2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7...

ASPIRATIONS OF THE PEOPLE OF NOR TH SYDNEY

North Sydney Community Strategic Plan2009-2020

2O2OVISIONL I V I N G S U S T A I N A B L Y

2O2OL I V I N G S U S T A I N A B L Y

The 2020 Vision LogoThe “Sustainability Compass” symbolises setting the compass on the path towards sustainability. The fourpoints of the compass describe the different dimensions - environment, society, economy and governance, of sustainability.

This is the third edition of the 2020 Vision Community Strategic Plan for North Sydney.

Prepared by North Sydney Council in consultation with the North Sydney community.

We acknowledge and thank the community of North Sydney who have significantly shaped the 2020 Vision Community Strategic Plan through their involvement in the ‘Help Shape Our Future’ project.

This plan reflects our intentions at the time of publication. As with any plan or budget, the actual results may vary from that forecast.

View the document online at www.northsydney.nsw.gov.au/2020vision

For further information contact Council’s Corporate Planning and Governance Coordinator on 9936 8270 or email [email protected]

Adopted 30 November 2009Amended 21 June 2010

Printed on recycled paper.

ContentsForeword 2

Introduction 3

Our Councillors 5

Our Vision, Mission and Values 6

Council’s Charter 7

North Sydney in Profile 8

Living Sustainably 11

Our Community Strategic Plan 13

Direction 1: Our Living Environment 16

Direction 2: Our Built Environment 21

Direction 3: Our Economic Vitality 27

Direction 4: Our Social Vitality 30

Direction 5: Our Civic Leadership 37

Resourcing the Community Strategic Plan 42

Appendix 1: Terms Used in the Plan 44

Appendix 2: Summary of Community Priorities 47

Appendix 3: Links with NSW State Plan 2009 49

Appendix 4: Links with Draft North Sub Regional Strategy 2007 53

Appendix 5: Sustainability Indicators 56

1

Our new 2020 Vision, Community Strategic Plan sets out where the North Sydney community wants to be in 10 years time, how we will get there and how we will know we’ve arrived.

North Sydney Council acknowledges that we are here today on the land of the Cammeraygal people, who were the traditional owners of this land and are part of the oldest surviving continuous culture in the world. The 2020 Vision recognises North Sydney’s Indigenous heritage and culture.

This is the third long term plan Council has developed in consultation with our community. In this revised plan, we have streamlined our directions to five key areas.

While it is appropriate that Council should initiate and develop a community plan for North Sydney, it is important that the plan reflects the aspirations of all in our community. We have therefore consulted with a wide range of people to ensure we have identified the issues and priorities of the many different groups within our community.

We have embraced the State Government’s new Integrated Planning and Reporting Framework and we are proud to be one of the first councils to prepare our community plan in accordance with the guidelines.

The new planning framework recognises that communities do not exist in isolation - they are part of a larger natural, social, economic and political environment that shapes their direction. Similarly, Council’s land use, infrastructure planning, social, environmental and economic plans are also all interconnected. The new planning framework draws our plans together, allowing us to plan holistically for the future.

We have adopted the tagline of “Living Sustainably” for the new 2020 Vision as sustainability underpins all aspects of the plan. The plan is founded on principles of social justice, ecologically sustainable development and a quadruple bottom line approach that addresses environmental, social, economic and civic leadership considerations. 2020 Vision also encompasses the community concerns identified during the preparation of our Social Plan for North Sydney 2008-2012.

Our accompanying Resourcing Strategy, that focuses on long term financial, workforce and asset management planning, will allow Council and our community to consider a range of options for delivering the strategic outcomes in this plan.

The 2020 Vision reflects the North Sydney community’s aspirations. While Council is the key driver of this plan, the responsibility for implementing and resourcing it is shared by the whole community.

Foreword

Genia McCafferyMayor

Penny HollowayGeneral Manager

2 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020

32020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020

IntroductionThe 2020 Vision, North Sydney Community Strategic Plan2009-2020 sets out where the community of North Sydneywants to be in the year 2020, by asking four key questions:

Where are we now?Where do we want to be in 10 years time?How will we get there?How will we know we’ve arrived?

Previously reviewed in 2004 following extensive community consultation, the 2020 Vision has been renewed to ensure that its directions and goals remain reflective of the aspirations of the wider North Sydney community. The Plan has been prepared by North Sydney Council in partnership with local residents, our business community, other levels of government, educational institutions, non-government community and cultural organisations and neighbouring councils. The Planhas been designed to assist these community aspirations become a reality.

The State Government’s new Integrated Planning and Reporting Framework recognises that communities do not exist in isolation - they are part of a larger natural, social, economic and political environment that influences and, to a large extend shapes their future direction. Neither do council plans exist in isolation - land use and infrastructure planning procedures, social, environmental and economic outcomes, and visa versa - they are connected. The new integrated planning and reporting system encourages councils to draw their various plans together, to better understand how they interact and to get the maximum leverage from their efforts by planning holistically for the future.

Figure 1 - Planning and Reporting Framework


There have been some alterations to the ‘Directions’ and goals of the 2004 version of the Plan. In developing the new 2020 Vision, consultations found that the Directions strongly overlapped. Because of this we have simplified the updated Plan by combining the Directions to now have five instead of the previous ten. The directions are interlinked and interdependent:

The 2020 Vision is North Sydney Council’s most important strategic document. Council will use the 2020 Vision to guide and inform its decision making and planning for the next eleven years.

Council is the key driver of the 2020 Vision, but its implementation is also the responsibility of all community stakeholders. Council does not have full responsibility for implementing or resourcing all the community’s aspirations. Other stakeholders, including government agencies, non-government organisations, community groups and individuals also have a role to play in delivering these outcomes.

Council’s Resourcing Strategy that focuses on long term financial planning, workforce planning and asset management planning, will assist Council to translate the strategic objectives of the 2020 Vision, for which it is responsible for, into actions.

The 2020 Vision is deliberately broad in scope. Specific items, services or activities of Council are not contained in the Plan,but rather are outlined in Council’s four year Delivery Program and the supporting Operational Plan.

Council’s Integrated Planning and Reporting Framework is designed to cascade the strategic objectives into measurable actions at all levels of the organisation.

Direction 1: Our Living Environment

Direction 2: Our Built Environment

Direction 3: Our Economic Vitality

Direction 4: Our Social Vitality

Direction 5: Our Civic Leadership

Strategies

Projects and Services

Figure 2 - Relationship between Plans


MAYOR Councillor Genia McCaffery

We, the Councillors of North Sydney Council (2008-2012), share the goals, objectives, indicators and strategies in this Plan and will

work together to achieve them during our term of office.

(Home) 9955 1560(Council) 9936 8100 9 Priory RoadWaverton NSW 2090

[email protected]

CREMORNE WARD

Councillor Sarah Burke Councillor Craig Carland Councillor Richard Pearson

(Mobile) 0403 551 153 2 Green Street Cremorne PointNSW 2090

(Home) 9953 4834(Fax) 9953 483477 Ben Boyd RoadNeutral Bay NSW 2089

(Mobile) 0405 193 555 c/-North Sydney Council PO Box 12 North Sydney NSW 2059

[email protected] [email protected] [email protected]

TUNKS WARD

Councillor Stephen Barbour Councillor Véronique Marchandeau Councillor Caroline Raymond

(Mobile) 0411 105 760 c/-North Sydney Council PO Box 12 North Sydney NSW 2059

(Mobile) 0414 683 185 c/-North Sydney Council, PO Box 12 North Sydney NSW 2059

(Mobile) 0412 754 860 66/237 Miller Street North Sydney NSW 2060


VICTORIA WARD

Councillor Jillian Christie Councillor Jilly Gibson Councillor Michel Reymond

(Home) 9955 2489 (Mobile) 0412 995 858 c/-North Sydney Council, PO Box 12 North Sydney NSW 2059

(Mobile) 0412 456 842 c/-North Sydney Council, PO Box 12 North Sydney NSW 2059

(Home) 9955 4330 78 Carabella Street Kirribilli NSW 2061

[email protected] [email protected]

WOLLSTONECR AFT WARD

Councillor Zoë Baker Councillor Andrew Robjohns Councillor Trent Zimmerman

(Mobile) 0438 857 547c/-North Sydney Council, PO Box 12 North Sydney NSW 2059

(Mobile) 0428 187 047 44/1-11 Bridge EndWollstonecraft NSW 2065

(Home) 9460 1175(Mobile) 0419 690 617 11/102 Bay RoadWaverton NSW 2060


Our Councillors

6

Our Vision North Sydney is a vibrant community with a major and unique commercial centre surrounded by related villages and neighbourhoods. We celebrate community harmony, respect and diversity and our locality is recognised for its excellence in innovation, business and sustainability.

Our residents, workers and students are proud to belong to this community and we welcome those who visit and enjoy the area. Our community supports environmental, social, economic and sustainability through civic leadership and local and practical solutions.

Our MissionTo be leading edge in serving the community of North Sydney by caring for its assets, improving its appearance and delivering services to its people in a financially, socially and environmentally responsible manner.

Our Core ValuesSustainability equity, preservation, justice

and precaution

Community service efficiency, effectiveness and responsiveness

Open government transparency and accountability

Ethical conduct honesty and integrity

Justice fairness and equity

Quality innovation and excellence

Teamwork cooperation and respect

Our Vision, Mission and Values


In addition to the Council’s Charter under Section 8 of the LocalGovernment Act, 1993, North Sydney Council has adopted its own Charter:

than we inherited. Sustainability will be a call to action across our community. In partnership with our community, we will ensure that responsible stewardship of the local environment is a guiding principle in all our activities. We will develop new local parks and sporting facilities, broaden the use of our existing open space and recreation resources and improve how we care for and manage them. We will work with other organisations, locally and regionally, to realise these ends. The importance of providing opportunities for community health and wellbeing will be central to all of our open space and recreation planning.

environment that is well designed, welcoming, safe, accessible and beautiful and which truly reflects our local heritage. We will protect the character of our urban environment whilst managing growth. We ensure that North Sydney’s networks of roads, footpaths, seawalls and other local infrastructure is maintained to a standard that meets our community’s expectations. Funding formajor new infrastructure will be spread over the life of the asset. We will bring together other levels of government in sharing responsibility for our local infrastructure. We will make North Sydney pedestrian and bike friendly. The use of public transport and other alternatives to the private car will be encouraged through the improvement and expansion of sustainable transport options and the encouragement of car sharing options.

Sydney Central Business District and unique commercial centres. From a strong commercial heart, our CBD will host a thriving business community, provide diverse social and cultural activities and work in harmony with surrounding residential areas and other commercial centres nearby. The CBD will be internationally recognised as a place for innovation, excellence and ecologically sustainable development. Our commercial centres will remain economically viable, healthy and attractive. Ourneighbourhoods will be strengthened so that there are village centres with shops and places to meet within walking distance of residential areas.

recognition and support to our social and cultural diversity. A safer environment for people who live in and visit North Sydney will be created, and we will promote a sense of community responsibility for our collective wellbeing. We will ensure ‘universal access’ to our community services

and facilities through continuous needs analysis and planning. We will pursue investment opportunities to enhance community assets under Council’s care in the interests of quality of life, amenity and public safety. We will always regard our role in delivering services to the community as vital. We will work in partnership with other levels of government in planning and providing services. Central to our focus will be the needs of youth, families and older people as well as those with special needs.

governance and we will be a leader in ethical, transparent and open government. We will be worthy of and receive the highest level of community confidence in our capacity to govern. We will adopt a sustainable approach to our financial planning, explore additional sources of income and minimise risks to our organisation. Achieving this will ensure that we are able to maintain a healthy and secure financial position whilst providing our community with a high level of service.

Council’s Charter


North Sydney in ProfileThe North Sydney local government area (LGA) is located in Sydney’s inner northern suburbs, about 3km from the SydneyGPO and covers ten square kilometres. It is both urban and green in character, comprising two Central Business Districts (CBDs), smaller suburban centres, residential areas, parks and open spaces.

The North Sydney LGA includes the suburbs of Cammeray, Cremorne, Cremorne Point, Crows Nest, Kirribilli, Kurraba Point, Lavender Bay, McMahons Point, Milsons Point,Neutral Bay, North Sydney, St Leonards (part), Waverton and Wollstonecraft. North Sydney is bounded by Willoughby local government area in the north, the Mosman local government area in the east, Port Jackson in the south and the Lane Cove LGA in the west.

LavenderBay Wharf

McMahonsPoint Wharf

LunaPark Wharf

BeulahStreet Wharf

Kirribilli Wharf

High Street Wharf

KurrabaWharf

CremorneWharf

OldCremorne

Wharf

Neutral Bay Wharf

K IRRIBILL IPOINT

BLUES POINT

McMAHONSPOINT

MILSONSPOINT

CAREENINGCOVE

NEUTRAL BAY

WILLOUGHBY BAY

LONG BAY

FOLLY POINT

SHELL COVE

KURRABA POINT

ROBERTSONS POINT

MOSMANBAY

BALLS HEAD

BERRYS BAY

GORECOVE

LAVENDER BAY

BALLS HEAD BAY

PORT JACKSON

NORTH SYDNEYSTATION

MILSONS POINT

STATIONM

ILSONS POINT

STATION

WOLLSTONECRAFT

STATION

WAVERTON

STATION

IREDALE AVE.

VALE STREET

FALCON STREET

MIL

LER

STR

EET

MIL

LER

STR

EET

PACIFIC HIGHW

AY

ClarkPark

CAMMERAY

CREMORNE

NORTHSYDNEY

NEUTRALBAY

MOSMAN

KIRRIBILLI

MILSONSPOINT

McMAHONSPOINT

WAVERTON

WOLLSTONECRAFT

GREENWICH CROWSNEST

ST LEONARDS

CREMORNEPOINT

NorthSydney

Oval

Wollstonecraft Ward

Tunks Ward

Cremorne Ward

Victoria Ward


PeopleThe main features of the demographic profile of North Sydney LGA atthe 2006 Census are:

population as at June 2007 was 62,323 people, a 5.9% increase since 2001 and 9.8% since 1996. It is expected to increase to 64,551 people by 2020.

Sydney’s residents are aged between 25 and 49 years. There is a comparatively low proportion of households with children, with 88.6% of the population being over 18 years. North Sydneyhas a larger percentage of 25 to 34 year olds (27.4% compared to 15.3% for the Sydney average).

households earn a high income (those earning $1,700 per week) or more, and 9.5% are low income

households (earning less than $500 per week).

the population hold educational qualifications while 23.6% have no qualifications, compared with 43.0% and 42.8% respectively for the Sydney average.

population reported performing voluntary work, compared with 14.8% for the Sydney average.

the population was born overseas, and 18.2% were from a non-Englishspeaking background, compared with 31.8% and 24% respectively for the Sydney average. Almost 7% speak a language other than English, with dominant language spoken at home, other than English, Cantonese, with 2.7% of the population.

in North Sydney LGA than in other parts of Sydneywith almost 25% residing in a medium density dwelling (semi-detached, row, terrace, townhouses and villa units); while 52.6% live in high density dwellings (flats and apartments).

accounted for 47% of total households in North Sydney LGAwhile lone person households comprised 35.6%, (68.6% and 23.1% respectively for the SydneyStatistical average).

mobile. 46.4% of all

residents rent and, over a five year period 68.6% moved to a new address.

occupations were professionals (14,763 persons or 41.8%), managers (7,114 persons or 20.1%) and clerical and administrative workers (5,157 persons or 14.6%). In combination these three occupations accounted for 76.5% of the employed resident population. Incomparison, the Sydneyaverage employed 23.7% as professionals; 13.2% as managers; and 16.7% as clerical and administrative workers.

BusinessNorth Sydney is home to one of the largest business districts in Australia as well as to several smaller vibrant commercial centres. There are more than 45,000 businesses operating from North Sydney, ranging in size from large corporations to micro enterprises.

The largest commercial district is the North Sydney CBDwhile there are a number of other retail and commercial areas across the local government area. The principal activities in the CBD are advertising, marketing, retail, information technology, finance, telecommunications and property development.

Over 50,000 people travel daily to North Sydney for work and study. There is a high proportion of education facilities in the area, one in five of the 15,000 students attending schools and tertiary institutions lives in the local government area.

North Sydney businesses find it easy to attract and retain good staff, because they appreciate the friendly atmosphere

of our commercial centres, the range of good dining and shopping, and the access to child care, schools and other facilities.


RecreationDespite only being ten square kilometres in area there is a wide range of recreation opportunities in North Sydney, including seven parks with multiple sports fields, 188 areas zoned for public open space ranging from larger parklands such as Primrose Park in Cammeray, to pocket parks and smaller garden areas including Wendy Whiteley’s SecretGarden at Lavender Bay as well as distinctive reserves and foreshore parks fronting Sydney and Middle Harbours; making up approximately 15-20% open space.

Of regional significance is the heritage Coal Loader site located on Sydney Harbour Foreshore. The 2.8 hectares of open space includes a community nursery and garden plots and is well placed as a base for exploration of adjacent regional parklands including Balls Head Reserve, the former BP oil storage depot, Gadyan Track Aboriginal heritage track and other key regional walking track routes.

There is a wide range of opportunities for recreation in North Sydney from organised sports activities, through to walking and swimming including North Sydney Olympic Pool and harbour pools and other forms of passive recreation or enjoying a range of shops, cafes and restaurants.

With iconic Luna Park and the Sydney Harbour Bridge, North Sydney is also a popular tourist destination and attracts large numbers of holiday makers and backpackers during event and festival periods.

Urban Amenity North Sydney is well known for its high quality residential character, tree lined streets and range of housing stock. North Sydney enjoys a range of single dwellings, apartments and units to accommodate various lifestyles and life stages.

The Council area is served by the Bradfield Highway, the PacificHighway, the Warringah Freeway and the North Shore railway line with stations at Milsons Point, North Sydney, Waverton and Wollstonecraft.

Major features of the LGA include the commercial and retail areas, St Leonards Park and North Sydney Oval, HMAS Waterhen and HMAS Platypus, Mary MacKillop Place, Admiralty and Kirribilli Houses, and a high proportion of academic facilities including Bradfield and Crows Nest TAFE Colleges, a campus of the Australian Catholic University and high calibre secondary and primary schools.

For more information about North Sydney’s demographic characteristics please refer to the demographic profile on our website at www.northsydney.nsw.gov.au

Source: Australian Bureau of Statistics, Census of Population and Housing, 2006, 2001 and 1996.


Living SustainablyOn behalf of their communities councils are required to:

and conserve the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development;

decisions¹,

sustainable development (ESD) in carrying out their responsibilities; and

Framework are to adequately address environmental, social, economic and civic leadership considerations. Thisapproach is referred to as “the quadruple bottom line”.

The underpinning ideals of the 2020 Vision are for the North Sydney community to become sustainable. The key message coming from the community over the last few years have been the need to address issues in a sustainable manner. The 2020 Vision encourages the North Sydney community to aspire to a more sustainable future, to provide for integrated decision making and coordinated use of resources; to provide a long term focus for our decisions, as well as ensuring Council is more accountable to the community.

The Quadruple Bottom Line The tagline of “Living Sustainably” has been adopted for the 2020 Vision by the community as sustainability underpins all aspects of the Plan. The new Plan is founded on the guiding principles of sustainability and a quadruple bottom line (QBL) approach. The 2020 Vision adequately addresses environmental, social, economic and civic leadership considerations. Applying a quadruple bottom line approach ensures that community priorities are addressed in a balanced and holistic manner.

Council through its Organisational Sustainability Policy (2009)acknowledges that its decisions and actions have an impact on the quality of life of both present and future generations. The desired result is to balance sustainability considerations to provide positive influences toward community wellbeing while maintaining or enhancing those aspects the community most values in the ecological, social, cultural and economic environments. These sentiments have been endorsed by the wider community and as such each of the five Directions outlined in the 2020 Vision reflect environmental, economic, social and civic leadership considerations.

Council as an organisation has applied a quadruple bottom line approach to its own planning, reporting and decision making. This means that planning, reporting and decision making will include consideration of the environmental, social, economic, and governance implications in the context of the overall aim of working towards sustainability.

Figure 3 - Sustainability at North Sydney Council

Environmental QualityThe natural environment of North Sydney, with its harbour, waterways, precious open space and remnant bushland is one of the main reasons people live here or visit. The North Sydneycommunity has indicated that it is important that we preserve and enhance the natural environment, not just for its own sake but for the contribution that it makes to the wellbeing of the community. This includes conserving native flora and fauna as well as Aboriginal sites; creating cleaner, healthier waterways; reducing waste and improving recycling; reducing greenhouse gas emissions; reducing water consumption, improving water quality and reduction of the volume of stormwater run off from urban areas, minimising our impact on climate change; promoting sustainable transport options; innovative land use and urban design; as well as enhancing our open space.

As an organisation Council will continue to play a leadership role in reducing its own energy and water usage while encouraging the local community to do the same. Council will deliver services and activities, improve overall physical amenity, while protecting and enhancing its natural assets as well as considering the social, economic and governance implications of its decisions.

¹Councils Charter: Section 8 of the Local Government Act, 1993


Social EquityWhile economic prosperity and the protection of our natural environment tend to be high priorities, there is growing recognition that community wellbeing is also dependent on our social connections and sense of community.

The North Sydney community has identified that social sustainability is a collective responsibility. All stakeholders share responsibility for the community to feel safe, be healthy and active and to promote its unique cultural diversity, local history and heritage including Indigenous heritage. Thecommunity at large is responsible for encouraging a learning culture through access to education and training, fostering strong support networks, building resilient and sustainable community organisations and promoting a sense of belonging.

Council has also drawn on issues and responsive actions outlined in A Social Plan for North Sydney 2008-2012. The SocialPlan was developed in consultation with the local community and service providers and addresses the social issues and needs of North Sydney. The Social Plan identified four key issues - community safety, health and wellbeing, housing and working, learning and volunteering. The objectives and initiatives of the Social Plan have been incorporated into the 2020 Vision.

Council will work with key stakeholders to continue to ensure that local services, facilities and amenities are accessible to the widest extent and that community participation is encouraged.

Economic ProsperityEconomic sustainability is about planning for a prosperous community through sound economic development and expenditure. The North Sydney community has indicated that it is important that Council’s finances are healthy and that expenditure reflects value for money. Externally the community is concerned about global impacts on business confidence, housing affordability and household incomes.

In 2008/09 uncertainty in global financial markets, recession and rising costs of credit and interest rates are having a local impact. Business confidence was down and households, particularly those with mortgages, had less disposable income. This placed additional burden on Council’s resources. While not exposed to direct investments in the risky sub-prime market, our overall investment portfolio was weakened as a result of falling share prices. Revenue from investments contracted. In the short term this was able to be managed but did affect our revenue base and accordingly our capacity to support existing and new programs.

Council’s Long Term Financial Plan developed as part of the accompanying Resourcing Strategy will help Council to determine if Council can afford what the community wants. The Long Term Financial Plan is a decision making and problem solving tool. It is not intended to that the Long Term FinancialPlan is set in concrete - it is a guide for future action.

Good GovernanceEverybody needs to play their part in strengthening local democracy and empowering communities to act not only in their own interests, but for the wider public good. All levels of government and the community need to work in partnership to achieve the community’s vision. Council as a community leader has a significant role to play in this but cannot do it alone. Good governance or civic leadership as it is also known extends beyond the role of Council. Civic leadership relates not only to the way that Council will interact with the 2020 Vision, but the way that members of the community might be involved in delivering some of the Plan’s objectives.

The North Sydney community has identified effective community participation and engagement, high level customer service, satisfaction, involvement and evidence-based decision making as their highest governance priorities. Council will work to continue to uphold its commitment to open government. Council has adapted its integrated planning and reporting framework to ensure the integration of sustainability into the future direction of and planning for North Sydney. Council will use the Vision as the foundation of its ongoing planning and reporting.


Our Community Strategic PlanThe 2020 Vision, North Sydney Community Strategic Plan 2009-2020 aims to deliver new ways to develop stronger working partnerships between the community, Council and other key stakeholders by linking the community’s aspirations with the direction of Council to achieve the shared vision for North Sydney.

The 2020 Vision outlines the strategic directions, goals, objectives, strategies and progress indicators that address the community’s aspirations for the future.

The community’s aspirations have been grouped under five interrelated themes, known as Directions.

Directions Key Themes

1: Our LivingEnvironment

corridors recreational facilities

services

2: Our BuiltEnvironment

neighbourhoods

managementand planning

3: Our Economic Vitality

and villages worker population

4: Our Social Vitality

Linguistically Diverse communities

and facilities

activities

accommodation

and heritage

5: Our Civic Leadership

management

Note: The Directions are not listed in any order of importance.


The Plan is presented in table format. Preceding each Direction is a description of the sort of future our community wants for North Sydney. Under each Direction is a series of goals which outline what needs to be achieved to reach the vision. Under each goal is a series of objectives. Each objective is accompanied by a series of sustainability indicators. These indicators will, over time, show how North Sydney as a community is moving toward a more sustainable future. The sustainability indicators are summarised in Appendix 5: Sustainability Indicators.

Under each objective is a series of strategies that indicate how we will go about working to achieve the Directions. All strategies will be subject to project development including consultation and costing. Council is the driver of the Community Strategic Plan but is not wholly responsible for the implementation of all strategies. This will require collaboration with other key stakeholders.

Development of the Community Strategic PlanNorth Sydney Council is committed both in principle and in practice, to engaging on matters affecting the North Sydneycommunity. Council is required under the Local Government Act 1993 to inform the community of particular issues that potentially affect their way of life.

In 2004 the second strategic plan for North Sydney was prepared. The 2020 Vision was developed as the result of a significant community consultation process conducted in 2004 and a comprehensive review of the Plan commenced in late 2008 to refine the 2020 Vision for 2009 to 2020.

The review process sought to refine the issues raised in the original document and to identify new priorities and issues that may have emerged since the 2004 publication of the 2020 Vision. The review also drew heavily upon findings and actions identified from other recent community consultations conducted by Council, including consultations for A Social Plan for North Sydney 2008-2012.

In accordance with the guiding principles of Council’s Community Engagement Policy, a community engagement strategy was developed to ensure the North Sydneycommunity and relevant stakeholders had the opportunity to contribute and participate in the redevelopment of the Plan.

Who was Involved in Developing the Plan?To ensure as many people as possible had the opportunity to contribute and participate in the review of the Plan,stakeholders were grouped according to their roles and responsibilities. These were classified as councillors, and council staff, government (Federal and State agencies), community

(residents, ratepayers, students, non-resident users as well as Precinct Committees), business (chambers of commerce and developers) and reference groups (environmental, sport, leisure and culture, and education).

The community engagement process included:

the Community Strategic Plan 2004-2008.

outlined the current and emerging issues underpinning each Direction and where Council wants to be in 2020 in addressing the issues.

stakeholders on the Directions Discussion Paper duringMarch and April 2009. Consultation methods included a blog, online feedback form, reply paid postcards, written submissions and a series of workshops for key stakeholders. Council heard from over 860 people, community groups and/or organisations, including Precinct Committees and over 260 interested parties also subscribed to a keep informed newsletter receiving regular updates on the review progress.

findings of the initial consultations. The papers were published in May/June 2009. The key priorities to emerge from the consultations included:

For copies of the ‘Summary of Consultation Outcomes - Part A: Raw Data’ and ‘Summary of Consultation Outcomes - Part B: Analysed Data’ visit www.northsydney.nsw.gov.au/2020vision

Strategic Plan based on the findings of the consultation processes occurred from July to September 2009.

stakeholders on the draft new 2020 Vision Community


Strategic Plan was held from 28 September to 3 November 2009. Consultation with the community, staff and key stakeholders on the draft new 2020 Vision Community Strategic Plan was held during the public exhibition period, including a community information session on 16 October 2009.

exhibition period. All feedback received was included in the final 2020 Vision. Council conducted a qualitative analysis of all submissions. Submissions received covered a wide range of issues, many already covered by the Draft Plan, single issues relating to specific Council programs, issues outside the scope of Council’s direct responsibility, and some general comments. All those who made a written submission were provided feedback from Council regarding the main points raised in their submission.

the results of financial modelling of the resources needed to implement the Community Strategic Plan. As a result Council’s Long Term Financial Plan will be amended toreflect those things Council has committed to doing.

Sydney Community Strategic Plan on 30 November 2009.

How were Community Priorities identified?Every issue, need and priority raised by the community has been documented throughout the engagement process. An overview of the issues addressed within each Direction is listed in Appendix 2: Summary of Community Priorities. Issuesmay be addressed under more than one Direction.

A number of submitters made suggestions that are not in the Plan however these are still on the agenda for further discussion and investigation. Council regards these issues as important. Some suggestions will be further considered by Councillors, others will be considered by staff as part of their day-to-day delivery of services.


Direction 1: Our Living Environment

Where will we be in 2020?North Sydney in 2020 is greener and cleaner. As a community we ensure that responsible stewardship of our natural environment is a guiding principle in all our activities. We will leave to future generations a better environment than we inherited. The natural beauty of North Sydney is one of its greatest assets, and in 2020, North Sydney is held up as model of sustainable living.

Council has actively led the way in enhancing the environmental sustainability of North Sydney, particularly the protection of the natural environment, and the promotion of responsible energy use and environmentally sustainable business practices. By 2020, biodiversity programs have led to the improvement of the health and quality of bushland areas and waterways. The major improvements have largely been achieved by local communities, who work with Council to plant, protect and enhance their local environment. Thesustainability of remnant bushland and aquatic habitats along the harbour foreshores and in waterways has been achieved with minimal impact by urban development.

Community knowledge of the natural environmental has been significantly enhanced through a number of initiatives. Thishas included wide ranging environmental education programs including those held through the Coal Loader Sustainability Centre. Negative impacts on air and water quality have been minimised through years of careful monitoring and planning.

Innovative strategies for minimising the consumption

of natural resources and production of waste have been

embraced by the community. The implementation of waste

minimisation and resource recovery strategies, together with

extensive community education programs, has resulted in the

community embracing the concept of a low waste society.

Energy initiatives, such as water reuse schemes and the

promotion and use of clean and renewable energy has created

a cleaner and more energy efficient community. Cogeneration

and trigeneration energy production contributes towards

North Sydney’s energy requirements. North Sydney is well

known for its initiatives in encouraging the use of renewable

energy sources.

The North Sydney community is still at risk from unavoidable

natural hazards as the result of climate change however these

risks have been reduced through mitigation and adaptation.

Our local open space and recreation areas such as Balls Head,

Berry Island, Tunks Parks, Cremorne Reserve and St Leonards

Park are some of our greatest treasures. A range of quality

recreational activities both active and passive is available

to suit all ages, interests and abilities. Management and

maintenance of sporting facilities considers the high demand

for their availability and the impact of drought which may

persist as an issue as a result of climate change. Public access

to the foreshore is maximised.


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

1.1

Enha

nce

the

loca

l na

tura

l env

ironm

ent

and

urb

an g

reen

spac

e

1.1.

1To

pro

tect

, enh

ance

an

d re

hab

ilita

te n

ativ

e ve

geta

tion

com

mun

ities

an

d ec

osys

tem

s

EN01

Prop

ortio

n of

bus

hlan

d un

der a

ctiv

e m

anag

emen

t

EN02

Imp

rove

d co

nditi

on o

f bus

hlan

d

EN03

Num

ber

of p

artic

ipan

ts in

Bus

hcar

e p

rogr

ams

and

com

mun

ity

pla

ntin

g ev

ents

EN04

Num

ber

of p

lant

s p

rovi

ded

thro

ugh

Bush

care

pro

gram

s an

d co

mm

unit

y p

lant

ing

even

ts

EN05

Bio

dive

rsit

y in

vent

ory

upda

ted

EN06

Part

icip

ant s

atis

fact

ion

with

env

ironm

enta

l p

rogr

ams

EN07

Num

ber

of p

est a

nim

al c

ontr

ol p

rogr

ams

un

dert

aken

ann

ually

1.1.

1.1

Con

duct

bas

elin

e m

app

ing

of N

orth

Syd

ney’

s flo

ra s

pec

ies

and

ve

geta

tion

com

mun

ities

and

ass

ess

ecol

ogic

al c

ondi

tion

1.1.

1.2

Reha

bili

tate

bus

hlan

d ar

eas

1.1.

1.3

Inte

grat

e b

iodi

vers

ity

cons

erva

tion

in e

nviro

nmen

tal p

lann

ing

inst

rum

ents

1.1.

1.4

Mon

itor a

nd a

ddre

ss th

reat

s to

bio

dive

rsit

y us

ing

bes

t pra

ctiv

e

1.1.

1.5

Imp

lem

ent c

omm

unit

y ed

ucat

ion

pro

gram

s re

gard

ing

enha

ncem

ent o

f the

nat

ural

env

ironm

ent

1.1.

2To

ens

ure

qual

ity

urb

an g

reen

spac

esEN

08Pe

rcen

tage

of c

anop

y co

ver

EN09

Tota

l lan

d ar

ea p

lant

ed o

r lan

dsca

ped

th

roug

h St

reet

s A

live

pro

gram

and

com

mun

ity

pla

ntin

g ev

ents

EN10

Num

ber

of r

ooft

op g

arde

ns/g

reen

ing

EN11

Num

ber

of n

ew d

evel

opm

ents

that

bre

ach

land

scap

e re

quire

men

ts

1.1.

2.1

Max

imis

e tr

ee p

lant

ings

to e

nhan

ce c

anop

y co

ver i

n de

velo

ped

ar

eas

1.1.

2.2

Imp

lem

ent t

he N

orth

Syd

ney

Stre

et T

ree

Stra

tegy

1.1.

2.3

Dev

elop

an

Urb

an F

ores

tPol

icy

1.1.

2.4

Prom

ote

com

mun

ity

gard

ens,

incl

udin

g th

e St

reet

s A

live

pro

gram

1.1.

2.5

Prom

ote

use

of lo

cal n

ativ

e p

lant

s

1.1.

2.6

Redu

ce n

oxio

us w

eeds

1.1.

2.7

Enco

urag

e ro

ofto

p a

nd h

ard

surf

ace

gree

ning

1.1.

2.8

Ensu

re la

ndsc

ape

requ

irem

ents

on

deve

lop

men

t site

s ar

e m

et

1.2

Imp

rove

the

heal

th

and

clea

nlin

ess

of

loca

l wat

erw

ays

1.2.

1To

imp

rove

cre

ek a

nd

harb

our w

ater

qua

lity

EN12

Perc

enta

ge o

f cre

ek a

nd h

arb

our w

ater

qu

alit

y si

tes

mee

ting

inte

rnat

iona

lly a

ccep

ted

ecol

ogic

al a

nd h

uman

hea

lth

stan

dard

s

EN13

Vol

ume

of li

tter

, sed

imen

ts a

nd o

rgan

ics

rem

oved

by

pol

lutio

n co

ntro

l dev

ices

1.2.

1.1

Cap

ture

and

rem

ove

gros

s p

ollu

tant

s fr

om s

torm

wat

er

1.2.

1.2

Con

duct

com

mun

ity

educ

atio

n p

rogr

ams

rega

rdin

g w

ater

p

ollu

tion

1.2.

1.3

Mon

itor w

ater

qua

lity

1.2.

1.4

Prom

ote

and

imp

lem

ent w

ater

sen

sitiv

e ur

ban

des

ign

1.2.

1.5

Iden

tify,

mon

itor a

nd ta

ke re

gula

tory

act

ion

if re

quire

d ag

ains

t b

reac

hes

1.2.

1.6

Adv

ocat

e fo

r im

pro

ved

sew

erag

e in

fras

truc

ture


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

1.3

Imp

rove

Nor

th

Sydn

ey’s

envi

ronm

enta

l fo

otp

rint a

nd e

ncou

rage

re

spon

sib

le u

se o

f na

tura

l res

ourc

es

1.3.

1To

effec

tivel

y co

mm

unic

ate

and

pro

mot

e su

stai

nab

le e

nerg

y, w

ater

an

d w

aste

pra

ctic

es

to th

e co

mm

unit

y

EN06

Part

icip

ant s

atis

fact

ion

with

env

ironm

enta

l p

rogr

ams

EN14

Kilo

wat

t hou

r of e

lect

ricit

y p

er re

side

nt

per

yea

r

EN15

Kilo

wat

t hou

r of e

lect

ricit

y p

er b

usin

ess

p

er y

ear

EN16

Kilo

gram

s of

was

te s

ent t

o la

ndfil

l per

ca

pita

per

yea

r

EN17

Kilo

gram

s of

reso

urce

s re

cove

red

per

ca

pita

per

yea

r

EN18

Num

ber

of W

aste

Wis

e ev

ents

EN19

Kilo

litre

s of

drin

king

wat

er b

y re

side

nt

per

yea

r

EN20

Kilo

litre

s of

drin

king

wat

er b

y b

usin

ess

p

er y

ear

EN21

Up

take

of w

ater

tank

reb

ates

EN22

Num

ber

of p

artic

ipan

ts in

resi

dent

ial,

sc

hool

, com

mun

ity

grou

ps

and

bus

ines

s

sust

aina

bili

ty p

rogr

ams

1.3.

1.1

Prom

ote

rene

wab

le e

nerg

y

1.3.

1.2

Prom

ote

effici

ent u

se o

f wat

er a

nd u

se o

f rec

ycle

d w

ater

1.3.

1.3

Effec

tivel

y m

anag

e C

ounc

il’s

was

te c

olle

ctio

n an

d di

spos

al

cont

ract

s

1.3.

1.4

Adv

ocat

e fo

r the

intr

oduc

tion

of c

onta

iner

dep

osit

legi

slat

ion

an

d ex

tend

ed p

rodu

cer r

esp

onsi

bili

ty

1.3.

1.5

Purs

ue re

sour

ce re

cove

ry a

nd a

dvan

ced

was

te tr

eatm

ent

tech

nolo

gies

1.3.

1.6

Imp

lem

ent e

nviro

nmen

tal s

usta

inab

ility

pro

gram

s to

faci

litat

e co

mm

unit

y st

ewar

dshi

p

1.3.

1.7

Rede

velo

p th

e C

oal L

oade

r site

as

a ce

ntre

for s

usta

inab

ility

1.3.

1.8

Ensu

re th

at s

usta

inab

le e

nerg

y, w

ater

and

was

te m

anag

emen

t p

ract

ices

are

incl

uded

in a

ll en

viro

nmen

tal p

lann

ing

and

deve

lop

men

t con

trol

s

1.3.

1.9

Prom

ote

loca

l ach

ieve

men

ts in

sus

tain

able

des

ign

1.3.

1.10

Re

cogn

ise

com

mun

ity

cham

pio

ns in

env

ironm

enta

l sus

tain

abili

ty

1.3.

1.11

In

vest

igat

e b

est p

ract

ice

initi

ativ

es to

pre

par

e N

orth

Syd

ney

LGA

for t

he im

pac

ts o

f clim

ate

chan

ge a

nd s

ea le

vel r

ise

1.3.

2To

dem

onst

rate

and

p

rom

ote

envi

ronm

enta

lly

sust

aina

ble

bus

ines

s p

ract

ices

in C

ounc

il’s

own

activ

ities

EN23

Kilo

litre

s of

drin

king

wat

er u

sed

by C

ounc

il

per

yea

r

EN24

Tonn

es o

f gre

enho

use

gas

emis

sion

s ge

nera

ted

by C

ounc

il p

er y

ear

EN25

Kilo

wat

t hou

rs o

f ren

ewab

le e

nerg

y by

C

ounc

il ac

tiviti

es a

nd fa

cilit

ies

per

yea

r

1.3.

2.1

Imp

lem

ent m

easu

res

to im

pro

ve th

e en

viro

nmen

tal

per

form

ance

of C

ounc

il b

uild

ings

1.3.

2.2

Adv

ocat

e fo

r and

inve

stig

ate

effici

ent s

tree

t and

pub

lic d

omai

n lig

htin

g

1.3.

2.3

Inve

stig

ate

the

use

of c

ogen

erat

ion

and

trig

ener

atio

n

1.3.

2.4

Incr

ease

use

of r

ecyc

led

wat

er

1.3.

2.5

Imp

lem

ent C

ounc

il st

aff e

duca

tion

and

cap

acit

y b

uild

ing

to

redu

ce e

nerg

y, w

ater

and

was

te

1.3.

2.6

Intr

oduc

e in

itiat

ives

to d

ecre

ase

gree

nhou

se g

as e

mis

sion

s of

C

ounc

il ve

hicl

e fle

et

1.3.

2.7

Imp

lem

ent s

usta

inab

le p

rocu

rem

ent p

roce

dure

s


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

1.3.

3To

redu

ce a

ir an

d no

ise

pol

lutio

n an

d en

sure

com

plia

nce

with

re

gula

tory

legi

slat

ion

EN26

Num

ber

of d

ays

whe

n ai

rbor

ne

pol

lutio

n ex

ceed

s re

gion

al a

ir qu

alit

y in

dex

EN27

Num

ber

of n

oise

com

pla

ints

resp

onde

d to

1.3.

3.1

Iden

tify,

mon

itor a

nd ta

ke re

gula

tory

act

ion

if re

quire

d ag

ains

t bre

ache

s an

d en

viro

nmen

tal l

egis

latio

n

1.3.

3.2

Ensu

re d

evel

opm

ent d

oes

not d

etrim

enta

lly im

pac

t on

air q

ualit

y an

d no

ise

is m

itiga

ted

1.3.

3.3

Con

duct

pro

gram

of e

nviro

nmen

tal a

udits

of b

usin

esse

s

1.4

Prov

ide

app

rop

riate

p

ublic

op

en s

pac

e,

recr

eatio

n fa

cilit

ies

and

serv

ices

1.4.

1To

ens

ure

exis

ting

par

ks a

nd re

serv

es

mee

t the

com

mun

ity’

s re

crea

tiona

l nee

ds

S01

Use

r sat

isfa

ctio

n w

ith C

ounc

il’s

recr

eatio

n

faci

litie

s

S02

Num

ber

of v

isits

to N

orth

Syd

ney

Oly

mp

icPo

ol p

er y

ear

S03

Use

r sat

isfa

ctio

n w

ith N

orth

Syd

ney

Oly

mp

icPo

ol

1.4.

1.1

Prov

ide

a ra

nge

of re

crea

tiona

l fac

ilitie

s fo

r peo

ple

of a

ll ag

es

and

disa

bili

ties

1.4.

1.2

Prov

ide

a w

elco

min

g an

d vi

bra

nt w

ater

fron

t with

inte

grat

ed

gree

n p

ublic

sp

aces

1.4.

1.3

Secu

re a

dditi

onal

gra

nt fu

ndin

g fo

r the

pro

visi

on a

nd u

pgr

ade

of re

crea

tiona

l fac

ilitie

s

1.4.

1.4

Wor

k w

ith n

eigh

bou

ring

coun

cils

and

oth

er la

nd m

anag

ers

to

acco

mm

odat

e re

gion

al d

eman

d fo

r sp

ortin

g fa

cilit

ies

1.4.

1.5

Imp

rove

equ

ity

of a

cces

s to

op

en s

pac

e an

d re

crea

tion

faci

litie

s

1.4.

2To

pro

vide

new

op

en s

pac

e an

d re

crea

tion

faci

litie

s as

op

por

tuni

ties

aris

e

S04

Tota

l are

a of

new

pub

lic o

pen

sp

ace

S05

Am

ount

of o

pen

sp

ace

acqu

ired

in li

ne w

ith

cont

ribut

ions

from

Sec

tion

94 P

lan

1.4.

2.1

Adv

ocat

e fo

r the

rele

ase

of C

row

n La

nd h

oldi

ngs

for p

ublic

re

crea

tion

1.4.

2.2

Purs

ue la

nd s

wap

and

leas

e ag

reem

ents

1.4.

2.3

Purs

ue p

artn

ersh

ips

to a

cces

s ar

eas

of la

nd n

ot d

edic

ated

as

p

ublic

op

en s

pac

e

1.4.

2.4

Purs

ue o

pp

ortu

nitie

s to

up

grad

e an

d en

hanc

e fo

resh

ore

acce

ss


KEY

CON

TRIB

UTO

RSC

ounc

il w

ill w

ork

with

the

follo

win

g st

akeh

olde

rs to

hel

p im

ple

men

t Dire

ctio

n 1:

Ad

voca

teFu

nd

erSe

rvic

e Pr

ovid

erRe

gul

ator

Part

ner

Nor

th S

ydne

y C

ounc

il

Busi

ness

es

Com

mun

ity

grou

ps

Envi

ronm

enta

l Tru

st

Man

ly-M

osm

an-N

orth

Syd

ney

Bush

fire

Man

agem

ent C

omm

ittee

Nei

ghb

ourin

g co

unci

ls

Nor

ther

n Sy

dney

Reg

iona

lOrg

anis

atio

n of

Cou

ncils

NSW

Dep

artm

ent o

f Env

ironm

ent,

Clim

ate

Cha

nge

and

Wat

er

NSW

Dep

artm

ent o

f Prim

ary

Indu

strie

s

NSW

Dep

artm

ent o

f Wat

er a

nd E

nerg

y

NSW

Fire

Brig

ades

NSW

Nat

iona

l Par

ks a

nd W

ildlif

e Se

rvic

e

NSW

Rura

l Fire

Serv

ice

Scho

ols

Sydn

ey C

oast

al C

ounc

ils G

roup

Sydn

ey M

etro

Cat

chm

ent M

anag

emen

t Aut

horit

y

Sydn

ey W

ater

Volu

ntee

rs

Idea

s to

Mak

e it

Hap

pen

envi

ronm

enta

lly fr

iend

ly p

rodu

cts

that

min

imis

e p

ollu

tion

and

was

te

foot

prin

t sm

alle

r by

shop

pin

g as

loca

l as

pos

sib

le

your

gar

den

to s

ave

wat

er a

nd

pro

vide

hab

itat f

or n

ativ

e fa

una

wal

k or

cyc

le in

stea

d

and/

orSt

reet

s A

live

pro

gram

s

cont

aine

rs, p

olys

tyre

ne p

acka

ging

an

dSt

yrof

oam

pro

duct

s

bui

ldin

g at

nig

ht” p

olic

y

initi

ativ

es s

uch

as c

ar b

oot s

ales


Direction 2: Our Built Environment

Where will we be in 2020?An integrated approach to planning and good urban design has been reflected in a built environment that is consistent with sustainability principles, local character and the natural environment.

Council’s planning policies build on the strategic policies set by the State Government. New development to accommodate additional residents and workers as projected under State Government policy is continuing without loss to local amenity or damage to the environment. The community is an integral partner in decisions regarding the built environment in their area.

Commercial and village centres have retained their distinct character and strong identity with a relaxed, pedestrian friendly village atmosphere and a mix of services. North Sydney in 2020 has significant and inviting public spaces. Thecommunity takes pride in North Sydney being an attractive place to live. Active use of public spaces has helped to ensure that there is a range of activities available to different groups of people during both day and night.

North Sydney in 2020 provides a diverse range of affordable housing types important for all ages and lifestyles. Thesehousing options play a valuable role in attracting and retaining specific population groups. Proactive planning decisions have resulted in improving the housing options for the elderly and to meet the needs of disadvantaged residents.

The heritage value of assets is recognised and protected and has strengthened the identity of local communities as well

as provides a point of interest for residents and tourists alike.

More contemporary planning provisions have strengthened

the significance of heritage and allowed redevelopment to

take place.

North Sydney has outstanding examples of good design and

consolidated its reputation as a municipality with a strong

culture of design excellence. Properties are increasingly

energy and water efficient.

Infrastructure is more sustainable, well maintained and

suitable to the community’s needs and is constructed with

the highest principles of urban design. Improved drainage

systems have improved the health of waterways and reduced

the risk of flooding.

Public transport and alternative means of transport are the

mode of choice for trips to, from and within North Sydney. The

community’s reliance on the car has reduced. Considerable

effort has been made to improve public transport and reduce

traffic congestion, particularly through the use of more

innovative and environmentally friendly systems such as car

pooling. Alternatives are readily available and have improved

community access to social activities, services and commercial

centres.

Convenient and equal access to available parking is achieved

keeping North Sydney moving and giving everyone a ‘fair go’.

Residential and environmental amenity is retained.

Pedestrian and cycling paths link commercial centres and

villages, improving access, safety and social connectedness.

2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-202022 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020

GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

2.1

Ensu

re th

e lo

ng

term

sus

tain

abili

ty o

f in

fras

truc

ture

and

ass

ets

2.1.

1To

pro

vide

and

m

aint

ain

app

rop

riate

in

fras

truc

ture

, ass

ets

and

faci

litie

s th

at m

eets

cu

rren

t and

futu

re

com

mun

ity

need

s

S06

Com

mun

ity

satis

fact

ion

with

the

mai

nten

ance

of l

ocal

road

s an

d fo

otp

aths

S07

Com

mun

ity

satis

fact

ion

with

the

clea

nlin

ess

of lo

cal r

oads

and

foot

pat

hs

S08

Ave

rage

roug

hnes

s of

road

net

wor

k

S09

Ave

rage

con

ditio

n of

foot

pat

h ne

twor

k

S10

Ave

rage

con

ditio

n ra

ting

of d

rain

age

ne

twor

k

2.1.

1.1

Prov

ide

and

mai

ntai

n sa

fe, p

ublic

infr

astr

uctu

re in

clud

ing

road

s, fo

otp

aths

, sto

rmw

ater

dra

ins,

sea

wal

ls a

nd b

uild

ings

2.1.

1.2

Exte

nd c

apac

ity

of in

fras

truc

ture

thro

ugh

flexi

ble

, mul

tipur

pos

e de

sign

and

har

ness

ing

of e

xist

ing

com

mun

ity

infr

astr

uctu

re in

ne

w w

ays

2.1.

1.3

Dev

elop

a p

rogr

am o

f inf

rast

ruct

ure

asse

t acq

uisi

tion

and

crea

tion,

m

aint

enan

ce, r

enew

al a

nd d

isp

osal

to m

inim

ise

who

le o

f life

cos

t

2.1.

1.4

Adv

ocat

e fo

r im

pro

ved

stat

e in

fras

truc

ture

2.1.

1.5

Adv

ocat

e fo

r ade

quat

e fu

ndin

g fo

r ass

et m

aint

enan

ce a

nd

imp

rove

men

t

2.1.

2To

redu

ce th

e ris

k an

d im

pac

ts o

f loc

al fl

oodi

ng

S11

Perc

enta

ge o

f non

floo

ding

pro

per

ties

2.1.

2.1

Prov

ide

and

mai

ntai

n st

orm

wat

er in

fras

truc

ture

that

is c

onsi

sten

t w

ith e

colo

gica

lly s

usta

inab

le d

evel

opm

ent (

ESD

) prin

cip

les

2.2

Imp

rove

mix

of

land

use

and

qua

lity

deve

lop

men

t

2.2.

1To

enco

urag

e la

nd u

se th

at m

eets

ec

olog

ical

ly s

usta

inab

le

desi

gn (E

SD) p

rinci

ple

s

S12

Com

mun

ity

satis

fact

ion

with

land

use

and

qu

alit

y of

dev

elop

men

t

S13

Num

ber

and

typ

e of

dw

ellin

gs

2.2.

1.1

Mai

ntai

n a

cont

emp

orar

y Lo

calE

nviro

nmen

t Pla

n (L

EP) f

or

the

Nor

th S

ydne

yLG

A

2.2.

1.2

Com

ple

te s

tand

ard

LEP

tem

pla

te p

roce

ss a

nd re

view

Dev

elop

men

t C

ontr

ol P

lans

(DC

P)

2.2.

1.3

Dev

elop

and

imp

lem

ent d

evel

opm

ent c

ontr

ibut

ion

sche

mes

/agr

eem

ents

to s

upp

ort l

and

use

deve

lop

men

t

2.2.

2To

eff

ectiv

ely

resp

ond

to s

tate

and

regi

onal

p

lann

ing

initi

ativ

es

S14

Num

ber

of a

dditi

onal

dw

ellin

gs

EC01

Net

gro

wth

of c

omm

erci

al fl

oor s

pac

e

2.2.

2.1

Revi

ew p

lann

ing

inst

rum

ents

to re

flect

the

Com

mun

ity

Stra

tegi

c Pl

an

2.2.

2.2

Resp

ond

to s

tate

and

regi

onal

requ

irem

ents

2.2.

2.3

Mon

itor l

egis

lativ

e an

d re

gula

tory

cha

nges

rela

ting

to c

limat

e ch

ange

2.2.

2.4

Mon

itor l

egis

lativ

e an

d re

gula

tory

cha

nges

rela

ting

to la

nd u

se

pla

nnin

g

2.2.

2.5

Part

icip

ate

in th

e N

SRO

C (N

orth

ern

Sydn

eyRe

gion

alO

rgan

isat

ion

of

Cou

ncils

) Sub

Regi

onal

Plan

ning

Stra

tegy


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

2.2.

3To

pro

mot

e an

d ac

hiev

e de

sign

exc

elle

nce

EN28

Perc

enta

ge o

f dev

elop

men

t ap

pro

vals

w

ith 4

sta

r plu

s gr

eenh

ouse

bui

ldin

g ra

ting

G01

Num

ber

of U

rban

Des

ign

Adv

isor

y Pa

nel

and

Des

ign

Exce

llenc

e Pa

nel m

eetin

gs

2.2.

3.1

Prom

ote

sust

aina

ble

des

ign

in fu

ture

priv

ate

and

pub

lic

deve

lop

men

t

2.2.

3.2

Ensu

re n

ew re

side

ntia

l dev

elop

men

t is

wel

l des

igne

d fo

r peo

ple

w

ith a

dis

abili

ty o

r lim

ited

mob

ility

, the

eld

erly

and

is a

dap

tab

le fo

r us

e by

diff

eren

t hou

seho

ld ty

pes

to e

ncou

rage

age

ing

in p

lace

2.2.

3.3

Enco

urag

e re

furb

ishm

ent o

f exi

stin

g b

uild

ings

for b

ette

r en

viro

nmen

tal p

erfo

rman

ce

2.2.

4To

enc

oura

ge v

ibra

nt,

wel

l mai

ntai

ned

and

conn

ecte

d st

reet

scap

es,

neig

hbou

rhoo

ds, v

illag

es,

pub

lic d

omai

ns a

nd

com

mer

cial

cen

tres

that

b

uild

a s

ense

of c

omm

unit

y

S15

Com

mun

ity

sati

sfac

tion

wit

h th

e lo

ok a

nd

amen

ity

of N

orth

Syd

ney

S16

Num

ber

of r

epor

ted

inci

den

ces

of g

raffi

ti

S17

Num

ber

of a

ban

don

ed v

ehic

les

rep

orte

d

2.2.

4.1

Dev

elop

and

imp

lem

ent m

aste

rpla

ns fo

r vill

ages

2.2.

4.2

Mai

ntai

n an

d se

rvic

e vi

llage

faci

litie

s th

roug

h p

lace

man

agem

ent

2.2.

4.3

Imp

rove

ped

estr

ian

light

ing

and

surv

eilla

nce

of th

e vi

llage

s to

re

duce

van

dalis

m a

nd g

raffi

ti

2.2.

4.4

Build

prid

e in

com

mun

ity

asse

ts th

at a

ssis

ts in

mai

nten

ance

as

wel

l as

dete

rrin

g gr

affiti

and

vand

alis

m

2.2.

4.5

Incr

ease

com

mun

ity

enga

gem

ent i

n im

pro

ving

str

eets

cap

es,

neig

hbou

rhoo

ds, v

illag

es a

nd c

omm

erci

al c

entr

es

2.2.

5To

iden

tify,

pre

serv

e an

d p

rom

ote

Nor

th

Sydn

ey’s

herit

age

S18

Num

ber

of i

tem

s on

the

herit

age

sche

dule

S19

Com

mun

ity

satis

fact

ion

with

rete

ntio

n of

he

ritag

e ite

ms

2.2.

5.1

Adv

ocat

e fo

r pla

cing

pow

erlin

es u

nder

grou

nd

2.2.

5.2

Con

tinue

to p

rote

ct a

nd p

rom

ote

the

herit

age

valu

es o

f res

iden

tial

amen

ity

incl

udin

g si

gnifi

cant

arc

hite

ctur

e, o

bje

cts,

pla

ces

and

la

ndsc

apes

2.2.

5.3

Enco

urag

e th

e us

e an

d ad

apta

tion

of h

erita

ge a

nd o

ther

exi

stin

g

bui

ldin

gs

2.3

Prov

ide

effec

tive

com

plia

nce

man

agem

ent

2.3.

1To

adm

inis

ter a

nd

enfo

rce

the

stat

utor

y re

gula

tions

for b

uild

ing

and

deve

lop

men

t wor

ks

S20

Perc

enta

ge o

f bui

ldin

g an

d de

velo

pm

ent

wor

ks c

omp

lain

ts in

vest

igat

ed w

ithin

set

tim

efra

mes

S21

Perc

enta

ge o

f reg

ulat

ed p

rem

ises

insp

ecte

d w

ithin

set

tim

efra

mes

S22

Perc

enta

ge o

f foo

d p

rem

ises

insp

ecte

d

with

in s

et ti

mef

ram

es

2.3.

1.1

Effec

tive

deve

lop

men

t ass

essm

ent a

nd d

eter

min

atio

n p

roce

sses

2.3.

1.2

Prov

ide

resp

onsi

ve c

omp

lianc

e se

rvic

es to

ens

ure

bui

ldin

g w

ork

mee

ts a

pp

rove

d co

nsen

ts

2.3.

1.3

Inve

stig

ate

and

resp

ond

to s

ituat

ions

like

ly to

be

obje

ctio

nab

le,

affec

t hum

an h

ealt

h or

saf

ety

or c

ause

nui

sanc

e


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

2.3.

2To

adm

inis

ter a

nd

enfo

rce

the

stat

utor

y re

gula

tions

of h

ealt

h an

d sa

fety

of l

icen

sed

activ

ities

S22

Perc

enta

ge o

f reg

ulat

ed p

rem

ises

insp

ecte

d w

ithin

set

tim

efra

mes

2.

3.2.

1 In

vest

igat

e an

d re

spon

d to

situ

atio

ns li

kely

to b

e ob

ject

iona

ble

, aff

ect h

uman

hea

lth

or s

afet

y or

cau

se n

uisa

nce

2.3.

2.2

Insp

ect f

ood

pre

mis

es to

ens

ure

com

plia

nce

with

the

Food

Stan

dard

s C

ode

2.3.

3To

adm

inis

ter a

nd

enfo

rce

the

stat

utor

y re

gula

tions

of t

he k

eep

ing

of c

omp

anio

n an

imal

s

S23

Perc

enta

ge o

f dog

com

pla

ints

resp

onde

d to

w

ithin

agr

eed

serv

ice

leve

l2.

3.3.

1 In

vest

igat

e an

d re

spon

d to

situ

atio

ns li

kely

to b

e ob

ject

iona

ble

, aff

ect h

uman

hea

lth

or s

afet

y or

cau

se n

uisa

nce

2.4

Enco

urag

e su

stai

nab

le tr

ansp

ort

2.4.

1To

incr

ease

the

use

of p

ublic

tran

spor

t and

al

tern

ativ

e tr

avel

mea

ns

and

a re

duct

ion

in th

e us

e an

d re

lianc

e up

on

priv

ate

mot

or v

ehic

les

S24

Num

ber

of r

esid

ents

and

wor

kers

usi

ng

pub

lic tr

ansp

ort

S25

Com

mun

ity

satis

fact

ion

with

pub

lic

tran

spor

t

S26

Num

ber

of c

ars

regi

ster

ed in

Nor

th S

ydne

y

S27

Num

ber

of c

ar p

arki

ng p

erm

its is

sued

S28

Num

ber

of d

evel

opm

ent a

pp

rova

ls th

at

incl

ude

bik

e st

orag

e

S29

Num

ber

of c

ar s

hare

veh

icle

s in

Nor

th

Sydn

ey

2.4.

1.1

Prom

ote

use

of p

ublic

tran

spor

t and

enc

oura

ge u

se o

f alte

rnat

ive

m

odes

of t

rans

por

t eg

car s

hare

sch

emes

2.4.

1.2

Adv

ocat

e fo

r inc

reas

ed in

cent

ives

for t

he u

se o

f pub

lic tr

ansp

ort,

priv

ate

pur

chas

e of

low

er im

pac

t mot

or v

ehic

les

and

chan

ges

to

frin

ge b

enefi

t tax

arr

ange

men

ts

2.4.

1.3

Incr

ease

the

amou

nt o

f str

eet s

pac

e de

dica

ted

to s

usta

inab

le

tran

spor

t mod

es e

g b

us la

nes

and

cycl

e la

nes

2.4.

1.4

Adv

ocat

e fo

r im

pro

ved

afte

r hou

rs tr

ansp

ort s

ervi

ces

to a

ssis

t w

orke

rs a

nd n

ight

tim

e re

crea

tion

2.4.

2To

pro

mot

e su

stai

nab

le tr

avel

for

wor

kpla

ces

and

venu

es

inN

orth

Syd

ney

S30

Num

ber

of a

dditi

onal

bik

e ra

cks/

par

king

in

stal

led

S31

Num

ber

of d

evel

opm

ent a

pp

rova

ls th

at

incl

ude

‘end

of t

rip’ f

acili

ties

for c

yclis

ts a

nd

ped

estr

ians

S32

Num

ber

of C

ounc

il offi

ces,

faci

litie

s an

d ca

r p

arks

with

ele

ctric

veh

icle

rech

arge

faci

litie

s

2.4.

2.1

Imp

rove

‘end

of t

rip’ f

acili

ties

(eg

bik

e p

arki

ng, s

how

ers

and

chan

ge

faci

litie

s) fo

r wal

kers

and

cyc

lists

2.4.

2.2

Prov

ide

rech

arge

faci

litie

s fo

r ele

ctric

veh

icle

s at

Cou

ncil

office

s,

faci

litie

s an

d ca

r par

ks

2.4.

2.3

Regu

late

Gre

en T

rave

l Pla

ns fo

r maj

or d

evel

opm

ents

2.4.

3To

pro

vide

a n

etw

ork

of a

cces

sib

le, s

afe

and

linke

d p

edes

tria

n an

d cy

cle

pat

hs th

roug

hout

N

orth

Syd

ney

S33

Com

mun

ity

sati

sfac

tion

wit

h p

edes

tria

n an

d

cycl

e p

aths

S34

Leng

th o

f ped

estr

ian

and

cycl

ing

pat

hs

S35

Num

ber

of b

us s

helt

ers

S36

Num

ber

of p

edes

tria

n an

d cy

clin

g ne

twor

ks

2.4.

3.1

Imp

rove

acc

ess

and

conn

ectio

ns b

etw

een

open

sp

ace,

vill

ages

an

d re

crea

tiona

l fac

ilitie

s fo

r ped

estr

ians

and

cyc

lists

2.4.

3.2

Adv

ocat

e fo

r fun

ding

for w

alki

ng a

nd c

yclin

g fa

cilit

ies

2.4.

3.3

Imp

rove

dire

ctio

nal s

igna

ge fo

r ped

estr

ians

and

cyc

ling

netw

orks

in

Nor

th S

ydne

y


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

2.5

Imp

rove

traffi

c m

anag

emen

t2.

5.1

To m

anag

e tr

affic

to re

duce

con

gest

ion

on lo

cal r

oads

S37

Num

ber

of v

ehic

les

on lo

cal r

oads

S38

Traffi

c sp

eed

and

volu

me

aver

ages

on

loca

l ro

ads

in re

side

ntia

l are

as

S39

Com

mun

ity

satis

fact

ion

with

traffi

c flo

w

thro

ugho

ut N

orth

Syd

ney

2.5.

1.1

Prov

ide

pla

nnin

g, d

esig

n, in

vest

igat

ion

and

man

agem

ent o

f tra

ffic

and

tran

spor

t in

acco

rdan

ce w

ith s

afet

y an

d co

mm

unit

y p

riorit

ies

2.5.

1.2

Wor

k w

ith th

e St

ate

Gov

ernm

ent t

o de

velo

p a

nd im

ple

men

t lon

g-te

rm tr

ansp

ort s

trat

egy

for t

he S

pit

Road

/Mili

tary

Roa

d co

rrid

or to

th

eN

orth

ern

Beac

hes

2.5.

1.3

Secu

re a

dditi

onal

gra

nt fu

ndin

g fo

r the

up

grad

e of

traffi

c fa

cilit

ies

2.5.

2To

man

age

on s

tree

tan

d off

str

eet c

ar p

arki

ngS4

0N

umb

er o

f ‘re

side

nt e

xcep

ted

’ res

tric

ted

p

arki

ng s

pac

es

S41

Num

ber

of C

BD o

ff s

tree

t priv

ate

(non

-re

side

ntia

l and

non

-com

mer

cial

) car

par

king

sp

aces

S42

Com

mun

ity

satis

fact

ion

with

par

king

p

rovi

sion

S43

Num

ber

of c

ar p

arki

ng s

pac

es fo

r car

sha

re

and

low

imp

act v

ehic

les

S44

Num

ber

of d

evel

opm

ent a

pp

rova

ls th

at

incl

ude

‘car

sta

cker

s’

2.5.

2.1

Con

tinue

to im

ple

men

t and

revi

ew th

e Re

side

ntPa

rkin

g Pe

rmit

Polic

y an

d on

str

eet r

esid

ent p

arki

ng s

chem

es

2.5.

2.2

Use

tech

nolo

gy to

man

age

par

king

2.5.

2.3

Prov

ide

inte

grat

ed a

nd e

ffici

ent p

arki

ng o

ptio

ns in

vill

ages

and

re

tail

area

s

2.5.

2.4

Con

tinue

to m

anag

e off

str

eet p

arki

ng in

new

dev

elop

men

ts

thro

ugh

the

Dev

elop

men

t Con

trol

Pla

n


KEY

CON

TRIB

UTO

RS

Cou

ncil

will

wor

k w

ith th

e fo

llow

ing

stak

ehol

ders

to h

elp

imp

lem

ent D

irect

ion

2:

Ad

voca

teFu

nd

erSe

rvic

e Pr

ovid

erRe

gul

ator

Part

ner

Nor

th S

ydne

y C

ounc

il

Busi

ness

es

Cit

y Ra

il/Ra

ilCor

p

Com

mun

ity

grou

ps

Dep

artm

ent o

f Inf

rast

ruct

ure,

Tra

nsp

ort,

Regi

onal

Dev

elop

men

t and

Loc

alG

over

nmen

t

Dev

elop

ers

NSW

Dep

artm

ent A

rts,

Sp

orts

and

Rec

reat

ion

NSW

Dep

artm

ent o

f Env

ironm

ent a

nd C

limat

e C

hang

e

NSW

Dep

artm

ent o

f Pla

nnin

g

NSW

Food

Aut

horit

y

NSW

Min

istr

y of

Tra

nsp

ort

NSW

Polic

e

Road

s an

d Tr

affic

Aut

horit

y

Scho

ols

Stat

e Tr

ansi

t Aut

horit

y - S

ydne

y Bu

ses/

Sydn

eyFe

rrie

s

Idea

s to

Mak

e it

Hap

pen

eg fi

t wat

er e

ffici

ent s

how

er

head

s, ra

inw

ater

tank

s, ta

p fl

ow

regu

lato

rs a

nd u

se e

nerg

y an

d w

ater

effi

cien

t ele

ctric

al g

oods

com

pet

ition

s in

Nor

th S

ydne

y

shop

s, w

ork

or s

choo

l

pan

els,

sol

ar h

ot w

ater

sys

tem

s an

d w

ater

tank

s an

d en

ergy

and

w

ater

effi

cien

t fixt

ures

and

fitt

ing

whe

n re

nova

ting

your

hou

se

Busi

ness

- En

ergy

$av

ing’

p

rogr

am to

redu

ce y

our

ener

gy b

ills

and

min

imis

e gr

eenh

ouse

gas

em

issi

ons


27

Direction 3: Our Economic Vitality

Where will we be in 2020?By 2020, North Sydney is reinforced as one of Australia’s largest commercial centres. North Sydney CBD is a hub for industries such as telecommunications, banking and finance, information technology and media and advertising.

Business confidence is high, and the local economy is thriving. Business networks have been a successful tool in improving coordination and cooperation among small local businesses. Our CBD hosts a prosperous business community, contributes to a vibrant lifestyle and works in harmony with the surrounding natural environment, residential areas and other commercial centres nearby. Local commercial centres are also healthy with sufficient capacity provided to support economic activity in centres outside the CBD.

North Sydney is a premier retail destination and recognised activity hub with a great variety of offerings for meeting, shopping, cultural activities and after hours dining. Functionalimprovements to the commercial centres such as pedestrian path networks, improved community meeting places and better public transport have strengthened the commercial centres, making them a crucial element of the sustainability of North Sydney.

North Sydney has a national and worldwide recognition as a tourism icon. Tourism has served to preserve and enhance natural resources that can be used and enjoyed by residents and visitors alike.



GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

3.1

Ensu

re a

vib

rant

, st

rong

, and

sus

tain

able

lo

cal e

cono

my

3.1.

1To

incr

ease

the

cap

abili

ty o

f bus

ines

s in

N

orth

Syd

ney

EC02

Offi

ce a

nd re

tail

occu

pan

cy a

nd v

acan

cy

rate

s

EC03

Num

ber

of b

usin

esse

s by

indu

stry

div

isio

n

EC04

Loca

l est

imat

es o

f une

mp

loym

ent

(une

mp

loye

d p

erso

ns a

nd u

nem

plo

ymen

t ra

te) b

y ag

e an

d ge

nder

EC05

Bus

ines

s co

mm

unit

y sa

tisfa

ctio

n w

ith

Nor

th S

ydne

y as

a g

ood

pla

ce to

do

bus

ines

s

3.1.

1.1

Inve

stig

ate

way

s to

furt

her e

ngag

e la

ndow

ners

, bus

ines

ses

and

ot

her s

take

hold

ers

to s

tren

gthe

n ec

onom

ic a

ctiv

ity

3.1.

1.2

Ensu

re th

e de

sign

of m

ajor

infr

astr

uctu

re a

nd p

ublic

dom

ain

cont

ribut

es to

Nor

th S

ydne

y’s

bus

ines

s ne

eds

3.1.

1.3

Enha

nce

rela

tions

hip

s/p

artn

ersh

ips

with

Cha

mb

ers

of C

omm

erce

3.1.

1.4

Incr

ease

com

mun

ity

enga

gem

ent i

n im

pro

ving

Nor

th S

ydne

y C

BDan

d re

tail

and

com

mer

cial

cen

tres

3.1.

2To

cre

ate

exp

ande

d op

por

tuni

ties

for b

usin

ess

thro

ugh

a ra

nge

of

pla

nnin

g in

itiat

ives

EC06

Net

gro

wth

of c

omm

erci

al fl

oor s

pac

e in

th

e C

BD

EC07

The

dolla

r val

ue o

f com

mer

cial

con

stru

ctio

n

3.1.

2.1

Revi

ew o

pp

ortu

nitie

s fo

r com

mer

cial

cen

tre

grow

th

3.1.

2.2

Stre

amlin

e an

d si

mp

lify

deve

lop

men

t ap

pro

val a

nd li

cens

ing

pro

cess

es

3.1.

3To

ens

ure

the

reta

il an

d ho

spita

lity

sect

or is

th

rivin

g, d

iver

se a

nd u

niqu

e

EC08

Perc

enta

ge m

ix o

f ret

ail u

ses

3.1.

3.1

Mon

itor a

nd a

ssis

t in

the

imp

lem

enta

tion

of n

ew li

quor

lice

nsin

g la

ws

3.1.

3.2

Enco

urag

e th

e de

velo

pm

ent o

f div

erse

mix

of b

usin

esse

s

3.1.

3.3

Stre

ngth

en o

pp

ortu

nitie

s fo

r sho

pp

ing,

din

ing

and

ente

rtai

nmen

t p

artic

ular

ly a

fter

hou

rs a

nd o

n w

eeke

nds

3.1.

3.4

Imp

lem

entN

orth

Syd

ney

Pub

licD

omai

nSt

rate

gy

3.1.

3.5

Iden

tify

opp

ortu

nitie

s fo

r cul

tura

l, en

tert

ainm

ent a

nd p

ublic

art

ac

tiviti

es in

the

com

mer

cial

cen

tres

3.2

Ensu

re N

orth

Sy

dney

CBD

is o

ne

of A

ustr

alia

’s la

rges

t co

mm

erci

al c

entr

es

3.2.

1To

ackn

owle

dge

the

CBD

’s ro

le a

s a

maj

or

emp

loym

ent c

entr

e w

ithin

m

etro

pol

itan

Sydn

ey

EC09

Bus

ines

s co

mm

unit

y sa

tisfa

ctio

n w

ith

the

look

and

am

enit

y of

the

pub

lic d

omai

n.

EC10

Rank

ing

of N

orth

Syd

ney

CBD

aga

inst

ot

her m

ajor

com

mer

cial

cen

tres

3.2.

1.1

Ensu

re th

e LE

P p

rovi

des

cap

acit

y fo

r em

plo

ymen

t gro

wth

in N

orth

Sy

dney

3.2.

1.2

Dev

elop

crit

eria

to a

ttra

ct a

nd e

ncou

rage

bus

ines

ses

in th

e N

orth

Sy

dney

CBD

3.2.

1.3

Incr

ease

nat

iona

l and

inte

rnat

iona

l exp

osur

e as

a p

refe

rred

lo

catio

n fo

r bus

ines

s th

roug

h ap

pro

pria

te b

rand

ing

3.2.

1.4

Ensu

re th

at d

ecis

ion

mak

ing

in re

fere

nce

to th

e C

BD re

spec

ts th

e ne

eds

of s

urro

undi

ng re

side

nts

and

the

natu

ral e

nviro

nmen

t

3.2.

2To

del

iver

eco

nom

ic

ben

efits

to N

orth

Syd

ney

by h

ostin

g ev

ents

EC11

Num

ber

of n

atio

nal o

r int

erna

tion

al

even

ts h

oste

d in

Nor

th S

ydne

y p

er y

ear

EC12

Num

ber

of m

ajor

sp

orti

ng e

vent

s he

ld in

Nor

th S

ydne

y p

er y

ear

3.2.

2.1

Mar

ket N

orth

Syd

ney

as a

des

tinat

ion

of c

hoic

e to

inte

rnat

iona

l and

do

mes

tic v

isito

rs

3.2.

2.2

Man

age

the

imp

act o

f vis

itors

to N

orth

Syd

ney

to b

alan

ce th

e eff

ect o

n re

side

nts’

lifes

tyle

s an

d ec

onom

ic d

evel

opm

ent

3.2.

2.3

Con

tinue

to s

ourc

e m

ajor

regi

onal

and

sp

ortin

g ev

ents

3.2.

2.4

Fost

er fo

rmal

par

tner

ship

s w

ith o

ther

gov

ernm

ents

and

bus

ines

ses

to c

oord

inat

e su

pp

ort f

or a

n ev

ents

cal

enda

r for

Nor

th S

ydne

y


KEY

CON

TRIB

UTO

RS

Cou

ncil

will

wor

k w

ith th

e fo

llow

ing

stak

ehol

ders

to h

elp

imp

lem

ent D

irect

ion

3:

Ad

voca

teFu

nd

erSe

rvic

e Pr

ovid

erRe

gul

ator

Part

ner

Nor

th S

ydne

y C

ounc

il

Busi

ness

es

Cha

mb

ers

of C

omm

erce

Nei

ghb

ourin

g co

unci

ls

NSW

Dep

artm

ent o

f Pla

nnin

g

Oth

er g

over

nmen

t age

ncie

s an

d p

artn

ers

Prop

erty

Cou

ncil

of N

SW

Tour

ism

NSW

Idea

s to

Mak

e it

Hap

pen

Com

mer

ce a

nd n

etw

orks

stud

ents

, tra

inee

s an

d ap

pre

ntic

es

bus

ines

ses

and

mar

kets

loca

l med

ia a

war

e of

you

r ach

ieve

men

ts

such

as

achi

evin

g a

‘firs

t’ fo

r you

r in

dust

ry, s

ucce

ssfu

lly te

nder

ing

for a

la

rge

cont

ract

, sig

nific

ant a

nnua

l gro

wth

, a

larg

e in

crea

se in

you

r em

plo

ymen

t nu

mb

ers,

or b

eing

reco

gnis

ed th

roug

h a

regi

onal

and

nat

iona

l aw

ards

pro

gram

s


Direction 4: Our Social Vitality

Where will we be in 2020?In 2020, North Sydney offers a strong sense of local community

based on networks of neighbourhoods. Properly planned,

designed and managed public spaces have provided meeting

places and brought communities together.

Arts and cultural activities and events help retain, support and

strengthen the cultural heritage of North Sydney. The arts are

thriving in North Sydney and the community has numerous

opportunities to express its creativity. Well managed events

draw the community together and bring financial, social and

environmental benefits. Council has been successful in gaining

corporate sponsorship for many of North Sydney’s events.

In 2020, ‘learning’ is a lifelong experience in North Sydney

and the organisations that facilitate learning are an integral

part of our community. Learning is seen as a valuable activity

for people of all ages and is available in many forms and a

variety of settings, both formal and informal. Stanton Library

is reinforced as a centre of excellence. North Sydney has a

strong and diverse volunteer culture and volunteers feel

valued for what they contribute. In 2020, there is greater

intergenerational exchange. The knowledge and experience

of retired ‘baby boomers’ is a potential resource to be utilised

by the community.

The community enjoys an active and healthy lifestyle.

Accessible health services and an increase in the availability of

activities and programs especially for youth and older persons

have contributed to the improvements in community health

and community connectedness. North Sydney is a community

where the socially isolated, disadvantaged and residents

under stress are cared for.

Community services and facilities are well planned, well

located, accessible and meet a variety of uses. They reflect the research and planning undertaken by North Sydneyinto the needs of specific groups. Council has maintained and expanded partnerships with government sectors and community organisations to ensure the ongoing delivery of community services and programs.

In 2020, North Sydney is a place where people are safe and feel safe. An increased sense of community has contributed to a greater feeling of personal and neighbourhood safety. Itis safer to move around North Sydney. Council in consultation with the community has implemented a range of initiatives to cater for the needs of pedestrians and drivers. Council’s commitment to road maintenance and successful lobbying for funds to upgrade roads has made car travel around North Sydney safer. Community based transport solutions have improved particularly in servicing neighbourhoods.

Over the past 20 years the history of North Sydney has continued to be carefully preserved and documented. This has included the history of the traditional indigenous custodians of the land. Valuing and preserving local heritage has strengthened the identity of local communities as well as building a sense of community.

North Sydney in 2020 provides a diverse range of affordable housing types important for all ages and lifestyles. Thesehousing options play a valuable role in attracting and retaining specific population groups. Proactive planning decisions have resulted in improving the housing options for the elderly and meeting the needs of disadvantaged residents.

With a strong, healthy, connected and vibrant community we are better able to care for our environment, promote harmonious living and effectively address economic sustainability, locally and regionally.


31

GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

4.1

Prom

ote

dive

rse,

dy

nam

ic a

nd c

onne

cted

lo

cal c

omm

uniti

es

4.1.

1To

incr

ease

the

com

mun

ity

feel

ing

of c

onne

cted

ness

S45

Perc

enta

ge o

f res

iden

ts w

ho fe

el a

sen

se o

f co

mm

unit

y in

Nor

th S

ydne

y an

d th

eir

neig

hbou

rhoo

d

4.1.

1.1

Fost

er a

nd b

uild

com

mun

ity

par

tner

ship

s an

d ne

twor

ks

4.1.

1.2

Dev

elop

pro

gram

s to

dec

reas

e so

cial

isol

atio

n

4.1.

2To

pro

vide

, sup

por

t an

d in

crea

se a

war

enes

s of

com

mun

ity

even

ts

S46

Num

ber

of s

tree

t act

iviti

es

S47

Com

mun

ity

even

t par

ticip

atio

n le

vels

S48

Aud

ienc

e sa

tisfa

ctio

n w

ith C

ounc

il ru

n

com

mun

ity

even

ts

4.1.

2.1

Dev

elop

and

imp

lem

ent a

coo

rdin

ated

ap

pro

ach

to e

vent

s

4.1.

2.2

Prom

ote

activ

e an

d di

vers

e st

reet

life

, inc

ludi

ng m

arke

ts, s

tree

t p

artie

s an

d fa

irs u

sing

str

eets

, lan

eway

s an

d p

ublic

sp

aces

4.1.

3To

pro

mot

e an

d su

pp

ort s

ocia

l and

cu

ltur

al d

iver

sity

S49

Num

ber

of c

ultu

ral g

roup

s an

d or

gani

satio

ns

sup

por

ted

S50

Num

ber

of p

rogr

ams

spec

ifica

lly d

esig

ned

for C

ALD

gro

ups

4.1.

3.1

Faci

litat

e an

d su

pp

ort l

ocal

cul

tura

l gro

ups

and

com

mun

ity

orga

nisa

tions

4.1.

3.2

Cel

ebra

te d

iver

sity

with

in th

e co

mm

unit

y

4.1.

3.3

Prov

ide

tran

slat

ed c

omm

unit

y in

form

atio

n

4.1.

4To

iden

tify,

pre

serv

e an

d p

rom

ote

Nor

th

Sydn

ey’s

hist

ory

S51

Num

ber

of A

bor

igin

al c

ultu

ral h

erita

ge s

ites

S52

Com

mun

ity

awar

enes

s of

the

sign

ifica

nce

of h

isto

ric s

ites

4.1.

4.1

Prot

ect a

nd m

aint

ain

sacr

ed a

nd h

isto

ric s

ites

4.1.

4.2

Cel

ebra

te lo

cal h

isto

ry a

nd h

erita

ge

4.1.

4.3

Prom

ote

acce

ss to

loca

l his

tory

thro

ugh

Nor

th S

ydne

yH

erita

ge C

entr

e, lo

cal m

useu

ms

and

sign

age

4.1.

4.4

Pres

erve

loca

l site

s of

Ab

orig

inal

sig

nific

ance

4.1.

4.5

Prom

ote

hist

oric

al a

nd c

ultu

ral i

cons

to lo

cals

and

dom

estic

and

in

tern

atio

nal t

ouris

ts

4.1.

5To

faci

litat

e a

rang

e of

art

s an

d cu

ltur

al

pro

gram

s an

d fa

cilit

ies

S53

Cus

tom

er s

atis

fact

ion

with

art

s an

d cu

ltur

al

serv

ices

and

pro

gram

s

S54

Num

ber

of p

erfo

rmin

g an

d vi

sual

art

s

venu

es in

Nor

th S

ydne

y

S55

Num

ber

of p

erm

anen

t pub

lic a

rts

wor

ks

4.1.

5.1

Dev

elop

and

imp

lem

ent a

div

erse

rang

e of

art

s ed

ucat

ion

and

cu

ltur

al p

rogr

ams

4.1.

5.2

Prom

ote

per

form

ing

arts

faci

litie

s an

d p

rogr

ams

4.1.

5.3

Prov

ide

acce

ss to

vis

ual a

rts

stud

io a

nd e

xhib

ition

sp

aces

4.1.

5.4

Exp

lore

tem

por

ary

use

of u

nuse

d co

mm

erci

al s

pac

es a

s aff

orda

ble

ex

hib

ition

sp

aces

for a

rtis

ts a

nd c

ultu

ral g

roup

s

4.1.

5.5

Esta

blis

h p

artn

ersh

ips

with

oth

er le

vels

of g

over

nmen

t and

loca

l co

unci

ls a

s w

ell a

s b

usin

esse

s an

d co

mm

unit

y gr

oup

s to

coo

rdin

ate

and

sup

por

t cul

tura

l dev

elop

men

t

4.1.

5.6

Imp

lem

ent p

ublic

art

initi

ativ

es

4.1.

5.7

Iden

tify

opp

ortu

nitie

s fo

r del

iver

y of

cul

tura

l pro

gram

s th

roug

h

com

mun

ity

cent

res


32

GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

4.1.

6To

sup

por

t and

en

cour

age

phi

lant

hrop

yS5

6Th

e do

llar v

alue

of b

enefi

ts d

eliv

ered

to

the

com

mun

ity

per

yea

r tho

ugh

phi

lant

hrop

y4.

1.6.

1 In

vest

igat

e es

tab

lishm

ent o

f a b

eque

st p

rogr

am to

enc

oura

ge th

e do

natio

n of

land

, bui

ldin

gs a

nd re

sour

ces

for c

omm

unit

y us

e

4.2

Enco

urag

e lif

elon

g le

arni

ng

and

volu

ntee

ring

4.2.

1To

pro

vide

adu

lt

and

tert

iary

edu

catio

nal

opp

ortu

nitie

s

S57

Com

mun

ity

satis

fact

ion

with

the

rang

e of

le

arni

ng o

pp

ortu

nitie

s

S58

Num

ber

of p

eop

le c

omp

letin

g ed

ucat

iona

l/tr

aini

ng a

ctiv

ities

thro

ugh

com

mun

ity

cent

res

4.2.

1.1

Enco

urag

e ac

tiviti

es a

nd p

rogr

ams

to a

ddre

ss th

e ed

ucat

iona

l ne

eds

of th

e co

mm

unit

y

4.2.

1.2

Sup

por

t pro

visi

on o

f cou

rses

and

act

iviti

es a

vaila

ble

thro

ugh

com

mun

ity

cent

res

and

othe

r edu

catio

nal i

nstit

utio

ns.

4.2.

1.3

Prov

ide

netw

orki

ng o

pp

ortu

nitie

s an

d lin

ks b

etw

een

the

educ

atio

n se

ctor

and

com

mun

ity

serv

ices

4.2.

2To

sup

por

t a

dive

rsit

y of

prim

ary

and

seco

ndar

y sc

hool

s

S59

Perf

orm

ance

of N

orth

Syd

ney

stud

ents

co

mp

ared

to S

tate

ben

chm

arks

4.2.

2.1

Prom

ote

the

dive

rsit

y of

edu

catio

n ch

oice

s av

aila

ble

in

Nor

th S

ydne

y

4.2.

2.2

Prov

ide

netw

orki

ng o

pp

ortu

nitie

s an

d lin

ks b

etw

een

the

educ

atio

n se

ctor

and

com

mun

ity

serv

ices

4.2.

3To

pro

vide

a p

ublic

lib

rary

ser

vice

that

mee

ts

info

rmat

ion,

lear

ning

an

d le

isur

e ne

eds

S60

Num

ber

of l

ibra

ry lo

ans

per

yea

r

S61

Perc

enta

ge o

f res

iden

ts w

ho a

re a

ctiv

e

libra

ry m

emb

ers

S62

Num

ber

of v

isits

to S

tant

on L

ibra

ry p

er y

ear

S63

Stan

ton

Lib

rary

boo

k st

ock

per

cap

ita

S64

Num

ber

of p

artic

ipan

ts in

Sta

nton

lib

rary

p

rogr

ams

S65

Stan

ton

Lib

rary

use

r sat

isfa

ctio

n w

ith

serv

ices

and

info

rmat

ion

4.2.

3.1

Con

tinue

to re

view

lib

rary

col

lect

ion

Man

agem

ent G

uide

lines

4.2.

3.2

Prom

ote

Stan

ton

Lib

rary

as

a ce

ntre

of e

xcel

lenc

e

4.2.

3.3

Prom

ote

outr

each

lib

rary

ser

vice

s an

d on

line

data

bas

es

4.2.

3.4

Off

er a

cces

s to

glo

bal

com

mun

icat

ions

4.2.

3.5

Dev

elop

and

enh

ance

qua

lity

of li

bra

ry s

ervi

ces

and

even

ts

4.2.

4To

pro

mot

e an

d in

crea

se c

omm

unit

y vo

lunt

eerin

g

S66

Perc

enta

ge o

f com

mun

ity

volu

ntee

ring

S67

Ave

rage

num

ber

of v

olun

teer

hou

rs p

er w

eek

S68

Num

ber

of v

olun

teer

s in

volv

ed in

Cou

ncil

vo

lunt

eer p

rogr

ams

4.2.

4.1

Prom

ote

volu

ntee

ring

and

com

mun

ity

invo

lvem

ent

4.2.

4.2

Reco

gnis

e th

e va

lue

of v

olun

teer

con

trib

utio

ns th

roug

h lo

cal

awar

ds p

rogr

ams

or fu

nctio

ns

4.2.

4.3

Dra

w o

n th

e di

vers

ity,

ski

lls a

nd e

xper

tise

of th

e co

mm

unit

y



GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

4.3

Enco

urag

e he

alth

an

d w

ellb

eing

4.3.

1To

pro

mot

e an

d su

pp

ort a

hea

lthy

and

ac

tive

com

mun

ity

S69

Num

ber

of w

ellb

eing

pro

gram

s co

nduc

ted

by

com

mun

ity

cent

res

S70

Use

r sat

isfa

ctio

n w

ith w

ellb

eing

pro

gram

s

and

serv

ices

S71

Com

mun

ity

bus

ser

vice

pat

rona

ge

S72

Num

ber

of i

mm

unis

atio

ns c

linic

s he

ld

4.3.

1.1

Prov

ide

a ra

nge

of re

crea

tion

and

leis

ure

activ

ities

for p

eop

le o

f all

ages

and

ab

ilitie

s

4.3.

1.2

Enco

urag

e in

dep

ende

nt li

ving

for o

lder

peo

ple

and

peo

ple

with

sp

ecia

l nee

ds

4.3.

1.3

Inve

stig

ate

optio

ns to

imp

rove

acc

ess

to h

ealt

h an

d w

ellb

eing

se

rvic

es, i

nclu

ding

incr

ease

d se

rvic

es fo

r old

er p

eop

le a

nd

and

peo

ple

with

a d

isab

iltiy

4.3.

1.4

Esta

blis

h p

artn

ersh

ips

and

pro

gram

s to

imp

rove

soc

ial

cond

ition

s an

d ou

tcom

es a

mon

g p

artic

ular

com

mun

ities

4.3.

1.5

Dev

elop

pro

gram

s to

pro

mot

e a

heal

thy

lifes

tyle

(eg

stre

ss

man

agem

ent,

men

tal h

ealt

h an

d he

alth

y ea

ting)

4.3.

1.6

Sup

por

t ear

ly c

hild

hood

hea

lth

4.3.

1.7

Con

tinue

pro

visi

on o

f com

mun

ity

tran

spor

t ena

blin

g ol

der p

eop

le

and

peo

ple

with

dis

abili

ties

to a

cces

s se

rvic

es a

nd le

isur

e ac

tiviti

es

4.3.

1.8

Inve

stig

ate

com

mun

ity

bus

sys

tem

to s

ervi

ce v

illag

es

4.4

Enha

nce

com

mun

ity

serv

ices

, fac

ilitie

s an

d in

form

atio

n

4.4.

1To

pro

vide

equ

itab

le

and

affor

dab

le a

cces

s to

com

mun

ity

serv

ices

, in

form

atio

n, p

rogr

ams

and

faci

litie

s

S73

Util

isat

ion

of c

omm

unit

y ce

ntre

s an

d

com

mun

ity

faci

litie

s

S74

Com

mun

ity

satis

fact

ion

with

com

mun

ity

fa

cilit

ies

S75

Util

isat

ion

of c

hild

car

e se

rvic

es

S76

Com

mun

ity

satis

fact

ion

with

Cou

ncil’

s p

rovi

sion

of c

hild

ren’

s se

rvic

es

S77

Clie

nt s

atis

fact

ion

at e

ach

Cou

ncil

oper

ated

ch

ildca

re c

entr

e

S78

Num

ber

of F

amily

Day

Car

e p

rogr

ams

S79

Part

icip

atio

n ra

tes

in V

acat

ion

Car

e p

rogr

ams

S80

Num

ber

of y

outh

invo

lved

with

pro

gram

s fo

r yo

ung

peo

ple

S81

Num

ber

of p

artic

ipan

ts in

pro

gram

s fo

r ol

der p

eop

le a

nd p

eop

le w

ith d

isab

ilitie

s

4.4.

1.1

Prov

ide

and

pro

mot

e w

idel

y ac

cess

ible

info

rmat

ion

on s

upp

ort

serv

ices

, bot

h fa

ce to

face

and

onl

ine

4.4.

1.2

Prov

ide

child

care

ser

vice

s in

clud

ing

Fam

ilyD

ay C

are

and

Vaca

tion

C

are

pro

gram

s

4.4.

1.3

Faci

litat

e eq

ual a

cces

s to

com

mun

ity

serv

ices

and

faci

litie

s

4.4.

1.4

Incr

ease

acc

ess

to s

ervi

ces

and

info

rmat

ion

sup

por

t for

fam

ilies

, yo

ung

peo

ple

and

old

er p

eop

le

4.4.

1.5

Prep

are

stra

tegi

es to

ens

ure

serv

ices

mee

t loc

al c

omm

unit

y ne

eds

fo

r all

stag

es o

f the

life

cyc

le

4.4.

1.6

Prov

ide

sup

por

t and

fund

ing

for c

omm

unit

y gr

oup

s


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

S82

Car

e gi

ver a

nd u

ser s

atis

fact

ion

with

p

rogr

ams

for o

lder

peo

ple

and

peo

ple

with

di

sab

ilitie

s

S83

Num

ber

of h

its o

n on

line

com

mun

ity

di

rect

ory

(LIN

CS)

G02

Num

ber

of c

omm

unit

y gr

oup

s w

ho re

ceiv

e fin

anci

al s

upp

ort f

rom

Cou

ncil

each

yea

r to

fa

cilit

ate

com

mun

ity

goal

s

G03

Am

ount

of g

rant

fund

ing

or s

pon

sors

hip

re

ceiv

ed b

y C

ounc

il ea

ch y

ear t

o fa

cilit

ate

co

mm

unit

y go

als

4.5

Imp

rove

com

mun

ity

safe

ty a

nd a

cces

sib

ility

4.5.

1To

ens

ure

Nor

th

Sydn

ey is

a p

lace

whe

re

peo

ple

feel

saf

e

S84

Perc

enta

ge o

f com

mun

ity

who

feel

saf

e in

N

orth

Syd

ney

S85

Loca

l Gov

ernm

ent A

rea

Crim

e Ra

nkin

gac

ross

off

ence

typ

es

S86

Com

mun

ity

satis

fact

ion

with

str

eet l

ight

ing

S87

Num

ber

of l

icen

sed

pre

mis

es p

artic

ipat

ing

in

Liqu

or A

ccor

d

S88

Num

ber

of r

epor

ted

inci

denc

es o

f dom

estic

vi

olen

ce

S89

Num

ber

of c

omm

unit

y sa

fety

aud

its p

er y

ear

4.5.

1.1

Dev

elop

pro

gram

s to

dec

reas

e dr

ug a

nd a

lcoh

ol a

bus

e

4.5.

1.2

Prom

ote

anti-

disc

rimin

atio

n an

d p

rovi

de ‘s

afe

spac

es’ a

nd in

clus

ive

pro

gram

s fo

r gay

, les

bia

n, b

isex

ual a

nd tr

ansg

ende

r peo

ple

4.5.

1.3

Dev

elop

pro

gram

s to

dec

reas

e do

mes

tic v

iole

nce

4.5.

1.4

Regu

late

urb

an d

esig

n to

mai

ntai

n an

d im

pro

ve p

ublic

saf

ety

4.5.

1.5

Imp

rove

str

eet l

ight

ing

4.5.

1.6

Prov

ide

info

rmat

ion

on s

afet

y at

hom

e eg

falls

pre

vent

ion

4.5.

1.7

Prov

ide

app

rop

riate

pla

nnin

g fo

r lar

ge s

cale

em

erge

ncie

s

4.5.

2To

imp

rove

the

safe

ty

of p

edes

tria

ns a

nd ro

ad

user

s

S90

Num

ber

of r

oad

acci

dent

dea

ths

and

inju

ries

S91

Num

ber

of e

ach

typ

e of

traffi

c co

llisi

on w

ithin

Nor

th S

ydne

y p

er y

ear

S92

Perc

enta

ge o

f the

com

mun

ity

who

feel

saf

ety

for p

edes

tria

ns a

nd c

yclis

ts is

ade

quat

e or

bet

ter

S93

Num

ber

of p

artic

ipan

ts in

road

saf

ety

p

rogr

ams

4.5.

2.1

Imp

lem

ent r

oad

safe

ty e

duca

tion

pro

gram

s

4.5.

2.2

Adv

ocat

e fo

r roa

d sa

fety

imp

rove

men

ts

4.5.

3To

pro

vide

acc

essi

ble

p

ublic

bui

ldin

gs, s

pac

es

and

faci

litie

s

S94

Com

mun

ity

satis

fact

ion

with

acc

ess

arou

nd

Nor

th S

ydne

y an

d to

the

area

’s b

uild

ings

, sp

aces

, an

d fa

cilit

ies

4.5.

3.1

Prom

ote

Cou

ncil’

s U

nive

rsal

Cha

rter

for A

cces

s



GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

4.6

Prom

ote

affor

dab

le

hous

ing

and

acco

mm

odat

ion

4.6.

1To

sup

por

t aff

orda

ble

an

d ac

cess

ible

hou

sing

S95

Ratio

of a

ffor

dab

le h

ousi

ng a

s a

pro

por

tion

of to

tal h

ousi

ng w

ithin

Nor

th S

ydne

y

S96

Num

ber

of a

dditi

onal

age

d ca

re fa

cilit

ies

S97

Num

ber

of n

ursi

ng h

ome

bed

s in

Nor

th

Sydn

ey

4.6

.1.1

Pro

vide

a ra

nge

of a

ffor

dab

le h

ousi

ng a

nd a

ccom

mod

atio

n

typ

es, i

nclu

ding

low

cos

t, em

erge

ncy

and

shor

t ter

m

hous

ing

to s

uit a

cha

ngin

g p

opul

atio

n

4.6.

1.2

Exp

lore

op

por

tuni

ties

for i

ncre

ased

hou

sing

div

ersi

ty to

m

eet a

rang

e of

nee

ds e

spec

ially

old

er p

eop

le, p

eop

le w

ith

disa

bili

ties

and

key

wor

kers

4.6.

1.3

Sup

por

t old

er re

side

nts

thro

ugh

acce

ss to

loca

l nur

sing

ho

mes

and

retir

emen

t vill

ages

4.6.

1.4

Imp

lem

ent p

rogr

ams

and

serv

ices

to s

upp

ort p

eop

le in

p

ublic

hou

ring

4.6.

1.5

Exp

lore

fund

ing

opp

ortu

nitie

s fo

r a re

gion

al h

ousi

ng w

orke

r

36

KEY

CON

TRIB

UTO

RS

Cou

ncil

will

wor

k w

ith th

e fo

llow

ing

stak

ehol

ders

to h

elp

imp

lem

ent D

irect

ion

4:

Ad

voca

teFu

nd

erSe

rvic

e Pr

ovid

erRe

gul

ator

Part

ner

Nor

th S

ydne

y C

ounc

il

Ab

orig

inal

Her

itag

e O

ffice

Art

s N

SW

NSW

Att

orne

y G

ener

al’s

Dep

artm

ent

Com

mun

ity

grou

ps

and

resi

dent

s

Com

mun

ity

orga

nisa

tions

Cul

tura

l ins

titut

ions

and

gro

ups

Hou

sing

NSW

Liqu

or A

ccor

d

Low

er N

orth

Sho

re C

omm

unit

y Tr

ansp

ort

Nei

ghb

ourin

g co

unci

ls

Nor

th S

hore

Com

mun

ity

Hou

sing

Nor

th S

ydne

y C

entr

al A

rea

Hea

lth

Serv

ice

Nor

th S

ydne

yH

isto

rical

Soc

iety

NSW

Dep

artm

ent A

rts,

Sp

ort a

nd R

ecre

atio

n

NSW

Dep

artm

ent o

f Age

ing,

Dis

abili

ty a

nd H

ome

Car

e

NSW

Dep

artm

ent o

f Com

mun

ity

Serv

ices

NSW

Dep

artm

ent o

f Hea

lth

NSW

Dep

artm

ent o

f Pre

mie

r and

Cab

inet

NSW

Div

isio

n of

Loc

al G

over

nmen

t

NSW

Polic

e

NSW

Stat

e Li

bra

ry

Road

s an

d Tr

affic

Aut

horit

y

Volu

ntee

rs

Idea

s to

Mak

e it

Hap

pen

day,

or a

loca

l str

eet b

arb

ecue

or o

rgan

isat

ions

invo

lved

in v

ario

us

com

mun

ity

pro

ject

s ac

ross

Nor

th S

ydne

y

your

loca

l hos

pita

l, sc

hool

, age

d ca

re fa

cilit

y or

sp

ortin

g cl

ub

gard

en; a

nd s

hare

fres

h p

rodu

ce

with

loca

l res

iden

ts a

nd s

choo

ls

neig

hbou

rs -

exch

ange

ski

lls, c

reat

e a

bab

ysitt

ing

club

or o

rgan

ise

a ca

re d

ay fo

r th

e ag

ed p

erso

ns in

you

r com

mun

ity

inN

orth

Syd

ney’

s C

omm

unit

y D

irect

ory

so th

at o

ther

s kn

ow a

bou

t you

heal

thy

food

, enj

oy lo

ts o

f exe

rcis

e,

stay

men

tally

act

ive

- get

invo

lved

in

a lo

cal c

omm

unit

y ga

rden

cont

act S

tant

on L

ibra

ry

and

teac

h th

em th

e im

por

tanc

e of

lif

elon

g le

arni

ng a

nd e

duca

tion

cent

re o

r com

mun

ity

neig

hbou

rhoo

d ce

ntre

pre

scho

ols,

kin

derg

arte

ns a

nd s

choo

ls

in re

side

ntia

l str

eets



Direction 5: Our Civic Leadership

Where will we be in 2020?Council in 2020 is an employer of choice. Council has a highly skilled and motivated workforce committed to providing the community with a high level of service. Council has maintained its strong reputation as an effective, efficient, ethical and transparent organisation through good governance, sound financial management and strong community leadership. It functions in accordance with its values, sound business practices and a comprehensive understanding of community needs and aspirations.

Council has improved governance by empowering communities to take responsibility for identifying and providing solutions to their concerns. The community has the ability to collectively work with Council and other partners to achieve the 2020 Vision. North Sydney is a leader in innovative strategies for partnering with the community in planning, service delivery and decision making. The community is encouraged to take an active interest in the issues of North Sydney. Information is managed and coordinated effectively as well as being available in real time.

Council has enhanced its communication mechanisms including online communications making North Sydney a more informed community.

Council continues to address sustainability within its planning, reporting and decision making processes by considering the environmental, social, economic and governance implications across all Council activities.

North Sydney is a leader in financial and asset management and has expanded revenues and diversified its income base to achieve a sustainable financial footing for delivering strategic priorities. Council effectively manages risk to minimise threats and maximise opportunities.


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

5.1

Lead

Nor

th S

ydne

yin

to a

sus

tain

able

futu

re5.

1.1

To p

rovi

de a

cle

ar

stra

tegi

c di

rect

ion

for t

he

futu

re o

f Nor

th S

ydne

y

G04

Com

mun

ity

awar

enes

s of

the

Com

mun

ity

St

rate

gic

Plan

G05

Com

mun

ity

satis

fact

ion

with

Nor

th S

ydne

y’s

stra

tegi

c di

rect

ion

5.1

.1.1

In

corp

orat

e C

omm

unit

y St

rate

gic

Plan

dire

ctio

ns,

goal

s, o

bje

ctiv

es a

nd s

trat

egie

s in

to C

ounc

il’s

Del

iver

y Pr

ogra

m a

nd O

per

atio

nal P

lans

/bud

gets

5.1.

1.2

Man

age

fund

ing

and

reso

urce

s eff

ectiv

ely

and

effici

entl

y to

ach

ieve

b

ette

r com

mun

ity

outc

omes

5.1.

2To

inte

grat

e su

stai

nab

ility

as

a co

re

par

t of C

ounc

il’s

corp

orat

e p

lann

ing

and

rep

ortin

g

G06

Perc

enta

ge o

f rep

orts

to C

ounc

il th

at

pro

vide

a s

usta

inab

ility

ass

essm

ent

G07

Num

ber

of C

ounc

il’s

pla

ns, s

trat

egie

s an

d p

olic

ies

revi

ewed

to re

flect

the

Com

mun

ity

St

rate

gic

Plan

5.1.

2.1

Imp

lem

ent a

qua

drup

le b

otto

m li

ne a

pp

roac

h to

Cou

ncil’

s p

lann

ing,

rep

ortin

g an

d de

cisi

on m

akin

g p

roce

sses

5.1.

2.2

Dev

elop

and

mai

ntai

n eff

ectiv

e re

por

ting

syst

ems

that

ena

ble

C

ounc

il to

mea

sure

and

rep

ort o

n p

erfo

rman

ce

5.1.

2.3

Con

duct

com

mun

ity

educ

atio

n p

rogr

ams

rega

rdin

g Q

BL

5.1.

3To

bui

ld a

nd fo

ster

re

latio

nshi

ps,

str

ateg

ic

netw

orks

and

wor

k co

llab

orat

ivel

y w

ith a

ll le

vels

of g

over

nmen

t, no

n-go

vern

men

t org

anis

atio

ns,

the

priv

ate

sect

or a

nd

com

mun

ity

grou

ps

G08

Num

ber

of M

emor

anda

of U

nder

stan

ding

5.1.

3.1

Initi

ate

new

par

tner

ship

op

por

tuni

ties

to a

chie

ve th

e C

omm

unit

y

Stra

tegi

c Pl

an g

oals

and

ob

ject

ives

5.1.

3.2

Con

tinue

to e

ngag

e w

ith n

eigh

bou

ring

coun

cils

, oth

er le

vels

of

gove

rnm

ent,

natio

nal a

nd g

lob

al c

ities

5.1.

3.3

Esta

blis

h p

roje

ct a

nd lo

catio

n b

ased

par

tner

ship

s

5.1.

4To

lob

by fo

r ref

orm

s to

loca

l gov

ernm

ent

G09

Num

ber

of s

ucce

ssfu

l lob

byin

g ac

tiviti

es5.

1.4.

1 Le

ad p

ublic

deb

ate

on th

e fu

ture

of l

ocal

gov

ernm

ent i

n N

SW

5.1.

4.2

Wor

k to

war

ds a

sys

tem

of F

eder

al G

over

nmen

t fun

ding

to

loca

l cou

ncils

for a

chie

vem

ent o

f agr

eed

stra

tegi

c ou

tcom

es

5.2

Enha

nce

com

mun

ity

par

ticip

atio

n,

colla

bor

atio

n an

d en

gage

men

t

5.2.

1To

pro

vide

com

mun

ity

enga

gem

ent a

nd

cons

ulta

tion

opp

ortu

nitie

s

G10

Com

mun

ity

satis

fact

ion

with

Cou

ncil’

s co

mm

unit

y en

gage

men

t pro

cess

es

G11

Num

ber

of c

omm

unit

y en

gage

men

t/

cons

ulta

tion

opp

ortu

nitie

s p

rovi

ded

by C

ounc

il

5.2.

1.1

Imp

lem

ent a

nd e

ffec

tivel

y re

sour

ce C

ounc

il’s

Com

mun

ity

En

gage

men

t Pol

icy

5.2.

1.2

Prov

ide

a p

rogr

am o

f War

d Fo

rum

s

5.2.

1.3

Sup

por

t the

Com

mun

ity

Prec

inct

Sys

tem

5.2.

1.4

Initi

ate

web

bas

ed c

onsu

ltat

ion

to b

road

en th

e ra

nge

of

com

mun

ity

par

ticip

atio

n

5.3

Enab

le th

e co

mm

unit

y to

be

info

rmed

and

aw

are

5.3.

1To

imp

rove

co

mm

unit

y aw

aren

ess

of

Cou

ncil’

s ac

tiviti

es a

nd

serv

ices

thro

ugh

targ

eted

co

mm

unic

atio

ns

G12

Com

mun

ity

awar

enes

s of

act

iviti

es

unde

rtak

en b

y C

ounc

il

G13

Com

mun

ity

satis

fact

ion

with

co

mm

unic

atio

ns fr

om C

ounc

il

G14

Num

ber

of v

isits

to C

ounc

il’s

web

site

G15

Num

ber

of s

ubsc

riptio

ns to

onl

ine

ne

wsl

ette

rs a

nd p

anel

s

5.3.

1.1

Enha

nce

Cou

ncil’

s ex

istin

g ex

tern

al c

omm

unic

atio

n m

etho

ds

5.3.

1.2

Enha

nce

Cou

ncil’

s w

ebsi

te c

apab

ilitie

s an

d p

rom

ote

as a

key

co

mm

unic

atio

n m

etho

d

5.3.

1.3

Div

ersi

fy th

e us

e of

dig

ital c

omm

unic

atio

ns

5.3.

1.4

Incr

ease

the

pro

mot

ion

of C

ounc

il ac

tiviti

es a

nd a

chie

vem

ents


GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

5.4

Ensu

re th

at

the

orga

nisa

tion

is

effec

tive

and

effici

ent

5.4.

1To

pro

vide

eth

ical

, op

en, a

ccou

ntab

le a

nd

tran

spar

ent d

ecis

ion

mak

ing

pro

cess

es

G16

Perc

enta

ge o

f com

mun

ity

mem

ber

s w

ho

feel

Cou

ncil

oper

ates

und

er e

thic

al, o

pen

, ac

coun

tab

le a

nd tr

ansp

aren

t pro

cess

es

G17

Perc

enta

ge o

f com

mun

ity

satis

fied

that

C

ounc

il m

akes

dec

isio

ns in

the

bes

t int

eres

t of

Nor

th S

ydne

y

G18

Perc

enta

ge o

f com

mun

ity

mem

ber

s w

ho

feel

they

can

influ

ence

dec

isio

ns a

ffec

ting

thei

r lo

cal a

rea

5.4.

1.1

Ensu

re re

leva

nt C

ounc

il p

roce

sses

and

dec

isio

ns a

re a

cces

sib

le

5.4.

1.2

Prom

ote

com

mun

ity

acce

ss a

nd p

artic

ipat

ion

at C

ounc

il m

eetin

gs

5.4.

1.3

Mai

ntai

n co

mm

unit

y ac

cess

and

eff

ectiv

e p

artic

ipat

ion

in C

ounc

il Re

fere

nce

Gro

ups

5.4.

2To

imp

lem

ent b

est

pra

ctic

e go

vern

ance

G19

Com

mun

ity

satis

fact

ion

with

acc

ess

to

info

rmat

ion,

key

doc

umen

ts a

nd m

eetin

gs

G20

Com

mun

ity

satis

fact

ion

with

cou

ncill

or

and

orga

nisa

tiona

l per

form

ance

G21

Com

plia

nce

with

sta

tuto

ry re

quire

men

ts

G22

Com

plia

nce

with

priv

acy

requ

irem

ents

5.4.

2.1

Mai

ntai

n th

e cu

rren

cy o

f Cou

ncil’

s Po

licy

Man

ual

5.4.

2.2

Imp

lem

ent b

est p

ract

ice

gove

rnan

ce s

trat

egie

s

5.4.

2.3

Revi

ew C

ounc

il’s

com

pla

int h

andl

ing

pro

cess

es

5.4.

2.4

Mon

itor a

nd m

anag

e p

erso

nal a

nd p

rivat

e in

form

atio

n

5.4.

3To

del

iver

cus

tom

er

focu

sed

Cou

ncil

serv

ices

G23

Com

mun

ity

satis

fact

ion

with

Cou

ncil’

s

serv

ice

deliv

ery

G24

Num

ber

of o

nlin

e se

rvic

es

5.4.

3.1

Imp

lem

ent s

trat

egie

s to

ens

ure

exce

llenc

e in

cus

tom

er s

ervi

ce

5.4.

3.2

e-En

able

all

rele

vant

Cou

ncil

serv

ices

5.4.

3.3

Mon

itor s

ervi

ce le

vels

in k

ey s

ervi

ce a

reas

5.4.

3.4

Con

duct

a c

omp

rehe

nsiv

e b

ienn

ial c

usto

mer

sur

vey

rega

rdin

g sa

tisfa

ctio

n w

ith C

ounc

il’s

per

form

ance

and

ser

vice

pro

visi

on

5.4.

4To

be

an

emp

loye

r of c

hoic

eG

25St

aff tu

rnov

er ra

tes

G26

Perc

enta

ge o

f sta

ff s

atis

fied

with

the

orga

nisa

tion

5.4.

4.1

Att

ract

, dev

elop

and

reta

in h

ighl

y sk

illed

sta

ff a

nd p

rovi

de a

saf

e w

ork

envi

ronm

ent

5.4.

4.2

Imp

lem

ent b

est p

ract

ice

Hum

anRe

sour

ce p

olic

ies

and

stra

tegi

es

5.4.

5To

min

imis

e ris

kas

soci

ated

with

Cou

ncil’

s ac

tiviti

es

G27

Ann

ual P

ublic

Liab

ility

Aud

it ra

ting

5.4.

5.1

Imp

lem

ent b

est p

ract

ice

risk

man

agem

ent s

trat

egie

s

5.4.

5.2

Faci

litat

e tr

aini

ng a

nd e

duca

tion

awar

enes

s p

rogr

ams

rega

rdin

g ris

k m

anag

emen

t

5.4.

5.3

Mai

ntai

n an

ap

pro

pria

te in

sura

nce

pro

gram

40

GO

AL

OBJ

ECTI

VEIN

DIC

ATO

RSST

RATE

GY

Wha

t do

we

wan

t to

ach

ieve

?W

hat i

s to

be

atta

ined

to

acco

mp

lish

the

goal

?H

ow w

ill w

e m

easu

re p

rogr

ess?

Wha

t will

we

do?

5.4.

6To

ens

ure

the

cont

inui

ty o

f Cou

ncil’

s cr

itica

l bus

ines

s fu

nctio

ns

G28

Perc

enta

ge o

f bus

ines

s co

ntin

uity

test

s co

nduc

ted

with

in a

gree

d se

rvic

e le

vel

G29

Com

plia

nce

with

reco

rd k

eep

ing

re

quire

men

ts

G30

Perc

enta

ge o

f com

mun

ity

satis

fied

with

ea

se o

f acc

ess

to in

form

atio

n

G31

Perc

enta

ge o

f sys

tem

s av

aila

ble

on

a

24 h

our,

7 da

y a

wee

k b

asis

5.4.

6.1

Imp

lem

ent b

est p

ract

ice

reco

rds

man

agem

ent

5.4.

6.2

Imp

lem

ent a

nd p

erio

dica

lly te

st C

ounc

il’s

bus

ines

s co

ntin

uity

st

rate

gies

5.4.

6.3

Dev

elop

and

imp

lem

ent t

he K

now

ledg

e M

anag

emen

t Pla

n

5.4.

6.4

Prov

ide

suita

ble

info

rmat

ion

tech

nolo

gy h

ardw

are

and

soft

war

e

acro

ss th

e or

gani

satio

n

5.5

Ensu

re th

e lo

ng te

rm

finan

cial

sus

tain

abili

ty o

f N

orth

Syd

ney

5.5.

1To

ens

ure

Nor

th

Sydn

ey C

ounc

il is

fina

ncia

llysu

stai

nab

le

EC13

Op

erat

ing

bal

ance

ratio

EC14

Rate

s an

d A

nnua

l Cha

rges

cov

erag

e ra

tio

EC15

Unr

estr

icte

d cu

rren

t rat

io

EC16

Bui

ldin

g an

d in

fras

truc

ture

rene

wal

ratio

EC17

Deb

t ser

vice

ratio

EC18

Bro

ad li

abili

ties

ratio

5.5.

1.1

Mai

ntai

n an

Inve

stm

ent S

trat

egy

and

Polic

y

5.5.

1.2

Imp

lem

ent b

est p

ract

ice

finan

cial

pla

nnin

g

5.5.

1.3

Inve

stig

ate

opp

ortu

nitie

s to

exp

and

reve

nue

from

com

mer

cial

op

erat

ions

, pro

per

ty p

ortf

olio

and

oth

er in

com

e ge

nera

ting

asse

ts

5.5.

1.4

Ap

ply

the

“use

r pay

s p

rinci

ple

” as

the

bas

is fo

r ful

l cos

t rec

over

y

5.5.

1.5

Revi

ew th

e ra

ting

stra

tegy

to re

flect

an

equi

tab

le d

istr

ibut

ion

of

cost

s an

d b

enefi

ts


41

KEY

CON

TRIB

UTO

RS

Cou

ncil

will

wor

k w

ith th

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Resourcing the Community Strategic Plan

Making the Vision a RealityIt is envisaged that the majority of strategies will be completed over the 11 year period between 2009 and 2020, subject to available funding and resources.

The development of the 2020 Vision is the first step in an ongoing process of making North Sydney sustainable. The Vision cannot be achieved by Council alone, and the involvement of residents, businesses, community groups, organisations and all levels of government is important in ensuring that the Vision becomes a reality.

While many of the objectives relate directly to Council activities, some can only be achieved with help from the community, businesses, service providers, government agencies, other organisations, the education sector and other stakeholders. Some relate to areas Council has very limited ability to influence.

The full financial impact of the Community Strategic Plan is currently under review to determine the affordability of the wants, needs, and expectations of our community and to ensure a final outcome which is financially sustainable.

For its part in putting the Community Strategic Plan into practice, Council will:

Financial Plan, Asset Management Plan and Workforce Planning Strategy. The Resourcing Strategy will be made available on Council’s website at www.northsydney.nsw.gov.au

role and commitment to actions that it will take to meet the goals. The Delivery Program will describe the actions required of Council to achieve the objectives outlined in the 2020 Vision.

the services and projects to be carried out over a 12 month period, the associated expenditure, and the key performance targets and measures that will be used to report progress.

A Social Plan for North Sydney 2008-2012.

North Sydney Local Environment Plan - the strategic land use policy and development framework for the municipality, to also reflect the Community Strategic Plan.

vision of the Community Strategic Plan is achieved. Futuredocuments produced by Council and subsequent decisions made by Council will be tested against the 2020 Vision to ensure that Council is working towards the achievement of its vision.

encourage a sharing of ideas, awareness and openness

and non-government organisations to align plans with community aspirations.


How you can be Involved? If you or your organisation, community group or committee want to help to achieve the vision:

community group or committee should be an implementation party.

committee will adopt under appropriate goals.

group or committee is interested in promoting.

closer fit with the 2020 Vision is possible.

achieve our community’s aspirations (see the ‘Ideas to Make it Happen’ section under each Direction).

activities happening in your local area.

How do we Know if we have Achieved our Goals? Monitoring and reporting is vital to the success of the 2020 Vision and the achievement of sustainable outcomes. Council will continually track and assess our progress towards the 2020 Vision. Council is committed to monitoring North Sydney’s social, environmental, economic and governance performance to see how North Sydney is working towards the vision of sustainability.

Progress towards implementation of the priorities and strategies in the Plan will be monitored and reported by Council to the community every four years. The report tracks a range of sustainability indicators - social, environmental, economic and governance, allowing us to see whether we are actually making progress towards our vision.

Quarterly Reviews and Annual ReportCouncil reviews and reports quarterly to the community on Council’s progress against the Delivery Program by measuring performance against specific indicators and progress of current projects outlined in the annual Operational Plan. The Annual Report reports on Council’s performance for the financial year. These plans and reports are available at Council’s Customer Service Centre and Stanton Library and are also available at www.northsydney.nsw.gov.au

Customer Satisfaction SurveyCouncil conducts a Customer Satisfaction Survey every two years, to determine community satisfaction with its services and views on a number of key local issues. This feedback is used in the development of the Community Strategic Planincluding the development of relevant and measurable indicators and targets. The survey findings are available at www.northsydney.nsw.gov.au

Reviewing the 2020 VisionWhilst the goals and objectives are firmly established, the appropriateness and effectiveness of planned strategies need to be continually assessed over the lifespan of the Community Strategic Plan and changed if necessary.

A review of the Community Strategic Plan is undertakenwithin one year of each Council election. The Plan is a living document that is reviewed every four years to take account of changing local issues and will involve further community consultation to ensure that it remains reflective of the community’s aspirations. The targets and measures will also reviewed every four years to ensure we are on the right track for moving towards the vision, as we gradually improve our capacity to set, measure, achieve and report against targets.

Community involvement in the Community Strategic Planning process will remain ongoing with a framework being established for further consultation and input. Community members will be given the opportunity to be involved in delivering the strategies. They will also ensure that the 2020 Vision remains relevant as we progress towards 2020. Inaddition community members will be able to provide feedback and assess progress towards the vision via Council’s Customer Satisfaction Survey.


Appendix 1 - Terms Used in this Plan

In the context of this Community Strategic Plan the following definitions apply:

Advocate A stakeholder acts as an advocate when they make representations on behalf of the community to a range of organisations such as other levels of government.

Affordable Housing Low cost housing for sale or rent, often provided by a housing association.

Alignment The correct position or positioning of different components with respect to each other or something else, so that they perform properly.

Annual Report The annual review of Council’s performance as measured against the Operational Plan.

Biodiversity The diversity of plant and animal life in a particular habitat (or in the world as a whole).

Budget The annual financial activities and financial statements Council has adopted to monitor its performance. The budget is subject to an annual audit at the end of the financial year.

CBD Refers to the Central Business District in the suburb of North Sydney, which is the economic centre of the North Sydney local government area.

Charter Outlines Council’s commitment to the community and what the community can expect from Council.

Civic Leadership In the Integrated Planning and Reporting Framework the fourth element in quadruple bottom line, known as ‘governance’ is described as “civic leadership”. This term has been chosen to indicate it relates not only to the way that Council will interact with the Community Strategic Plan, but also the way that members of the community might become involved in delivering some of the Plan’s objectives.

Community Broadly refers to any specific socially or geographically defined sectors of the North Sydneycommunity that may have an interest in or be affected by the workings of Council. These mayinclude residents and ratepayers/land owners, business owners and operators, people who work in the local government area, visitors (including tourists and shoppers), government agencies, users of Council services, local community groups and associations (including sporting, church and charity groups).

Community engagement The process of purposeful and timely information exchange between the Council and the community, where input/feedback is gathered through consultation mechanisms is taken into consideration in Council’s decision making processes. Community consultation in developing the Community Strategic Plan and Delivery Program is a prerequisite of the plans.

Community Strategic Plan The Community Strategic Plan (known as the 2020 Vision) is the highest level plan that a council is required to prepare. The Community Strategic Plan outlines the goals, objectives and strategies for achieving the long term vision for North Sydney. The Community Strategic Plan guides decision making and resource allocation to achieve the vision. Council’s Community Strategic Plan covers a 20 year outlook and is reviewed every four years.

Community Transport Vehicular movements of people by not for profit organisations and bodies, refers most often to bus services provided by Council and community service providers.

Council Describes North Sydney Council

Customer Satisfaction Survey The results of qualitative and quantitative research undertaken to ascertain customer satisfaction with a number of aspects of Council’s service provision. Conducted biennially.

Delivery Program A plan that complies with the relevant provisions of the Local Government Act and identifies Council’s strategic direction and objectives for at least four years into the future. It summarises the projects, performance measures and resources required to deliver these activities for the years of the plan.

Directions The five primary areas Council is focused on to achieve the vision. They represent the major challenges and opportunities that the community has identified as needing to be addressed in North Sydney. However, they do not set specific milestones or determine ways to get there. TheDirections are reviewed every four years.

Diversity Variety in people and community members, of different ages, origins, backgrounds, sexes, religions and culture.


Ecologically Sustainable Development (ESD)

Using, conserving and enhancing the community’s resources so that ecological processes, on which life depends, are maintained, and the total quality of life, now and in the future, can be increased.

Ecosystems A specific area of size in which climate, landscape, animals and plants share the same habitat. Ecosystems can be permanent or temporary.

Financial year The financial year is between 1 July to 30 June. This is also the accounting period for which annual financial statements are regularly prepared, covering a period of 12 months.

Funder Contribute funds and/or resources towards a project or service that is delivered with other parties which help to achieve the objectives for North Sydney. Council’s funding role includes funding of core business and providing financial assistance to a range of organisations for various projects and programs through grants.

Goal An outcome that needs to be achieved in the longer term in order to achieve the community vision. A goal is broad. Goals are broken down into more precise, focused objectives. It states what is to be achieved but not how it is to be achieved.

Governance The values, policies and procedures a council and its staff adopt, to provide ethical, transparent and accountable local governance.²

Green Travel Plan A package of projects aimed at reducing car travel.

Greenspace All vegetated land within the local government area, including bushland and natural areas, parkland and sportsfields, road verges and traffic islands, backyards, courtyards, gardens and plazas.

Infrastructure Typically large, interconnected networks of portfolios of assets such as roads, drainage and recreational facilities. They are generally comprised of components and sub-components that are usually renewed or replaced individually to continue to provide the required level of service from the network. These assets are generally long lived, are fixed in place and often have no market value.

Key Performance Indicators (KPIs) Quantitative and qualitative information that measures progress toward achievement of goals and objectives and strategies. While they are based on the service under discussion, they also relate to the relevant strategy.

Leader Lead by example through best practice.

Levels of Service The standard to which services are provided and performance may be measured. Service levels usually relate to productivity, quality, quantity, reliability, responsiveness, acceptability and cost.

Local Environment Plan The plan (made under the Environmental Planning and Assessment Act 1979) that establishes the framework for future development within the local government area of North Sydney.

Mission The purpose of Council and what it should be doing and for whom it does it.

North Sydney Describes the entirety of the North Sydney local government area.

Objective Objectives are similar to goals as they are desired positions for achievements. However objectives have more specific aims that suggest a course of action or actions.

Open Space A spatial concept that typically includes parks, gardens, trials, habitat corridors, foreshore area, waterways, utility reserves, sportsgrounds and conservation areas.³

Operational Plan Annual Operational Plans document the services, projects and performance targets and measures that Council will undertake to contribute towards the goals, objectives and strategies set out in the Community Strategic Plan.

Owner/Custodian Manage community assets including buildings, facilities, public space and reserves.

Partner Collaborator or associate engaged in the delivery of strategies, projects or programs which help to achieve the objectives for North Sydney.

Performance Reviews Council reports achievement against its Operational Plan and budget each quarter. The report includes indicators aligned to strategies and financial results.

Policies and Procedures Statements of Council’s principles in relation to a specific activity/issue, supported by procedures which are guidelines to be followed in the achievement of policy.

Projects A specific initiative that Council proposes to implement to achieve an objective. Projects have a short term focus, generally within a set budget and having a finite duration defined by planned start and finish dates.

² Local Government Association of South Australia

³ Moran, J (2001), Strategic Framework for Open Space Planning in Parks and Leisure Australia, Vol 4, No. 3


Quadruple Bottom Line (QBL) Quadruple Bottom Line acknowledges that an organisation has impacts on society, the environment and financially on its stakeholders. Local government’s governance responsibilities provide a fourth area of impact.

QBL is a reporting device and an approach to decision making (eg the use of reporting and decision making tools) to understand the social, environmental, economic and governance implications of decisions across council activities.⁴

Recreation Activities that people undertake for enjoyment in their own free time; not based on formal competition and/or organised administration; and that lack formal sets of rules.

Regulator The stakeholder responsible for control and supervision of a particular activity or area of public interest. Council’s regulatory role is to operate under and enforce a range of legislation.

Resourcing Strategy Financial and non-financial resources for the next ten years that are required to achieve the objectives.

Service Provider Fully or partially fund and provide a service.

Services The services Council carries out on an ongoing basis. How the outputs (the actual deliverables of services) will be achieved.

Social Plan The Social Plan guides Council and community stakeholders in the provision of appropriate and accessible services and facilities to meet the social needs of people within North Sydney in a fair and equitable manner.

Strategic Having a carefully devised plan of action to achieve a goal, or possessing the skill of developing or carrying out such a plan.

Strategic direction A broad statement of what the community would like to see happen in the long term. At North Sydney Council they are referred to as “Directions”. They chart direction, show where the organisation is going, and point toward a broad destination. However, they do not set specific milestones or determine ways to get there.

Strategies A way of achieving the objectives, goals or target. Each objective or goal will be supported by one or more strategies. Some strategies may support more than one objective or goal. A strategy should be achievable within a timeframe, measurable and resourced.

Streetscapes The appearance of the street as a whole incorporating the road, curb and gutter, verges, fences, trees and house frontages.

Sustainability Maintaining and enhancing quality of life, while ensuring the viability of the community, now and in the future, through an integrated consideration of social, environmental, economic and governance factors.

Sustainability Indicators High level measures that measure progress toward achievement of goals, objectives and strategies. They are influenced by many factors outside of Council control. This measuring provides information for North Sydney as a whole.

Target A realistic, attainable and quantifiable level of performance assigned to an activity or indicator to be attained at a specific future date, the attainment of which will indicate good performance in working towards the goals identified in the Community Strategic Plan.

Values The beliefs, commitments, principles and philosophies that underpin how Council conducts itself in carrying out its day to day business and guide Council’s everyday decision making.

Vision An image of where the community wants to be. It is a common picture of a community’s environmental, social and economic future that is sufficiently long term to allow substantial change from past and current patterns. Focuses the attention and resources of Council on some desired future which can be visualised but not yet realised. It outlines what Council is committed to. All aspects of Council business should contribute towards achieving the vision.

List of Acronyms

CALD – Culturally and Linguistically Diverse LEP – Local Environmental Plan

CBD – Central Business District LGA – Local Government Area

CSP – Community Strategic Plan LTFP – Long Term Financial Plan

DCP – Development Control Plan NSROC – North Sydney Regional Organisation of Councils

DP – Delivery Program OH&S – Occupational Health and Safety

ESD – Ecologically Sustainable Development OP – Operational Plan

KPI – Key Performance Indicator QBL – Quadruple Bottom Line

⁴ Adapted from ICLEI and City of Melbourne Triple Bottom Line Toolkit


Major community issue Council’s response by objective - refer to pages 16-41

Aboriginal culture and site management

2.2.5, 4.1.3, 4.1.4

Access - universal/disability 2.2.3, 4.4.1, 4.5.1

Access to information 4.4.1, 5.4.2

Active ageing 4.3.1, 4.4.1

Active recreation 1.4.1, 4.3.1

Active transport 2.4.1, 2.4.2, 2.4.3

Affordable housing 2.2.1, 4.6.1

After hours activity 3.1.2, 3.1.3

Aged/seniors services 2.2.3, 4.3.1, 4.4.1

Ageing infrastructure 2.1.1, 2.1.2

Alternative transport 2.4.1, 2.4.3

Arts and culture 4.1.5

Asset management 2.1.1, 2.1.2

Beautification 1.1.2, 2.2.4

Bike facilities 2.4.2

Bushland management 1.1.1

Carbon footprint/reduction 1.3.1, 1.3.2

CBD marketing 3.1.1, 3.2.2

CBD planning 2.2.2, 3.1.1, 3.1.2, 3.2.1

Children’s services 4.3.1, 4.4.1

Climate change 1.3.1, 2.1.2, 2.2.2

Commercial centres 3.1.1, 3.1.3

Communications 4.2.2, 4.4.1, 5.3.1

Community development 4.4.1

Community engagement 5.2.1

Community facilities 4.3.1, 4.4.1, 4.5.3

Community gardens 1.1.1, 1.1.2

Community grants/funding 4.4.1

Community participation 1.1.1, 1.2.1, 1.3.1, 2.1.1, 4.1.1, 4.1.2, 4.2.5, 4.4.1, 5.2.1, 5.4.1

Community safety 2.2.4, 4.5.1, 4.5.2

Community transport 2.4.1, 4.3.1

Compliance 2.3.1, 2.3.2, 2.3.3

Corporate planning 5.1.1, 5.1.2, 5.1.3

Cost of living 4.3.1, 4.4.1


Councillor interaction 5.1.1, 5.4.1

Council’s performance 5.1.3

Cultural diversity 4.1.3, 4.1.5

Customer service 5.4.3

Cycleways 2.4.1, 2.4.3

Design excellence 2.2.3

Development applications 2.3.1

Economic development 3.1.1

Education 4.2.1, 4.2.2, 4.2.3, 4.4.1

Employment 3.1.1

Environmental programs 1.1.1, 1.2.1, 1.3.1, 1.3.2

Event management 3.2.2, 4.1.2, 4.1.5

Facilities for dogs 1.4.1

Fees and charges - levies 5.5.1

Festivals and events 3.2.2, 4.1.2, 4.1.5

Financial management 5.5.1

Footpaths 2.1.1, 2.4.4

Foreshore access 1.4.1, 1.4.2

‘Friends of’ concept 4.1.1

Governance 5.4.1, 5.4.2

Greenspace 1.1.2, 1.4.1, 1.4.2

Health and wellbeing 4.3.1, 4.4.1

Heritage conservation 2.2.5

Historical buildings 2.2.5, 4.1.4

Housing and accommodation 4.6.1, 2.2.3

Infrastructure 2.1.1, 2.1.2, 2.4.3, 2.5.1

Interagency networks 4.4.1

Land use planning, policy and design

2.2.1, 2.2.2, 2.2.4, 3.2.1

Lifelong learning 4.2.1

Lighting 1.3.1, 4.5.1

Library services 4.2.2

Lobbying/advocacy 5.1.3, 5.1.4

Local history 4.1.4

Locality 2.2.4

Markets 4.1.2

Mix of businesses 3.1.1, 3.1.2

Motor vehicle impact 2.4.1, 2.5.1

Online engagement 5.2.1

Online forms and services 5.4.3

Open government 5.1.1, 5.2.1, 5.4.1

Open space 1.4.1, 1.4.2

APPENDIX 2 - Summary of Community Priorities



Parking 2.5.2

Passive recreation 1.4.1, 4.3.1

Pedestrians 2.4.3, 4.5.2

Performance spaces 4.1.5

Philanthropy 4.1.6

Planning controls 2.2.2, 3.1.2

Pollution - air, noise and water 1.2.1, 1.3.3

Public art 4.1.5

Public space/domain 1.4.1, 1.4.2, 2.2.4, 3.1.3, 4.5.1

Public transport 2.3.1, 2.4.1, 2.4.2

Rating structure 5.5.1

Recreation programs 1.4.1, 4.3.1

Recycling/reuse 1.3.1, 1.3.2

Reduced energy and water consumption

1.3.1, 1.3.2

Referral services 4.4.1

Rehabilitation services and facilities

4.3.1

Retail centres 2.2.4, 3.1.1

Risk management 2.1.1, 2.1.2, 5.4.5, 5.4.6

Roof top gardens 1.1.2

Sense of community 2.2.4, 4.1.1, 4.1.2, 4.1.3, 5.2.1

Service partnerships 4.4.1, 5.1.2, 5.1.4

Shop locally 1.3.5, 3.2.1

Social activities 4.1.2, 4.1.3

Social isolation 4.3.1, 4.4.1, 4.5.1

Social media 5.2.1, 5.3.1

Sports facilities 1.4.1, 1.4.2, 3.2.2

Strategic partnerships 5.1.4


Street furniture/picnic tables 1.4.1, 2.1.1, 2.2.4

Streetscapes 2.2.4

Sustainability measures 1.1.1, 1.3.1, 1.3.3, 1.3.4, 2.2.1, 2.2.3, 2.4.1

Technology 1.3.1, 5.3.1, 5.2.1, 5.4.6

Tourism 3.2.2, 4.1.4

Traffic congestion 2.4.1, 2.5.1

Traffic management 2.4.1, 2.5.1, 2.5.2

Transport interchange 2.4.1, 2.5.1

Trees and canopy cover 1.1.2

Underground cabling 2.2.4

Urban consolidation 2.2.1, 2.2.2

Villages 2.2.4, 3.1.1

Volunteers 1.1.1, 4.2.3

Walkable communities 2.4.4, 4.3.1

Waste management 1.2.1, 1.3.1, 1.3.2

Wildlife 1.1.1

Young people 4.1.2, 5.2.1, 5.3.1

Youth services 1.1.1, 1.3.5, 1.4.1, 4.1.5, 4.2.1,4.3.1, 4.4.1

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Imp

rove

acc

ess

to jo

bs

and

trai

ning

3.5

Incr

ease

acc

ess

to k

now

ledg

e an

d sk

ills

in p

artn

ersh

ip w

ith

univ

ersi

ties

4.1

Imp

rove

and

mai

ntai

n ac

cess

to

qual

ity

heal

thca

re in

the

face

of

incr

easi

ng d

eman

d

4.2

Imp

rove

sur

viva

l rat

es a

nd q

ualit

y of

life

for p

eop

le w

ith p

oten

tially

fa

tal o

r chr

onic

illn

ess

4.3

Imp

rove

hea

lth

in th

e co

mm

unit

y

4.4

Redu

ce p

oten

tially

pre

vent

able

ho

spita

l adm

issi

ons

4.5

Imp

rove

out

com

es in

men

tal

heal

th

3. Clever State 4. Healthy Communities


Dir

ecti

on

1:

Our

Livi

ngEn

viro

nmen

t

Dir

ecti

on

2:

Our

Bui

lt E

nviro

nmen

tD

irec

tio

n

3:O

ur

Econ

omic

Vi

talit

y

Dir

ecti

on

4:

Our

Soci

al V

italit

yD

irec

tio

n 5

: O

ur C

ivic

Lea

ders

hip

Goa

l

1.1

1.2

1.3

1.4

2.1

2.2

2.3

2.4

2.5

3.1

3.2

4.1

4.2

4.3

4.4

4.5

4.6

5.1

5.2

5.3

5.4

5.5

5.1

Tack

le c

limat

e ch

ange

5.2

Dev

elop

a c

lean

ene

rgy

futu

re

5.3

Secu

re s

usta

inab

le s

upp

lies

of

wat

er a

nd u

se o

ur w

ater

mor

e w

isel

y

5.4

Prot

ect o

ur n

ativ

e ve

geta

tion

b

iodi

vers

ity,

land

, riv

ers

and

co

asta

l wat

erw

ays

5.5

Imp

rove

air

qual

ity

5.6

Redu

ce w

aste

6.1

Incr

ease

the

num

ber

of j

obs

clos

er

to h

ome

6.2

Gro

w c

ities

and

cen

tres

as

fu

nctio

nal a

nd a

ttra

ctiv

e p

lace

s to

liv

e, w

ork

and

visi

t

6.3

Imp

rove

hou

sing

aff

orda

bili

ty

6.4

Incr

ease

the

num

ber

of p

eop

le

usin

g p

arks

6.5

Incr

ease

the

num

ber

of p

eop

le

par

ticip

atin

g in

sp

ortin

g ac

tiviti

es

6.6

Incr

ease

the

num

ber

of p

eop

le

par

ticip

atin

g in

the

arts

and

cu

ltur

al a

ctiv

ity

6.7

Incr

ease

the

num

ber

of p

eop

le

enga

ged

in v

olun

teer

ing

5. Green State 6. Urban Environment and Lifestyle


Dir

ecti

on

1:

Our

Livi

ngEn

viro

nmen

t

Dir

ecti

on

2:

Our

Bui

lt E

nviro

nmen

tD

irec

tio

n

3:O

ur

Econ

omic

Vi

talit

y

Dir

ecti

on

4:

Our

Soci

al V

italit

yD

irec

tio

n 5

: O

ur C

ivic

Lea

ders

hip

Goa

l

1.1

1.2

1.3

1.4

2.1

2.2

2.3

2.4

2.5

3.1

3.2

4.1

4.2

4.3

4.4

4.5

4.6

5.1

5.2

5.3

5.4

5.5

7.1

Stre

ngth

en A

bor

igin

al c

omm

uniti

es

7.2

Incr

ease

em

plo

ymen

t and

co

mm

unit

y p

artic

ipat

ion

for

peo

ple

with

dis

abili

ties

7.3

Redu

ce th

e nu

mb

er o

f NSW

peo

ple

w

ho a

re h

omel

ess

7.4

Imp

rove

chi

ld w

ellb

eing

, hea

lth

and

safe

ty

8.1

Redu

ce ra

tes

of c

rime,

par

ticul

arly

vi

olen

t crim

e

8.2

Redu

ce le

vels

of a

ntis

ocia

l b

ehav

iour

8.3

Redu

ce re

-off

endi

ng

8.4

Imp

rove

the

effici

ency

of t

he c

ourt

sy

stem

7. Strengthening Communities 8. Keeping People Safe

53

Dir

ecti

on

1:

Our

Livi

ngEn

viro

nmen

t

Dir

ecti

on

2:

Our

Bui

lt E

nviro

nmen

tD

irec

tio

n

3:O

ur

Econ

omic

Vi

talit

y

Dir

ecti

on

4:

Our

Soci

al V

italit

yD

irec

tio

n 5

: O

ur C

ivic

Lea

ders

hip

Goa

l

1.1

1.2

1.3

1.4

2.1

2.2

2.3

2.4

2.5

3.1

3.2

4.1

4.2

4.3

4.4

4.5

4.6

5.1

5.2

5.3

5.4

5.5

1.1

Prov

ide

suita

ble

site

s an

d em

plo

ymen

t lan

ds

in s

trat

egic

are

as

1.2

Incr

ease

d in

nova

tion

and

skill

s de

velo

pm

ent

1.3

Imp

rove

op

por

tuni

ties

and

acce

ss to

job

s fo

r di

sadv

anta

ged

com

mun

ities

2.1

Prov

ide

pla

ces

and

loca

tions

fo

r all

typ

es o

f eco

nom

ic

activ

ity

and

emp

loym

ent

acro

ss th

e Sy

dney

regi

on

2.2

Incr

ease

d de

nsiti

es in

cen

tres

w

hils

t im

pro

ving

live

abili

ty

2.3

Clu

ster

bus

ines

ses

and

know

ledg

e-b

ased

act

iviti

es

inSt

rate

gic

Cen

tres

2.4

Con

cent

rate

act

iviti

es

near

pub

lic tr

ansp

ort

2.5

Prot

ect a

nd s

tren

gthe

n th

e p

rimar

y ro

le o

f ec

onom

ic c

orrid

ors

APP

END

IX 4

-Li

nks

with

Dra

ft N

ort

h S

ub

Reg

ion

al

Stra

teg

y 20

07Th

e fo

llow

ing

mat

rix s

how

s ho

w th

e co

mm

unit

y’s

long

term

goa

ls, a

s ou

tlin

ed in

the

2020

Vis

ion

cont

ribut

e to

the

achi

evem

ent o

f the

p

riorit

ies

of th

e 20

07 D

raft

Nor

th S

ubRe

gion

alSt

rate

gy. t

o vi

ew th

e D

raft

Str

ateg

y vi

sit

ww

w.m

etro

stra

teg

y.n

sw.g

ov.a

u/S

ub

reg

ion

s/In

ner

No

rth

sub

reg

ion


Dir

ecti

on

1:

Our

Livi

ngEn

viro

nmen

t

Dir

ecti

on

2:

Our

Bui

lt E

nviro

nmen

tD

irec

tio

n

3:O

ur

Econ

omic

Vi

talit

y

Dir

ecti

on

4:

Our

Soci

al V

italit

yD

irec

tio

n 5

: O

ur C

ivic

Lea

ders

hip

Goa

l

1.1

1.2

1.3

1.4

2.1

2.2

2.3

2.4

2.5

3.1

3.2

4.1

4.2

4.3

4.4

4.5

4.6

5.1

5.2

5.3

5.4

5.5

3.1

Ensu

re a

dequ

ate

sup

ply

of l

and

and

site

s fo

r res

iden

tial

deve

lop

men

t

3.2

Plan

for a

hou

sing

mix

nea

r job

s,

tran

spor

t and

ser

vice

s

3.3

Rene

w lo

cal c

entr

es

3.4

Imp

rove

hou

sing

aff

orda

bili

ty

3.5

Imp

rove

the

qual

ity

of n

ew

deve

lop

men

t and

urb

an re

new

al

4.1

Imp

rove

tran

spor

t bet

wee

n Sy

dney

’s ce

ntre

s

4.2

Imp

rove

the

exis

ting

tran

spor

t sy

stem

4.3

Influ

ence

trav

el c

hoic

es to

en

cour

age

mor

e su

stai

nab

le

trav

el

4.4

Imp

rove

tran

spor

t dec

isio

n-

mak

ing

4.5

Ensu

re s

uffici

ent p

ort c

apac

ity

is a

vaila

ble

to s

erve

Syd

ney

4.6

Imp

rove

effi

cien

cy o

f all

typ

es o

f fr

eigh

t mov

emen

ts in

Syd

ney

4.7

Con

nect

the

regi

ons

and

econ

omic

gat

eway

s w

ithin

GM

R

4.8

Min

imis

e th

e ad

vers

e im

pac

ts

from

frei

ght m

ovem

ents


Dir

ecti

on

1:

Our

Livi

ngEn

viro

nmen

t

Dir

ecti

on

2:

Our

Bui

lt E

nviro

nmen

tD

irec

tio

n

3:O

ur

Econ

omic

Vi

talit

y

Dir

ecti

on

4:

Our

Soci

al V

italit

yD

irec

tio

n 5

: O

ur C

ivic

Lea

ders

hip

Goa

l

1.1

1.2

1.3

1.4

2.1

2.2

2.3

2.4

2.5

3.1

3.2

4.1

4.2

4.3

4.4

4.5

4.6

5.1

5.2

5.3

5.4

5.5

5.1

Esta

blis

h ta

rget

s fo

r sus

tain

able

gr

owth

5.2

Prot

ect S

ydne

y’s

natu

ral

envi

ronm

ent

5.3

Ach

ieve

sus

tain

able

use

of n

atur

al

reso

urce

s

5.4

Prot

ect v

alua

ble

rura

l act

iviti

es

and

reso

urce

land

s

6.1

Incr

ease

acc

ess

to q

ualit

y p

arks

an

d p

ublic

sp

aces

6.2

Prov

ide

a di

vers

e m

ix o

f par

ks a

nd

pub

lic p

lace

s

6.3

Imp

rove

Syd

ney’

s m

ajor

sp

ortin

g an

d cu

ltur

al e

vent

faci

litie

s

7.1

Alig

n su

bre

gion

al a

nd lo

cal

pla

nnin

g w

ith s

trat

egy

aim

s

7.2

Imp

rove

Sta

te in

volv

emen

t in

stra

tegi

c p

lace

s an

d p

roje

cts

7.3

Con

side

r fun

ding

, pric

ing

and

pro

ject

del

iver

y

7.4

Ensu

re s

take

hold

er in

volv

emen

t


APPENDIX 5 - Sustainability IndicatorsIndicators have been grouped according to the element of sustainability (quadruple bottom line) to which they most relate:

EN01 Proportion of bushland under active management

EN02 Improved condition of bushland

EN03 Number of participants in Bushcare programs and community planting events

EN04 Number of plants provided through Bushcare programs and community planting events

EN05 Biodiversity inventory updated

EN06 Participant satisfaction with environmental programs

EN07 Number of pest animal control programs undertaken annually

EN08 Percentage of canopy cover

EN09 Total land area planted or landscaped through Streets Alive program and community planting events

EN10 Number of rooftop gardens/greening

EN11 Number of new developments that breach landscape requirements

EN12 Percentage of creek and harbour water quality sites meeting internationally accepted ecological and human health standards

EN13 Volume of litter, sediments and organics removed by pollution control devices

EN14 Kilowatt hour of electricity per resident per year

EN15 Kilowatt hour of electricity per business per year

EN16 Kilograms of waste sent to landfill per capita per year

EN17 Kilograms of resources recovered per capita per year

EN18 Number of Waste Wise events

EN19 Kilolitres of drinking water by resident per year

EN20 Kilolitres of drinking water by business per year

EN21 Uptake of water tank rebates

EN22 Number of participants in residential, school, community groups and business sustainability programs

EN23 Kilolitres of drinking water used by Council per year

EN24 Tonnes of greenhouse gas emissions generated by Council per year

EN25 Kilowatt hours of renewable energy by Council activities and facilities per year

EN26 Number of days when airborne pollution exceeds regional air quality index

EN27 Number of noise complaints responded to

EN28 Percentage of development approvals with 4 star plus greenhouse building rating

S01 User satisfaction with Council’s recreation facilities

S02 Number of visits to North Sydney Olympic Pool per year

S03 User satisfaction with North Sydney Olympic Pool

S04 Total area of new public open space

S05 Amount of open space acquired in line with contributions from Section 94 Plan

S06 Community satisfaction with the maintenance of local roads and footpaths

S07 Community satisfaction with the cleanliness of local roads and footpaths

S08 Average roughness of road network

S09 Average condition of footpath network

S10 Average condition rating of drainage network

S11 Percentage of non flooding properties

S12 Community satisfaction with land use and quality of development

S13 Number and type of dwellings

S14 Number of additional dwellings

S15 Community satisfaction with the look and amenity of North Sydney

S16 Number of reported incidences of graffiti

S17 Number of abandoned vehicles reported

S18 Number of items on the heritage schedule

S19 Community satisfaction with retention of heritage items

S20 Percentage of building and development works complaints investigated within set timeframes

S21 Percentage of regulated premises inspected within set timeframes

S22 Percentage of food premises inspected within set timeframes

S23 Percentage of dog complaints responded to within agreed service level

S24 Number of residents and workers using public transport

S25 Community satisfaction with public transport

S26 Number of cars registered in North Sydney

S27 Number of car parking permits issued

S28 Number of development approvals that include bike storage

S29 Number of car share vehicles in North Sydney

S30 Number of additional bike racks/parking installed

S31 Number of development approvals that include ‘end of trip’ facilities for cyclists and pedestrians

SOCIALENVIRONMENT


S32 Number of Council offices, facilities and car parks with electric vehicle recharge facilities

S33 Community satisfaction with pedestrian and cycle paths

S34 Length of pedestrian and cycling paths

S35 Number of bus shelters

S36 Number of pedestrian and cycling networks

S37 Number of vehicles on local roads

S38 Traffic speed and volume averages on local roads in residential areas

S39 Community satisfaction with traffic flow throughout North Sydney

S40 Number of ‘resident excepted’ restricted parking spaces

S41 Number of CBD off street private (non-residential and non-commercial) car parking spaces

S42 Community satisfaction with parking provision

S43 Number of car parking spaces for car scheme and low impact vehicles

S44 Number of development approvals that include ‘car stackers’

S45 Percentage of residents who feel a sense of community in North Sydney and their neighbourhood

S46 Number of street activities

S47 Community event participation levels

S48 Audience satisfaction with Council run community events

S49 Number of cultural groups and organisations supported

S50 Number of programs specifically designed for CALDgroups

S51 Number of Aboriginal cultural heritage sites

S52 Community awareness of the significance of historic sites

S53 Customer satisfaction with arts and cultural services and programs

S54 Number of performing and visual arts venues in North Sydney

S55 Number of permanent public arts works

S56 The dollar value of benefits delivered to the community per year though philanthropy

S57 Community satisfaction with the range of learning opportunities

S58 Number of people completing educational/training activities through community centres

S59 Performance of North Sydney students compared to State benchmarks

S60 Number of library loans per year

S61 Percentage of residents who are active library members

S62 Number of visits to Stanton Library per year

S63 Stanton Library book stock per capita

S64 Number of participants in Stanton library programs

S65 Stanton Library user satisfaction with services and information

S66 Percentage of community volunteering

S67 Average number of volunteer hours per week

S68 Number of volunteers involved in Council volunteer programs

S69 Number of wellbeing programs conducted by community centres

S70 User satisfied with health and wellbeing services

S71 Community bus service patronage

S72 Number of immunisations clinics held

S73 Utilisation of community centres and community facilities

S74 Community satisfaction with community facilities

S75 Utilisation of child care services

S76 Community satisfaction with Council’s provision of children’s services

S77 Client satisfaction at each Council operated childcare centre

S78 Number of Family Day Care programs

S79 Participation rates in vacation care programs

S80 Number of youth involved with programs for young people

S81 Number of participants in programs for older people and people with disabilities

S82 Care giver and user satisfaction with programs for older people and people with disabilities

S83 Number of hits on online community directory (LINCS)

S84 Percentage of community who feel safe in North Sydney

S85 Local Government Area Crime Ranking across offence types

S86 Community satisfaction with street lighting

S87 Number of licensed premises participating in LiquorAccord

S88 Number of reported incidences of domestic violence

S89 Number of community safety audits per year

S90 Number of road accident deaths and injuries

S91 Number of each type of traffic collision within North Sydney per year

S92 Percentage of the community who feel safety for pedestrians and cyclists is adequate or better

S93 Number of participants in road safety programs

S94 Community satisfaction with access around North Sydney and to the area’s buildings, spaces, and facilities

S95 Ratio of affordable housing as a proportion of total housing within North Sydney

S96 Number of additional aged care facilities

S97 Number of nursing home beds in North Sydney


EC01 Net growth of commercial floor space

EC02 Office and retail occupancy and vacancy rates

EC03 Number of businesses by industry division

EC04 Local estimates of unemployment (unemployed persons and unemployment rate) by age and gender

EC05 Business community satisfaction with North Sydneyas a good place to do business

EC06 Net growth of commercial floor space in the CBD

EC07 The dollar value of commercial construction

EC08 Percentage mix of retail uses

EC09 Business community satisfaction with the look and amenity of the public domain

EC10 Ranking of North Sydney’s CBD against other major commercial centres

EC11 Number of national or international events hosted in North Sydney per year

EC12 Number of major sporting events held in North Sydneyper year

EC13 Operating balance ratio

EC14 Rates and Annual Charges coverage ratio

EC15 Unrestricted current ratio

EC16 Building and infrastructure renewal ratio

EC17 Broad liabilities ratio

G01 Number of Urban Design Advisory Panel and DesignExcellence Panel meetings

G02 Number of community groups who receive financial support from Council each year to facilitate community goals

G03 Amount of grant funding or sponsorship received by Council each year to facilitate community goals

G04 Community awareness of the Community Strategic Plan

G05 Community satisfaction with North Sydney’s strategic direction

G06 Percentage of reports to Council that provide a sustainability assessment

G07 Number of Council’s plans, strategies and policies reviewed to reflect the Community Strategic Plan

G08 Number of Memoranda of Understanding

G09 Number of successful lobbying activities

G10 Community satisfaction with Council’s community engagement processes

G11 Number of community engagement/consultation opportunities provided by Council

G12 Community awareness of activities undertaken by Council

G13 Community satisfaction with communications from Council

G14 Number of visits to Council’s website

G15 Number of subscriptions to online newsletters and panels

G16 Percentage of community members who feel Council operates under ethical, open, accountable and transparent processes

G17 Percentage of community satisfied that the Council makes decisions in the best interest of North Sydney

G18 Percentage of community members who feel they can influence decisions affecting their local area

G19 Community satisfaction with access to information, key documents and meetings

G20 Community satisfaction with councillor and organisational performance

G21 Compliance with statutory requirements

G22 Compliance with privacy requirements

G23 Community satisfaction with Council’s service delivery

G24 Number of online services

G25 Staff turnover rates

G26 Percentage of staff satisfied with the organisation

G27 Annual Public Liability Audit rating

G28 Percentage of business continuity tests conducted within agreed service level

G29 Compliance with record keeping requirements

G30 Percentage of community satisfied with ease of access to information

G31 Percentage of systems available on a 24 hour, 7 day a week basis

ECONOMIC

GOVERNANCE

North Sydney Council, 200 Miller Street, North Sydney NSW 2060

Telephone (02) 9936 8100 | Facsimile (02) 9936 8177 | Email [email protected]

Website www.northsydney.nsw.gov.au

June 2010 | Printed on recycled paper

2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7...

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