview and implement procedure improvements �

Responsibility: Manager Development Services


Key Initiatives 11/12 12/13 13/14 14/15

1a Review of existing and development of revised Compliance Policy for investigating and prioritising complaints, actions and feedback.Responsibility: Manager Urban Planning

Objective 22 Facilitate high quality development which minimises adverse effects on the built and natural environment.

Recurrent Programs and ProjectsMonitor and review approved development �Negotiate outcomes which align with policy objectives and �community expectations while having regard to design intentCarry out regulatory enforcement and ensure appropriate �management of building sites, environmental controls and to minimise obstructions on Council property

In assessing Development Application and framing consent �conditions, ensure relevant performance standards, legislation codes and policies are taken into consideration


Key Initiatives 11/12 12/13 13/14 14/15

2a Inspect the municipality from the Harbour. Responsibility: Manager Development Services

Objective 33 Encourage developments to respect the streetscape of the area and reflect the unique Mosman identity and

local character.

Recurrent Programs and ProjectsProvide pre-lodgement advice to prospective applicants and �communityNegotiate outcomes and apply conditions �


Objective 44 Ensure all buildings and land in Mosman meet contemporary regulatory safety requirements.

PROGRAM4

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Recurrent Programs and ProjectsUndertake inspections and provide information to achieve �required regulatory safety standardsContinue to monitor fire safety issues and implement outcomes �of Fire Safety Upgrade Program

Periodically inspect swimming pools and fencing in accordance �with the Swimming Pools Act


Objective 55 Promote green building practices and encourage development to include sustainable building options.

Recurrent Programs and ProjectsProvide training and promote sustainable building practices to �staff, home owners and development proponents

Negotiate with developers and home owners to achieve better �building performance




04.01 03 Meetings 0 12,922 (12,922 )

04.01 04 Consultation and communication 0 214,766 (214,766)

04.01 05 Administration 0 172,764 (172,764)

04.01 10 Footpath occupations 61,760 10,667 51,093

04.02 01 Planning (includes strategies, codes and policies) 0 25,845 (25,845)

04.02 02 DA Assessment 882,600 668,491 214,109

04.02 03 Construction Certificate Processing 75,000 49,097 25,903

04.02 04 Signs Control 5,000 555 4,445

04.02 05 Survey and Enforcement (including notices) and Pool Fencing 400 56,363 (55,963)

04.02 07 Fire Safety Program 0 36,175 (36,175)

04.02 08 Certificate Processing and Issue (other than Construction Certificates) 62,250 21,124 41,126

SUB-PROGRAM4.01Development Assessment and Regulation Coodinator: Manager Development Services


PROGRAM4

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PROGRAM5

Sustainability, Environment and Health Convenor: Director Environment and Planning


Climate change addressed using strategies that include mitigation, adaptation and resilience measures in order to play our part in the �global future. To have long-lasting sustainable behaviours fostered and improved through raised awareness/knowledge of sustainability concepts. �

To have lifestyle and the environment enhanced through sustainable building practices. � To have biodiversity preserved and enhanced on both private and public property including beaches, reserves, bushland and green open �spaces. To have green renewable energy sources, and energy efficiency and conservation measures adopted for both private and public property. �To have total water cycle management approaches used that maximise conservation, efficiency, reuse and recycling of water including �stormwater harvesting and reuse. To have waste reduced significantly through avoidance, minimisation, reuse and recycling via local and regional initiatives. �To have sustainable transport taken up using an integrated network of walking and cycling paths throughout Mosman. �To have sustainability outcomes improved by lobbying Federal and State Governments to advocate for stronger policy and legislation. �

To have sophisticated approaches such as sustainability indicators, lifecycle management and systems-thinking used to address �sustainability challenges.


Completion of Environmental Health policies and procedures �Commencement of a 60L Waste Bin Trial in the community �Reduction in stormwater pollutants captured by Stormwater �Quality Improvement Devices (SQIDS)Successful implementation of the CEE Change program and �establishment of the Proactive Innovation & Responsible Action Toward Environmental Sustainability (PIRATES) group (internal)Implementation of the Sustainable Business Program �Completion of the Mosman Climate Change, Risk Assessment �and Adaptation PlanInstallation of energy efficient lighting in Council facilities �


Develop sustainable policies, and review and develop �environmental plans/strategies/targets for CouncilDevelop and deliver education for sustainability programs �(external/internal)Ensure climate change/sea level rise is considered in all �foreshore worksEnsuring contracts perform to satisfactory standards, and �renewal of waste, and cleaning contracts by 2014Continually improve food safety and public health in the �communityMaintain and enhance biodiversity management programs �Complete CEC stormwater management programs to �improve water quality

Program 5 includes the development of policies and plans, the delivery of services and Council operations, and the development and implementation of programs and actions, that work towards managing the environment, protecting and restoring ecosystems, promoting food safety, and health and well-being of the community, and engaging the community in fostering environmentally sustainable behaviour change.



52%23%52%


61%

Rates Other

PROGRAM5Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 5. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(3,578) (3,698) (3,952) (4,220)


Waste and recycling collection services àOverall cleanliness, appearance and management of public àspacesCleaning of streets àManagement and protection of the environment àEnforcement of health and food regulations àLitter control and rubbish dumping àManagement of drainage and local flooding àManagement of street trees àCondition of public toilets à

5.01 Policy and Administration and Customer Focus Coordinator: Director Environment & Planning5.02 Climate Change and Air Quality Coordinator: Manager Environment and Services5.03 Total Water Cycle Coordinator: Manager Assets and Services5.04 Biodiversity Coordinator: Manager Assets and Services5.05 Trees Coordinator: Manager Assets and Services5.06 Land and Coast Coordinator: Manager Environment and Services and Manager Assets and Services

5.08 Engagement and Education for Sustainability Coordinator: Manager Environment and Services5.09 Environmental and Public Health Coordinator: Manager Environment and Services5.10 Waste Coordinator: Manager Environment and Services5.11 Environmental Cleaning Services Coordinator: Manager Environment and Services 5.12 Food Safety Coordinator: Manager Environment and Services

39%

52%10%

5.01 1% 5.02 1% 5.03 10% 5.04 6% 5.05 4% 5.06 –

5.08 1% 5.09 1% 5.10 52% 5.11 23% 5.12 1%

1% 6%1% 1%

1%1% 4%

6%

PAGE 131

SUB-PROGRAM5.01Policy and Administration and Customer Focus Coodinator: Director Environment and Planning

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(128) (132) (137) (142)

Performance Measures% Residents satisfied – Management & protection of the �environment

4 Year Objectives1 Conduct programs to build the capacity of Mosman Council to apply and integrate the principles of

Ecologically Sustainable Development (ESD) in Council decision making, policy, planning, operations and service delivery.

2 Ensure CEC projects are adequately resourced and implemented with a view to completion by 2013.

3 Conduct training to raise awareness and ensure that staff can effectively undertake their responsibilities to reduce risk and harm to the environment through emergency response, legislative compliance, regulation and enforcement.

4 Implement an environmental performance evaluation, audit and review process and system to ensure compliance with external reporting requirements and internal continuous improvement requirements.

5 Participate in sustainability related networks and collaborate with all Council departments and regional organisations to share knowledge and establish efficiencies in service delivery.


1 Conduct programs to build the capacity of Mosman Council to apply and integrate the principles of Ecologically Sustainable Development in Council decision making, policy, planning, operations and service delivery.

Recurrent Programs and ProjectsFacilitate the Green Revolving Fund mechanism to provide �ongoing funding for future sustainability initiativesIncorporate sustainable design principles in new and existing �buildingsImplement the actions in the Greenhouse Gas Reduction Plan �and Sustainable Purchasing Action Plan

Implement Council’s Environmental Sustainability Policy �Collaboration between Council divisions to implement �sustainability initiatives

Responsibility: Manager Environment and Services


Key Initiatives 11/12 12/13 13/14 14/15

1a Develop and adopt a Sustainable Fleet Policy/Program for Council.Responsibility: Manager Environment and Services

1b Develop and adopt a Sustainable Events Policy for Council.Responsibility: Manager Environment and Services

1c Participate in the CEE Change project.Responsibility: Manager Environment and Services

Objective 22 Ensure CEC projects are adequately resourced and implemented with a view to completion by 2013.

Recurrent Programs and ProjectsConduct an annual independent financial audit of CEC program �Continue to investigate and pursue external funding for CEC �projectsInvestigate opportunities for and develop CEC projects that �combine elements from the different CEC programs and include a comprehensive education component

Report directly to the community and Council on the progress �of the CECPursue opportunities to work with local community groups on �CEC projects


Key Initiatives 11/12 12/13 13/14 14/15

2a Complete remaining CEC projects. Responsibility: Manager Assets and Services

Objective 33 Conduct training to raise awareness and ensure that staff can effectively undertake their responsibilities to

reduce risk and harm to the environment through emergency response, legislative compliance, regulation and enforcement.

Recurrent Programs and ProjectsMonitor environmental legislative developments, update the �register of environmental legislation and communicate to staff (and Councillors where required) with environmental responsibilities accordinglyEnsure the application of environmental impact assessment �guidelines and procedures for Council works and services, by Council staff

Enforce relevant legislation where necessary to reduce pollution �and to reduce harm to human health and the environment (including Local Government Act, Protection of the Environment Operations (POEO) Act, Noxious Weeds Act, relevant sections to the Sydney Water Act)


PROGRAM5

PAGE 133

Objective 44 Implement an environmental performance evaluation, audit and review process and system to ensure

compliance with external reporting requirements and internal continuous improvement requirements.

Recurrent Programs and ProjectsPrepare environmental procedures manuals for internal �continuous improvementReport to the Department of Environment, Climate Change and �Water (DECCW) on the Environmental Sustainability Action PlanReport to DECCW on the Water Savings Action Plan �


Key Initiatives 11/12 12/13 13/14 14/15

4a Revise the Environmental Management Plan (EMP) utilising ISO 14001 and EMS frameworks.Responsibility: Manager Environment and Services

4b Develop and prepare an integrated State of the Environment Report for Mosman Council.Responsibility: Manager Environment and Services

Objective 55 Participate in sustainability related networks and collaborate with all Council departments and regional

organisations to share knowledge and establish efficiencies in service delivery.

Recurrent Programs and ProjectsFacilitate the Sustainability Group �Participate in collaborative initiatives, regional forums and �networking groups on environmental and sustainability issues as relevant



05.01 01 Lead, manage, review, report 1,500 25,435 (23,935)

05.01 02 Ecologically sustainable development 0 32,419 (32,419)

05.01 05 Administration 0 71,268 (71,268)

SUB-PROGRAM5.01Policy and Administration and Customer Focus Coodinator: Director Environment & Planning


PROGRAM5

PAGE 135

SUB-PROGRAM5.02Climate Change and Air Quality Coodinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(56) (58) (59) (61 )

Performance MeasuresCouncil’s energy consumption per annum �Council’s greenhouse gas emissions (tonnes CO2e) per annum �% Greenpower purchased by Council for primary sites and �streetlighting per annum

4 Year Objectives1 Address climate change through implementing mitigation, adaptation and resilience measures.

2 Reduce anthropogenic greenhouse gas (GHG) emissions in Mosman (per capita).

3 Improve air quality in Mosman through Council and community action.

4 Increase uptake of renewable energy such as GreenPower, solar panels etc by Mosman Council and the community.

5 Provide improved infrastructure and support for sustainable transport in Mosman.


1 Address climate change through implementing mitigation, adaptation and resilience measures.

Recurrent Programs and ProjectsImplement actions identified in the Climate Change Risk �Assessment Adaptation Report Monitor State and Federal Government programs and policies �on Climate Change


Key Initiatives 11/12 12/13 13/14 14/15

1a Implement actions identified in the Energy Management Plan.Responsibility: Manager Environment and Services

1b Partner with Eurobodalla Council to implement the Green Precincts Solar project.Responsibility: Manager Environment and Services

Objective 22 Reduce anthropogenic greenhouse gas (GHG) emissions in Mosman (per capita).


Recurrent Programs and ProjectsReview and implement actions in the Greenhouse Gas �Reduction Plan


Key Initiatives 11/12 12/13 13/14 14/15

2a Undertake an inventory of Council’s greenhouse gas emissions, and reset Council’s greenhouse gas reduction targets.Responsibility: Manager Environment and Services

2b Undertake an energy efficient lighting retrofit of selected Council buildings.Responsibility: Manager Environment and Services

Objective 33 Improve air quality in Mosman through Council and community action.

Recurrent Programs and ProjectsContinue to implement sustainable transport education �programs for the community to reduce reliance on motor vehicles


Objective 44 Increase uptake of renewable energy such as GreenPower, solar panels etc by Mosman Council and the

community.

Recurrent Programs and ProjectsIncrease Council’s uptake of renewable energy �Continue to purchase 10% GreenPower for Council’s primary �sites and 100% GreenPower for streetlightingInclusion of solar panels and other forms of renewable energy in �building design plans, and installation of solar panels on Council buildings as appropriate

Responsibility: Manager Environment and Services Manager Assets and Services

PROGRAM5

PAGE 137

Key Initiatives 11/12 12/13 13/14 14/15

4a Develop and implement a community education program for renewable energy.Responsibility: Manager Environment and Services

4b Support CEFE and other Mosman community groups, as appropriate in delivering a program to increase the uptake of GreenPower in the Mosman community.Responsibility: Manager Environment and Services

Objective 55 Provide improved infrastructure and support for sustainable transport in Mosman.

Recurrent Programs and ProjectsContinue to maintain and provide infrastructure to support �sustainable transport (e.g. bike paths, bike racks)Continue to provide updated sustainable transport maps of �MosmanRevise and implement actions in the Sustainable Transport �Action Plan


Key Initiatives 11/12 12/13 13/14 14/15

5a Promote the Car Share Scheme to the community and identify further potential locations as required.Responsibility: Manager Environment and Services


05.02 03 Greenhouse gas emission reduction - corporate 0 22,455 (22,455)

05.02 04 Greenhoue gas emission reduction - community 0 33,478 (33,478)

SUB-PROGRAM5.02Climate Change and Air Quality Coodinator: Manager Environment and Services


PROGRAM5

PAGE 139

SUB-PROGRAM5.03Total Water Cycle Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(910) (815) (845) (877)

Performance MeasuresTotal Council potable water use (kl) per annum �Total potable water use (kl) in the Mosman Local Government area �per annum% of the catchment treated prior to stormwater pollutants entering �the harbourTotal gross pollutants (tonnes) removed from SQIDs per annum �% Residents satisfied – Management of drainage and local flooding �

4 Year Objectives1 Improve stormwater quality and control/stormwater flows to minimise impacts on the terrestrial and aquatic

environments, and rehabilitate and improve water quality in Mosman’s waterways.

2 Implement strategies to reduce consumption of potable water in Mosman.


1 Improve stormwater quality and control/stormwater flows to minimise impacts on the terrestrial and aquatic environments, and rehabilitate and improve water quality in Mosman’s waterways.

Recurrent Programs and ProjectsReview and evaluate cleanout frequency of SQIDs to ensure �ongoing effectiveness and efficiency of the devices and removal of pollutantsCollect relevant information on pollutants captured from SQIDs �and report annually

Collect, collate and report upon data from the State �Government’s Beachwatch programContinue involvement in the Sydney Water Overflow �Abatement Program as required

Responsibility: Manager Assets and Services Manager Environment and Services

Key Initiatives 11/12 12/13 13/14 14/15

1a Install a SQID to filter Plunkett Road sub catchment HB8.Responsibility: Manager Assets and Services

1b Install a SQID in Pearl Bay Avenue to filter Pearl Bay sub catchment TS2.Responsibility: Manager Assets and Services

1c Install a SQID in Reginald Street to filter part of Mosman Bay West sub catchment subject to negotiation with North Sydney Council MB3.Responsibility: Manager Assets and Services

1d Install a SQID in Brierley Street to filter part of Mosman Bay West subject to negotiation with North Sydney Council MB7.Responsibility: Manager Assets and Services


Objective 22 Implement strategies to reduce consumption of potable water in Mosman.

Recurrent Programs and ProjectsContinue to investigate opportunities for large-scale water- �sensitive urban design asset renewal projects consistent with the development of asset management plans, public domain improvement projects and open space improvementsImplement outstanding Every Drop Counts recommendations �Implement actions in the Water Savings Action Plan and provide �an Annual Report to the State Government Department in MarchResponsibility: Manager Assets and Services �Manager Environment and Services

Key Initiatives 11/12 12/13 13/14 14/15

2a Implement and report annually on actions identified in the Water Efficiency Management Plan.Responsibility: Manager Assets and Services

Manager Environment and Services


05.03 02 Stormwater pollution reduction 400 84,731 (84,331)

05.03 05 Water conservation 0 98,935 (98,935)

05.03 07 Surveillance, regulation and enforcement 1,900 36,140 (34,240)

05.03 09 Stormwater drainage construction 0 321,429 (321,429)

05.03 10 Stormwater drainage maintenance 500 222,040 (221,540)

05.03 11 SQID maintenance 0 149,260 (149,260)

PROGRAM5

PAGE 141

SUB-PROGRAM5.04Biodiversity Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(592) (610) (626) (642)

Performance MeasuresNo. of registered active bushcare volunteers and volunteer hours �per annumNo. of Noxious Weeds Assessments undertaken per annum �Hectares of bushland area under contract, greater than 90% native �vegetation cover

4 Year Objectives1 Identify, conserve and enhance biodiversity.

2 Protect and restore existing remnant indigenous flora and fauna.

3 Develop Council’s resource base to enable effective biodiversity management.

4 Protect, enhance and monitor biological diversity of intertidal and aquatic assemblages through programs and Council operations/services.

Delivery Program and Operational Plan 2011-2015Objective 11 Identify, conserve and enhance biodiversity.

Recurrent Programs and ProjectsReview, revise and implement the 5 year rolling program for the �upgrade of walking tracks and trails through Council’s bushland areasImplement the feral animal control program �Support and participate in the Native Bogul/Black Rat Project in �partnership with UNSW, USydney, Taronga Zoo, NSW NPWS, Rentokil


Key Initiatives 11/12 12/13 13/14 14/15

1a Investigate the development of bushland corridors through Mosman.Responsibility: Manager Assets and Services

1b Develop and implement the Backyard Biodiversity Assessment and Responsible Pet Ownership community education programResponsibility: Manager Environment and Services

Objective 22 Protect and restore existing remnant indigenous flora and fauna.


Recurrent Programs and ProjectsCoordinate, support and promote Council’s volunteer Bushcare �ProgramImplement the plan for the future management of Phytophthora �Cinnamomi


Key Initiatives 11/12 12/13 13/14 14/15

2a Undertake tender for Manage the Middle Harbour and Port Jackson catchments Bushland Restoration 2012 - 2017.Responsibility: Manager Assets and Services

Objective 33 Develop Council’s resource base to enable effective biodiversity management.

Recurrent Programs and ProjectsImplement a sustainable bushland management program �


Key Initiatives 11/12 12/13 13/14 14/15

3a Progressively implement the Unmade Roads Rehabilitation Strategy.Responsibility: Manager Assets and Services

Objective 44 Protect, enhance and monitor biological diversity of intertidal and aquatic assemblages through programs

and Council operations/services.

Recurrent Programs and ProjectsRedesign seawalls to provide habitat for intertidal communities �(when repair/restoration works are required)Incorporate environmental considerations into marine assets �contracts and the management of marine assets, facility development, and asset refurbishment and renewalContinue to handrake Chinamans Beach, under the Beach �Cleaning Contract to reduce impacts on intertidal and sandy beach ecology


PROGRAM5

PAGE 143

Key Initiatives 11/12 12/13 13/14 14/15

4a Include an option in the Beach Cleaning Contract to handrake other Mosman Beaches including Clifton Gardens.Responsibility: Manager Environment and Services


05.04 01 Bush care volunteer - recruit, support, recognition 0 137,496 (137,496)

05.04 02 Bushland, vegetation and fauna management 0 433,293 (433,293)

05.04 03 Riparian corridors and creek rehabilitation 0 8,685 (8,685)

05.04 04 Foreshore issues 0 5,000 (5,000)

05.04 12 Bushland, fire management 0 7,284 (7,284)

SUB-PROGRAM5.04Biodiversity Coodinator: Manager Assets and Services


PROGRAM5

PAGE 145

SUB-PROGRAM5.05Trees Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(325) (335) (345) (355)

Performance MeasuresTotal no. of trees approved for removal on private land per annum �Total no. of native plants supplied to volunteers, contractors and �residents per annumCommunity satisfaction – Management of street trees �

4 Year Objectives1 Ensure ongoing improvements in Urban Forest Management.

2 Achieve a balance between the enjoyment of public and private views and the retention of Mosman’s Urban Forest.


1 Ensure ongoing improvements in Urban Forest Management.

Recurrent Programs and ProjectsUpdate and provide user-friendly information to communicate �Council’s tree policiesContinue to implement the five year forward planting program �for street trees in accordance with the Street Tree Master PlanMonitor and review the contract for the proactive management �and maintenance of Council’s street trees and trees in parkland reserves

Participate in National Tree Day activities �Contribute to the development of statutory recognition of �the Urban Forest as an element in the natural and urban environmentUpdate annually the Urban Forest Management Register �


Key Initiatives 11/12 12/13 13/14 14/15

1a Implement recommendations of report on Balmoral Figs subject to available funds.Responsibility: Manager Assets and Services

Objective 22 Achieve a balance between the enjoyment of public and private views and the retention of Mosman’s Urban

Forest.

Recurrent Programs and ProjectsAudit Tree Preservation Order (TPO) approvals where �replacement trees have been required to ensure they are planted



Key Initiatives 11/12 12/13 13/14 14/15

2a Review and revise tree preservation application processes and procedures following gazettal of Mosman Local Environmental Plan 2010.Responsibility: Manager Assets and Services


05.05 01 Tree Preservation Order 19,000 76,127 (57,127)

05.05 02 Tree planting 0 28,461 (28,461)

05.05 03 Tree pruning/removal 0 187,823 (187,823)

05.05 04 Noxious weed control 0 48,126 (48,126)

05.05 06 Surveillance, regulation and enforcement 0 3,411 (3,411)

PROGRAM5

PAGE 147

SUB-PROGRAM5.06Land and Coast Coodinator: Manager Environment and Services and Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(11) (11) (11) (11)

Performance Measures% of Site Environmental Management Plans developed and �complied with for all applicable contaminated sites% of foreshore works applying NSW Government sea-level rise �benchmarks of 0.4m by 2050 and 0.9m by 2100

4 Year Objectives1 Minimise land and foreshore degradation and impacts from climate change.

2 Manage contaminated sites to ensure minimal risk to environmental and human health.

3 Establish areas where community members can be involved in the management of gardens, unmade roads and bushland areas.


1 Minimise land and foreshore degradation and impacts from climate change.

Recurrent Programs and ProjectsDesign and construct foreshore works using the ‘sea-level rise’ �benchmarks adopted by the NSW State Government


Objective 22 Manage contaminated sites to ensure minimal risk to environmental and human health.

Recurrent Programs and ProjectsDevelop environmental management plans for Council sites as �requiredEnsure compliance with the Site Environmental Management �Plan for Lots 13 - 15 Julian Street

Ensure compliance with the Environmental Management Plan �for the Northern Nursery SchoolEnsure compliance with the Site Environmental Management �Plan for Balmoral Oval/Park


Objective 33 Establish areas where community members can be involved in the management of gardens, unmade roads

and bushland areas.


Recurrent Programs and ProjectsContinue to assess the viability of sites in Mosman for the �establishment of a community garden



05.06 03 Land contamination 0 10,500 (10,500)

PROGRAM5

PAGE 149

SUB-PROGRAM5.08Engagement and Education for Sustainability Coodinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(89) (129) (131) (132)

Performance MeasuresNo. of sustainability programs delivered per annum �

4 Year Objectives1 Foster long-lasting sustainable behaviours by building the capacity of the Mosman community through

effective and integrated engagement and education.

2 Build the capacity of Mosman Council to apply and integrate the principles of Ecologically Sustainable Development (ESD) in Council decision-making, policy, planning, operations and service delivery.


1 Foster long-lasting sustainable behaviours by building the capacity of the Mosman community through effective and integrated engagement and education.

Recurrent Programs and ProjectsContinue to promote the Sydney Water Rainwater Tank Rebate �and community water efficiency programsContinue to implement community programs to encourage �waste minimisation, reuse and recyclingContinue to implement community education and awareness �programs to encourage energy efficiency and uptake of renewable energy in the community


Key Initiatives 11/12 12/13 13/14 14/15

1a Implement the new Living Mosman, Living Environment Program.Responsibility: Manager Environment and Services

1b Promote and utilise the branding of the ‘Living Mosman’ concept for all external community programs.Responsibility: Manager Environment and Services

1c Develop and implement a Multi-Unit Dwelling sustainability awareness and behaviour change program.Responsibility: Manager Environment and Services


1d Implement the Mosman Sustainable Business Champions Program.Responsibility: Manager Environment and Services

1e Develop and implement the Backyard Biodiversity Assessment and Responsible Pet Ownership Education Program.Responsibility: Manager Environment and Services

1f Implement an environment and the arts program.Responsibility: Manager Environment and Services

1g Design and implement a Community Sustainable Transport Event.Responsibility: Manager Environment and Services

1h Implement a 60L Bin trial in the community and report on results.Responsibility: Manager Environment and Services

Objective 22 Build the capacity of Mosman Council to apply and integrate the principles of Ecologically Sustainable

Development (ESD) in Council decision-making, policy, planning, operations and service delivery.

Recurrent Programs and ProjectsContinue to implement staff awareness programs on all aspects �of sustainabilityImplement the Mosman Council Leading Change for �Sustainability (CEE Change) Program


Key Initiatives 11/12 12/13 13/14 14/15

2a Utilise results from environmental social research to improve effectiveness of environmental education and engagement.Responsibility: Manager Environment and Services

2b Develop an Education for Sustainability Strategy and Community Engagement Plan.Responsibility: Manager Environment and Services


05.08 01 Community and employee education 39,000 127,900 (88,900)

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SUB-PROGRAM5.09Environmental and Public Health Coodinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(64) (64) (66) (69)

Performance Measures% of relevant premises in Mosman inspected at least once per �annum% Residents satisfied – Enforcement of health and food regulations �

4 Year Objectives1 Implement environmental health policy and practice that conserves and enhances the health, well-being and

harmony of the community.

2 Ensure acceptable background noise levels are maintained and noise impacts on the community are mitigated.


1 Implement environmental health policy and practice that conserves and enhances the health, well-being and harmony of the community.

Recurrent Programs and ProjectsRegulate premises that offer skin penetration services, premises �that have public swimming pools, and premises with water cooling and warming systemsEnforce provisions of the Public Health Act 1991, Local �Government Act 1993, Environmental Planning and Assessment Act 1979 and associated regulations

Continue to review, revise or develop environmental health �policies and proceduresDeliver community education initiatives to support regulatory �activities


Key Initiatives 11/12 12/13 13/14 14/15

1a Review and finalise the Environmental Incidents Response Plan.Responsibility: Manager Environment and Services

1b Develop, adopt and implement a grey water policy.Responsibility: Manager Environment and Services

Objective 22 Ensure acceptable background noise levels are maintained and noise impacts on the community are

mitigated.


Recurrent Programs and ProjectsInvestigate offensive noise complaints and enforce the �provisions of the Protection of the Environment Operations Act 1997, and associated noise regulations



05.09 01 Policy and planning 0 46,879 (46,879)

05.09 02 Surveillance, regulation and enforcement 0 4,000 (4,000)

05.09 13 Regulation and enforcement 15,270 28,044 (12,774)

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SUB-PROGRAM5.10Waste Coodinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

794 693 560 419

Performance MeasuresTotal tonnes of waste to landfill per annum �Total tonnes of waste to recycling per annum (diverted from �landfill)Total green-waste/organics diverted from landfill per annum �Kerbside diversion rate �No. of illegal dumps reported per annum �% Residents satisfied – Litter control and rubbish dumping �% Residents satisfied – Waste and recycling collection services �

4 Year Objectives1 Reduce waste generation in the Mosman community and Council facilities, through avoidance, minimisation,

reuse and recycling.

2 Deliver high quality, cost effective, equitable and environmentally sustainable waste management service.

3 Improve systems for toxic and hazardous materials disposal and reduce their use.

4 Implement an integrated approach to litter management and minimisation.

5 Reduce instances of illegal dumping.

6 Implement an ongoing E-Waste management strategy.


1 Reduce waste generation in the Mosman community and Council facilities, through avoidance, minimisation, reuse and recycling.

Recurrent Programs and ProjectsImplement community programs including Second Hand �Saturday and Clothes Swap to encourage material reuseUndertake waste audits of Council facilities as often as required �



1a Develop a waste management procedures manual.Responsibility: Manager Environment and Services

1b Undertake a waste audit of the Mosman community as per DECCW requirements.Responsibility: Manager Environment and Services


Objective 22 Deliver high quality, cost effective, equitable and environmentally sustainable waste management service.

Recurrent Programs and ProjectsContinue to provide public place recycling stations in Mosman �In partnership with SHOROC and Kimbriki investigate and �deliver a regional waste facility that recovers resources and sustainably manages organic by-productsImplement the Waste action plans to meet DECCW targets for �waste diversion to landfill

Administer the Waste and Recycling Services Contract to ensure �the Contractor performs the services in accordance with the full requirements of the contractUndertake an audit of the Waste contractor’s compliance with �the Contract Safety Plan



2a Deliver a new bin service to the community including organics collection, upon operation of the Alternative Waste Technology at Kimbriki.Responsibility: Manager Environment and Services

2b Renew the Waste and Recycling Services Contract in line with the new bin service.Responsibility: Manager Environment and Services

Objective 33 Improve systems for toxic and hazardous materials disposal and reduce their use.

Recurrent Programs and ProjectsPromote disposal and recycling schemes for household and �commercial hazardous wasteUndertake an annual audit of hazardous materials used by �Council contractors


Objective 44 Implement an integrated approach to litter management and minimisation.

Recurrent Programs and ProjectsImplement the litter prevention strategy in conjunction with �public place recycling and the waste education strategyProvide support for Clean Up Australia Day �


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SUB-PROGRAM5.10Waste Coodinator: Manager Environment and Services

Key Initiatives 11/12 12/13 13/14 14/15

4a Renew waste bins in Military Road Business Centres as part of upgrade works.Responsibility: Manager Assets and Services

Manager Environment and Services

Objective 55 Reduce instances of illegal dumping.

Recurrent Programs and ProjectsContinue to implement programs and recommendations from �DECCW NSW regarding the control of illegal dumping


Key Initiatives 11/12 12/13 13/14 14/15

5a Prepare a procedure for dealing with waste dumping.Responsibility: Manager Environment and Services

Objective 66 Implement an ongoing e-waste management strategy.

Recurrent Programs and ProjectsReview and implement the e-waste collection strategy �



05.10 01 Policy and planning 35,800 27,250 8,550

05.10 02 Regional waste initiatives 0 6,353 (6,353)

05.10 03 Waste and recycling services contract: 2002-2010/domestic 5,407,543 4,646,193 761,350

05.10 06 Control waste avoidance and recovery initiatives 152,679 122,577 30,102


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SUB-PROGRAM5.11Environmental Cleaning Services Coodinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(2,101) (2,144) (2,195) (2,250)

Performance Measures% Residents satisfied – Overall cleanliness, management and �appearance of public spaces% Residents satisfied – Cleaning of streets �% Residents satisfied – Condition of public toilets �Tonnes of rubbish captured through street sweeping per annum �

4 Year Objectives1 Maintain highest possible service levels for service contracts within Council’s financial resources.

2 Minimise use of toxic and harmful substances in service contracts.


1 Maintain highest possible service levels for service contracts within Council’s financial resources.

Recurrent Programs and ProjectsAdminister the Street and Gutter Cleaning Services Contract, �Beach and Reserves Cleaning Services Contract, Civic and Public Amenity Buildings Cleaning Contract, and the Graffiti Management Contract, to ensure that services are performed in accordance with the full requirements of each ContractBenchmark and review the existing graffiti contract against �best practice, and review the levels of service to ensure ongoing provision of efficient and effective services

Benchmark and review the Street and Gutter Cleaning Contract �against recommendations to ensure the ongoing provision of efficient and effective servicesPeriodically audit all services to ensure contractor compliance �with specifications


Key Initiatives 11/12 12/13 13/14 14/15

1a Renew the Street and Gutter Cleaning Contract.Responsibility: Manager Environment and Services

1b Review the Beach and Reserves Cleaning Contract.Responsibility: Manager Environment and Services

1c Review the Public Amenities Building Cleaning Contract.Responsibility: Manager Environment and Services

1d Review the Graffiti Management Contract.Responsibility: Manager Environment and Services


Objective 22 Minimise use of toxic and harmful substances in service contracts.

Recurrent Programs and ProjectsEnsure that contracts stipulate minimisation of toxic and harmful �substancesAudit contractors on a quarterly or biannual basis to ensure use �of toxic and harmful substances has been minimised



05.11 01 Beaches and reserves 0 652,875 (652,875)

05.11 02 Public amenity buildings 0 299,230 (299,230)

05.11 03 Streets and gutter cleaning 0 1,028,634 (1,028,634)

05.11 06 Graffiti removal 0 120,627 (120,627)

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SUB-PROGRAM5.12Food Safety Coodinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(96) (93) (97) (100)

Performance MeasuresNo. of training programs delivered to Mosman food businesses per �annum% compliance with Council’s statutory responsibilities per annum �% Residents satisfied – Enforcement of health and food regulations �

4 Year Objectives1 Manage Council’s statutory responsibilities, in particular food safety, under the provisions of the Food

Act 2003, Food Amendment Act 2004, and in accordance with the principles of Ecological Sustainable Development.

2 Encourage best practice in food safety to reduce the risk of food borne illness within the Mosman community.


1 Manage Council’s statutory responsibilities, in particular food safety, under the provisions of the Food Act 2003, Food Amendment Act 2004, and in accordance with the principles of Ecological Sustainable Development.

Recurrent Programs and ProjectsRegulate premises offering food for sale in accordance with �the Food Service Plan and Food Surveillance and Enforcement PolicyImplement standard operating procedures for food premises �inspections and assessments

Evaluate the Food Service Plan, inspection outcomes and �service quality, and Report (internal and external) in accordance with the Food Service Plan


Key Initiatives 11/12 12/13 13/14 14/15

1a Develop and implement an IT based integrated data management system.Responsibility: Manager Environment and Services

Objective 22 Encourage best practice in food safety to reduce the risk of food borne illness within the Mosman community.


Recurrent Programs and ProjectsDevelop and deliver regular food handler training sessions to �local businesses, Council staff and volunteersImplement programs introduced by the NSW Food Authority, �including Scores on Doors and ensuring all food premises have a trained supervisor on site


Key Initiatives 11/12 12/13 13/14 14/15

2a Develop and implement an education strategy for the delivery of food safety information (e.g. fact sheets, newsletters) to local businesses, the community and Council.Responsibility: Manager Environment and Services

2b Develop procedures and a communication strategy for management of food stalls at events.Responsibility: Manager Environment and Services


05.12 01 Policy and planning 0 40,062 (40,062)

05.12 13 Surveillance, regulation and enforcement 30,000 85,793 (55,793)

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PROGRAM6

Parks and RecreationConvenor: Director Environment and Planning


To have sustainable recreational facilities including:

Parks and Gardens �Bushland areas �Civic spaces �Sporting facilities �Beaches and marine structures �Swim Centre �Playgrounds �

All of which are maintained and embellished to meet the changing needs of the Mosman community.


Upgrading of Balmoral Baths and jetty �Provision of new and upgrades of existing amenities at �Balmoral, Rosherville and Clifton GardensCompletion of the Marie Bashir Mosman Sports Centre at Drill �Hall CommonCompletion of drainage works and creek rehabilitation at �Balmoral Oval


Playground upgrades at The Spit and Rosherville �Completion of Asset Management Plan for Marine Assets �Completion of Asset Management Plan for Open Space �AssetsCompletion of streetscape upgrade works in Military Road �

Council strives to meet the changing recreational and sporting needs of the community. This involves provision of facilities and venues as well as maintenance and embellishment of formal and informal open space areas. Council supports its approach to allocation of resources and provision of services by reference to studies, plans and adopted works programs.



62%

Rates Other

PROGRAM6

38%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 6. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:6.01 Policy and Administration and Customer Focus Coordinator: Director Environment & Planning6.02 Parks, Gardens, Playgrounds and Civic Spaces Coordinator: Manager Assets and Services6.03 Recreational Facilities Coordinator: Manager Assets and Services6.04 Beaches, Sea Pools and Foreshores Coordinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(2,171) (1,805) (1,813) (1,821)


Provision and maintenance of parklands including bushland, àharbour foreshores, local parks and bushland trailsSport and recreational facilities àOverall cleanliness, appearance and management of public àspaces


8%51%35%

6.01 6% 6.02 35% 6.03 51% 6.04 8%

6%

PAGE 163

SUB-PROGRAM6.01Policy and Administration and Customer Focus Coodinator: Director Environment and Planning

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(162) (169) (176) (183)

Performance Measures% Users satisfied – Sporting fields �% Residents satisfied – Provision and maintenance of parklands �including bushland, harbour foreshores, local parks and bushland trails% Residents satisfied – Sport and recreational facilities �

4 Year Objectives1 Facilitate the Mosman community enjoying a range of high quality local recreational facilities and services

through: Asset Management Plan; Sporting Facilities Capital Improvement; Open Space Capital Improvement; Playground Upgrade Program; Open Space Capital Improvement.

2 Council working cooperatively with the Sydney Harbour Federation Trust to develop open space facilities.


1 Facilitate the Mosman community enjoying a range of high quality local recreational facilities and services through: Asset Management Plan; Sporting Facilities Capital Improvement; Open Space Capital Improvement; Playground Upgrade Program; Open Space Capital Improvement.

Recurrent Programs and ProjectsEnsure that information on parks and recreational facilities is �widely available and easily accessedCarry out user satisfaction surveys of all sporting groups using �Council’s sporting fields on a seasonal basisPrepare strategies to facilitate prompt and effective decision- �making concerning the management of open space and recreational services


Undertake inspections of parks, reserves and recreation areas �and facilities to ensure their safety and conditionProvide opportunities for community involvement in, and �consultation on, recreational developmentParticipate in industry benchmarking programs relating to parks �assets

Objective 22 Council working cooperatively with the Sydney Harbour Federation Trust to develop open space facilities.

Recurrent Programs and ProjectsReview of respective planning projects with a view to seeking �joint funding for cooperative projects



Key Initiatives 11/12 12/13 13/14 14/15

2a Complete existing Drill Hall Common projects and work to provide linkages to Headland Park for pedestrians and cyclists.Responsibility: Manager Assets and Services



06.01 03 Meetings - management, staff, team 0 12,048 (12,048)


06.01 05 Administration 0 52,599 (52,599)

06.01 07 Contract management 0 54,364 (54,364)

06.01 13 Sporting facilities user group 0 4,191 (4,191)

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SUB-PROGRAM6.02Parks, Gardens, Playgrounds and Civic Spaces Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(854) (878) (910) (936)

Performance Measures% Residents satisfied – Provision and maintenance of parklands �including bushland, harbour foreshores, local parks and bushland trails% Residents satisfied – Overall cleanliness, appearance and �management of public spaces

4 Year Objectives1 Complete priority actions listed in the Recreation Strategy Action Plan adopted by Council and other relevant

Plans of Management and improvement programs.

2 Public access provided through the provision of parking areas, walking or cycle paths, or tracks as appropriate and provide access to those with disabilities where feasible.

3 Complete the implementation of the Acquisitions and Capital Improvement programs.

4 Encourage accessibility to parks, gardens, playground and civic spaces that are utilised by all of the Mosman community.


1 Complete priority actions listed in the Recreation Strategy Action Plan adopted by Council and other relevant Plans of Management and improvement programs.

Recurrent Programs and ProjectsUndertake projects in accordance with relevant priority �programs and Plans of ManagementImplement, where appropriate, public domain improvements �for Mosman’s civic spaces in accordance with the Public Domain Improvement Program


Key Initiatives 11/12 12/13 13/14 14/15

1a Develop and adopt a standard suite of street/park furniture and implement a full maintenance program and upgrade for all.Responsibility: Manager Assets and Services

Objective 22 Public access provided through the provision of parking areas, walking or cycle paths, or tracks as

appropriate and provide access to those with disabilities where feasible.


Recurrent Programs and ProjectsContinue to work with the community and across the �organisation regarding improving accessibility to open space areas for people in wheelchairs, and those with prams, people with sight impairment and elderly


Key Initiatives 11/12 12/13 13/14 14/15

2a Undertake a review of walking paths and develop strategies to address issues and improve the provision of the paths, associated signage and disability access.Responsibility: Manager Assets and Services

Objective 33 Complete the implementation of the Acquisitions and Capital Improvement programs.

Recurrent Programs and ProjectsContinue to implement the Playground Improvement Program �while consulting with Community Services personnel, children, parents and Ward Councillors, and including consideration of a fully accessible playground at the Spit ReserveInvestigate, identify and seek external funding opportunities �to support the implementation of Open Space Capital Improvement ProgramComplete acquisition of Mosman Bowling Club �


Key Initiatives 11/12 12/13 13/14 14/15

3a Undertake upgrades of playgrounds at The Spit and Rosherville.Responsibility: Manager Assets and Services

Objective 44 Encourage accessibility to parks, gardens, playground and civic spaces that are utilised by all of the Mosman

community.

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PAGE 167

Recurrent Programs and ProjectsContinue to review off-leash dog areas �Incorporate public art and heritage features in key informal �open spaces, as part of Plans of Management and playground planning subject to funding



06.02 01 Buildings - Public amenity blocks 0 135,737 (135,737)

06.02 02 Playgrounds and equipment 0 159,549 (159,549)

06.02 03 Turf maintenance 0 200,390 (200,390)

06.02 04 Signs (information and regulatory) 0 11,073 (11,073)

06.02 05 Civic spaces 100,200 47,196 53,004

06.02 07 Minor structures/park furniture 0 130,178 (130,178)

06.02 08 Gardens 0 208,619 (208,619)

06.02 09 Unformed road reserves 30,400 20,591 9,809

06.02 10 Irrigation 500 61,771 (61,271)

06.02 11 Footpath planter pots 0 3,080 (3,080)

06.02 12 Bookings 0 5,514 (5,514)

06.02 13 Memorials 0 1,105 (1,105)

SUB-PROGRAM6.02Parks, Gardens, Playgrounds and Civic Spaces Coodinator: Manager Assets & Services


PROGRAM6

PAGE 169

SUB-PROGRAM6.03Recreational Facilities Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(970) (586) (571) (564)

Performance Measures% Residents satisfied – Provision and maintenance of parklands �including bushland, harbour foreshores, local parks and bushland trails% Residents satisfied – Sport and recreational facilities �No. users per annum – Marie Bashir Mosman Sports Centre �

4 Year Objectives1 Protect and enhance the visual, environmental, and safety of Mosman’s recreational facilities.

2 Implement the system of bookings and charges offsetting the cost of provision for organised group users of sporting fields and facilities.

3 Provide modern, relevant, recreational facilities that cater for the needs of the Mosman community.

4 Maximise the availability of Mosman recreational facilities.

5 Meet the needs and aspirations of the community through the Mosman Swim Centre facilities.


1 Protect and enhance the visual, environmental, and safety of Mosman’s recreational facilities.

Recurrent Programs and ProjectsImplement and audit the maintenance program for structures �and furniture in sporting fields and surroundsContinue to progress water reuse projects endorsed by Council �to reduce dependency on mains water supply for irrigation and maintenance of sporting fieldsEnsure that environmental implications are considered when �developing or reviewing works and maintenance programs in an effort to reduce environmental impacts


Key Initiatives 11/12 12/13 13/14 14/15

1a Review the irrigation requirements and irrigation maintenance programs for systems within sporting fields through Sydney Water ILEP Program.Responsibility: Manager Assets and Services

Objective 22 Implement the system of bookings and charges offsetting the cost of provision for organised group users of

sporting fields and facilities.


Recurrent Programs and ProjectsContinue to provide a booking service that facilitates public use �of Council’s parks, gardens, sporting fields, reserves and sporting halls.Ensure that users of sporting fields and facilities meet their �financial obligations to the Council promptly and comply with user guidelines


Objective 33 Provide modern, relevant, recreational facilities that cater for the needs of the Mosman community

Recurrent Programs and ProjectsProvide opportunities for community involvement in sports �planning and ensure the needs of sporting field user groups are understoodReview and update the Sporting Fields Capital Improvement �program and report changes in the priority list to Council for endorsement


Key Initiatives 11/12 12/13 13/14 14/15

3a Fully commission Drill Hall Common projects.Responsibility: Manager Assets and Services

3b Subject to part third party funding by the Mosman Cricket Club, investigate opportunities to improve sporting accommodation within the Allan Border Oval pavilion.Responsibility: Manager Assets and Services

3c Undertake replacement of Rawson Oval fence.Responsibility: Manager Assets and Services

Objective 44 Maximise the availability of Mosman recreational facilities.

Recurrent Programs and ProjectsReview the Policy for Use and Maintenance of Sporting Fields �


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PAGE 171

Key Initiatives 11/12 12/13 13/14 14/15

4a Review use characteristics and operation of Drill Hall Common sporting facilities with a view to increasing opportunities for use and access.Responsibility: Director Corporate Services

Objective 55 Meet the needs and aspirations of the community through the Mosman Swim Centre facilities.

Recurrent Programs and ProjectsEnsure the Swim Centre Operators practices are consistent with �Ecologically Sustainable Development principlesEnsure that funds returned to Council under the Lease �agreement are allocated annually to Reserve to fund plant replacementEnsure the Swim Centre Specifications and Lease requirements �are fulfilled in accordance with Facilities Management Plan


Key Initiatives 11/12 12/13 13/14 14/15

5a Undertake complete audit of plant and equipment at Swim Centre.Responsibility: Manager Assets and Services

5b Upgrade Plant and equipment at Swim Centre and rectify other construction issues.Responsibility: Manager Assets and Services

SUB-PROGRAM6.03Recreational Facilities Coodinator: Manager Assets and Services



06.03 01 Buildings - pavillions and amenities 0 45,710 (45,710)

06.03 02 Equipment - lighting, floodlighting and general 0 62,139 (62,139)

06.03 03 Outfields 0 16,253 (16,253)



06.03 08 Cricket pitches and baseball diamond 0 357,881 (357,881)

06.03 10 Irrigation 0 10,290 (10,290)

06.03 15 Bookings 94,800 4,825 89,975

06.03 16 Drill Hall 30,000 115,624 (85,624)

06.03 17 Indoor sports complex 150,000 143,778 6,222

06.05 01 Contract Management - Swim Centre 0 3,112 (3,112)

06.05 03 Operations management 199,849 629,642 (429,793)

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SUB-PROGRAM6.04Beaches, Sea Pools and Foreshores Coodinator: Manager Environment and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(185) (172) (156) (138)

Performance Measures% Residents satisfied – Provision and maintenance of parklands �including bushland, harbour foreshores, local parks and bushland trails% Residents satisfied – Overall cleanliness, appearance and �management of public spaces

4 Year Objectives1 Maintain the visual and recreational amenity and safety of Mosman’s beaches, marine structures, sea pools

and foreshores.

2 Optimisation of access to beaches, sea pools and foreshore areas.


1 Maintain the visual and recreational amenity and safety of Mosman’s beaches, marine structures, sea pools and foreshores.

Recurrent Programs and ProjectsMonitor climate change reports in order to safeguard sea walls �and beach frontages


Key Initiatives 11/12 12/13 13/14 14/15

1a Prepare brief for development of Marine Structures Asset Management Plan.Responsibility: Manager Assets and Services

1b Undertake Marine Structures Asset Management Plan.Responsibility: Manager Assets and Services

1c Value all marine structures assets.Responsibility: Manager Assets and Services

Objective 22 Optimisation of access to beaches, sea pools and foreshore areas.


Recurrent Programs and ProjectsReview adequacy and condition of boat/dinghy storage in �reserves


Key Initiatives 11/12 12/13 13/14 14/15

2a Review consultation for Clem Morath Pool and undertake any follow-up actions as determined by Council.Responsibility: Manager Assets and Services


06.04 01 Marine structures 0 172,654 (172,654)

06.04 02 Equipment 40,000 2,776 37,224



06.04 10 Seawalls 0 25,000 (25,000)

PROGRAM6

PAGE 175

PROGRAM11

Traffic and Transport Convenor: Director Environment and Planning


To have the State and Federal Government support a rail option on the Roseville Corridor. �To have the Northern Beaches linked more directly to the Metropolitan Freeway Network. �To have an improved bus and ferry network so that public transport is the transport mode of choice. �To have no further expansion of the Spit/Miltary Road corridor but reallocation of that capacity to give buses priority when needed. �

To have no further elimination of parking along the Spit and Military Road corridor. �To have a multi-modal sustainable transportation network which meets the community’s needs in terms of safety, user comfort and local �access and amenity. To have an asset management program that comprehensively and sustainably maintains and protects all of Council’s assets (infrastructure �and natural). To have a well maintained network of roads and footpaths. �To reduce the reliance on private vehicles for local trips through the expansion of community transport and pedestrian and cycling facilities. �To have minimal incidences of traffic accidents. �To have an upgraded car park at Mosman Junction. �


Completed a pedestrian access management plan �Established the Active Transport Working Group �Completed the Road Assets Management Plan �Negotiated acceptable outcomes for upgrade works on Spit �Road at Spit West and Ourimbah Road intersection


Develop a parking policy for Mosman �Undertake improvements to carparking provision at Mosman �Junction centreDevelop a new Bicycle Plan and Pedestrian and Mobility Plan �Negotiate outcomes with RTA to overcome ‘rat runs’ in �Middle Harbour area

Mosman suffers significantly due to the through traffic using the Spit/Military Road corridor. Council therefore places great emphasis and effort on maintaining local amenity despite this arterial traffic through cooperation with its SHOROC partner councils and by lobbying State and Federal Government Ministers and agencies. Council seeks to foster the range of transport modes from walking and cycling to use of private motor vehicles and public buses and ferries. Provision of safe and appropriate facilities is important in meeting the diverse mobility needs of the community for roads, footpaths and cycleways.


Expenditure by Sub-Program 2011-12$ 4,477,528.89

Program Expenditure by Funding Source 2011-12$4,477,529 Other

PROGRAM11

100%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 11. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:11.01 Policy and Administration and Customer Focus Coordinator: Director Environment & Planning11.02 Roads Coordinator: Manager Assets and Services11.03 Traffic Facilities Coordinator: Manager Assets and Services11.04 Traffic Management Coordinator: Manager Environment and Services11.05 Road Safety and Pedestrians Coordinator: Manager Assets and Services11.06 Bicycles Coordinator: Manager Assets and Services11.07 Public Transport Coordinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

717 590 556 520


Traffic management àEnforcement of traffic restrictions àProviding and maintaining local roads àProviding and maintaining footpaths àProvision of car parking àProviding and maintaining bike paths à

18%21%15%36%

11.01 4% 11.02 36% 11.03 15% 11.04 21%

11.05 18% 11.06 2% 11.07 4%

4% 4%

2%

PAGE 177


4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(5) (69) (75) (80)

Performance Measures% Residents satisfied – Traffic management �% Residents satisfied – Enforcement of parking restrictions �

4 Year Objectives1 Lobby the State and Federal Government for a rail option on the Roseville corridor and for the Northern

Beaches to be more directly linked to the Metropolitan Freeway Network.

2 Have no further expansion of the Spit/Military Roads corridor and no further elimination of parking along the corridor.

3 Ensure local bus and ferry services are improved so that they become the preferred mode of transport and there is less reliance on private vehicle trips.

4 Prepare a parking priority policy that outlines priorities in regard to achieving an appropriate balance between public safety, traffic flow and equitable access to available parking spaces.

5 Provide appropriate regulatory and informative signage throughout Mosman.


1 Lobby the State and Federal Government for a rail option on the Roseville corridor and for the Northern Beaches to be more directly linked to the Metropolitan Freeway Network.

Recurrent Programs and ProjectsContinue to participate in the development and implementation �of SHOROC’s ‘Shaping Our Future’Vigorously oppose any increase in Clearway hours and oppose �dedicated kerbside bus lanes along main road corridorsContinue to liaise with RTA regarding Spit/Military Road Traffic �Flow Improvement InitiativeLobby for provision of viable alternative all weather urban freight �routes to the Warringah peninsula other than via the Spit/Military corridor

Consult the community regarding local traffic proposals �particularly to improve local accessibility for the convenience of Mosman residentsLobby the NSW Government to action more effective links from �the Northern Beaches to the Metropolitan Freeway Network


Objective 22 To have no further expansion of the Spit/Military Roads corridor and no further elimination of parking along

the corridor.


Recurrent Programs and ProjectsNegotiate with Roads and Traffic Authority to achieve a means �by which internal access within Mosman is improved, particularly having regard to the dividing barrier created by the Spit/Military Road public transport corridor, irrespective of Roads and Traffic Authority’s desire to increase capacity along Spit/Military corridor

Negotiate with the Roads and Traffic Authority to reduce the �impact of freight movements to the Northern Peninsula on Military/Spit Corridor, to reduce the truck/bus conflicts resulting from the narrow lane widths

Responsibility: Director Environment and Planning

Key Initiatives 11/12 12/13 13/14 14/15

2a Lobby for bus rapid transit in accordance with SHOROC’s ‘Shaping Our Future’.Responsibility: Director Environment and Planning

Objective 33 Ensure local bus and ferry services are improved so that they become the preferred mode of transport and

there is less reliance on private vehicle trips.

Recurrent Programs and ProjectsConsult, lobby and liaise with public transport agencies to ensure �Mosman retains and improves access to public transport


Key Initiatives 11/12 12/13 13/14 14/15

3a Continue lobbying for proposed Harbour ferry services stopping at Balmoral and Clifton Gardens.Responsibility: Director Environment and Planning

Objective 44 Prepare a parking policy that outlines priorities in regard to achieving an appropriate balance between public

safety, traffic flow and equitable access to available parking spaces.

Recurrent Programs and ProjectsUndertake and review traffic information and trends by use of �surveys, counts, reviews as required


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Key Initiatives 11/12 12/13 13/14 14/15

4a Undertake investigations into the development of a Mosman Parking Policy.Responsibility: Manager Assets and Services

Objective 55 Provide appropriate regulatory and informative signage throughout Mosman.

Recurrent Programs and ProjectsErect pedestrian signage in Council precincts in accordance with �the Public Domain Improvement Program and review outcomes to identify further need



11.01 01 Lead, Manage, Review, Report 55,000 27,905 27,095

11.01 03 Meetings-Management, Staff, Team 0 4,771 (4,771)

11.01 04 Consultation and Communication 0 79,402 (79,402)

11.01 05 Administration 75,000 71,853 3,147

11.01 08 Grants, External Funding, Income Opportunities 60,000 1,519 58,481

11.01 10 Transport Policy Development and Review 0 9,542 (9,542)



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SUB-PROGRAM11.02Roads Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(975) (1,056) (1,085) (1,118)

Performance Measures% Residents satisfied – Providing and maintaining local roads �% Residents satisfied – Providing and maintaining footpaths �

4 Year Objectives1 Protect and maintain the value and safety of roads and footpath infrastructure.

2 Minimise road openings in Council’s roads infrastructure by coordinating works with public utilities.

3 Undertake actions as detailed in the Roads Asset Management Plan including those relating to footpaths.

4 Consider and facilitate footpath linkages.


1 Protect and maintain the value and safety of roads and footpath infrastructure.

Recurrent Programs and ProjectsPrepare annual maintenance and improvement program for �roads and footpathsPrepare cost effective designs for road rehabilitation in a timely �manner to ensure forward works programs can be implemented


Objective 22 Minimise road openings in Council’s roads infrastructure by coordinating works with public utilities.

Recurrent Programs and ProjectsLiaise with public authorities for procedures and rates regarding �restorations of road openingsContinue to liaise with public utilities to determine forward work �programs



Objective 33 Undertake actions as detailed in the Roads Asset Management Plan including those relating to footpaths.

Recurrent Programs and ProjectsSubject to available funding, act on priority recommendations �of consultant’s risk assessment on retaining walls/rock faces in MosmanContinue to review funding levels for footpath and road �rehabilitation as part of the Asset Management System for Roads

Annually update a 5 year forward works program for footpath �and road rehabilitation work and undertake works prescribed in 5 year work program for that year


Objective 44 Consider and facilitate footpath linkages.

Key Initiatives 11/12 12/13 13/14 14/15

4a Complete footpath linkage map for Mosman and identify areas where footpath is required.Responsibility: Manager Assets and Services


11.02 01 Concrete roads 75,000 339,015 (264,015)

11.02 02 Asphalt roads 216,417 595,141 (378,724)

11.02 03 Main roads 47,500 209,433 (161,933)

11.02 04 Kerb and gutter 0 96,408 (96,408)

11.02 05 Vehicle crossings 24,000 3,059 20,941

11.02 06 Road opening reinstatements 250,000 160,761 89,239

11.02 07 Retaining structures 0 176,713 (176,713)

11.02 09 Verges/nature strips 0 4,191 (4,191)

11.02 10 Carpark mainenance 0 3,000 (3,000)

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SUB-PROGRAM11.03Traffic Facilities Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(567) (595) (625) (657)

Performance Measures% Residents satisfied – Providing and maintaining local roads �Annual budget – roads maintenance and renewal �

4 Year Objectives1 Protect, maintain and improve the existing infrastructure.

2 Provide an improved and sustainable network of street lighting that meets community expectations.


1 Protect, maintain and improve the existing infrastructure.

Recurrent Programs and ProjectsReview condition survey and implement annual maintenance �program of works for crash barriers traffic signs and line marking on local roadsNegotiate with the RTA for an increase in the Block Grant to �maintain traffic facilities on local roads


Key Initiatives 11/12 12/13 13/14 14/15

1a Subject to RTA funding, complete a refuge island audit.Responsibility: Manager Assets and Services

1b Undertake a pedestrian access and mobility plan (PAMP).Responsibility: Manager Assets and Services

Objective 22 Provide an improved and sustainable network of street lighting that meets community expectations.


Recurrent Programs and ProjectsAssess requests for street lighting improvements as required �and implement where appropriateMonitor Energy Australia’s performance in regard to the �implementation of the NSW Public Lighting Code by participating in the Street Lighting Improvement Program (SLIP) and associated initiatives aimed at reducing greenhouse gas emissions and introducing improved technology for street lighting


Key Initiatives 11/12 12/13 13/14 14/15

2a Review street lighting as part of Military Road streetscape upgrade. Responsibility: Manager Assets and Services


11.03 01 Street and directional signs 2,182 39,884 (37,702)

11.03 02 Devices and controls 44,000 64,500 (20,500)

11.03 03 Crash barriers 0 6,000 (6,000)

11.03 04 Street lighting 71,040 567,000 (495,960)

11.03 05 Fencing 0 6,754 (6,754)

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SUB-PROGRAM11.04Traffic Management Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

3,260 3,347 3,418 3,496

Performance MeasuresNo. of (off-street) public carparking spaces �No. of traffic accidents reported on local roads per annum �% Residents satisfied – Traffic management �% Residents satisfied – Provision of car parking �% Residents satisfied - Enforcement of parking restrictions �

4 Year Objectives1 Maintain a plan of traffic management priorities.

2 Develop car parking facilities which are safe, friendly and accessible.

3 Prepare a register of traffic facilities and devices integrated into Council’s Asset Management System.

4 Efficient and effective parking and traffic enforcement.

5 Encourage improved traffic safety.


1 Maintain a plan of traffic management priorities.

Key Initiatives 11/12 12/13 13/14 14/15

1a Review the Resident Parking Policy for the whole of Mosman.Responsibility: Manager Assets and Services

1b Review of Balmoral Resident Parking Scheme.Responsibility: Manager Assets and Services

Objective 22 Develop car parking facilities which are safe, friendly and accessible.

Recurrent Programs and ProjectsContinue to investigate opportunities to provide designated �on-street parking areas for motor scooters/motorbikes where possible and appropriate throughout Mosman



Key Initiatives 11/12 12/13 13/14 14/15

2a Lobby for bus rapid transit in accordance with SHOROC’s ‘Shaping Our Future’.Responsibility: Director Environment and Planning

Objective 33 Prepare a register of traffic facilities and devices integrated into Council’s Asset Management System.

Key Initiatives 11/12 12/13 13/14 14/15

3a Update the Roads Asset Management Plan to include all traffic facilities.Responsibility: Manager Assets and Services

Objective 44 Efficient and effective parking and traffic enforcement.

Recurrent Programs and ProjectsMonitor effectiveness of parking regulation and enforcement �Facilitate parking including regulating accessible parking spaces �Investigate feasibility of options for additional public parking in �Business Centres as part of Development Contributions review

Investigate traffic management options for improvements �around the Mosman Junction area



11.04 02 Street parking management 3,150,000 489,435 2,660,565

11.04 03 Council foreshore carparks 1,010,000 354,054 655,946

11.04 05 Military Road/Spit Road 0 9,542 (9,542)

11.04 07 Resident parking schemes 27,000 14,313 12,687

11.04 09 Traffic management plans 0 58,285 (58,285)

11.04 10 Special events 0 1,118 (1,118)

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SUB-PROGRAM11.05Road Safety and Pedestrians Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(712) (743) (774) (807)

Performance Measures% Residents satisfied – Providing and maintaining footpaths �Annual budget – Footpath maintenance and renewal �No. of projects completed – Road Safety Action Plan �

4 Year Objectives1 Improved accessibility and safety of pedestrian facilities for the convenience and lifestyle of residents.

2 High levels of awareness of road safety and other pedestrian safety issues, particularly among young people and the elderly.


1 Improved accessibility and safety of pedestrian facilities for the convenience and lifestyle of residents.

Recurrent Programs and ProjectsInvestigate Public Domain Improvements which give priority to �pedestrians where applicableControl footpath occupations in accordance with Council’s �policy

Investigate further improvements to pedestrian safety at the �Spit Junction intersection and increased pedestrian times at the Ourimbah Road crossingParticipate in the Active Transport Working Group �


Key Initiatives 11/12 12/13 13/14 14/15

1a Investigate improved pedestrian safety at Mosman Junction including Raglan Street and Avenue Road intersections as part of the Pedestrian Access and Mobility Plan (PAMP).Responsibility: Manager Assets and Services

1b Review all parking restrictions in vicinity of pedestrian crossing facilities in Mosman through a pedestrian crossing audit (subject to funding).Responsibility: Manager Assets and Services

Objective 22 High levels of awareness of road safety and other pedestrian safety issues, particularly among young people

and the elderly.


Recurrent Programs and ProjectsSeek funding for road safety campaigns included in the Road �Safety Action PlanImplement recommendations of Council’s Road Safety Strategic �Plan and Action Plan

Annually prepare a traffic report on the accident history for all �roadsImplement recommended actions from safety around schools �audits subject to funding



11.05 01 Footpaths 0 593,544 (593,544)

11.05 02 Pedestrian crossings 0 8,809 (8,809)

11.05 03 Kerb ramps 0 15,797 (15,797)

11.05 04 Paved areas 0 10,597 (10,597)

11.05 05 Street furniture 3,500 4,238 (738)

11.05 06 Steps and stairways 0 26,097 (26,097)

11.05 08 Street/footpath obstruction patrols 34,000 31,140 2,860

11.05 09 Road safety strategy and action plan 50,500 109,434 (58,934)

11.05 10 Walking routes 0 517 (517)

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SUB-PROGRAM11.06Bicycles Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(94) (97) (100) (103)

Performance Measures% Residents satisfied – Providing and maintaining bike paths �Km bicycle paths in Mosman �

4 Year Objectives1 Provide a bicycle network which meets the community needs and the expectations of the residents of

Mosman and is an effective part of the regional bicycle network with access to other parts of Sydney.


1 Provide a bicycle network which meets the community needs and the expectations of the residents of Mosman and is an effective part of the regional bicycle network with access to other parts of Sydney.

Recurrent Programs and ProjectsReview progress of Mosman Bicycle Strategy with a view to �preparing a new Bike Plan 2012-2017Participate in the Active Transport Working Group �

Assess development including Council projects from �opportunities to facilitate cycling as a mode of transport


Key Initiatives 11/12 12/13 13/14 14/15

1a Develop criteria for undertaking review of Bicycle Plan 2012-2017.Responsibility: Manager Assets and Services


11.06 01 Bicycle strategy implementation 0 66,188 (66,188)

11.06 02 Bicycle signage 0 11,417 (11,417)

11.06 03 Bicycle network 0 16,188 (16,188)


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SUB-PROGRAM11.07Public Transport Coodinator: Manager Assets and Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(190) (197) (203) (211)

Performance MeasuresNo. of passengers using the Mosman Rider bus service per annum �

4 Year Objectives1 Have safe, accessible and effective bus stops and ferry wharfs.

2 Have environmentally and economically sustainable public transport that meets the needs of the community, including the level and frequency of services.

3 Initiate actions directed at making public transport a preferred mode of transport.

4 Have Wynyard Bus Interchange capacity issues identified as a significant barrier to effective public transport to the Northern Beaches.

5 No further expansion of the capacity of the Spit/Military Road corridor but relocation of that capacity to give buses priority when needed.


1 Have safe, accessible and effective bus stops and ferry wharfs.

Recurrent Programs and ProjectsContinue to lobby State Transit Authority to maintain and link �local bus and ferry services and provide more frequent and reliable services


Objective 22 Have environmentally and economically sustainable public transport that meets the needs of the community,

including the level and frequency of services.

Recurrent Programs and ProjectsInvestigate options for the use of ferries at suitable locations in �Mosman


Continue to support Mosman Rider, including regular service �reviews



Key Initiatives 11/12 12/13 13/14 14/15

2a Continue to lobby State Government for public transport options that reduce the reliance on private motor vehicle usage in line with SHOROC’s ‘Shaping Our Future’.Responsibility: Director Environment and Planning

2b Seek funding to undertake a review of local bus services with a view to providing a satellite system where smaller more flexible, accessible and regular services run from nodes on mainline routes to areas where demand or topographical issues discourage use of large buses.Responsibility: Director Environment and Planning

Objective 33 Initiate actions directed at making public transport a preferred mode of transport.

Recurrent Programs and ProjectsNegotiate and advocate with the State Government and �private contractors to improve public facilities, transit ways and timetables and improve access to buses, taxis and other public transport including options for mini buses


Review and improve Mosman Rider service �Responsibility: Manager Community Services

Objective 44 Have Wynyard Bus Interchange capacity issues identified as a significant barrier to effective public transport

to the Northern Beaches.

Recurrent Programs and ProjectsLobby for alternative solutions including SHOROC’s bus rapid �transit proposal


Objective 55 No further expansion of the capacity of the Spit/Military Road corridor but relocation of that capacity to give

buses priority when needed.

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Key Initiatives 11/12 12/13 13/14 14/15

5a More representations to government on behalf of Mosman and in conjunction with SHOROC Councils to support investigation of bus rapid transit on the Spit/Military Road Corridor.Responsibility: Director Environment and Planning


11.07 01 Bus shelters 0 4,300 (4,300)

11.07 03 Public transport promotion 0 4,771 (4,771)

11.07 04 Bus services state 0 4,771 (4,771)

11.07 05 Summer bus 0 175,561 (175,561)

11.07 07 Community bus (Mosman Rider) 0 561 (561)

SUB-PROGRAM11.07Public Transport Coodinator: Manager Assets and Services


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Social

ProgramsCommunity Development & ServicesLibrary & InformationCultural Development & Services

Related Strategies & PlansMosman Social Planning Overview 2010Mosman Community Engagement Strategy 2009Regional Home & Community Care PlanSHOREPLAN - Shorelink Strategic Plan 2011-2015SHOROC ‘Shaping our Future’Northern Sydney Aboriginal Social Plan 2007-2011Social Planning Overview 2010

Key PartnersFederal government –various agencies & authorities including Department of Health & Ageing and Department of Education, Employment & Workplace RelationsState government – various agencies & authorities including Department of Community Services; Department of Health; Department of Ageing, Disability & Home Care; Arts NSW, NPWS & PoliceSHOROCSydney Harbour Federation Trust Mosman Public Art TrustShorelink Library NetworkNon-government and community organisations


5Community Sustainability IndicatorsCommunity connectednessCommunity prideAge diversityChildcare facilitiesPhysical activityLife expectancyCommunity safety

PAGE 197

PROGRAM8

Community Development & ServicesConvenor: Director Community Development

Community Development and Services works with the community and partner agencies to plan, facilitate and deliver a range of services and programs that meet community needs and promote social inclusion, community connectedness and health and well-being.


To have Council lead and positively shape community well-being, respond strategically to the social impact of change, and advocate �for social justice on behalf of the community with external organisations and agencies and Commonwealth and State Governments.

To have a well informed and engaged community that has access to a wide range of community services and programs. �To have Council and other service providers deliver high quality, integrated community services and programs that are accessible and �inclusive, strengthen social capital and contribute to the health and wellbeing of the community. To have well designed and accessible community facilities which are recognised as community hubs which support the effective delivery �of community services and programs and promote healthy lifestyle. To have highly valued and supported volunteers with a range of skills engaged in work which makes a positive contribution to the �community. To have a cohesive, harmonious, and caring community, where residents are supported throughout their life cycle and that is inclusive of �people with a disability, people from culturally, spiritually and linguistically diverse backgrounds, and people of Aboriginal and Torres Strait Islander descent.


Delivery of vacation care programs for 213 school children �537 children immunised �230 older people assisted at home through community �transport and meal provision 18 projects totalling $25,000 funded through Council’s �Community Grants ProgramDelivery of Shorefest and 24/7 Film Festival with regional �partnersChildren’s Fair attracting 1,100 participants �Positive Ageing Survey �Coordination of the Transition to Schools Forum �Project partner – Aboriginal Heritage Teachers Resource Kit �and BookletCoordination and management of 500 community �volunteersSocial Isolation Forum �


Completion of the Mosman Men’s Shed �Completion of new child care facility – Mosman Bowling Club �Community Engagement Strategy review �Expansion of regional youth events and parent education �seminar seriesMosman Health Needs Analysis �Policy review – Community Grants and Donations �Implementation of National Quality Framework for children’s �services and accreditation of children’s, youth, aged and disability services



12%


64%10%

8.01 10% 8.02 5% 8.03 64% 8.04 6% 8.05 12%

8.06 1% 8.07 1% 8.08 – 8.09 1% 8.10 –

Rates Other

PROGRAM8

81%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 8. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,035) (981) (1,034) (1,089)


Services and facilities for children and families àServices and facilities for older people àOverall range and quality of community facilities and activities àServices and facilities for people with a disability àAccess to Council information and Council support àServices for young people àServices and facilities for people from culturally and linguistically àdiverse backgrounds

8.01 Policy and Administration and Customer Focus Coordinator: Manager Community Services8.02 Community Connection and Volunteering Coordinator: Aged & Disability Development Officer8.03 Children and Families Coordinator: Children’s Services Development Officer8.04 Youth Coordinator: Youth Development Officer8.05 Older People Coordinator: Aged & Disability Development Officer8.06 People with a Disability

Coordinator: Aged & Disability Development Officer8.07 Primary and Community Health Coordinator: Manager Community Services8.08 Healthy Lifestyle and Fitness Coordinator: Manager Community Services8.09 Aboriginal Culture, Heritage and Reconciliation Coordinator: Manager Community Services8.10 Culturally and Linguistically Diverse People (CALD) Coordinator: Manager Community Services

19%

5% 6% 1% 1%

1%

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SUB-PROGRAM8.01Policy and Administration and Customer Focus Coordinator: Manager Community Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(463) (480) (498) (517)

Performance Measures% Residents satisfied – Overall range and quality of community �facilities and activities% Residents satisfied – Access to Council information and support �% Residents satisfied – Council engaging (consulting) with the �community

4 Year Objectives1 Undertake integrated social and community planning based on research and social policy principles that

establishes clear priorities and strategies in line with Council’s objectives.

2 Facilitate consultative and engagement processes that maximise community input into service and program development and reflect the diverse needs of stakeholders.

3 Support collaborative networks and partnerships with key community agencies for the purpose of joint service planning, coordinating service delivery and enhancing service access.

4 Accommodate Council community services appropriately taking account of specific program requirements and the outcomes of the feasibility study for the Civic Centre.

5 Undertake strategies to ensure the community is well informed of the range of services and programs available as they move through their life cycle.

6 Facilitate enhanced community and inter-generational connections through relevant projects and activities.


1 Undertake integrated social and community planning based on research and social policy principles that establishes clear priorities and strategies in line with Council’s objectives.

Recurrent Programs and ProjectsDemographic research � Social planning � Facilitation of new or improved community services and �programs for Mosman residents by government and non-government agencies

Responsibility: Social Planner

Participation in regional planning and development �Participation in State and Commonwealth government planning �processes for community services



Key Initiatives 11/12 12/13 13/14 14/15

1a Undertake a preliminary review of data from the 2011 ABS census as it pertains to Mosman and the wider region.Responsibility: Social Planner

1b Prepare ‘Social Directions – Mosman’, a social research and directions paper that will support development of MOSPLAN 2013.Responsibility: Social Planner

1c Contribute to the development and implementation of SHOROC Regional Sustainability and Liveability Strategies. Responsibility: Manager Community Services

Objective 22 Facilitate consultative and engagement processes that maximise community input into service and program

development and reflect the diverse needs of stakeholders.

Recurrent Programs and ProjectsService, target-group and issues-based consultations �

Responsibility: Manager Community Services Social Planner

Coordinate Access Consultative Group �Coordinate Safety Consultative Group �


Coordinate School Principal Liaison Group �Responsibility: Manager Library Services

Key Initiatives 11/12 12/13 13/14 14/15

2a Undertake a review of current approaches and processes for local community engagement, including comparisons with best practice in Australia and overseas, and relevance to the Mosman community.Responsibility: Manager Library Resources


2b Review Council’s Community Engagement Strategy, including preparation of an Engagement Resource Kit for staff.Responsibility: Manager Library Resources


2c Undertake a survey and consultation forum on service development for children 0-12. Responsibility: Social Planner

2d Undertake a survey and consultation forum on community needs and service development for older people.Responsibility: Social Planner

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Objective 33 Support collaborative networks and partnerships with key community agencies for the purpose of joint

service planning, coordinating service delivery and enhancing service access.

Recurrent Programs and Projects Participation in community interagencies, networks and project �groups at sub-regional and regional level – including:

Mosman Children’s and Family Services Forum àLower North Shore Child & Family Interagency àNorthern Sydney Families NSW Project Management Group àLower North Shore Domestic Violence Network àLower North Shore Multicultural Network à


Annual Community Grants Program �Contribution to collaborative SHOROC planning and projects �


Key Initiatives 11/12 12/13 13/14 14/15

3a Review opportunities for combined provision of Family Day Care services with adjoining local government areas.Responsibility: Manager Community Services

3b Review Council’s Community Grants and Donation Policy.Responsibility: Manager Community Services

3c Undertake targeted consultation with general practitioners and health providers to identify further opportunities for collaboration and support and to provide input into State and Federal planning processes. Responsibility: Manager Community Services

Social Planner

Objective 44 Accommodate Council community services appropriately taking account of specific program requirements and

the outcomes of the feasibility study for the Civic Centre.

Recurrent Programs and ProjectsParticipation in ongoing planning and feasibility studies for the �civic centre site


SUB-PROGRAM8.01Policy and Administration and Customer FocusCoordinator: Manager Community Services


Key Initiatives 11/12 12/13 13/14 14/15

4a Review the naming of the Mosman Square Seniors Centre in terms of its appeal to the wider community.Responsibility: Manager Community Services

4b Negotiate and implement relocation of the Mosman Before and After School Care Service.Responsibility: Manager Community Services

4c Undertake an audit of current Council community services accommodation taking into account specific program requirements and future directions.Responsibility: Manager Community Services

4d Follow up Commonwealth and State Government capital funding to upgrade Council community services accommodation as necessary. Responsibility: Manager Community Services

Objective 55 Undertake strategies to ensure the community is well informed of the range of services and programs

available as they move through their life cycle.

Recurrent Programs and ProjectsTargeted promotion strategies for children, families, young �people and the agedProduction of community services newsletters, brochures, and �website information/promotions Community services events, expos, information sessions �


Key Initiatives 11/12 12/13 13/14 14/15

5a Review and improve Council’s current approach to providing community services information, particularly in the on-line environment. Responsibility: Manager Community Services

Social Planner

5b Produce a digital display of Council’s core community services that can run on a regular basis on digital screens in customer contact areas and/or during other events and information sessions. Responsibility: Manager Community Services


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Objective 66 Facilitate enhanced community and inter-generational connections through relevant projects and activities.

Recurrent Programs and ProjectsOngoing consideration of intergenerational recreation and �socialisation opportunities across age groups and service models


Key Initiatives 11/12 12/13 13/14 14/15

6a Undertake an intergenerational forum with upper primary, young people and older people that assists Council respond appropriately to community needs. Responsibility: Manager Community Services

6b Develop innovative project proposals and apply for State and Commonwealth funding to facilitate intergenerational connections.Responsibility: Manager Community Services



08.01 02 Social planning 0 54,409 (54,409)



08.01 05 Administration 0 240,538 (240,538)

SUB-PROGRAM8.01Policy and Administration and Customer FocusCoordinator: Manager Community Services


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SUB-PROGRAM8.02Community Connection and VolunteeringCoordinator: Aged & Disability Development Officer

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(154) (160) (168) (175)

Performance MeasuresNo. volunteers managed/coordinated by Council � No. volunteer training programs conducted per annum � No. New Residents Morning Teas held per annum � Annual Volunteer feedback �

4 Year Objectives1 Sustain a well supported volunteer base, where participants are valued and their skills developed and where

each finds the experience enriching and rewarding.

2 Undertake strategies to ensure the community is well informed about opportunities to participate actively in civic affairs and community activities.

3 Implement strategies to facilitate community connection and positive neighbourly relations.


1 Sustain a well supported volunteer base, where participants are valued and their skills developed and where each finds the experience enriching and rewarding.

Recurrent Programs and ProjectsVolunteer recruitment, orientation and support �Volunteer recognition program �Maintenance of volunteer database �Ongoing Risk Assessments for volunteer program �Ongoing volunteer training programs �

Responsibility: Community Volunteers Coordinator

Volunteer’s Lounge �Responsibility: Aged & Disability Development Officer

Objective 22 Undertake strategies to ensure the community is well informed about opportunities to participate actively in

civic affairs and community activities.

Recurrent Programs and ProjectsVolunteer information packages �Promotion of volunteering at Open Days, Mosman Markets, local �media

Responsibility: Community Volunteers Coordinator


Key Initiatives 11/12 12/13 13/14 14/15

2a Develop and implement a new promotional video to be viewed on council’s website.Responsibility: Community Volunteers Coordinator

Objective 33 Implement strategies to facilitate community connection and positive neighbourly relations

Recurrent Programs and ProjectsNew Resident’s Morning Teas �


Community Restaurant Tuesdays and Fridays – socially isolated �residents picked up and returned home on the Community BusLower North Shore Social Isolation Working Party �Mosman Square Seniors’ Centre and Lounge �

Responsibility: Aged & Disability Development Officer

Connections Playgroup �Responsibility: Children’s Services Development Officer

Community Visitor’s Scheme �Responsibility: Community Volunteers’ Coordinator

Key Initiatives 11/12 12/13 13/14 14/15

3a Review further opportunities to facilitate community connections, neighbourliness and prevention of social isolation.Responsibility: Manager Community Services


08.02 02 Volunteers 0 114,096 (114,096)

08.02 03 Community groups 0 37,973 (37,973)

08.02 04 Community connection 0 13,839 (13,839)

08.02 08 Community Visitors Scheme 84,651 47,828 36,823

08.02 10 Carers Support 0 24,556 (24,556)

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SUB-PROGRAM8.03Children and FamiliesCoordinator: Children’s Services Development Officer

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(45) 50 41 32

Performance Measures% Residents satisfied – Services and facilities for children and families �Utilisation rates – Vacation Care, Mosman Occasional Child Care �(MOCC), Family Day Care and Before and After School CareNo. services accredited �No. playgroups and other children’s programs delivered per annum �

4 Year Objectives1 Provide integrated family and children’s services that are high quality, accessible, equitable and needs-based

and that closely link to Council facilitated child care centres.

2 Encourage the provision of affordable, high quality child care services to provide choice and meet the overall demand for places for children of all ages and for children with additional needs.

3 Facilitate the provision of programs that support parenting and enhance family well-being.

4 Construct the child care centre at the western end of Mosman Bowling Club together with requisite alterations/additions to the eastern end of the building to accommodate relocation of some clubhouse facilities, in accordance with Special Condition 10 of the Contract for Purchase of the Mosman Bowling Club.


1 Provide integrated family and children’s services that are high quality, accessible, equitable and needs-based and that closely link to Council facilitated child care centres.

Recurrent Programs and ProjectsOperate child care services including Family Day Care (FDC), �Occasional Child Care (MOCC), Before and After School Care and Vacation Care (OOSH)Achieve and maintain accreditation for MOCC, OOSH, Vacation �Care and FDCCompliance with DoCS licensing and regular spot checks for �MOCC and FDCFacilitate and promote ongoing partnerships with Mosman �children’s services providers to meet service gaps, share resources and increase accessibility to services

Responsibility: Children’s Services Development Officer

Coordinate the Biannual Children’s Services Forums �Responsibility: Children’s Services Development Officer

Social Planner


Key Initiatives 11/12 12/13 13/14 14/15

1a Develop a common policy framework that applies to all children’s services.Responsibility: Children’s Services Development Officer

1b Investigate and develop a transition to school project in partnership with Department of Education, local children’s service providers and primary schools.Responsibility: Children’s Services Development Officer

1c Implementation of National Quality Framework (NQF) changes:At least 50% of staff are to have (or be actively engaged in working towards) a �Diploma level qualification or above. Other staff are to have a Certificate IIIImplement improvements to staff/child ratios. The ratio for babies maintained at 1:4 �Implementation of a ‘play-based’ learning program; planned and delivered by a �qualified early childhood teacher and running for a minimum of 10 hours a week (15 hours a week from 1 January 2013) for 40 weeks per yearImplementation of the National Standard �Implementation of the Early Years Learning Framework (EYLF) for MOCC and FDC �Implementation of the School Aged Care Framework for OOSH programs �


Objective 22 Encourage the provision of affordable, high quality child care services to provide choice and meet the overall

demand for places for children of all ages and for children with additional needs.

Recurrent Programs and ProjectsFacilitation of 10 affordable child care places at Jack & Jill �Kindergarten and Pippies at BalmoralProvide, support and/or facilitate a range of child care services �Support additional needs children in all services �


Key Initiatives 11/12 12/13 13/14 14/15

2a Review the delivery of Out of School Hours Care services (OOSH)Responsibility: Children’s Services Development Officer

2b Review the delivery of Family Day Care. Responsibility: Children’s Services Development Officer

2c Review Council’s approach to the provision/facilitation of affordable child care places in terms of criteria and cost efficiencies.Responsibility: Children’s Services Development Officer

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Objective 33 Facilitate the provision of programs that support parenting and enhance family well-being.

Recurrent Programs and ProjectsMonthly Immunisation Clinic �Quarterly Parent Educational Workshops �Leisure and Learning programs: Baby Ballet, French Class, Tae �Kwon DoWeekly Connections Playgroup for new residents and parents �Information and referral service for children and families �Annual Children’s Fair �



3a Implement E-Payment options for Children’s Services.Responsibility: Children’s Services Development Officer

3b Review Leisure and Learning programs in terms of cost efficiencies and programs offered.Responsibility: Children’s Services Development Officer

3c Expand activities available at the annual Children’s Fair to cater for strong demand.Responsibility: Children’s Services Development Officer

Objective 44 Construct the child care centre at the western end of Mosman Bowling Club together with requisite

alterations/additions to the eastern end of the building to accommodate relocation of some clubhouse facilities, in accordance with Special Condition 10 of the Contract for Purchase of the Mosman Bowling Club.

SUB-PROGRAM8.03Children and FamiliesCoordinator: Children’s Services Development Officer


Key Initiatives 11/12 12/13 13/14 14/15

4a Determine the best model of child care service delivery at Mosman Bowling Club in financial and quality terms, and having regard to current and forecasted need.Responsibility: Manager Community Services

4b Prepare plans for the child care centre and associated works, in consultation with the Bowling Club and other relevant stakeholders.Responsibility: Manager Assets and Services


4c Commence construction of the Child Care Centre and other associated works at Mosman Bowling Club.Responsibility: Manager Assets and Services



08.03 01 Children - plan, manage, liaise 0 61,106 (61,106)

08.03 02 Children - health 0 2,062 (2,062)

08.03 03 Children’s programs 15,000 26,633 (11,633)

08.03 04 Out of School Hours Care 255,000 248,598 6,402

08.03 05 Family Day Care 80,500 105,262 (24,762)

08.03 07 Occasional Child Care 313,100 255,199 57,901

08.03 08 Building 2,300,000 2,303,078 (3,078)

08.03 10 Vacation Care 97,900 100,086 (2,186)

08.03 11 Alexander Avenue Child Care Centre 0 1,778 (1,778)

08.03 12 Balmoral Child Care Centre 0 2,278 (2,278)

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SUB-PROGRAM8.04Youth ServicesCoordinator: Youth Development Officer

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(257) (265) (274) (283)

4 Year Objectives1 Coordinate self-development, leisure and support services for young people and their families who have a

connection with Mosman through community and school-based programs and Mosman Youth Development Centre.

2 Enhance the provision of cultural and recreational programs that provide opportunities for an expression of youth culture and that are linked to, and increase participation in, the Library and Art Gallery.

3 Support the provision of specialist youth health, information and welfare services in the local area that are readily accessible and inclusive.

4 Promote opportunities for young people to be engaged with the community as a whole.


1 Coordinate self-development, leisure and support services for young people and their families who have a connection with Mosman through community and school-based programs and Mosman Youth Development Centre.

Recurrent Programs and ProjectsYouth Centre drop in �Club 114 �Girls Only �Youth Health Forums �24/7 Youth Film Festival �Shorefest Youth Week event �

Saturday Youth Group �Youth Consultation Forum �Parent education seminars �Collaborative Interagency projects �Collaborative Schools based projects �


Performance Measures% Residents satisfied – Services for young people �Average no. of attendees per week – Youth Development Centre �No. young people attending Council youth programs per annum �No. attending Saturday Youth Group program, 17years and under �


Key Initiatives 11/12 12/13 13/14 14/15

1a Explore opportunities to provide a program catering to existing Saturday Youth Group members who fall outside the age parameters of the youth program.Responsibility: Youth Development Officer

Aged and Disability Development Officer

1b Increase participation by young people with disabilities aged 11 – 17 years in the Saturday Youth group program.Responsibility: Youth Development Officer

1c Explore opportunities to develop a soundproof music room at the Youth Development Centre to increase the recreational and cultural opportunities available to young people through the Centre.Responsibility: Youth Development Officer

Objective 22 Enhance the provision of cultural and recreational programs that provide opportunities for an expression of

youth culture and that are linked to, and increase participation in, the Library and Art Gallery.

Recurrent Programs and Projects24/7 Youth Film Festival �Shorefest Youth Week event �Mosman Youth Art Prize �

Mosman Youth Awards in Literature � Youth Consultation Forum �


Key Initiatives 11/12 12/13 13/14 14/15

2a Explore opportunities to exhibit 24/7 Youth Film Festival finalist films at the Mosman Art Gallery to further showcase local youth culture through the Gallery.Responsibility: Youth Development Officer

Objective 33 Support the provision of specialist youth health, information and welfare services in the local area that are

readily accessible and inclusive.

Recurrent Programs and ProjectsHigh School Youth Health Forums �Lower North Shore Youth Interagency �Youth Interagency Executive Committee �Youth Interagency Guide �Girls Only Self Esteem Workshops �

Girls Only Body Image Forums �Parent education seminars �Youth Consultation Forum �


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SUB-PROGRAM8.04Youth ServicesCoordinator: Youth Development Officer

Key Initiatives 11/12 12/13 13/14 14/15

3a Facilitate a reprinting of the Lower North Shore Interagency Youth Guide to ensure a comprehensive, up to date, youth friendly health resource is available to young people in Mosman.Responsibility: Youth Development Officer

3b Explore opportunities to create an online copy of the Lower North Shore Youth Guide.Responsibility: Youth Development Officer

3c Explore opportunities to facilitate youth health and cyber safety forums at a range of local schools.Responsibility: Youth Development Officer

Objective 44 Promote opportunities for young people to be engaged with the community as a whole.

Recurrent Programs and Projects24/7 Youth Film Festival �Reelability �Shorefest, National Youth Week Event �International Day of Disability �

Collaborative Interagency projects �Collaborative Schools based projects �Youth Consultation Forum �



08.04 01 Youth - plan, manage, liaise 0 50,974 (50,974)

08.04 02 Youth - information, referral 0 16,311 (16,311)

08.04 03 Youth Vacation Care 37,230 57,454 (20,224)

08.04 04 Youth consultation 0 7,994 (7,994)

08.04 05 Youth Centre maintenance and repairs 2,005 94,412 (92,407)

08.04 06 Youth education 0 11,297 (11,297)

08.04 07 Youth recreation and culture 0 58,013 (58,013)


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SUB-PROGRAM8.05Older PeopleCoordinator: Aged and Disability Development Officer

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(4) (8) (15) (21)

4 Year Objectives1 Provide integrated, responsive and high quality services for older people including those that are frail, people

with a disability and their carers that link in with other government and community-based services.

2 Respond to population ageing through positive strategies that maximise older people’s independence and choices in living and being actively engaged in the community.

3 Facilitate a comprehensive range of programs that promote healthy ageing, are accessible and inclusive, meet the needs of residents and are integrated with the Library and Art Gallery.

4 Support collaborative approaches to enhance service delivery between Council and other government and community based agencies.


1 Provide integrated, responsive and high quality services for older people including those that are frail, people with a disability and their carers that link in with other government and community-based services.

Recurrent Programs and ProjectsParticipation in Ageing, Disability & Home Care related Forums, �Network Meetings, Working Parties and ConsultationsMosman Square Seniors’ Centre �Community Restaurant �Meals on Wheels �Community Transport �Social Support Program �

Community Information, Referral and Support program �Saturday Respite Program �Saturday Bus Trips �

Responsibility: Aged and Disability Development Officer

Mosman Carers Group �Responsibility: Community Volunteers’ Coordinator

Performance Measures% Residents satisfied – Services and facilities for older people �No. of participants in healthy ageing programs per annum �No. of Meal on Wheels deliveries per annum �No. of attendees at the Community Restaurant per annum �No. of residents accessing Community Transport per annum �


Key Initiatives 11/12 12/13 13/14 14/15

1a Review further opportunities to address social isolation in the community.Responsibility: Aged & Disability Development Officer

1b Implement revised Home and Community Care Common Standards.Responsibility: Aged & Disability Development Officer

1c Participate in Council of Australian Governments (COAG) consultations regarding proposed amendments to Home & Community Care funding. Responsibility: Aged & Disability Development Officer

1d Undertake a review of aged and disability services including the Seniors Centre administered by Council. Responsibility: Manager Community Services

Objective 22 Respond to population ageing through positive strategies that maximise older people’s independence and

choices in living and being actively engaged in the community.

Recurrent Programs and ProjectsParticipation in Lower North Shore and regional working parties �on social isolation


Mosman Rider Bus �Responsibility: Manager Community Services

Home Library Service �Responsibility: Manager LibraryServices

Meals on Wheels �Community Restaurant �Community Transport �Mosman Square Seniors’ Centre �Saturday Respite Program � Wednesday and Saturday Bus Trips � Social Support Program �


Objective 33 Facilitate a comprehensive range of programs that promote healthy ageing, are accessible and inclusive,

meet the needs of residents and are integrated with the Library and Art Gallery.

Recurrent Programs and ProjectsSenior Art Lovers Morning Teas �

Responsibility: Manager Cultural ServicesHealthy ageing programs at the Mosman Square Seniors Centre �eg.Tai Chi, Healthy Lifestyle Exercise Classes, Table Tennis, Dancing, U3A, Art Classes, Computer PalsStepping On program and Upright & Active program (Healthy �Lifestyle)


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Key Initiatives 11/12 12/13 13/14 14/15

3a Establish the Mosman Men’s Shed program under the management of a community based committee.Responsibility: Manager Community Services

3b Facilitate development of further activities for active people over 55 years of age by Council and other service providers.Responsibility: Aged and Disability Development Officer

3c Ensure ongoing viability for a weekend day respite program for frail older people and their carers.Responsibility: Aged and Disability Development Officer

Objective 44 Support collaborative approaches to enhance service delivery between Council and other government and

community based agencies.

Recurrent Programs and ProjectsAttendance at Social Isolation Working Party �Annual Service Providers Get Together �Collaboration with sub-regional and regional service providers �e.g. Client Liaison Agency Meetings (CLAM) MeetingsParticipation in aged services forums, network meetings, �consultations etc.



08.05 01 Older people - plan, manage, liaise 40,430 43,488 (3,058)

08.05 02 Older people - information, referral 40,924 57,843 (16,919)

08.05 03 Older people’s programs 15,020 86,472 (71,452)

08.05 04 Senior Citizens Centre and bookings 500 25,298 (24,798)

08.05 05 Food Services 279,955 250,393 29,562

08.05 06 Social support 51,905 29,548 22,357

08.05 07 Community Transport 168,754 92,649 76,105

08.05 09 Seniors Centre maintenance and repairs 0 16,105 (16,105)

SUB-PROGRAM8.05Older PeopleCoordinator: Aged & Disability Development Officer


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SUB-PROGRAM8.06People with a DisabilityCoordinator: Aged & Disability Development Officer

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(42) (44) (45) (47)

4 Year Objectives1 Promote availability of and access to community services and facilities to people of all ages with a disability or

a mental health issue.

2 Facilitate inclusion of children, young people and adults with a disability into Council and other community services and programs.

3 Support families and carers of people with a disability or mental health issue.


1 Promote availability of and access to community services and facilities to people of all ages with a disability or a mental health issue.

Recurrent Programs and ProjectsInternational Day of People with a Disability �ACCESS consultative group �Mental Health promotional activities �

Responsibility: Manager Community Service

Regular updating of accessible public amenities, maps and the �MLAK system

Responsibility: Director Environment & Planning

Objective 22 Facilitate inclusion of children, young people and adults with a disability into Council and other community

services and programs.

Recurrent Programs and ProjectsSaturday Youth Group �


Key Initiatives 11/12 12/13 13/14 14/15

2a Explore the opportunities for a mature age activity for people with a disability.Responsibility: Manager Community Services

Performance Measures% Residents satisfied – Services and facilities for people with a �disabilityNo. of carers assisted through Council programs per annum �


Objective 33 Support families and carers of people with a disability or mental health issue.

Recurrent Programs and ProjectsSupport community based groups including the Fortitude �Group, My Time Parent Group, Mental Health Awareness GroupMosman ACCESS Consultative Group �


Saturday Respite Program �Lifeline Men’s Anger Management Program �


Mosman Carers Group �Responsibility: Community Volunteer Coordinator & Carers Group

Facilitator

Saturday Youth Group �Responsibility: Youth Development Officer


08.06 01 Disabilities - plan, manage, liaise 0 20,728 (20,728)

08.06 02 Disabilities - information, referral 0 17,346 (17,346)

08.06 04 Access Group 0 2,183 (2,183)

08.06 06 Saturday Youth Programs 0 1,661 (1,661)

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SUB-PROGRAM8.07Primary and Community HealthCoordinator: Manager Community Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(20) (21) (21) (22)

4 Year Objectives1 Advocate with Northern Sydney Local Health Network regarding the retention and enhancement of acute

and community health services for Mosman residents.

2 Work collaboratively with general practitioners and other health service providers to promote information and access to services that address the physical and mental health needs of Mosman residents, including newborn infants, children and their families, young people, and older people.

3 Undertake strategies to promote Council’s immunisation program, including working with Northern Sydney Local Health Network and local general practitioners to increase immunisation rates of children.

4 Review with the Local Health Network and North Sydney Council the future capacity of Cremorne Early Childhood Health Centre facilities to meet demand.


1 Advocate with Northern Sydney Local Health Network regarding the retention and enhancement of acute and community health services for Mosman residents.

Recurrent Programs and ProjectsWork with lower north shore councils, SHOROC, Northern �Sydney Local Health Network and NSW Department of Human Services for retention and enhancement of health services, including RNSH, Cremorne Community Mental Health and Early Childhood Health Centres, and Mosman Day Centre

Responsibility: Manager Community Service

Key Initiatives 11/12 12/13 13/14 14/15

1a Conduct a Health Needs Analysis for the Mosman community, involving research and engagement with local stakeholders including general practitioners.Responsibility: Manager Community Services

Objective 22 Work collaboratively with general practitioners and other health service providers to promote information

and access to services that address the physical and mental health needs of Mosman residents, including newborn infants, children and their families, young people, and older people.

Performance MeasuresNo. children immunised per annum �No. health-related promotions and partnerships per annum �


Recurrent Programs and ProjectsPartner with North Sydney Council in relation to operation of the �Cremorne Early Childhood Health CentreDissemination of information resources through local general �practitioners


Key Initiatives 11/12 12/13 13/14 14/15

2a Review opportunities to provide ‘best value’ information on local services to general practitioners.Responsibility: Manager Community Services

Objective 33 Undertake strategies to promote Council’s immunisation program, including working with Northern Sydney

Local Health Network and local general practitioners to increase immunisation rates of children.

Recurrent Programs and ProjectsPromotion and monthly delivery of local immunisation clinic �


Objective 44 Review with the Local Health Network and North Sydney Council the future capacity of Cremorne Early

Childhood Health Centre facilities to meet demand.

Recurrent Programs and ProjectsOngoing discussions and collaboration with North Sydney �Council regarding the current and future operation of Cremorne Early Childhood Health Centre



08.07 01 Primary and community health - plan, manage, liaise, inform, refer 0 9,345 (9,345)

08.07 03 Early Childhood Health Centres 0 8,500 (8,500)

08.07 04 Immunisation Clinic 11,500 13,466 (1,966)

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SUB-PROGRAM8.08Healthy Lifestyle and FitnessCoordinator: Aged & Disability Development Officer

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(8) (9) (9) (10 )

4 Year Objectives1 Promote active recreation, fitness and healthy lifestyle programs and activities for all age groups, including

children, young people, active people over 55 years and frail older people.


1 Promote active recreation, fitness and healthy lifestyle programs and activities for all age groups, including children, young people, active people over 55 years and frail older people.

Recurrent Programs and ProjectsShort term and ongoing healthy lifestyle and fitness programs �including the Active After School Communities Program, health and wellbeing workshops for young men and women, and healthy ageing programs including table tennis, tai chi, Stepping On, Upright and Active, Old Time Dance and gentle exerciseRecreational opportunities and programming - Marie Bashir �Mosman Sports Centre



08.08 01 Healthy lifestyle - plans, programs and information 0 8,492 (8,492)

Performance MeasuresNo. healthy lifestyle programs delivered and facilitated per annum �


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SUB-PROGRAM8.09Aboriginal Culture, Heritage and ReconciliationCoordinator: Manager Community Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(28) (29) (30) (30)

4 Year Objectives1 Promote community awareness and appreciation regarding the significance of Aboriginal heritage in the

municipality and the importance of its preservation.

2 Support collaborative regional strategies, such as participation in the Northern Sydney Aboriginal Social Plan, to improve service provision for Aboriginal and Torres Strait Islander people.

3 An understanding by Council’s elected members, managers, staff and the community of the issues surrounding reconciliation.


1 Promote community awareness and appreciation regarding the significance of Aboriginal heritage in the municipality and the importance of its preservation.

Recurrent Programs and ProjectsCelebrations of Aboriginal culture, heritage and reconciliation �with programs and events, including the annual Guringai Festival and NAIDOC Week

Responsibility: Manager Community Services Events and Marketing Coordinator

Key Initiatives 11/12 12/13 13/14 14/15

1a Investigate further partnership opportunities with the National Parks and Wildlife Service (NPWS), Sydney Harbour Federation Trust (SHFT), Metropolitan Land Council and other key stakeholders to deliver community education/awareness programs focussing on Mosman’s Aboriginal heritage.Responsibility: Manager Community Services


Objective 22 Support collaborative regional strategies, such as participation in the Northern Sydney Aboriginal Social Plan,

to improve service provision for Aboriginal and Torres Strait Islander people.

Performance MeasuresNo. activities per annum promoting, raising awareness or celebrating �Aboriginal culture and heritage


Recurrent Programs and ProjectsImplementation and review of the Northern Sydney Aboriginal �Social Plan.

Responsibility: Community Development Social Planner

Objective 33 An understanding by Council’s elected members, managers, staff and the community of the issues

surrounding reconciliation.

Recurrent Programs and ProjectsPromotion and support of issues and initiatives relevant to �Aboriginal reconciliationSupport the Mosman Reconciliation Group �


Key Initiatives 11/12 12/13 13/14 14/15

3a Investigate delivery of appropriate cultural awareness training for staff and Councillors.Responsibility: Manager Organisation Development


08.09 04 Aboriginal culture, heritage and reconcilation programs 0 27,772 (27,772)

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SUB-PROGRAM8.10Culturally and Linguistically Diverse PeopleCoordinator: Manager Community Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(14) (15) (15) (16)

4 Year Objectives1 Promote community awareness and appreciation of cultural diversity in Council and community programs

and events.

2 Enhance information and access to services to residents of culturally and linguistically diverse backgrounds.

3 Support collaborative regional strategies to improve service provision for residents of culturally and linguistically diverse backgrounds.


1 Promote community awareness and appreciation of cultural diversity in Council and community programs and events.

Recurrent Programs and ProjectsHarmony Week celebrations �

Responsibility: Manager Community Services Events and Marketing Coordinator

Friendship community projects and events �Responsibility: Manager Cultural Services

Themed events and projects – Children’s, Youth and Aged �Services


Key Initiatives 11/12 12/13 13/14 14/15

1a Deliver events as part of the Mosman Festival that draw upon and celebrate Australia’s cultural diversity.Responsibility: Manager Cultural Services

Objective 22 Enhance information and access to services to residents of culturally and linguistically diverse backgrounds.

Recurrent Programs and ProjectsPromotion of Council and other local services to people of �culturally, spiritually and linguistically diverse backgrounds

Responsibility: Community Development Social Planner

Performance Measures% Residents satisfied – Services and facilities for people from �culturally and linguistically diverse backgrounds


Key Initiatives 11/12 12/13 13/14 14/15

2a Investigate delivery of appropriate cultural awareness training to staff and Councillors.Responsibility: Manager Organisation Development

2b Review Mosman demographics following release of 2011 ABS Census data, with particular reference to cultural, linguistic and spiritual diversity, and consider implications for future service delivery.Responsibility: Social Planner

Objective 33 Support collaborative regional strategies to improve service provision for residents of culturally and

linguistically diverse backgrounds.

Recurrent Programs and ProjectsCollaboration and partnerships – Northern Sydney service �providersParticipation in Northern Sydney Multicultural Network �


Key Initiatives 11/12 12/13 13/14 14/15

3a Participate in development of the SHOROC Regional Liveability Strategy.Responsibility: Manager Community Services


08.10 02 CALD - Information, referral 0 13,972 (13,972)

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PROGRAM9

Library and InformationConvenor: Director Community Development

The Library provides a range of services for the residents of Mosman. These include lending services, reference and information services, home library service, local studies service, community information, Internet access and training, children’s services, young adult services, and outreach and promotional activities. This Program also focuses on the lifelong learning and information literacy needs of the community.

Mosman has been a member of the Shorelink Library Network since its inception in 1983 and has a range of obligations under the Shorelink Deed of Agreement relating to this membership.

This program incorporates the management and development of Council’s online presence. Council recognises that the internet is a key platform in the delivery of information and services, and our Community Engagement Strategy demonstrates Council’s commitment to the innovative use of web technologies for communication and collaboration.


To have the Library recognised as a community hub and a ‘place of connectedness’. �To have a library building that is a functional, multi-purpose space accommodating intellectual, cultural, recreational and information �services, lifelong learning opportunities, resources and activities for all age groups. To have library services that are free, accessible and which anticipate and fulfil community expectations. �To have resources including books, audio-visual material and material published in electronic format, which cater for the information, �lifelong learning and leisure needs of all ages.To have information technology resources which support the Library’s services and to maintain external partnerships such as the Shorelink �Library Network in order to provide the community with access to resources held in the Library and beyond.To have a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately housed, �exhibited and preserved for future generations.To have information on Council services, facilities and events effectively disseminated in a range of media so that residents are aware of �opportunities to participate in and contribute to a vibrant community life.

To have a web presence that provides the best possible means of interacting with our community. �


258,000 visits to the Library �405,000 items borrowed �Introduced Monday Matters talks - 10 per annum �HSC Lock-Ins - 358 students attended �Book Clubs expanded to 10 �Delivery of Mosman Faces Library �Development of Grant Web Project involving interviewing �and filming 10 Mosman ResidentsShorePlan (Shorelink Strategic Plan) revised and adopted by �Shorelink CommitteeImplementation of email notification for holds/overdues �Council websites migrated to external hosting facility - �improved security, back up procedures and response times Presentations by Council’s Internet Coordinator at state, �national and international conferences


Further develop digital resources �Self service checkout facility for customers �Programs and activities to celebrate Australian National Year �of Reading 2012Improvements to public access wireless Internet service �Investigate redesign of customer service desks on Levels 1 �and 2Redesign Mosman Council’s home page and develop a �mobile version optimised for phones and mobile devicesDevelop Mosman Council DATAStore �



7%10%


42%23%

9.01 9% 9.02 23% 9.03 42% 9.04 10% 9.05 7%

9.06 1% 9.07 3% 9.08 2% 9.09 3%

Rates Other

PROGRAM9

8%92%

9%

6% 1% 2%

3%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 9. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:9

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,932) (1,951 ) (2,013) (2,084)


Library services àCouncil engaging (consulting) with the community àAccess to Council information and Council support à

No. Library visits per capita per annum �No. Loans per capita per annum �Library user satisfaction �No. Website visits and pageviews �

9.01 Policy and Administration and Customer Focus Coordinator: Manager Community Services9.02 Library Resources Coordinator: Manager Library Resources9.03 Library Services Coordinator: Manager Library Services9.04 Library Information Technology Coordinator: Manager Library Resources9.05 Library Building Coordinator: Manager Library Services

9.06 Education Coordinator: Manager Library Services9.07 Local Studies Coordinator: Local Studies Librarian9.08 Community Information Coordinator: Manager Library Resources9.09 Internet Services Coordinator: Internet Coordinator

3%

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SUB-PROGRAM9.01Policy and Administration and Customer Focus Coordinator: Manager Library Resources and Manager Library Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(133) (139) (146) (153)

Performance Measures % Residents satisfied - Library services �Library visits per capita per annum �

4 Year Objectives1 Ensure that services and programs anticipate and respond to changing needs in the community.

2 Continue to provide core Library services and resources that are free and readily accessible to the community.

3 Ensure that the community is aware of Library resources, services and facilities.


1 Ensure that services and programs anticipate and respond to changing needs in the community.

Recurrent Programs and ProjectsFeedback through Library Annual User Survey, social �networking tools and face to face customer contactReview and evaluation of services �

Responsibility: Manager Library Services Manager Library Resources

Objective 22 Continue to provide core Library services and resources that are free and readily accessible to the

community.

Recurrent Programs and ProjectsParticipate in a nation-wide network of Library and information �servicesSeek grant funding �Lobby State and Federal Governments to increase public library �funding

Responsibility: Manager Library Services Manager Library Resources

Objective 33 Ensure that the community is aware of Library resources, services and facilities.


Recurrent Programs and ProjectsMarket and promote the Library using a range of media �Provide programs and activities for all age groups �

Responsibility: Manager Library Services





09.01 05 Administration 0 76,144 (76,144)

09.01 08 Grants, external funding, income opportunities 52,000 3,054 48,946

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SUB-PROGRAM9.02Library Resources Coordinator: Manager Library Resources

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(479) (488) (502) (517)

Performance Measures % of customers satisfied with the Library collection �% of the collection acquired in the last 5 years �Acquisitions per capita per annum �Loans per capita per annum �

4 Year Objectives1 Provide a collection of materials in various formats which is up to date, attractive and well maintained.

2 Provide resources which cater for all sections of the community, including those with special needs.

3 Provide fast, efficient access to material not held in the collection, including material published in electronic format.


1 Provide a collection of materials in various formats which is up to date, attractive and well maintained.

Recurrent Programs and ProjectsMaintain, develop and evaluate the collection �

Responsibility: Manager Library Resources

Key Initiatives 11/12 12/13 13/14 14/15

1a Develop digital resources (audio books and eBooks) and investigate downloading options.Responsibility: Manager Library Resources

1b Review Resources Selection Guidelines.Responsibility: Manager Library Resources

Objective 22 Provide resources which cater for all sections of the community, including those with special needs.


Recurrent Programs and ProjectsProvide print, audiovisual and electronic resources �Analyse customer feedback to ensure that resources meet �community needs


Key Initiatives 11/12 12/13 13/14 14/15

2a Improve the Literacy Collection. Responsibility: Manager Library Resources

Objective 33 Provide fast, efficient access to material not held in the collection, including material published in electronic

format.

Recurrent Programs and ProjectsAccess to document delivery services and online resources �Awareness of developments in electronic publishing and �document delivery



09.02 01 Collection development 9,960 354,497 (344,537)

09.02 02 Acquisitions 0 25,701 (25,701)

09.02 03 Cataloguing/indexing 0 58,382 (58,382)

09.02 04 Processing 0 47,390 (47,390)

09.02 05 Binding, repair 0 2,947 (2,947)

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SUB-PROGRAM9.03Library Services Coordinator: Manager Library Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(797 ) (824) (852) (882 )

Performance Measures% Residents satisfied – Library services �% of customers satisfied with Library services �% of population who are Library members � % of reference enquiries completed successfully �

4 Year Objectives1 Provide efficient, relevant and responsive lending services which meet the information and leisure needs of

the community.

2 Provide quality information services which support lifelong learning within the Library and externally via the Library webpage.

3 Improve and expand services to all age groups, people with special needs, students, the business community, Council’s elected representatives and staff.

4 Provide excellent outreach and promotional activities and programs.

5 Ensure that the community is proficient in accessing and using the Library’s resources.


1 Provide efficient, relevant and responsive lending services which meet the information and leisure needs of the community.

Recurrent Programs and ProjectsHome Library Service, Inter Library Loan Service �Excellent customer service �Staff training �


Key Initiatives 11/12 12/13 13/14 14/15

1a Provide a self service checkout facility to improve customer service.Responsibility: Manager Library Services

Objective 22 Provide quality information services which support lifelong learning within the Library and externally via the

Library webpage.


Recurrent Programs and ProjectsReader Education to develop information literacy skills �Information accessible to Library customers in-house and �electronically Provide lifelong learning programs such as ‘Monday Matters’ �


Objective 33 Improve and expand services to all age groups, people with special needs, students, the business community,

Council’s elected representatives and staff.

Recurrent Programs and ProjectsServices for children and teens �Library visits by school classes �Services to high school students including HSC Lock-Ins �Home Library Service �


Objective 44 Provide excellent outreach and promotional activities and programs.

Recurrent Programs and ProjectsCoordinate the Annual Mosman Youth Awards in Literature �CompetitionProvide a program of regular author events �Regular visits to schools �Home Library Service �

Continue to develop outreach and promotional activities such �as Library Lovers Day, Seniors Week and Australian Information and Library Week


Key Initiatives 11/12 12/13 13/14 14/15

4a Implement an online booking facility for Library events.Responsibility: Manager Library Services

Objective 55 Ensure that the community is proficient in accessing and using the Library’s resources.

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Recurrent Programs and ProjectsReader education �Reader Advisory Services including Book Clubs, Mosman �Readers and Reading Lounge


Key Initiatives 11/12 12/13 13/14 14/15

5a Develop programs and activities to celebrate Australian National Year of Reading 2012.Responsibility: Manager Library Services


09.03 01 Lending services 71,700 344,471 (272,771)

09.03 02 Information services 11,800 271,195 (259,395)

09.03 03 Home Library services 0 23,995 (23,995)

09.03 04 Mosman Youth Awards in Literature 0 1,957 (1,957)

09.03 05 Reader education 0 62,245 (62,245)

09.03 07 Outreach programs 0 18,210 (18,210)

09.03 08 Promotions/activities 16,000 89,366 (73,366)

09.03 09 Children’s/Youth services 0 85,251 (85,251)

SUB-PROGRAM9.03Library Services Coordinator: Manager Library Services


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SUB-PROGRAM9.04Library Information Technology Coordinator: Manager Library Resources

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(194) (193) (196) (204)

Performance Measures% of customers satisfied with public access Internet and online �catalogue% of Inter-Library Loan requests satisfied within the Shorelink �Network

4 Year Objectives1 Ensure that the Library management system enables efficient and effective Library operations and delivers

acceptable response times.

2 Maintain the Shorelink Library Network alliance and explore additional cooperative ventures with member libraries.

3 Maintain and improve information technology resources that provide a gateway to local, state, national and international information, and ensure that our community is proficient in their use.

4 Continue to develop the Library’s home page as a valued source of information on Library services and activities.


1 Ensure that the Library management system enables efficient and effective Library operations and delivers acceptable response times.

Recurrent Programs and ProjectsObtain best value from SirsiDynix library management system �Monitor and review system �Implement new user services as they become available �


Key Initiatives 11/12 12/13 13/14 14/15

1a Evaluate outcomes and service levels delivered following Shorelink’s move to managed services.Responsibility: Manager Library Resources

1b Improve the content, appearance and functionality of the Shorelink online catalogue.Responsibility: Manager Library Resources

Objective 22 Maintain the Shorelink Library Network alliance and explore additional cooperative ventures with member

libraries.


Recurrent Programs and ProjectsSeek grant funding for cooperative projects �Shared knowledge and expertise �Cooperative purchasing initiatives �


Key Initiatives 11/12 12/13 13/14 14/15

2a Review the strategic direction and operations of the Shorelink Library Network.Responsibility: Manager Library Resources

2b Improve the wireless public access Internet service.Responsibility: Manager Library Resources

Objective 33 Maintain and improve information technology resources that provide a gateway to local, state, national and

international information, and ensure that our community is proficient in their use.

Recurrent Programs and ProjectsTrain staff and customers in the use of the Library’s IT resources �Maintain staff awareness of ICT research and development �


Key Initiatives 11/12 12/13 13/14 14/15

3a Further develop the Cumulus digital image management system and investigate provision of web access to images. Responsibility: Manager Library Resources

Objective 44 Continue to develop the Library’s home page as a valued source of information on Library services and

activities.

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Recurrent Programs and ProjectsA dynamic and interactive home page �Opportunities for customer participation such as Mosman �Readers and Wired 4 Teens Blog


Key Initiatives 11/12 12/13 13/14 14/15

4a Improve Children’s Library webpage. Responsibility: Manager Library Resources

4b Review and refresh Library home page.Responsibility: Manager Library Resources


09.04 01 Shorelink 0 128,201 (128,201)

09.04 02 Internet/Information Technology 14,040 79,972 (65,932)

SUB-PROGRAM9.04 Library Information Technology Coordinator: Manager Library Resources


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SUB-PROGRAM9.05Library Building Coordinator: Manager Library Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(139) (144) (149) (153)

Performance Measures% of customers satisfied with Library building and facilities �

4 Year Objectives1 Ensure that the best use is made of the current building to accommodate Library services and resources.

2 Progress plans to extend the Library based on outcomes and recommendations from the Feasibility Study for the Civic Precinct.

3 Provide a comfortable, clean, safe and attractive Library building for the community and a functional, safe and efficient work environment for Library staff.


1 Ensure that the best use is made of the current building to accommodate Library services and resources.

Recurrent Programs and ProjectsReview the layout and location of collections and service areas �


Key Initiatives 11/12 12/13 13/14 14/15

1a Investigate improvements to customer service and layout of library through:• Redesign of Level 1 (information desk and reference collection area) • Redesign of level 2 foyer area and information desk Responsibility: Manager Library Services

Objective 22 Progress plans to extend the Library based on outcomes and recommendations from the Feasibility Study for

the Civic Precinct.

Key Initiatives 11/12 12/13 13/14 14/15

2a Investigate options for extending the Library in conjunction with the Spit Junction Master Plan.Responsibility: Manager Library Services


Objective 33 Provide a comfortable, clean, safe and attractive Library building for the community and a functional, safe and

efficient work environment for Library staff.

Recurrent Programs and ProjectsMonitor staff and public areas for cleanliness and safety �

Responsibility: Manager Library ServicesCarry out asset replacement in accordance with Council’s Asset �Management Plan



09.05 01 Occupational Health and Safety 0 2,036 (2,036)

09.05 02 Library maintenance and repair 0 137,149 (137,149)

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SUB-PROGRAM9.06Education Coordinator: Manager Library Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(11) (12) (12) (13)

Performance MeasuresNo. of School Principals Liaison Group meetings held per annum �

4 Year Objectives1 Maintain the strategic alliance between Council and local and regional educational institutions facilitating the

provision of a range of services.

2 Provide services and resources that support school curricula and local students.

3 Maintain awareness of the range of services offered by Council to educational institutions.


1 Maintain the strategic alliance between Council and local and regional educational institutions facilitating the provision of a range of services.

Recurrent Programs and ProjectsHost and service the School Principals’ Liaison Group. �


Objective 22 Provide services and resources that support school curricula and local students.

Recurrent Programs and ProjectsCo-ordinate and promote the range of services to the schools �and their students including HSC programs



Objective 33 Maintain awareness of the range of services offered by Council to educational institutions.

Recurrent Programs and ProjectsSchool Principals’ Liaison Group �

Responsibility: Manager Library ServicesArrange visits by school classes to Council departments and �facilities



09.06 01 Schools and colleges liaison consultation 0 9,792 (9,792)

09.06 06 School Principals 0 1,707 (1,707)

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SUB-PROGRAM9.07Local Studies Coordinator: Local Studies Librarian

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(70) (39) (40) (42)

Performance Measures% of customers satisfied with Local Studies service �% of Local Studies enquiries completed successfully �

4 Year Objectives1 Develop, conserve and index the Local Studies Collection as a community resource and as a source of

information for future generations.

2 Provide a comprehensive Local Studies Service to all sections of the community including students, researchers, elected representatives and Council staff.

3 Encourage community support of Mosman’s unique heritage.


1 Develop, conserve and index the Local Studies Collection as a community resource and as a source of information for future generations.

Recurrent Programs and ProjectsDevelop, manage and evaluate the collection �Ensure conservation and preservation of fragile material �

Responsibility: Local Studies Librarian

Key Initiatives 11/12 12/13 13/14 14/15

1a Migrate digital images from external host to in-house system.Responsibility: Local Studies Librarian

1b Investigate options of digitally preserving the BA/DA architectural plans for the period 1935-1967.Responsibility: Local Studies Librarian

Objective 22 Provide a comprehensive Local Studies Service to all sections of the community including students,

researchers, elected representatives and Council staff.


Recurrent Programs and ProjectsConduct workshops and training for individuals, groups and �Council staff.


Objective 33 Encourage community support of Mosman’s unique heritage.

Recurrent Programs and ProjectsCurate displays and exhibitions �Support the Mosman Historical Society �Support and develop the Local Studies volunteers team �Develop and maintain online projects including ‘Mosman �Memories of Your Street’, ‘Mosman Voices’ and ‘Mosman Faces’



09.07 01 Indexing/Cataloguing 0 30,349 (30,349)

09.07 02 Conservation 0 12,540 (12,540)

09.07 03 Collection development 0 16,100 (16,100)

09.07 04 Reference and research 0 3,166 (3,166)

09.07 06 Promotions and activities 1,400 5,114 (3,714)

09.07 08 Volunteers 0 250 (250)

09.07 09 Exhibitions 0 4,033 (4,033)

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SUB-PROGRAM9.08Community Information Coordinator: Manager Library Resources

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(39) (40) (41) (43)

Performance Measures% of customers satisfied with the community information service �(annual survey) % of community information enquiries completed successfully �

4 Year Objectives1 Ensure that information on community services, resources and facilities is widely accessible.

2 Inform residents and other stakeholders about Council, community and cultural events.

3 Ensure that new residents have the information they require to familiarise themselves with their community.


1 Ensure that information on community services, resources and facilities is widely accessible.

Recurrent Programs and ProjectsRegularly update the LINCS database �Produce printed directories, lists of services and facilities, �brochures etc.


Ensure that the mailing-list database of local organisations is �updated annually and accessible on Council’s network

Responsibility: Administration Team Leader, Community Development

Key Initiatives 11/12 12/13 13/14 14/15

1a Investigate new ways to inform the community of services and facilities e.g. using augmented reality, QR codes, information pushed out to mobile devices. Responsibility: Internet Coordinator

Objective 22 Inform residents and other stakeholders about Council, community and cultural events.

Recurrent Programs and ProjectsEnsure that information is current and widely accessible via a �range of media (press, Council website, noticeboards, brochures etc.)Produce a printed and online events calendar. �



Objective 33 Ensure that new residents have the information they require to familiarise themselves with their community.

Recurrent Programs and ProjectsCoordinate events to welcome new residents �Produce New Residents’ Information Guide �



09.08 01 Collection/Maintenance 0 38,728 (38,728)

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SUB-PROGRAM9.09Internet Services Coordinator: Internet Coordinator

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(70) (72) (75) (77)

Performance Measures% Residents satisfied – Council engaging (consulting) with the �community% Residents satisfied – Access to Council information and Council �support% of residents who nominate Council websites and social media �spaces as their main source of information on Council services and activities Requests for pages (average per month) �

4 Year Objectives1 Have the Council’s web presence recognised as being representative of Council’s Vision – Proud to be

Mosman, Protecting our Heritage, Planning our Future, Involving our Community.

2 Develop the website as an integral part of Council’s communication and engagement strategies for staff and the community.


1 Have the Council’s web presence recognised as being representative of Council’s Vision – Proud to be Mosman, Protecting our Heritage, Planning our Future, Involving our Community.

Recurrent Programs and ProjectsMaintain and improve website functionality and efficiency � Ensure that content is accurate, timely, meets user requirements �and corporate standards

Responsibility: Internet Coordinator

Key Initiatives 11/12 12/13 13/14 14/15

1a Redesign Mosman Council’s home page to better highlight key messages, consultations and real-time updates.Responsibility: Internet Coordinator

1b Develop Mosman Council DATAstore to publish information in open, machine-readable formats for Council and third-party web services.Responsibility: Internet Coordinator

1c Develop a mobile version of the Council website optimised for phones and mobile devices.Responsibility: Internet Coordinator

1d Extend opportunities for customer requests and reports online, including reporting tools for mobile devices. Responsibility: Internet Coordinator

1e Provide a single sign-on for integrated online Council services. Responsibility: Internet Coordinator


Objective 22 Develop the website as an integral part of Council’s communication and engagement strategies for staff and

the community.

Recurrent Programs and ProjectsCouncil business papers, policies, forms, etc available online. �Improve facilities for community consultation and feedback �online Implement online strategies identified in Council’s Community �Engagement Strategy Raise profile and ownership of website and online spaces with �community and staff

Assist staff and customers in use of Internet resources and �online technologiesInvestigate internet-based initiatives by governments around �the world and successful models of ‘community’ online

Responsibility: Internet Coordinator

Key Initiatives 11/12 12/13 13/14 14/15

2a Develop and deploy a community space to capture ideas to feed into MOSPLAN .Responsibility: Internet Coordinator

2b Host a public session along the lines of IBM’s Innovation Jam and the Guardian’s Hack Day to promote availability of Council data and encourage innovative reuse. Responsibility: Internet Coordinator

2c Work with Council staff to extend the range and quality of information published online in open, machine-readable formats.Responsibility: Internet Coordinator

2d Coordinate digital culture talks and workshops for constituents and staff to give practical support for community participation and collaboration online. Responsibility: Internet Coordinator


09.09 01 Website content, communication, design 0 69,890 (69,890)

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PROGRAM10

Cultural Development & Services Convenor: Director Community Development

This program reflects the Mosman community’s ongoing commitment to providing a home for cultural development and the arts.

Successful delivery of this program relies on continued innovation, engagement and the management of cultural assets including the Mosman Art Gallery.

The program also aims to support and build capacity for the arts, and to create new opportunities for participation, audience development, shared cultural experiences and partnerships.


To have strong community spirit through people of all ages, backgrounds and beliefs respecting and caring for each other, involving �themselves in planning and enjoying the Mosman Festival and other cultural activities and entertainments both community-wide and at neighbourhood/street level, and celebrating individual and community achievements. To have a local performing arts theatre and a vital performing arts scene in Mosman where musicians, singers, actors and dancers of all �ages can develop their skills and present their work for the benefit and enjoyment of the local community. To have highly regarded public art which engages residents and visitors alike. �To have optimum income from the Mosman Art Gallery and Community Centre as a comfortable, high quality venue for hire, whilst being �sensitive to community needs and aspirations.To have a vital visual art scene in Mosman where the Mosman Art Gallery and Community Centre is highly regarded and recognised as one �which celebrates our artistic heritage and fosters art for all ages with an enthusiasm for contemporary visual arts and crafts and design, and the processes associated with their production.To have the Mosman Art Gallery enlarged to accommodate the expansion of the range of programs and workshops. �To have a broad range of cultural programs and civic, community and commercial events which maximise community involvement and �are widely promoted.To have Friendship Agreements which foster friendship, goodwill and co-operation between our communities. �


Total attendance at Gallery exhibitions and events - 31,900. �Total attendance at all events held at Mosman Art Gallery and �Community Centre including bookings – 65,722Delivery of 12 formal exhibitions �128 public programs delivered with 3797 students and public �members attending Developed a new strategic approach for delivery of the �Mosman FestivalPreliminary planning and investigations – Art Gallery �improvementsReceipt of project grant monies from Arts NSW for $50,000 �


Delivery of new Mosman Festival �Development of Business Plan for Mosman Art Gallery �Delivery of expanded performance program �Building improvement program – Mosman Art Gallery and �Community CentreMajor arts projects including Bungaree the First Australian, �Open Air and the Sirius Cove Artist Camp project.



11%


29%42%10%

10.01 10% 10.05 42% 10.06 29% 10.07 5% 10.08 11%

10.09 2% 10.10 1%

Rates Other

PROGRAM10

26%74%

5% 2%

1%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 10. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:10.01 Policy and Administration and Customer Focus Coordinator: Manager Cultural Services10.05 Cultural Development Coordinator: Manager Cultural Services10.06 Gallery Exhibitions and Activitiess Coordinator: Manager Cultural Services10.07 Community Arts, Crafts and Village Markets Coordinator: Manager Cultural Services10.08 Civic Events organised by Council Coordinator: Events & Marketing Coordinator10.09 Commercial Community Events approved/facilitated by Council Coordinator: Events & Marketing Coordinator10.10 Friendship Agreements Coordinator: Manager Cultural Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(1,121) (899) (930) (961)


Mosman Art Gallery and Community Centre àLocal festivals and events àOverall range of facilities and activities relevant to culture and the àarts

Total Gallery visitation per annum �Customer satisfaction – civic events �

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SUB-PROGRAM10.01Policy and Administration and Customer Focus Coordinator: Manager Cultural Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(159) (164) (170) (176)

Performance Measures% Residents satisfied – Overall range of facilities and activities �relevant to culture and the arts

4 Year Objectives1 Encourage community spirit through consulting and involving residents in the development of a range of

cultural and recreational activities and services for the enjoyment of residents and visitors of all ages.


1 Encourage community spirit through consulting and involving residents in the development of a range of cultural and recreational activities and services for the enjoyment of residents and visitors of all ages.

Recurrent Programs and ProjectsPromotion of community events and recreational and cultural �services and facilitiesResident engagement in the cultural life and development of �Mosman

Responsibility: Manager Cultural Services

Key Initiatives 11/12 12/13 13/14 14/15

1a Develop a business plan for Council’s Cultural Services, including the Mosman Art Gallery.Responsibility: Manager Cultural Services

2011-12 Budget ActivitySub-Program 08 Ledger Descriptor Income Expenditure Net


10.01 03 Meetings, management, staff, team 0 15,634 (15,634)


10.01 05 Administration 0 97,237 (97,237)

10.01 08 Grants, external funding, income opportunities 0 2,698 (2,698)


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SUB-PROGRAM10.05Cultural Development Coordinator: Manager Cultural Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(524) (284) (293) (304)

Performance Measures% Residents satisfied – Overall range of facilities and activities �relevant to culture and the artsOccupancy rate – Mosman Art Gallery and Community Centre �No. public art installations �

4 Year Objectives1 Facilitate and provide cultural events that are entertaining, informative, innovative and accessible,

and responsive to the varied needs, interests and aspirations of Mosman residents and encourage neighbourhood/street level community celebrations.

2 Work with the Mosman Public Art Trust to encourage Public Art in Mosman’s parks, gardens, foreshores and civic spaces.

3 Promote and encourage consistently strong venue hire and community use of the Mosman Art Gallery and Community Centre.

4 Complete plans and funding arrangements for a well equipped performing arts venue in the Civic Centre environs depending on outcomes of the 2011 Civic Centre site feasibility study.


1 Facilitate and provide cultural events that are entertaining, informative, innovative and accessible, and responsive to the varied needs, interests and aspirations of Mosman residents and encourage neighbourhood/street level community celebrations.

Recurrent Programs and ProjectsAnnual program of cultural events – Mosman Art Gallery �Mosman Festival �Engage residents, volunteers and community organisations in �the planning and provision of cultural activities for education, recreation and enjoymentStimulate the Mosman music scene by presenting, facilitating �and encouraging music festivals, concerts and eisteddfods


Celebration of Harmony Day, International Womens Day �Participation in annual Guringai Gestival �

Responsibility: Manager Cultural Services Manager Community Services

Key Initiatives 11/12 12/13 13/14 14/15

1a Establish a limited season of musical performances at the Mosman Art Gallery.Responsibility: Manager Cultural Services

1b Introduce regular seasons of musical performances at Mosman Art Gallery.Responsibility: Manager Cultural Services


1c Expand the variety of cultural events presented in the Mosman Art Gallery and Community Centre (subject to building and equipment limitations and competing demands).Responsibility: Manager Cultural Services

Objective 22 Work with the Mosman Public Art Trust to encourage Public Art in Mosman’s parks, gardens, foreshores and

civic spaces.

Recurrent Programs and ProjectsCommissioning of public art works in partnership with the �Mosman Public Art TrustAnnual Mosman Address �Maintenance of Public Art works �

Responsibility: Manager Cultural Services Manager Assets and Services

Key Initiatives 11/12 12/13 13/14 14/15

2a Finalise new inductees and commission additional art panels for the Mosman Sporting Wall of Fame. Responsibility: Manager Cultural Services

2b Create online database of Public Art in Mosman.Responsibility: Manager Cultural Services

Objective 33 Promote and encourage consistently strong venue hire and community use of the Mosman Art Gallery and

Community Centre.

Recurrent Programs and ProjectsPromotion and marketing of Mosman Art Gallery and �Community Centre programs, activities and opportunities for venue hire


Objective 44 Complete plans and funding arrangements for a well equipped performing arts venue in the Civic Centre

environs depending on outcomes of the 2011 Civic Centre site feasibility study.

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Key Initiatives 11/12 12/13 13/14 14/15

4a Ensure that opportunities for a well equipped performing arts venue are considered as part of the Mosman Civic Centre site feasibility study.Responsibility: Manager Cultural Services


10.05 02 Performing arts 0 15,771 (15,771)

10.05 03 Publications 0 931 (931)

10.05 06 MAG&CC maintenance and repair 0 401,688 (401,688)

10.05 07 MAG&CC venue hire 116,000 161,292 (45,292)

10.05 08 Volunteers - recruit, support, acknowledge 0 3,197 (3,197)

10.05 09 Public relations/marketing 1,000 37,255 (36,255)

10.05 10 Public art 0 20,897 (20,897)

`

SUB-PROGRAM10.05Cultural DevelopmentCoordinator: Manager Cultural Services


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SUB-PROGRAM10.06Gallery Exhibitions and Activities Coordinator: Manager Cultural Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(328) (338) (348) (358)

Performance Measures% Residents satisfied – Mosman Art Gallery and Community Centre �No. of exhibitions, educational activities and special Gallery events �per annumTotal Gallery visitation per annum �Customer satisfaction – Gallery exhibitions and special events �No. of Gallery Friends and volunteers �

4 Year Objectives1 Continue to provide a functional, accessible and well promoted public gallery offering an educational and

recreational resource associated with the visual arts and crafts, design and cultural heritage.

2 Ensure a broad, responsive and regularly changing program of exhibitions, educational activities and special events that explore a variety of styles, media and technologies in contemporary and historical practice.

3 Display, store, maintain, document and develop the Mosman Art Collection so that it is both accessible and well preserved.

4 Acknowledge and celebrate achievements of local artists, craft practitioners and designers, past and present.

5 Extend the Mosman Art Gallery and improve the range of programs and accommodate workshops in suitable spaces dependent on the outcomes of the 2011 feasibility study and/or capacity to relocate children’s services.


1 Continue to provide a functional, accessible and well promoted public gallery offering an educational and recreational resource associated with the visual arts and crafts, design and cultural heritage.

Recurrent Programs and ProjectsPromotion of the Art Gallery’s location and services �


Key Initiatives 11/12 12/13 13/14 14/15

1a Investigate the provision of RTA directional tourist signage to the Mosman Art Gallery.Responsibility: Manager Cultural Services

1b Provide improved façade treatment/external signage for the Mosman Art Gallery. Responsibility: Manager Cultural Services

1c Rebrand the Mosman Art Gallery, including update of logo.Responsibility: Manager Cultural Services


Objective 22 Ensure a broad, responsive and regularly changing program of exhibitions, educational activities and special

events that explore a variety of styles, media and technologies in contemporary and historical practice.

Recurrent Programs and ProjectsHigh quality, income generating public/education programs and �special eventsAnnual acquisitive Mosman Art Prize and Allan Gamble �Memorial Art PrizeRecruitment, support, training and acknowledgement of Gallery �volunteers

Activities program for Friends of the Gallery and Volunteers �linked with other Galleries and Arts CentresRegular customer surveys and opportunities for feedback �Community involvement in Gallery programming �


Key Initiatives 11/12 12/13 13/14 14/15

2a Increase Mosman Art Prize to $30,000 first prize.Responsibility: Manager Cultural Services

2b Explore opportunities to increase private giving including the possibility of establishing a philanthropy officer position.Responsibility: Manager Cultural Services

2c Review Mosman Art Gallery Friends and Volunteer programs.Responsibility: Manager Cultural Services

Objective 33 Display, store, maintain, document and develop the Mosman Art Collection so that it is both accessible and

well preserved.

Recurrent Programs and ProjectsMaintain, conserve and properly document and catalogue the �Mosman Art CollectionExhibitions, public programs and online resources �


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Key Initiatives 11/12 12/13 13/14 14/15

3a Establish Balnaves Room within the Mosman Art Gallery. Responsibility: Manager Cultural Services

3b Complete electronic database of Council’s Art Collection. Responsibility: Manager Cultural Services

3c Complete online database of Council’s Art Collection.Responsibility: Manager Cultural Services

3d Review storage needs for Mosman Council’s Art Collection. Responsibility: Manager Cultural Services

Objective 44 Acknowledge and celebrate achievements of local artists, craft practitioners and designers, past and present.

Recurrent Programs and ProjectsPromotion of Mosman’s artistic heritage �Facilitation, advocacy and promotion on behalf of local artists, �craft practitioners and designers


Key Initiatives 11/12 12/13 13/14 14/15

4a Establish a small retail presence for local artists and craft practitioners in the Gallery foyer area.Responsibility: Manager Cultural Services

4b Develop a program of artisan works on display and for sale in the Gallery.Responsibility: Manager Cultural Services

SUB-PROGRAM10.06Gallery Exhibitions and Activities Coordinator: Manager Cultural Services


Objective 55 Extend the Mosman Art Gallery and improve the range of programs and accommodate workshops in

suitable spaces dependent on the outcomes of the 2011 feasibility study and/or capacity to relocate children’s services. .

Key Initiatives 11/12 12/13 13/14 14/15

5a Commission an architect to prepare plans for possible alterations and changes of use in space at Mosman Art Gallery.Responsibility: Manager Cultural Services

5b Conduct minor alterations to Gallery, replace lighting system in gallery areas with energy efficient LED lights and adjust air conditioning system. Responsibility: Manager Cultural Services

5c Refurbishment of Gallery Foyer, Harmony and Melody Rooms. Responsibility: Manager Cultural Services

5d Convert Grand Hall into a flexible space suitable for concerts and exhibitions and possibly convert outside area of Gallery building into an outside café.Responsibility: Manager Cultural Services


10.06 01 Mosman Art Prize 55,800 73,503 (17,703)

10.06 02 Mosman Youth Art Prize 6,300 25,603 (19,303)

10.06 04 Exhibition programs 25,250 216,586 (191,336)

10.06 05 Public and education programs 2,000 47,842 (45,842)

10.06 06 Visual arts special events 0 1,600 (1,600)

10.06 07 Sponsorship and fundraising 29,650 9,255 20,395

10.06 08 Volunteers and Friends, membership, recruit, support 0 27,028 (27,028)

10.06 09 Public Relations/marketing/bookings 0 30,248 (30,248)

10.06 10 Mosman Art Collection 0 15,362 (15,362)

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SUB-PROGRAM10.07Community Arts, Crafts and Village Markets Coordinator: Manager Cultural Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

37 38 39 39

Performance MeasuresNo. of stalls per market and per annum �Customer satisfaction – Mosman Village Markets �

4 Year Objectives1 Encourage, facilitate, develop and exhibit community arts and crafts.

2 Maintain and enhance Mosman Village Arts and Crafts Market.


1 Encourage, facilitate, develop and exhibit community arts and crafts.

Recurrent Programs and ProjectsLiaise with and assist community organisations in the planning �and provision of arts and craft activities and eventsLink market activities to the Mosman Art Gallery and �Community Centre precinct/activities


Objective 22 Maintain and enhance Mosman Village Arts and Crafts Market.

Recurrent Programs and ProjectsPlanning and administration of monthly Mosman Village Market �


Key Initiatives 11/12 12/13 13/14 14/15

2a Redesign branding/logo for the Mosman Village Arts and Craft Market.Responsibility: Manager Cultural Services

2b Create new signage/banners for the Mosman Village Arts and Craft Market.Responsibility: Manager Cultural Services



10.07 01 Arts, crafts, activities and exhibitions 0 1,666 (1,666)

10.07 02 Mosman Village Markets 107,600 67,540 40,060

10.07 09 Public Relations/marketing/bookings 0 1,037 (1,037)

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SUB-PROGRAM10.08Civic Events Organised by Council Coordinator: Events and Marketing Coordinator

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(161) (166) (172) (177)

Performance Measures% Residents satisfied – Local festivals and events �Customer satisfaction – civic events �No. events delivered per annum �No. attendees at civic events per annum �

4 Year Objectives1 Ensure good levels of community involvement and participation in well promoted events and celebrations.

2 Facilitate and provide a range of civic and community events that maximise public enjoyment and safety, minimise adverse impacts on the social and physical environment, and fulfil Council’s regulatory and legal responsibilities including as required by the Special Event Management Policy.


1 Ensure good levels of community involvement and participation in well promoted events and celebrations.

Recurrent Programs and ProjectsDelivery and facilitation of community celebrations and �entertainment


Promotion of civic events through various methods, media and �the webStakeholder involvement in planning, organisation and �improvement of events

Responsibility: Events and Marketing Coordinator

Key Initiatives 11/12 12/13 13/14 14/15

1a Re-establish and re-invigorate the Mosman Festival in collaboration with the local community, businesses, and other key stakeholders.Responsibility: Manager Cultural Services

1b Apply to Tourism NSW and other bodies for Festival funding.Responsibility: Manager Cultural Services

1c Position Mosman Festival as a regional tourism event.Responsibility: Manager Cultural Services

Objective 22 Facilitate and provide a range of civic and community events that maximise public enjoyment and safety,

minimise adverse impacts on the social and physical environment, and fulfil Council’s regulatory and legal responsibilities including as required by the Special Event Management Policy.


Recurrent Programs and ProjectsOrganisation of civic and community events in accordance with �Special Event Management PolicyPlanning and delivery of the Mosman Festival �

Responsibility: Manager Cultural Services Events and Marketing Coordinator

Coordination of annual Mosman Day and Hunter Day events. �Responsibility: General Manager


10.08 01 Plan and promote 0 8,571 (8,571)

10.08 02 Mosman Addrress 0 2,132 (2,132)

10.08 03 Mosman Day 0 2,000 (2,000)

10.08 04 Hunter Day 0 630 (630)

10.08 06 Mosman Festival 2,500 146,928 (144,428)

10.08 10 Remembrance events - Anzac Day, Remembrance Day 0 2,717 (2,717)

10.08 11 National and State events - Australia Day, New Year’s Eve, Boxing Day 0 630 (630)

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SUB-PROGRAM10.09Commercial Community Events approved/facilitated by Council Coordinator: Events and Marketing Coordinator

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

23 24 24 25

Performance MeasuresCustomer feedback – major commercial events and celebrations �

4 Year Objectives1 Encourage effective promotion of commercial events and celebrations to ensure high levels of community

participation.

2 Require commercial event organisers to maximise public safety and enjoyment, minimise adverse impacts on the social and physical environment, and fulfil Council’s regulatory and legal responsibilities as required by the Special Event Management Policy.


1 Encourage effective promotion of commercial events and celebrations to ensure high levels of community participation.

Recurrent Programs and ProjectsPromotion of local events through Council’s events calendar, �web marketing and local media


Objective 22 Require commercial event organisers to maximise public safety and enjoyment, minimise adverse impacts on

the social and physical environment, and fulfil Council’s regulatory and legal responsibilities as required by the Special Event Management Policy.

Recurrent Programs and ProjectsAssistance and advice to organisers/promoters of events in �accordance with Council’s Special Event Management PolicyRegulation of commercial events in accordance with planning �and environmental controls and Council’s Special Event Management Policy




10.09 01 Issues management - local 10,473 11,060 (587)

10.09 04 Eastern Dawn Service 1,365 880 485

10.09 05 Mini Mosmarathon 1,730 880 850

10.09 06 Sirius Cup Regatta 1,700 55 1,645

10.09 08 Balmoral Burn 19,223 10,244 8,979

10.09 11 Hunter Uncorked 8,127 2,844 5,283

10.09 12 Mudgee Food and Wine Fair 9,755 2,935 6,820

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SUB-PROGRAM10.10Friendship Agreements Coordinator: Manager Cultural Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(9) (9) (10) (10)

Performance MeasuresNo. events, projects and activities undertaken with Mosman’s �Friendship Communities per annum

4 Year Objectives1 Develop and enhance the relationships between Mosman and its friendship communities, which currently

comprise: Glen Innes, Norfolk Island, Isle of Wight, Paciano (Italy), Mudanjiang (People’s Republic of China), Maubara (East Timor) and initiate new relationships when appropriate with Otsu, Japan with no negative effect on Council’s budget.

2 Facilitate friendship community projects that encourage creative learning for the community, working and solving problems together through reciprocal cultural, educational, municipal, environmental and professional exchange projects.


1 Develop and enhance the relationships between Mosman and its friendship communities, which currently comprise: Glen Innes, Norfolk Island, Isle of Wight, Paciano (Italy), Mudanjiang (People’s Republic of China), Maubara (East Timor) and initiate new relationships when appropriate with Otsu, Japan with no negative effect on Council’s budget.

Recurrent Programs and ProjectsCouncil participation/representation at the annual Glen Innes �Celtic Festival


Provision of information and assistance to Mosman’s Friendship �communitiesSupport for the Glen Innes Aboriginal Art Education Project and �Mosman/Glen Innes Friendship GroupFacilitation of friendship community exchanges, partnerships �and collaborations


Objective 22 Facilitate friendship community projects that encourage creative learning for the community, working and

solving problems together through reciprocal cultural, educational, municipal, environmental and professional exchange projects.


Recurrent Programs and ProjectsPromotion of community involvement in friendship community �initiativesExploration of opportunities for residents, elected members and �staff, to expand and explore other cultures and communities through long-term relationshipsCelebration of cultural achievements in Mosman and its �friendship communities


Further development of Mosman’s Friendship Agreements with �Otsu, Japan and Mudanjiang, China



10.10 01 Plan and promote 0 7,371 (7,371)

10.10 02 Glen Innes 0 779 (779)

10.10 08 Maubara, East Timor 0 807 (807)

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Economic

ProgramsLocal & Regional Economy

Related Strategies & PlansMosman Local Environmental PlanMosman Development Control PlansSHOROC ‘Shaping our Future’

Key PartnersFederal government –various agencies & authoritiesState government – various agencies & authorities including NSW Industry & Investment; Arts NSW, NPWS and Tourism NSW SHOROCMosman Chamber of CommerceSydney Harbour Federation Trust Businesses and tourism operators


5Community Sustainability IndicatorsUnemployment rateGross local productEmployment containmentAverage weekly earnings

PAGE 275

PROGRAM12

Local and Regional EconomyConvenor: Director Community Development

This program focuses on the strength and sustainability of the local and regional economy, with particular emphasis on local businesses including hospitality, retail and restaurants, as well as appropriate management of tourism and marketing opportunities. The program is strongly linked to projects, initiatives and strategic objectives for the wider region, and relies on partnerships with the private and public sector, particularly through the Shore Regional Organisation of Councils (SHOROC). Council’s role in economic development can be as catalyst, planner, advocate and facilitator – all with the purpose of recognising, balancing and addressing the needs of residents, businesses and visitors in an equitable and effective way. The vibrancy and diversity of retail areas, the protection of their heritage and business operations, and support for local businesses as part of liveable, sustainable communities are key aims of the program.


Keeping the unique character and heritage of all Mosman’s business centres enhanced by appealing, high-amenity public spaces. �

Reinforcing roles of small and large business centres with diverse local outlets catering for the community, especially the elderly. �

Business activities including home businesses and clusters meeting emerging work patterns and expectations. �

Having shops and services easily accessible by walking, riding, driving or community/public transport. �

A range of suitable accommodation options for visitors including B&B and small residential hotels. �To have Mosman recognised as a tourism destination, building on its artistic heritage, marketed effectively and appropriately and to �welcome visitors in a manner which is sustainable, which enhances the lifestyle of residents and the economic opportunities for local business, and which reduces any adverse effects. To have the SHOROC region recognised for its economic wellbeing, quality of life, efficient transport systems, service orientation, shared �resources and practices, community spirit and natural and clean environment.


Mosman Rider service celebrated its first anniversary, carrying �35,000 passengers in 12 months Fortnightly Business Advisory service, business start-up and �online business workshops and business mentoring programs conducted SHOROC ‘Shaping our Future’ regional strategy adopted � Spit Junction Masterplan and Civic Centre site feasibility study �initiated


Completion of SHOROC Sustainability and Liveability �StrategiesMosman Rider service reviews �Finalisation of Draft Mosman Business Centres Development �DCPImplementation of Military Road Streetscape Improvement �project Completion of Spit Junction Masterplan and Civic Centre site �feasibility study Refreshed and reinvigorated Mosman Festival �


Expenditure by Sub-Program 2011-12$171,874

66%

Program Expenditure by Funding Source 2011-12$171,874

14%9%11%

12.01 11% 12.02 9% 12.03 14% 12.04 66%

Rates

PROGRAM12

100%

Sub-ProgramsThe following Sub-Programs are in place to deliver the 10 Year Objectives for Program 12. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:12.01 Policy and Administration and Customer Focus Coordinator: Director Community Development12.02 Business Support and Local Employment Coordinator: Director Community Development12.03 Marketing Mosman Coordinator: Manager Cultural Services12.04 Regional Development Coordinator: General Manager

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(173) (177) (183) (188)


Council assisting economic development with the business àcommunity and visitorsOverall cleanliness, appearance and management of public àspaces

PAGE 277

SUB-PROGRAM12.01Policy and Administration and Customer FocusCoordinator: Director Community Development

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(20) (20) (21 ) (22)

Performance Measures% Residents satisfied – Council assisting economic development �with the business community and visitors

4 Year Objectives1 Underpin all economic and wider community endeavours with a strong sense of Mosman the place, and the

village-style community.


1 Underpin all economic and wider community endeavours with a strong sense of Mosman the place, and the village-style community.

Recurrent Programs and ProjectsCommunity engagement, education and information on �economic development issues


Mosman Business Centres Development Control Plan (DCP) �Responsibility: Manager Urban Planning

Key Initiatives 11/12 12/13 13/14 14/15

1a Review Mosman branding to ensure it is a relevant, contemporary reflection of Mosman and its community.Responsibility: Director Community Development




12.01 05 Administration 0 11,085 (11,085)


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SUB-PROGRAM12.02Business Support and Local EmploymentCoordinator: Director Community Development

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(16) (16) (17) (18 )

Performance MeasuresNo. of businesses and business people assisted through Council �facilitated workshops and advisory servicesNo. of passengers per annum – Mosman Rider �

4 Year Objectives1 Work with the business community to fulfil the provisions of the new planning instruments including

employment and housing targets under the Metropolitan Strategy.

2 Liaise with the business community to strive for diversity, vibrancy and safety in large and small centres.

3 Support the business community as appropriate in their economic development initiatives such as the Sculpture Festival and involve them in the Mosman Festival.

4 Assist the business community by promoting car park facilities and facilities promoting walking, cycling and public/community transport.

5 Contribute to strong, sustainable local business through economic development programs and initiatives.


1 Work with the business community to fulfil the provisions of the new planning instruments including employment and housing targets under the Metropolitan Strategy.

Recurrent Programs and ProjectsBusiness community consultation and education – planning �instruments and development applications

Responsibility: Manager Urban Planning Manager Development Services

Mosman Business Centres Development DCP �Responsibility: Manager Urban Planning

Objective 22 Liaise with the business community to strive for diversity, vibrancy and safety in large and small centres.

Recurrent Programs and ProjectsEngagement, participation and support of local business �community including Mosman Chamber of Commerce


Business community partnerships – themes and decorations in �retail/commercial areas

Responsibility: Manager Cultural Services Director Community Development


Key Initiatives 11/12 12/13 13/14 14/15

2a Review Military Road Christmas decorations in consultation and cooperation with Mosman Chamber of Commerce.Responsibility: Manager Cultural Services

2b Deliver the Military Road Streetscape Upgrade Project.Responsibility: Manager Assets and Services

2c Prepare the Spit Junction Masterplan.Responsibility: Manager Urban Planning

Objective 33 Support the business community as appropriate in their economic development initiatives such as the

Sculpture Festival and involve them in the Mosman Festival.

Recurrent Programs and ProjectsPartnerships with the local business community to support �community, cultural and economic development

Responsibility: Director Community Development Cultural Services Manager

Key Initiatives 11/12 12/13 13/14 14/15

3a In partnership with local businesses, re-invigorate the Sculpture Festival as part of the Mosman Festival in 2011.Responsibility: Manager Cultural Services

3b Further develop the Mosman Festival as a key element of Mosman tourism and marketing.Responsibility: Manager Cultural Services

Objective 44 Assist the business community by promoting car park facilities and facilities promoting walking, cycling and

public/community transport.

Recurrent Programs and ProjectsPreparation and distribution of commercial area parking maps �

Responsibility: Manager Assets and ServicesMosman Rider bus service �


Community information, education and promotion – sustainable �transport options

Responsibility: Manager Environment andServicesCycling and pedestrian accessibility works �


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Key Initiatives 11/12 12/13 13/14 14/15

4a Review Mosman Rider transport service, including bus tracking system and consideration of additional/amended routes.Responsibility: Manager Community Services

Objective 55 Contribute to strong, sustainable local business through economic development programs and initiatives.

Recurrent Programs and ProjectsPromotion and support for business workshops, training and �other resources offered locally be external providers including State and Federal government


Facilitation of workshops, specialised programs and free �business advisory service for current and potential businesses through the Business Enterprise Centre network



12.02 01 Business and retail liaison 0 13,172 (13,172)

12.02 02 Awards and grants including Sculpture Festival 0 747 (747)

12.02 03 Business Enterprise Centre 0 2,000 (2,000)

SUB-PROGRAM12.02Business Support and Local EmploymentCoordinator: Director Community Development


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SUB-PROGRAM12.03Marketing MosmanCo-ordinator: Manager Cultural Services

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(25) (26) (27) (27)

Performance MeasuresNo. of tourist promotions delivered and/or supported �Level of external funding assistance sought and achieved for �tourism-related initiatives

4 Year Objectives1 Ensure that information concerning local visitors, recreational and cultural activities and business is available

to residents and visitors.

2 Focus the marketing of Mosman and re-design or replace the promotional campaign ‘Mosman Is’ to ensure that it is consistent, compelling and coherent and do this in cooperation with a range of stakeholders including the business community, community services and tourist attractions.

3 Ensure strong relationships with local businesses, neighbouring Councils and the broader tourism industry ensuring mutual support and understanding and an agreed approach to tourism and marketing.

4 Liaise with tourism operators including Sydney Harbour Federation Trust (SHFT), Tourism NSW, National Parks & Wildlife Service (NPWS) and Taronga Zoo to ensure refocus of appropriate visitation to Mosman is managed sustainably so as to protect the natural and built environment.

5 Encourage visitors to stay by facilitating B&B and small residential accommodation and investigate any opportunities for a youth hostel or similar.


1 Ensure that information concerning local visitors, recreational and cultural activities and business is available to residents and visitors.

Recurrent Programs and ProjectsProvision of information to residents and visitors directly through �Council’s website, publications and media promotionsDissemination of information through partnerships with other �local publications and tourism promotions across the wider metropolitan area


Key Initiatives 11/12 12/13 13/14 14/15

1a Pursue new opportunities to partner with Tourism NSW in promoting Mosman to domestic and international audiences.Responsibility: Director Community Development



Objective 22 Focus the marketing of Mosman and re-design or replace the promotional campaign ‘Mosman Is’ to ensure

that it is consistent, compelling and coherent and do this in cooperation with a range of stakeholders including the business community, community services and tourist attractions.

Key Initiatives 11/12 12/13 13/14 14/15

2a Review Mosman branding to ensure it is a relevant, contemporary reflection of Mosman and its community.Responsibility: Director Community Development

Objective 33 Ensure strong relationships with local businesses, neighbouring Councils and the broader tourism

industry ensuring mutual support and understanding and an agreed approach to tourism and marketing.

Recurrent Programs and ProjectsOngoing collaboration and support – Mosman Chamber of �Commerce


Key Initiatives 11/12 12/13 13/14 14/15

3a Participate in SHOROC regional tourism initiatives.Responsibility: Director Community Development

3b Development of stronger links with Tourism NSW and other relevant agencies through funding and partnership arrangements that help market and promote Mosman.Responsibility: Director Community Development


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Objective 44 Liaise with tourism operators including SHFT, Tourism NSW, NPWS and Taronga Zoo to ensure refocus of

appropriate visitation to Mosman is managed sustainably so as to protect the natural and built environment.

Key Initiatives 11/12 12/13 13/14 14/15

4a Investigate establishment of a working group involving key agencies such as SHFT, NPWS, Taronga Zoo and other local stakeholders to serve as an ongoing forum for development of ideas and initiatives supporting sustainability, cultural and community development, as well as future tourism opportunities.Responsibility: Manager Cultural Services


Objective 55 Encourage visitors to stay by facilitating B&B and small residential accommodation and investigate any

opportunities for a youth hostel or similar.

Recurrent Programs and ProjectsAssessment/processing of Complying Development �Certificates/Development Applications for B&B accommodation



12.03 02 Liaison with relevant agencies 0 7,202 (7,202)

12.03 03 Visitor information 0 17,711 (17,711)

SUB-PROGRAM12.03Marketing MosmanCo-ordinator: Manager Cultural Services


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SUB-PROGRAM12.04 Regional Development Coordinator: General Manager

4 Year Budget2011/2012[$ ‘000]

2012/2013[$ ‘000]

2013/2014[$ ‘000]

2014/2015[$ ‘000]

(112) (115) (118) (121)

Performance MeasuresNo. of SHOROC regional projects supported/participated in per �annum

4 Year Objectives1 Ensure strong relationships with SHOROC – Manly, Warringah and Pittwater Councils to plan together for

regional well-being, liveability and sustainability and to achieve the best Federal and State government responses to regional needs especially health and transport issues.

2 Share innovations, information and resources with neighbouring Councils.


1 Ensure strong relationships with SHOROC – Manly, Warringah and Pittwater Councils to plan together for regional well-being, liveability and sustainability and to achieve the best Federal and State government responses to regional needs especially health and transport issues.

Recurrent Programs and ProjectsPolitical, strategic and professional support of SHOROC �Monitoring of Kimbriki Environmental Partnership Ltd to ensure �access is maintained and waste management needs of the Mosman community are effectively and economically metImplementation of ‘Shaping our Future’ – SHOROC’s regional �strategy, with focus on housing, jobs, health and transport

Responsibility: General Manager All Directors

Key Initiatives 11/12 12/13 13/14 14/15

1a Participate in SHOROC lobbying efforts and associated feasibility studies regarding regional transport solutions – particularly in relation to the east/west and north/south transport corridors. Responsibility: General Manager

Director Environment and Planning

Objective 22 Share innovations, information and resources with neighbouring Councils.


Recurrent Programs and ProjectsParticipation in SHOROC network groups, workshops and �forums

Responsibility: General Manager All Directors

Key Initiatives 11/12 12/13 13/14 14/15

2a Contribute to the finalisation of the SHOROC Regional Sustainability Strategy and development of the SHOROC Regional Liveability Strategy and Regional Indicators.Responsibility: General Manager

All Directors


12.04 01 SHOROC 0 111,512 (111,512)

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draft mosplan 2011-2021

Documents

council management

actions council

c mosman council

year operational plan

community strategic

community comment

community strategic

community engagement