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Draft DELIVERY PROGRAM

AND OPERATIONAL

PLAN 2017/18

Prepared March 2017

The Draft Delivery Program incorporating the Operational Plan 2017/2018

is on public exhibition until 20 April 2017.

Your feedback is welcome. For details on how to make a submission please refer to page 12.

This Delivery Program incorporating the Operational Plan for 2017/18 for North Sydney Council has been prepared in accordance with Integrated Planning and Reporting Framework requirements. It has been prepared by North Sydney Council in consultation with the North Sydney community. We acknowledge and thank all interested stakeholders for their contributions towards this plan. This program reflects our intentions at the time of publication. As with any plan or budget, the actual results may vary from that forecast. https://www.northsydney.nsw.gov.au/Council_Meetings/Policies_Plans/Integrated_Planning_Reporting/Delivery_Program For further information contact Council’s Manager Integrated Planning and Special Projects on 9936 8463 or email [email protected] 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 May 2017

North Sydney Council Draft Delivery Program and Operational Plan 2017/18 – March 2017 3

Contents Mayor’s Message ...................................................................................................................... 4

General Manager’s Introduction ................................................................................................ 5

Budget Summary 2017/18 ........................................................................................................ 6

About this Plan .......................................................................................................................... 7

About North Sydney and Council ........................................................................................ 14

Our Vision, Mission, Values and Charter ................................................................................. 14

About North Sydney ................................................................................................................ 16

Our Councillors ....................................................................................................................... 23

Resourcing the Plan ............................................................................................................. 29

Our Delivery Program ........................................................................................................... 42

Direction 1: Our Living Environment ........................................................................................ 42

Direction 2: Our Built Environment .......................................................................................... 45

Direction 3: Our Economic Vitality ........................................................................................... 48

Direction 4: Our Social Vitality ................................................................................................. 50

Direction 5: Our Civic Leadership ............................................................................................ 54

Our Activities in Detail .......................................................................................................... 57

General Manager’s Office ....................................................................................................... 60

City Strategy ........................................................................................................................... 68

Community and Library Services ............................................................................................ 85

Corporate Services ................................................................................................................. 92

Engineering and Property Services ....................................................................................... 107

Open Space and Environmental Services ............................................................................. 121

Appendix ............................................................................................................................. 134

Appendix 1: Terms Used in the Plan ..................................................................................... 134


Mayor’s Message

Welcome to North Sydney Council’s Delivery Program for 2017/18. The Delivery Program 2017/18 helps us to improve the everyday things as well as achieve our long term goals. Our budget clearly reinforces the good fiscal management that North Sydney Council is renowned for. When it comes to managing ratepayer money, very few do it as well or better than this Council.

Our location naturally attracts people and businesses. However, with this comes pressure on our infrastructure. This budget will help Council to improve our municipality’s infrastructure. We will spend $4.4 million on improving the condition of existing roads to extend their “life expectancy”. This was identified as a priority for our residents in the past six surveys. On top of this, $3.7 will go to upgrading footpaths and drainage. $9.7 million will be spent on projects that will improve the visual amenity of North Sydney, provide commercial opportunities and therefore increase economic development; enhance street appeal and ability of pedestrians to move around. We have also earmarked $250,000 from our budget for our successful Nth Syd program. The funding allows Council to raise North Sydney’s profile in target industries and promote the North Sydney CBD as a business destination. We have set aside $2.8 from the budget for capital works for the LGA’s much loved parks and recreation facilities. We will also continue to hold popular events like Australia Day BBQ by the Bridge and other festivals and celebrations that bring us together as a community. Community groups are a vital part of our community. To ensure those groups are well supported, we will make $915,000 available this year to local community organisations who provide services to our residents.

Cr Jilly Gibson Mayor of North Sydney


General Manager’s Introduction

I am pleased to present the 2017/18 North Sydney Council Delivery Program and Operational Plan. As a Council we continue to deliver. We are delivering more than 130 services and 140 projects. We are delivering another surplus, which places North Sydney in a very sound and stable financial position.

We have again invested heavily in roads, with an additional $1 million set aside in the 2017/18 Budget for improving roads throughout the municipality. Our residents again informed us through the Customer Satisfaction Survey, that they wanted us to make road infrastructure a priority. We have done that. Our commitment to sporting facilities is evident in the budget. Council has committed $635,000 to upgrade facilities and grandstands at North Sydney Oval, while Council will provide $500,000 towards implementing a masterplan for St Leonards Park. Another key project is the streetscape upgrades at North Sydney CBD – we are investing $6 million in 2017/18. And while our prosperous economy already delivers a Gross Regional Product of more than $16 billion, we are not content to rest on our laurels. In this budget we are continuing to attract businesses to our municipality, through our Economic Development Strategy and continued investment in our Nth Syd program. In the light of proposed Council amalgamations, it will be business as usual at Council. Serving the community is our core function and we will continue to maintain our focus on providing the best possible customer service to our residents. I encourage all residents to view our plan and provide their feedback. Details on how to make a submission are on page 12.

Ross McCreanor Acting General Manager


Budget Summary 2017/18 Major areas of expenditure

Expenditure (operational and capital) 2017/18 ($M)

$34,712,07127%

$49,089,99638%

$8,111,1236%

$10,380,9578%

$27,047,37621%

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

Where will Council earn its income from in 2017/18?

Income ($M)

$54,972,40547%

$25,851,30122%

$2,343,0002%

$14,662,87113%

$18,530,12516%

Rates and annual charges

User charges and fees

Interest on investments

Grants

Other revenue


North Sydney Residential Rates The 2017/18 minimum rates and charges are: Minimum general rate $513.00Waste $355.00Stormwater management charge between $5.00

and $25.00

Rate categories Category 2017/18 Residential Rate:

0.00093574c Min: $513.00

Business Rate: 0.00452940c Min: $513.00

Key Funding Allocations $4.4 million ..................................... Reconstruction and rehabilitation of roads

$3 million ........................................ Streetscape upgrade Miller Street South between Pacific

Highway and Blue Street, North Sydney

$3 million ........................................ Streetscape upgrade Blue Street, North Sydney

$2.6 million ..................................... St Leonards East Public Domain Upgrade

$2.2 million ..................................... Reconstruction of footpaths

$2 million ........................................ Parraween Street, Cremorne mixed use redevelopment

$2 million ........................................ Streetscape works Education Precinct

$1.5 million ..................................... Drainage program


About this Plan North Sydney Council’s Delivery Program incorporating the Operational Plan 2017/18 was produced in accordance with the Local Government Act 1993. The plan outlines the activities that Council intends to undertake, the resources required to deliver them, details of capital works, Council’s expected income and expenditure, and any rates and fees and charges to be levied. It identifies the key actions that will be undertaken over the coming year to contribute toward achieving the Vision for North Sydney through the five directions of Our Living Environment, Our Built Environment, Our Economic Vitality, Our Social Vitality and Our Civic Leadership. These actions will be resourced through the 2017/18 budget and in the longer term by the Long Term Financial Plan. This Delivery Program incorporating the Operational Plan covers the period 1 July 2017 to 30 June 2018. North Sydney Council’s Delivery Program was placed on public exhibition from [date] to [date] and public submissions received during this period were considered by Council and changes made to the document where relevant. The plan was adopted by Council on [date]. The plan will come into effect on 1 July 2017. Planning and Reporting Framework and Process In accordance with Integrated Planning and Reporting legislative requirements for NSW local government, Council adopted in June 2013 the renewed North Sydney Community Strategic Plan. The Community Strategic Plan 2013-2023 is supported by the other components in Council’s integrated planning and reporting framework including the Delivery Program and Operational Plan. The key components of the strategic planning framework include consulting, planning, implementing, reviewing and reporting.


Opportunities exist at each stage of the planning and reporting process to seek and receive feedback from the community. The Community Strategic Plan Developed by Council in consultation with the community, the Community Strategic Plan 2013-2023 provides an overarching framework to proactively respond to the community’s aspirations. The Community Strategic Plan sets out the community’s vision for what North Sydney should be like in 2023 and identifies five strategic priority areas or directions under which all planning will occur. All activities undertaken by Council contribute to one or more of these directions. Our Living Environment Our Built Environment Our Economic Vitality Our Social Vitality Our Civic Leadership

It also outlines outcomes and strategies which are cascaded into increasing levels of detail throughout the Operational Plan and budgets. Under the five directions, indicators have also been developed to measure progress towards achieving the outcomes. Progress on the Community Strategic Plan is reported every four years. The Community Strategic Plan is reviewed following the local government elections every four years. The Delivery Program The Delivery Program is informed by and supplements the Community Strategic Plan. North Sydney’s Delivery Program flows on from the Community Strategic Plan and outlines how Council will achieve the community vision. The Delivery Program follows the same structure of the Community Strategic Plan, including five directions. The plan identifies activities to be carried out over the four year electoral term. (Note: due to the deferral of council elections this plan covers a one year period). It must be noted that the majority of activities contribute to a number of directions, however for the purpose of the Delivery Program activities have been placed under the direction they contribute to the most. The Delivery Program is developed every four years and reviewed annually. The review of the Delivery Program occurs in conjunction with the development of the budget and the annual Operational Plan. The Operational Plan Annual departmental Operational Plans are formed from the Delivery Program. Our services and projects are identified and planned in the annual Operational Plan contained within the four year Delivery Program and aligned to the overall outcomes of the Community Strategic Plan. The Operational Plan also highlights the service standards Council aims to achieve. Budgeting Income for Council is generated by a combination of rates, state and federal government grants and subsidies, fees and charges an interest and investments. Budgets are prepared


every year and the rates are set in July as per the requirements of the Local Government Act 1993. Budgets provide information on the costs associated with the operations of Council. The budget is contained within the Delivery Program. Biannual Reviews Reviews on progress of current activities outlined in the Delivery Program are reported biannually to Council in accordance with the Local Government Act 1993. The biannual report tracks the progress of our performance against the Community Strategic Plan or more specifically, the activities set out in our Operational Plan. Where performance is below planned levels, a detailed comment is provided. Reporting on the Delivery Program is structured around the five strategic directions outlined in the Community Strategic Plan. Service Standards To enable Council to provide and improve customer satisfaction, a series of Service Standards have been established. By setting standards, publishing them and applying the standards, our customers are well informed of the services provided, and the standards of service which they can expect. Balanced Scorecard Council has adopted the balanced scorecard approach to measure our performance by linking systems, processes, customer and employee performance. Council uses financial and non-financial measures to determine our success. The five key areas of the scorecard are Internal Systems and Processes, Community, Financial Stewardship and People. Key performance indicators are measured at Department level to ensure that agreed targets are met. Annual Report The Annual Report details Council’s success in meeting the outcomes, strategies and activities outlined in the Delivery Program. The Annual Report also provides information required under the Local Government Act 1993 that must be disclosed by councils each year. The Report also contains detailed externally audited financial statements. Information on what Council did or did not achieve is fed back into the planning process for the next Operational Plan. These plans and reports are available for inspection at Council’s Customer Service Centre and Stanton Library and are also available on Council’s website at www.northsydney.nsw.gov.au. How to Read the Plan This plan includes: Introduction – from page 5 – provides a summary of Council’s budget for 2017/18 and outlines how to read the plan and how it was developed, and outlines consultation with community undertaken in preparing the plan. About North Sydney and Council – from page 14 – outlines our vision, mission and values; our charter; provides a snapshot of the demographic profile of North Sydney; and introduces your councillors.


Resourcing the Plan – from page 29 – this section outlines Council’s financial information including detailed budget information, revenue policy and capital funding program. The Schedule of Fees and Charges details the full range of 2017/18 fees and charges that Council charges. Please refer to the separate fees and charges document. Our Delivery Program – from page 42 – this section is divided into five directions, each outlining what we want to achieve in the 10 year period. Our Activities in Detail ie Operational Plan – from page 57 – this section is divided into six divisions, each outlining the activities for the next year as well as a one year budget for Council activities. Set out below is an outline of how each section of the Operational Plan is organised. Projects

Services

The specific initiatives that Council proposes to implement to achieve an outcome. Projects have a short term focus, generally within a set budget and having a finite duration defined by planned start and finish dates. Projects are numbered consecutively eg P1, P2.

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

Each project is identified in a table as demonstrated below: CSP Outcome

Outcome in the Community Strategic Plan that project is linked to.

QBL Pillar

Indicates the element of QBL project most directly contributes.

Project Description of project.

Start Date

Indicates which quarter and year the activity will commence.

Target Date

Indicates which quarter and year the activity will be completed. Note: Many of our activities are ongoing/have specific target dates beyond the life of this plan.

Each service is identified in a table as demonstrated below: Service

Name and description of service.

CSP Outcome Outcome in the Community Strategic Plan that service is linked to.

Service Standard Description of Service Standard. There is a section on the various terms used in the Operational Plan on pages 134-139 of the plan. How the Plan was Developed Developing the Delivery Program and Operational Plan involves reviewing the existing plans and strategies in consultation with councillors and staff and determining the strategic priorities. This includes the following: A review of the achievements against the previous year’s Operational Plan and

identification of issues still to be addressed


Identifying specific initiatives to address identified needs Reviewing resource implications of proposed Council actions to ensure Council is

directing appropriate resources towards areas of priority. The plan is developed on the basis of a collaborative partnership between councillors and the organisation and utilises input from the North Sydney community. Consultation on the Plan Council consults the community as part of the operational planning process so that the plan meaningfully represents both the aspirations of the community and the intentions of Council. Project-based Community Consultation Each year when Council reviews and prepares the plan a rolling planning process brings together all the feedback Council receives from the community throughout the year. During the past year the community has been extensively consulted on a range of issues and strategies. Council has taken into consideration the community’s input from these consultations when developing this plan. Customer Satisfaction Survey Council conducts a Customer Satisfaction Survey every two years, to determine community attitudes towards the services and facilities it provides. This provides Council with feedback about the quality and appropriateness of each of its services, and this information is used in the development of the plan and budget to ensure areas that are not meeting community expectation are reviewed. The Customer Satisfaction Survey results are available on Council’s website at www.northsydney.nsw.gov.au. Precincts There are a range of community consultation processes that Council undertakes every year in order to ensure our information about the community’s views is regularly updated. This includes Council’s precinct system comprising of neighbourhood committees, which are regularly involved in community consultation activities. Membership of precincts is open to all members of the North Sydney community, and provides a valuable way for council to seek the views of a cross-section of the community in an efficient and timely manner. Have Your Say on the Operational Plan Part of the operational plan process is to seek input from the community on the Draft plan. The draft plan is on public exhibition at Council’s Customer Service Centre and Stanton Library and on Council’s website at www.northsydney.nsw.gov.au until 20 April 2017. The community is invited to submit written comments on the draft plan. There are a number of ways to make a submission: Write a letter and mail it to General Manager, North Sydney Council, PO Box 12, North

Sydney NSW 2059 Email [email protected]. Fax 9936 8177


Make an oral submission at the Council Meeting to be held at 7pm on 22 May in the

Council Chambers, 200 Miller Street, North Sydney. To speak at the Meeting please register by contacting Council on 9936 8100 or advising Council staff at the door of the Council Chambers prior to the commencement of the meeting.

Take part in community consultations with Council held during the coming year. There are

many community consultations held throughout the year that enable the community to have a say in the future of North Sydney.

Written submissions must be received by 20 April 2017. Council will consider all submissions and adopt the Operational Plan at its meeting on 22 May. All members of the public are welcome to attend. For further information regarding the plan please contact Council’s Corporate Planning Coordinator on 9936 8270 or email [email protected]. Assessing Community Input on the Operational Plan Council will review all submissions received from the community during the consultation period and amend the plan accordingly. The following steps will be taken to ensure the community’s views are considered by Council: Assessing all submissions on an individual case by case basis Balancing points of view from individual submissions against what is considered to be of

greater community interest and benefit Determining appropriateness for inclusion in the plan or referring it on to be addressed at

an operational level Presenting all submissions to Council for transparency in the process Advising all submitters of Council’s resolution in respect to the submissions received. Adoption of the Operational Plan The Operational Plan was adopted on [date].


About North Sydney and Council Our Vision Vision Shaping a progressive, diverse and vibrant North Sydney community. Mission, Values and Charter Mission To 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. Values Sustainability - 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 Charter In addition to the Council’s Charter under Section 8 of the Local Government Act 1993, we have adopted our own Charter: We will leave to future generations a better environment 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.

We will work with our community to create a built 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 for major 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.


We will preserve the economic vitality of the North 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. Our neighbourhoods will be strengthened so that there are village centres with shops and places to meet within walking distance of residential areas.

We will strengthen bonds in our community and give more 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. We will continue our established tradition of good 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.


About North Sydney Location, Boundaries, Key Features and History The North Sydney Council area is located in Sydney's inner northern suburbs, about 3 kilometres from the Sydney GPO. The local government area 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. It 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 local government area in the west. The North Sydney Council area is predominantly residential, but also has substantial commercial areas. The LGA encompasses a total land area of about 11 square kilometres.

Major features of the North Sydney Council area include the North Sydney CBD, HMAS Waterhen, Admiralty House, Kirribilli House, May Gibb’s Nutcote Cottage, Luna Park, North Sydney Olympic Pool, North Sydney Oval, TAFE NSW Northern Sydney Institute (St Leonards Campus), Australian Catholic University (MacKillop Campus), Mater Hospital and the Sydney Harbour Bridge. The North Sydney Council area is served by the Bradfield Highway, the Pacific Highway, the Warringah Freeway and the North Shore railway line. The municipality of North Sydney was formed on 29 July 1890. North Sydney is named for the ares north of the Sydney CBD, which was named by Captain Arthur Phillip after Viscount Sydney, Thomas Townshend, who was British Home Secretary at the time. The original inhabitants were the Guringai Tribe and Cammeraygal Clan.


Demographic Profile Population The North Sydney Council area Estimated Resident Population for 2014 is 71,025, with a population density of 67.71 persons per hectare. Our population of males (47.6%) and females (52.4%) is relatively equal. There were 29,667 males and 32,622 females in North Sydney in 2011. Between 2004 and 2014, the population of North Sydney increased by 10,754 persons.

North Sydney at a Glance Population 71,025 (ERP 2014) Land area 1,049 hectares

(10km2) Population density 67.71 persons per

hectare Source: Australia Bureau of Statistics and

NSW Department of Planning and Infrastructure

Figure 1: Estimated Resident Population, North Sydney

54,000

56,000

58,000

60,000

62,000

64,000

66,000

68,000

70,000

72,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Po

pu

lati

on

Year

Source: Australian Bureau of Statistics

North Sydney population, as estimated by the Australian Bureau of Statistics is the 36th largest LGA in the state.1 As shown in the figure below, population growth in North Sydney in the last few years has not been rapid. Between 2004 and 2014, the population of North Sydney increased by an average annual rate of 1.6%.

1 Australian Bureau of Statistics 2015, Regional Population Growth, Australia 2013-2014, Cat No 3218.0, Australian Bureau of Statistics, Canberra


Figure 2: Population Growth, North Sydney 2003-2014

0

0.5

1

1.5

2

2.5

3

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Po

pu

lati

on

Gro

wth

(%

)

Year

Figure 3: Portrait of North Sydney

2011 North Sydney LGA

Greater Sydney

Median age 36 36 Median weekly household income $2,205 $1,447 Residents who are: Male 48% 49% Female 52% 51% Under age 20 14% 26% Age 20-34 33% 23% Age 35-59 36% 34% Age 60 and older 18% 18% Couples with children 15% 35% Older couples without children 5% 8% Medium and high density housing 87% 40% Born overseas 36% 34% Speaks a language other than English at home

20% 33%

Bachelor or Higher degree 49% 24% Public transport (to work) 37% 20% Unemployment 3.8% 5.8% SEIFA index of disadvantage 2011 1105 1011


Age profile 33% of the population is aged 20-34 and 19% of people are over 60. North Sydney has a lower proportion of people in the younger age groups (0 to 17 years) and a similar proportion of people in the older age groups (60+ years) than Greater Sydney. The largest age group is 30 to 34 year olds. North Sydney has a lower proportion of pre-schoolers and a similar proportion of persons at post retirement age than Greater Sydney. Between 2011 and 2026, it is forecast there will be a 51% increase in population of retirement age, a 36% increase in population under working age, and an 11% increase in population of working age.

Figure 4: Age structure, age groups (years), 2011

Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011 (Usual residence data) Compared to Greater Sydney, we have a relatively high proportion of people aged 25 to 29 and 30 to 34 years. Compared to Greater Sydney, North Sydney has a lower proportion of children and teenagers and a similar proportion of people in the older age groups (65 years and over). The largest changes in age structure in North Sydney between 2006 and 2011 were a reduction in the number of 20 to 24 year olds and an increase in the 35 to 39, 40 to 44 and 0 to 4 year old age groups. North Sydney has a lower proportion of pre-schoolers and a similar proportion of persons at post retirement age than Greater Sydney in 2011. Compared to Greater Sydney, North Sydney has a lower proportion of people in the younger age groups (0 to 17 years) and a similar proportion of people in the older age groups (60+ years). Overall, 12.8% of the population was aged between 0 and 17, and 18.2% were aged 60 years and over, compared with 22.9% and 18.0% respectively for Greater Sydney.


Cultural and linguistic diversity In 2011, 36% of the North Sydney population was born overseas, compared with 34% for Greater Sydney. In 2011, 21% of people in North Sydney came from countries where English was not their first language compared with 26% for Greater Sydney.

Figure 5: Birthplace, 2011

Birthplace Number % Greater Sydney

% Total overseas born 22,697 36 34 Non-English speaking backgrounds

12,950 21 26

Main English speaking countries

9,747 16 8

Australia 34,068 55 60 Not stated 5,521 9 6 Total Population 62,286 100 100

Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011 (Usual residence data)

The most common countries of birth were the countries of the United Kingdom with 8%, New Zealand (3%) and China (2%). 8.0% or 5,009 of North Sydney’s residents were born in the countries of the United Kingdom. The largest non-English speaking country of birth in North Sydney was China, where 2.2% of the population, or 1,382 people, were born.

Figure 6: Birthplace, ranked by size, 2011

Birthplace Number % United Kingdom 5,009 8 New Zealand 2,055 3 China 1,382 2 Japan 1,040 2 South Africa 958 2 India 924 1 United States of America 911 1 Hong Kong 888 1 Malaysia 556 1 South Korea 499 1

Source: Australian Bureau of Statistics, Census of Population and Housing, 2011 (Usual residence data)

Between 2006 and 2011, the number of people born overseas increased by 3,241 or 16.7%, and the number of people from a non-English speaking background increased by 2,389 or 22.6%. In 2011, 72% of the North Sydney population only spoke English at home, while 20% spoke a non-English language, compared with 62% and 33% respectively for Greater Sydney. Cantonese is spoken by 3% of, or 1,662 residents, making it the second most common language in North Sydney after English, followed by around 2% of, or 1,494 residents who speak Mandarin. Between 2006 and 2011, the number of people who spoke a language other than English at home increased by 2,573 or 26.7%, and the number of people who spoke English only increased by 2,335 or 5.5%.


Households There were 31,365 households in North Sydney in 2011. The majority of these households were Lone person. There is a higher proportion of one person households and a higher proportion of couples without children. Overall, the proportion of Lone households was 34.1% compared to 21.5% in Greater Sydney while the proportion of couples without children was 28.1% compared to 22.6% in Greater Sydney.

Figure 7: Household Type, 2011

Source: Australian Bureau of Statistics, Census of Population and Housing, 2011 (Enumerated data) The number of households in North Sydney increased by 1,194 between 2006 and 2011. Over the last five years there has been a 2% increase in the number of couples without children and a 2% increase in the number of couples with children within North Sydney. The number of Lone person households and one parent families within North Sydney has remained relatively stable. North Sydney compared to Greater Sydney has a lower proportion of couple families with child(ren) as well as a lower proportion of one-parent families. There are a higher proportion of lone person households and a higher proportion of couples without children. Dwelling type In North Sydney, 86.5% of the dwellings were medium or high density, compared to 40% in Greater Sydney. In 2011, there were 4,518 (12.9%) separate houses in North Sydney, 8,985 (25.7%) medium density dwellings, and 21,203 (60.8%) high density dwellings compared with 58.9%, 19.7%, and 20.7% in the Greater Sydney respectively.

Figure 8: Dwelling structure, 2006-2011

2011 2006 ChangeDwelling type

Number % Greater Sydney %

Number % Greater Sydney %

2006 to 2011

Separate house

4,518 13 59 4,597 14 61 -79

Medium 8,985 26 20 8,802 26 19 183


density High density

21,203 61 21 20,194 60 19 1,009

Caravans, cabin, houseboat

22 0 0 19 0 0 3

Other 112 0 0 243 1 0 -131 Not stated 57 0 0 18 0 0 39 Total private dwellings

34,897 100 100 33,873 100 100 1,024

Source: Australian Bureau of Statistics, Census of Population and Housing, 2006 and 2011 (Enumerated data)

Figure 9: Dwelling structure, 2011

Source: Australian Bureau of Statistics, Census of Population and Housing, 2011 (Enumerated data) In North Sydney, 86.5% of the dwellings are medium or high density, compared to 40% in Greater Sydney. There are 4,518 separate houses in North Sydney, 8,985 medium density dwellings, and 21,203 high density dwellings. Household income In North Sydney, 42% of households earned an income of $2,500 or more per week in 2011. The median household income in North Sydney is $2,205, this was $758 more than Greater Sydney. Compared to Greater Sydney there is a larger proportion of high income households (those earning $2,500 per week or more) and a lower proportion of low income households (those earning less than $600 per week) in North Sydney. Education 66.8% or 32,836 people in North Sydney have a tertiary qualification (Australian Bureau of Statistics 2011 Census), with the vast majority of these being a Bachelor’s Degree or higher.2 The proportion of residents holding bachelor degrees in North Sydney (49.2%) is well above the Sydney SD (24.1%). North Sydney compared to Greater Sydney has a higher proportion of people holding formal qualifications (Bachelor or higher degree; Advanced Diploma or Diploma; or Vocational qualifications), and a lower proportion of people with no formal qualifications.

2 Refers to persons aged 15 years and over


Our Councillors Electoral Representation The elected Council comprises the Mayor and 10 councillors who are elected by the residents and ratepayers of the North Sydney Municipality. The North Sydney local government area comprises four wards – Cremorne, Tunks, Victoria and Wollstonecraft – each represented by three elected councillors. Visit Council’s website at www.northsydney.nsw.gov.au for information about Council’s ward boundaries. Local government elections to elect councillors and directly elect a mayor are held every four years. The next election has been deferred by Ministerial order and the date is yet to be determined. It is the role of the Mayor and councillors to set the priorities for the local government area, establish policies and monitor performance in accordance with the Local Government Act and other applicable legislation. The Mayor presides at meetings of the Council, carries out the civic and ceremonial functions of the civic office, exercises, in case of necessity, the policy making functions of the governing body of the Council between its meetings and exercises any other functions that the Council determines. The Mayor and councillors employ and delegate the management and delivery of Council services to the General Manager. The responsibilities of councillors, and the additional responsibilities of the Mayor, are defined under the Local Government Act 1993.

The Role of Council Council operates under the Local Government Act 1993. The Council is responsible for providing leadership, monitoring the performance of Council, overseeing the allocation of the Council’s resources and determining policies of Council.


How Decisions are Made Council, Committee and Reference Group Meetings Council’s formal decision making processes are conducted through Council Meetings and Committees of Council. A large number of business matters covering a wide range of issues are discussed at Council and Committee meetings. Council and Committee meetings are usually held at 7pm on the third Monday of every month, (except in January and excluding public holidays) in the Council Chambers, 200 Miller Street, North Sydney. Development applications and other planning matters are discussed at Independent Planning Panel Meetings. These meetings are open to the public, except for discussion of legal, staff or other confidential matters which occur during closed sessions of a Council Meeting as defined in the Local Government Act 1993. Extraordinary Meetings of Council may be called to deal with urgent matters. The dates for these meetings are advertised in the Mosman Daily newspaper and on Council’s website at www.northsydney.nsw.gov.au. Members of the public with an interest in an agenda item are welcome to attend and address meetings. Those wishing to speak at a meeting are advised to contact Council prior to the meeting by telephoning Council on 9936 8100 or in person prior to commencement of the meeting at the Council Chamber. Speakers are limited to three minutes. Meetings are held in accordance with Council’s Code of Meeting Principles and Practices. Reports for consideration are prepared by staff when a matter requires a decision by Council. Council considers recommendations in the report before making a final decision. Meeting agendas and reports are available the Thursday prior to a meeting on Council’s website at www.northsydney.nsw.gov.au. Reports considered during closed sessions, are not accessible to the general public. Minutes are available on Council’s website at www.northsydney.nsw.gov.au two days after the meeting. Agendas, reports and minutes of past meetings are also available on Council’s website. Councillors are required to disclose any conflict of interest in any item to be discussed at Council meetings, and are precluded from voting on an item if a conflict of interest exists. The General Manager and the directors of Council’s five divisions also attend Council meetings to assist the councillors with information as required. Council records the resolutions of each Council meeting which become the minutes of that meeting. The minutes are available on Council’s website at www.northsydney.nsw.gov.au two days after the meeting. Council operates several committees that have specific responsibilities. The committees consider matters and make recommendations to meetings of Council for determination. The Council’s committees are:

Committees of Council Governance Legal and Planning Traffic

Each committee is made up of councillors. Council also has set up Reference Groups to deal with various other activities. They include:

Reference Groups of Council Access and Community Safety Reference GroupCommunity Services Reference Group


Environment Reference GroupSport and Recreation Reference Group Sustainable Transport Reference Group

Reference Groups are chaired by a councillor and also have appointed members from the community. Committee Meetings and Reference Group Meetings are held at various times. For details of meeting times and locations, and agendas, reports and minutes please refer to the individual committee meetings on Council’s website at www.northsydney.nsw.gov.au or by contacting Council on 9936 8100. Members of the public with an interest in an agenda item are welcome to attend and address meetings. Those wishing to speak at a meeting are advised to contact Council prior to the meeting by telephoning Council on 9936 8100 or in person prior to commencement of the meeting at the Council Chamber. Speakers are limited to three minutes. Meetings are not normally held in January and late December. Delegations Not all decisions are made at Council Meetings. Most decisions of an operational nature are delegated to the General Manager who, in turn, may delegate responsibility to other Council staff, ensuring Council’s activities are carried out effectively and efficiently. This system recognises the General Manager’s statutory responsibility in managing the day to day operations of the organisation. Decisions under delegation may only be exercised in accordance with Council adopted policies. Councillor Briefings Councillor Briefings are held occasionally. These are not decision making meetings but closed informal meetings where councillors have the opportunity to have in depth discussion on strategic policy development, new and ongoing projects and other matters. Policies One of the most important roles of Council is to participate in making policy. Council’s policy documents support the delivery of the strategic outcomes for North Sydney. Council delegates the majority of its decision making to Council staff. These delegations are exercised in accordance with adopted Council policies. The General Manager approves administrative policies relating to the management of Council staffing and internal services. Policies adopted by Council are available on Council’s website at www.northsydney.nsw.gov.au. Code of Conduct Council has adopted a Code of Conduct that applies to all councillors. The code provides an overview of the councillors’ responsibilities and includes guidelines for rules of conduct, decision making and the use of North Sydney Council’s resources. The Code also includes guidance on conflicts of interest. A conflict of interest is defined as arising when a person carries out a particular function with two or more interests in conflict. In their capacity as members of Council, a conflict of interest exists when a councillor has a private interest in a decision where they also have a public role as an elected member. In such a case the public role and private interest are in conflict. The result can be a poor decision because their private concerns, that have nothing to do with their private duty, have influenced the decision.


The Code is available for public inspection at Council’s Customer Service Centre, Stanton Library and on its website at www.northsydney.nsw.gov.au. Community Participation and Engagement There a number of ways for our stakeholders to participate in Council’s decision making. These include: vote for councillors every four years through the local government election attend the meetings of Council and its various committees address Council during the public forum at those meetings. For further information contact

Council on 9936 8100 make submissions on Council’s plans and policies during their public exhibition joining Council’s online community engagement panel Voice Box at

www.northsydney.nsw.gov.au attend Community Ward Forums contact elected councillors. Councillor contact details are available on Council’s website

at www.northsydney.nsw.gov.au get social and connect with us on our social media channels, including Facebook, Twitter

and Pinterest make a submission on Council’s Delivery Program when publicly exhibited each year or

on our 10 year Community Strategic Plan publicly exhibited every four years make submissions on other major projects, plans, policies or development applications

that are consulted or publicly exhibited throughout the year stand for election as a councillor. The next local government election is due to be held in

September 2016 contact Council on any matter. Contact details are listed on the inside cover of this report. Council is committed to engaging our stakeholders in the development of plans, policies and the delivery of services for the community. Council’s Community Engagement Policy recognises that community consultation and participation are vital for effective decision making. Council’s community engagement activities are guided by our community engagement framework. The framework continues to improve the way Council engages with its stakeholders by considering: the impact of Council’s decisions who is being affected the level of involvement those impacted have on decisions. Our stakeholders are defined in relation to each proposal involving community engagement. The framework aligns community engagement approaches to the impact and complexity of the proposal. The greater the impact and the more people affected, the greater the level of community engagement. Customer Service Council’s Customer Service Centre is located at 200 Miller Street, North Sydney and is open Monday to Friday 9am to 5pm except for public holidays. Council’s Customer Service Department handles requests, inquiries and payments including: all first contact telephone calls and counter inquiries


payments rate inquiries (including Pensioner Rebate application forms) animal control and registrations resident parking permits waste collection details and bookings permits for road closure, skips, street opening and plant bookings for community facilities applications for development. Customers are welcome to visit the Customer Service Centre during opening hours. If a customer wishes to speak to a particular Council officer it is advisable to telephone in advance and make an appointment. Council’s Call Centre can be contacted on weekdays between 9am and 5pm on 9936 8100 except for public holidays. For out of office hours call Council’s After Hours Service on 9936 8100. Further information on customer service is available on Council’s website. Complaints and other Feedback Council welcomes feedback about the services we provide, our policies and procedures, our employees, agents and contractors. Complaints received from residents and other members of the public are treated with the utmost seriousness. Biannual reports on complaints help us to identify areas requiring improvement. Council has implemented a customer feedback framework. This includes the following: Complaints Handling Policy online form for making a complaint, offering a compliment or making a suggestion Staff Complaints Handling Guidelines and training. If you wish to make a complaint or provide feedback to Council, you can do so by: completing the online feedback form available on Council’s website at

www.northsydney.nsw.gov.au or at Council’s Customer Service Centre email Council at [email protected] telephone 9936 8100 fax 9936 8177; or write to the General Manager, PO Box 12, North Sydney, NSW 2059. Further information on complaints is available on Council’s website. Communication Council produces a wide range of materials to keep residents, stakeholders and the community informed about services and events within the local government area. Council’s annual Community Report is a concise version of the Annual Report, informing the community of Council’s activities during the previous reporting year. The Community Report is a strategically focused document, presenting against the Community’ Strategic Plan’s Directions. The Community Report is made available at Council’s Customer Service Centre, Stanton Library and on Council’s website and is also distributed at all Council events.


Council’s biannual newsletter, North Sydney News, is distributed to all residents and businesses and provides information about Council services and includes up to date Council news, local issues and upcoming events. The newsletter is also available at Council’s Customer Service Centre, Stanton Library and on Council’s website. Council’s What’s On Guide includes upcoming events and activities. Up to date events listings are also on Council’s website. Council’s weekly column appears in the Thursday edition of the Mosman Daily highlighting Council events and news. Council publishes a range of electronic newsletters with information tailored for all sections of the community. Bushcare, Business, Green Events, North Sydney Council e-news, Stanton Library and Streets Alive are regular e-newsletters and readers can subscribe to these e-newsletters at www.northsydney.nsw.gov.au. Council also uses social medial to connect with our community. Facebook has been a useful tool to promote programs, events and consultations. Council’s Facebook page is complemented by a Twitter account. Council’s website at www.northsydney.nsw.gov.au provides information for residents and visitors on key services of Council and provides the opportunity to undertake online services including processing forms, making submissions, making applications and payments. Council uses the Sydney Morning Herald and Mosman Daily for its public advertising. All Council’s advertised material is placed on our website.


Resourcing the Plan Financial Estimates 2017/18 Budget

2017/18 ($)

Direction 1: Our Living Environment Operating Expenditure 31,932,071 Capital Expenditure 2,780,000 Expenditure Total 34,712,071 Operating Income -19,831,523 Capital Income 0 Income Total -19,831,523 Total 14,880,548 Direction 2: Our Built Environment Operating Expenditure 19,312,326 Capital Expenditure 29,777,670 Expenditure Total 49,089,996 Operating Income -15,317,441 Capital Income -1,173,500 Income Total -16,490,941 Total 32,599,055 Direction 3: Our Economic Vitality Operating Expenditure 1,311,123 Capital Expenditure 6,800,000 Expenditure Total 8,111,123 Operating Income -31,000 Capital Income 0 Income Total -31,000 Total 8,080,123 Direction 4: Our Social Vitality Operating Expenditure 6,889,357 Capital Expenditure 3,491,600 Expenditure Total 10,380,957 Operating Income -1,023,277 Capital Income -48,000 Income Total -1,071,277 Total 9,309,680 Direction 5: Our Civic Leadership Operating Expenditure 26,537,376 Capital Expenditure 510,000 Expenditure Total 27,047,376 Operating Income -69,382,861 Capital Income 0 Income Total -69,382,861 Total -42,335,485 Total 22,533,921


Budgeted Income Statement 2017/18

Income from Continuing Operations

2017/18 Original Budget

Revenue:

Rates and Annual Charges 54,972,405

User Charges and Fees 25,851,301

Interest and Investment Revenue 2,343,000

Other Revenues 18,310,125

Grants and Contributions provided for Operating Purposes 4,191,371

Grants and Contributions provided for Capital Purposes 10,471,500

Other Income:

Net gains from the disposal of assets 220,000

Total Income from Continuing Operations 116,359,702

Expenses from Continuing Operations Employee Benefits and On-Costs 42,753,135

Borrowing Costs

335,692

Materials and Contracts 32,413,138

Depreciation and Amortisation 16,947,600

Other Expenses 8,155,535

Total Expenses from Continuing Operations 100,605,100

Net Operating Surplus/(Deficit) for the Year 15,754,602

Net Operating Surplus/(Deficit) before Grants and Contributions provided for Capital Purposes 5,283,102

Capital Works Program 2017/18 Direction 1: Our Living Environment Funding Source

Outcome Project General Revenue

Borrowings Internal Reserves

Developer Contributions

Grants and Contributions

Special Levies

Total Funding

1.5 Bradfield Park Plaza interpretive signage - - 30,000 - - - 30,000

1.5 Brennan Park Playground upgrade - - 100,000 - - - 100,000

1.5 Civic Park irrigation - - 80,000 - - - 80,000

1.5 Coal Loader lower terrace barbecue and picnic facilities

- - 165,000 - - - 165,000

1.5 Cremorne Reserve interpretive signage - - 100,000 - - - 100,000

1.5 Kesterton Park Playground upgrade - - 200,000 - - - 200,000

1.5 Kurraba Reserve kayak storage - - 50,000 - - - 50,000

1.5 Lavender Bay Parklands Masterplan implementation - - 750,000 - - - 750,000

1.5 Milson Park Boat Ramp upgrade - - 90,000 - - - 90,000

1.5 North Sydney Olympic Pool pool complex upgrade - - 100,000 - - - 100,000

1.5 North Sydney Oval PA system - - 165,000 - - - 165,000

1.5 Primrose Park cricket nets - - 120,000 - - - 120,000

1.5 Sportsfield goal post replacement - - 30,000 - - - 30,000

1.5 St Leonards Park Masterplan implementation - - 500,000 - - - 500,000

1.5 Waverton Oval playing surface reconstruction - - 300,000 - - - 300,000

Total - - 2,780,000 - - - 2,780,000

Direction 2: Our Built Environment Funding Source





Special Levies

Total Funding

2.1 Bollards replacement 20,000 - - - - - 20,000

2.1 Bus shelters replacement - - 50,000 - - - 50,000

2.1 Cammeray Oval driveway upgrade - - 110,000 - - - 110,000

2.1 Drainage design - - 100,000 - - - 100,000

2.1 Drainage reconstruction - - 930,000 - - 570,000 1,500,000

2.1 Footpaths reconstruction 325,000 - 1,882,688 - - - 2,207,688

2.1 Gross Pollutant Traps reconstruction - - 250,000 - - - 250,000

2.1 Kerb and Gutter reconstruction 800,000 - - - - - 800,000

2.1 North Sydney Olympic Pool 50m pool liner - - 300,000 - - - 300,000

2.1 North Sydney Olympic Pool building upgrade - - 150,000 - - - 150,000

2.1 North Sydney Oval Duncan Thompson Stand corporate facilities

- - 335,000 - - - 335,000

2.1 North Sydney Oval grandstands refurbishment - - 300,000 - - - 300,000

2.1 Nutcote Museum building refurbishment - - 150,000 - - - 150,000

2.1 Oaks Avenue kerb and gutter and drainage 300,000 - - - - - 300,000

2.1 Property renewal - projects to be established - - 758,000 - - - 758,000

2.1 Public Amenities Strategy implementation - - 450,000 - - - 450,000

2.1 Retaining walls stabilisation - - 250,000 - - 250,000 500,000

2.1 Road pavements reconstruction 734,900 - 2,940,000 - 919,000 880,000 5,473,900

2.1 Road safety barriers renewal - - 500,000 - - - 500,000

2.1 Sea wall reconstruction - - 250,000 - - 250,000 500,000

2.1 Street furniture (seats) renewal - - 250,000 - - - 250,000

2.1 Timber fences (roads) renewal - - - - - 120,000 120,000

2.1 Various parks - fence construction - - 80,000 - - - 80,000

2.1 Various parks - park furniture - - 50,000 - - - 50,000

2.1 Various parks - path construction - - 85,000 - - - 85,000

2.1 Various parks - signs - - 12,000 - - - 12,000

2.1 Wharves and jetties reconstruction - - 350,000 - - 150,000 500,000

2.3 Crows Nest Mainstreet - Pacific Highway upgrade - - 600,000 - - - 600,000

2.3 Crows Nest Mainstreet - Public Domain Masterplan - - 280,000 - - 280,000 560,000

2.3 Crows Nest Mainstreet - Willoughby Road paving upgrade

- - 100,000 - - - 100,000

2.3 Education Precinct Masterplan implementation - - 2,000,000 - - - 2,000,000

2.3 Edward Precinct - Edward and Mount Streets - - 660,000 - - - 660,000

2.3 Hume Street Park expansion and embellishment - - - 2,000,000 - - 2,000,000

2.3 Lighting upgrades village centres - - 150,000 - - - 150,000

2.3 Neutral Bay Mainstreet - Neutral Bay and Cremorne Masterplan Program

- - 320,000 - - 180,000 500,000

2.3 Streetscape lighting upgrade 2,000 - 150,000 - - - 152,000


Funding Source





Special Levies

Total Funding

2.3 Streetscape Works St Leonards East public domain upgrade

- - - 2,607,082 - - 2,607,082

2.5 Active transport - Albany/Oxley Street intersection upgrade

- - 225,000 - 225,000 - 450,000

2.5 Active transport - Kurraba Road - - 187,500 - 187,500 - 375,000

2.5 Active transport - Winter Avenue and Bent Street - - 137,500 - 137,500 - 275,000

2.5 Active transport - Young Street - - 225,000 - 225,000 - 450,000

2.5 Cycling projects - - 100,000 - 100,000 - 200,000

2.5 Cycling Strategy - - 298,500 - 298,500 - 597,000

2.6 Traffic facilities - minor projects - - 250,000 - - - 250,000

2.6 Traffic facilities - pedestrian crossing lighting program - - 75,000 - - - 75,000

2.6 Traffic facilities - TAPAS implementation - - 500,000 - - - 500,000

2.7 Alexander Street Car Park paving - - 250,000 - - - 250,000

2.7 Car park Licence Plate Recognition System - - 600,000 - - - 600,000

2.7 Car park microwave links - - 89,000 - - - 89,000

2.7 Car park safety upgrades - - 50,000 - - - 50,000

2.7 Expansion of parking meter network - - 247,000 - - - 247,000

2.7 Parking meters replacement - - 20,000 - - - 20,000

2.7 Public holiday parking signage - - 169,000 - - - 169,000

Total 2,181,900 - 18,216,188 4,607,082 2,092,500 2,680,000 29,777,670

Direction 3: Our Economic Vitality Funding Source





Special Levies

Total Funding

3.1 North Sydney CBD - Arthur Street Ausgrid pole decommissioning

- - 300,000 - - - 300,000

3.1 North Sydney CBD - Blue Street - - - 3,000,000 - - 3,000,000

3.1 North Sydney CBD - infill program - - 500,000 - - - 500,000

3.1 North Sydney CBD - Miller Street, Victoria Cross to Blue Street

- - - 3,000,000 - - 3,000,000

Total - - 800,000 6,000,000 - - 6,800,000

Direction 4: Our Social Vitality Funding Source





Special Levies

Total Funding

4.10 Parraween Street Mixed Use Development - 2,000,000 - - - - 2,000,000

4.3 Local art collection acquisitions - - 5,000 - - - 5,000

4.3 Primrose Park Art and Craft Centre accessibility improvements and restoration of heritage features

- - 550,600 - - - 550,600

4.3 St Peters Park sculpture - - 150,000 - - - 150,000

4.4 Library Local Studies collection 8,400 - - - - - 8,400

4.4 St Leonards Park cenotaph lights restoration -

- 20,000 - - - 20,000

4.6 Library books, audio and visual materials 381,600 - - 20,000 - - 401,600

4.6 Library furniture and fittings - - - 10,000 - - 10,000

4.6 Library local priority grant expenditure - - - - 48,000 - 48,000

4.6 Library public printing system and OPAC devices upgrade

- - 30,000 - - - 30,000

4.6 Library special collections - - - 10,000 - - 10,000

4.6 Stanton Library Masterplan implementation - - 65,000 - - - 65,000

4.8 Community centres equipment purchase - - 6,000 - - - 6,000

4.8 Forsyth Park Community Centre fence replacement - - 22,000 - - - 22,000

4.8 Planet X Youth Centre furniture and equipment - - 10,000 - - - 10,000

4.9 Disability Inclusion Plan implementation - - 155,000 - - - 155,000

Total 390,000 2,000,000 1,013,600 40,000 48,000 - 3,491,600

Direction 5: Our Civic Leadership Funding Source





Special Levies

Total Funding

5.3 Electronic business paper solution - - 50,000 - - - 50,000

5.7 Computer hardware and software - - 450,000 - - - 450,000


Funding Source





Special Levies

Total Funding

5.7 Mobile phones and tablets replacement - - 10,000 - - - 10,000

Total - - 510,000 - - - 510,000

Total 2,571,900 2,000,000 23,319,788 10,647,082 2,140,500 2,680,000 43,359,270

Revenue Policy 2017/18 Council’s rate revenue estimates for 2017/18 complies with the relevant provision of the Local Government Act 1993 and the Office of Local Government’s Rating and Revenue Raising Manual, as well as includes a special rate variation (SRV), approved in July 2012. The following general guidelines apply to Council revenue:

a) Council will endeavour to apply all revenue policies on an equitable basis; b) The “user pays” principle will in general be the basis for the full recovery of costs; c) Fees and charges will take into account the movements in the CPI Index (Sydney); d) Income earned from Council’s assets will be maximised, based on industry market

rates; e) As a minimum, Council will seek to recover the administrative costs in performing its

statutory duties; and f) Consideration will be given to those groups and/or members of the community, who

are disadvantaged and may not otherwise be able to access the service. Generally this will be reflected by discounting the fee or charge.

In summary, in 2017/18 Council will:

increase total rate income by 5.5%, inclusive of the 1.5% Rate Peg; a loan borrowing program commenced in September 2015. All loans comply with the

Debt Management Policy; no “finance” leases; only use the current overdraft and credit card facilities (in cases of emergency) to a

maximum of 180 days; continue to transfer any savings from debt retirement to reserves which are held as

restricted assets, for the ongoing capital works program; “bonus” income and any additional capital funds received will be allocated in

accordance with Council’s Financial Management Policy; disclose annually, the nature and value of subsidies and donations; and the long term financial model to be prepared annually in conjunction with the asset

management models. Both are inherently uncertain and as such, will provide guidance in the long term sourcing and allocation of funds, as articulated in Council’s Resourcing Strategy.

Rate pegging and special rate variations The NSW Government introduced ‘rate pegging’ in 1977. Each year IPART approves a maximum percentage increase in the total income a council can receive from rates, known as the 'rate-peg'. If a council identifies a program of works that requires funding over and above that of rate-peg, they may apply for a 'special variation' to increase general rate income. Refer below for full details of Council’s current special variation applicable to all ratepayers. Valuations Rates are calculated on the land value of a property, multiplied by a ‘rate in the dollar’. The land value is determined by the NSW Valuer General who issues a Notice of Valuation at least every four years. The Valuation of Land Act 1916 requires that Council will assess rates using the most recent values provided. A revaluation of North Sydney LGA took place in March 2017 and these valuations will be used for the 2017/18 rating year, with the base date 1 July 2016. Rating Structure Rates are Council's primary source of operating income, making up 47.0% of our estimated annual income in 2017/18. Rates are used to provide essential infrastructure and services such as roads, footpaths, parks, sporting fields, playgrounds, swimming pools, community centres, cycleways, public amenities and Stanton Library.


In accordance with the Local Government Act 1993, Council’s structure of a rate can only be:

a) An ‘ad valorem’ amount i.e. at value (s.498), or b) A base amount to which an ad valorem amount is added (s.499), or c) An ‘ad valorem’ amount (at value) plus minimum amounts (s.548).

The ad valorem amount of an ordinary rate is to be levied on the land value of all land that is to be rateable to the rate (s.498). The rate in the dollar is to apply uniformly to the land value of all rateable land in the area of that rate. The Act also provides for all rateable priorities to be categorised into one of four categories of ordinary rates:

Residential Business Farmland Mining

The farming and mining categories do not currently apply. Rates are applied to those properties categorised as either residential or business for rating purposes. Properties that are subject to a Mixed Development Apportionment Factor (MDAF) as supplied by the Valuer General are rated part Residential and part Business on the basis of that MDAF and are not categorised according to the dominant use of the property. The proposed rating strategy for 2017/18 is as follows, based on a 5.5% increase in rating income Table: Ordinary Rates

MINIMUM AD VALOREM TOTALS %

No $ Values No Rate in $ $ Value $ Value

Residential Properties ($513.00 min)

26,009 13,342,617 9,004 0.00093574 11,007,775 24,350,392 60

Business Properties ($513.00 min)

1360 697,680 2452 0.00452940 14,526,144 15,223,824 40

27,369 14,040,297 11,456 25,533,919 39,574,216

The total amount a ratepayer will pay in 2017/18 will depend on how each property has been affected by the following five factors:

a) Infrastructure Levy - in 2007/08 Council received approval from the NSW Minister for Local Government for an Infrastructure Levy. All rateable properties within the North Sydney LGA are charged the Infrastructure Levy. In July 2012 Council was granted an ongoing extension of the quantum of levy. This program was formulated to address backlogs in maintenance of Council infrastructure. It consists of a base amount (50%) and an ad valorem amount (at value).


BASE AMOUNT 50%

AD VALOREM TOTALS

No. $ Values No. Rate in $ $ Value $ Value All rateable properties (base $20.95)

38,825 813,247 38,825 0.005120 808,402 1,621,649

b) Environment Levy - in 2000/01 Council received approval from the NSW Minister for Local Government for an Environment Levy. All rateable properties within the North Sydney LGA are charged the Environment Levy. In July 2012 Council was granted an ongoing extension of the quantum of levy. Levy funds are used to implement Council's Bushland and Fauna Rehabilitation Plans, Street Tree Strategy, Water Management Plan and Greenhouse Action Plan as detailed in the approved program of works that is articulated in the Delivery Program. It consists of a base amount (50%) and an ad valorem amount (at value).

BASE AMOUNT 50%

AD VALOREM TOTALS

No. $ Values No. Rate in $ $ Value $ Value All rateable properties (base $23.38)

38,825 908,009 38,825 0.005730 902,639 1,810,648

c) Mainstreet Levies - two Mainstreet Levies apply to business ratepayers in the designated areas only within the North Sydney LGA - refer to maps below.

The Crows Nest Mainstreet Levy was first adopted by Council in 1996/97, following community consultation, to fund streetscape works within the Crows Nest business area. In July 2012 Council was granted an ongoing extension of the quantum of levy. It consists of a base amount (30%) and an ad valorem amount (at value).

BASE AMOUNT 30%

AD VALOREM TOTALS

No. $ Values No. Rate in $ $ Value $ Value Business properties (base $107.32)

827 89,398 827 0.04915 208,607 298,005


The following map shows the boundaries of the applicable area of the approved Crows Nest Mainstreet Levy:

The Neutral Bay Mainstreet Levy was first adopted by Council in 2003/04, following community consultation, to fund streetscape works within the Neutral Bay business area. In July 2012 Council was granted an ongoing extension of the quantum of levy. It consists of a base amount (30%) and an ad valorem amount (at value).


BASE AMOUNT 30%

AD VALOREM TOTALS

No. $ Values No. Rate in $ $ Value $ Value Business properties (base $127.65)

470 59,996 470 0.064412 140,006 200,002

The following map shows the boundaries of the applicable area of the approved Neutral Bay Mainstreet Levy:

d) Domestic Waste Management (DWM) Charge - The DWM charge funds Council's waste and recycling service (red and yellow bins and free clean-up services). The 2017/18 DWM charge is $355.00, an increase of $61.00 on the current year.

Other specific rating issues:

a) Council will, upon registration of a new strata plan or deposited plan, re-rate the property(s) from the commencement of the proceeding quarter of the rate year.

b) Aggregation of rates in accordance with s.548A will apply in the following situations - for all lots categorised as Residential or Business for rating purposes, one separately titled car space and one separately titled utility lot that are in the same ownership as the residential or business lot and are within the same building or strata plan. All aggregations will only apply from the commencement of the quarter following the lodgement of the application with Council. An application fee will be applicable to all applications for aggregation.

c) At the end of each month all rate balances will be written off up to a maximum of $5.00 per assessment and the resulting abandonments shall be incorporated in Council's final accounts.


Stormwater Management Charge Council is responsible for managing stormwater across the North Sydney local government area. This involves the management and maintenance of over 95km of pipes, many of which were installed in the early 1900s when suburbs were first established. Some of these are now coming to the end of their useful life. Since 2006, Council has been proactively investigating the condition of the pipe network with CCTV and has discovered that more than 15km is in poor condition and needs replacing. The replacement of these pipes in poor condition will cost about $22 million. To help fund this work, Council introduced, effective from 1 July 2014, a Stormwater Management Charge (SWMC). This charge has been in place in some other NSW councils (including Mosman, Willoughby and the City of Sydney) since 2006. The charge will be between $5.00 and $25.00 per year depending on the category of your property for rating purposes. The following table outlines the charge structure:

Rating Category Annual Charge Residential (Maximum) $25.00 Residential Strata Plan or Company Title (Maximum) $12.50 Business (Capped) $25.00 Business Strata Plan or Company Title (Capped) $5.00

The charge will be dedicated to stormwater management upgrades and will provide approximately $550,000 additional funding for the stormwater works program. Interest Council will adopt the maximum rate applicable each year for outstanding rates and domestic waste charges in accordance with its Financial Management Policy. Goods and Services provided by Council The goods and services supplied by Council are classification based on the following criteria:

a) Preference will be given to firstly to people living within the North Sydney LGA; then to people or groups working within the North Sydney LGA, and then on a “first come first served basis”;

b) Council must be able to supply that good or service in a cost effective manner; and c) The supply of that good or service could be refused if that person or group was not

the intended “target” of that good or service. Users and consumers of Council’s facilities and services can either be located within (local) or outside the LGA (non-local), and/or have a status of being either permanent (12 or more uses per annum) or casual (less than 12 uses per annum). Council’s different types or classes of users are classified as follows: Classification Type 1.Ratepayers (including pensioners)

1.1 Residential 1.2 Business

2.Residents (including pensioners) 2.1 Ratepayers 2.2 Non-Ratepayers

3.Non-profit Organisations or Groups

3.1 Pre-school (government funded) 3.2 Primary school (government/public) 3.3 Secondary school (government) 3.4 Further education providers e.g. colleges (government) 3.5 Sporting clubs 3.6 Community groups 3.7 Other clubs or groups

4.Profit oriented groups 4.1 Pre-school (private) 4.2 Primary school (private)


Classification Type 4.3 Secondary school (private) 4.4 Further education providers (private) 4.5 Commercial sporting clubs 4.6 Other commercial clubs or groups

5.Other 5.1 Visitors 5.2 Others

Council’s Fees and Charges Schedule 2017/18 details each charge to be levied, the purpose of the charge, and the amount of the charge, the applicable GST and the GST inclusive price. The Fees and Charges Schedule is available from www.northsydney.nsw.gov.au. Considerations (General) Consideration will be given to those members of the community, who because of their special circumstances may not be able to access the service: Classification/Types Consideration 1.Ratepayers and Residents - information on adjoining properties for the purpose of the Dividing Fences Act 1991

Free

2.Pensioners 50% of “full cost” or the maximum permitted under legislation

3.Non-Profit Organisation or Groups 50% of “full cost” 4.Profit oriented groups - permanent hirers only (i.e. more than 12 bookings per annum).

15% of “full cost” or current market rates

5.Children/Students - Preschool

- Kindergarten to Year 12

Free 50% of “full cost” or the maximum permitted under legislation

Financial Hardship Policy Council’s Financial Hardship Policy complies with s.601 of the Local Government Act 1993 and covers situations where residential ratepayers believe that they have suffered financial hardship by way of Council utilising a General Revaluation for rating purposes for the first time i.e. hardship caused from the use of new valuations. Goods or Service Classes Classification/Types Discounts Apply 1.Information/Advice Yes 2.Halls, Parks and Reserves - Hire Yes 3.Swimming Pools Yes 4.Family Day Care Yes 5.Holiday Activity Program Yes 6.Reinstatements No 7.Property Portfolio No 8.Mollie Dive Function Centre Yes 9.Regulatory Functions (including fines) No 10.Parking - On street

- Off street (based on availability)

No Yes

11. Other No

The following table indicates where additional information relating to Council’s Revenue Policy can be found: Information Source Detailed estimate of Council’s income and expenditure

Delivery Program/Operational Plan

Statement indicating each ordinary rate to be levied Delivery Program/Operational Plan Statement indicating each proposed charge Fees and Charges Schedule


Statement of the types of fees proposed to be charged (including fee amount)

Fees and Charges Schedule

Statement of Council’s pricing methodology Fees and Charges Schedule Amounts of any proposed borrowings Resourcing Strategy - Long Term Financial Plan

Financial Management Policy


Our Delivery Program Direction 1: Our Living Environment Where do we want to be in 2023? The following describes our shared vision for North Sydney regarding our ‘living environment’: North Sydney will be greener and cleaner. As a community we will 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. Council will continue to lead the way in enhancing North Sydney’s protection of the natural environment, and the promotion of responsible energy use and environmentally sustainable business practices. Major improvements have largely been achieved by local communities, who work with Council to plant, protect and enhance their local environment. The sustainability of remnant bushland and aquatic habitats along the harbour foreshores and in waterways will be achieved with minimal impact by our urban development. Community knowledge of the natural environment will be enhanced through a wide range of environmental education programs including those at the Coal Loader Centre for Sustainability. Innovative strategies for minimising the consumption of natural resources and production of waste will be embraced by the community. Waste minimisation and resource recovery strategies, together with extensive community programs will result in a low waste society. Energy initiatives, such as water reuse schemes and the promotion and use of clean and renewable energy will create a more energy efficient community. Cogeneration and trigeneration energy production will contribute towards North Sydney’s energy requirements. North Sydney will be well known for its initiatives in encouraging the use of renewable energy sources and negative impacts on air and water quality will have been minimised through years of careful monitoring and planning. Our local open space and recreation areas such as Balls Head, Berry Island, Tunks Parks, Cremorne Reserve and St Leonards Park are of historical significance and some of our greatest treasures. A range of quality recreational activities both active and passive are will continue to be available to suit all ages, interests and abilities. Management and maintenance of sporting facilities will take into consideration the high demand for their availability and the impact of extreme weather events which may persist as an issue as a result of climate change. Public access to North Sydney’s foreshore will be maximised. Outcomes 1.1 Protected, enhanced and rehabilitated native vegetation communities and ecosystems 1.2 Quality urban greenspaces 1.3 Healthy and clean local waterways 1.4 Improved environmental footprint and responsible use of natural resources 1.5 Public open space, recreation facilities and services that meet community needs Community Indicators Residential waste (kg) disposed to landfill

Residential recyclables (kg) collected

Residential greenwaste (kg) collected

Percentage of residential waste diverted


Percentage of residential waste diverted from landfill Budget 2017/18

Budget 2017/18 ($)

1.1 Protected, enhanced and rehabilitated native

vegetation communities and ecosystems Operating expenditure 1,228,263 Operating income -5,000 Capital expenditure 0 Capital income 0

1.2 Quality urban greenspaces Operating expenditure 345,032

Operating income 0 Capital expenditure 0 Capital income 0

1.3 Healthy and clean local waterways Operating expenditure 291,763


1.4 Improved environmental footprint and responsible

use of natural resources Operating expenditure 17,519,199 Operating income -15,849,023 Capital expenditure 0 Capital income 0

1.5 Public open space, recreation facilities and

services that meet community needs Operating expenditure 12,547,814 Operating income -3,977,500 Capital expenditure 2,780,000 Capital income 0

Direction Operating Expenditure vs Total Council Operating Expenditure


Direction Operating Expenditure by Outcome


Direction 2: Our Built Environment Where do we want to be in 2023? The following describes our shared vision for North Sydney regarding our ‘built environment’: An integrated approach to planning and good urban design will be reflected in our built environment, which is consistent with sustainability principles, local character and the natural environment. The community is an integral partner in decisions regarding the built environment in their area. 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. Council’s planning policies will build on the strategic policies set by the State Government. Housing options play a valuable role in attracting and retaining a wide range of population groups, including affordable housing types for all ages and lifestyles. Proactive planning decisions have resulted in improving the housing options for the elderly and disadvantaged residents. New development will accommodate additional residents and workers as projected under State Government policy, without loss to local amenity or damage to the environment. The community takes pride in North Sydney being an attractive place to live. Commercial centres will retain their distinct character and strong identity with a relaxed, pedestrian friendly village atmosphere and a mix of services. Active use of public spaces will help ensure that there is a range of activities available to different groups of people during both day and night. The heritage value of our assets is recognised and protected, helping to strengthen the identity of local communities as well as provide a point of interest for residents and tourists alike. Contemporary planning provisions have strengthened the significance of heritage and allowed redevelopment to take place. Infrastructure is more sustainable, well maintained, constructed with the highest principles of urban design and suitable to the community’s needs. Improved drainage systems will improve the health of waterways and reduced the risk of localised flooding. Public transport and alternative, sustainable 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, connected and environmentally friendly options such as walking, bike riding and car pooling. Pedestrian and cycling paths link commercial centres and villages, improving access, safety and community connectedness. Council's parking policy has been set to encourage people to consider alternatives to the privately owned car. This includes limits on the amount of parking provided in new developments, combined with on-street resident parking and car share schemes. Convenient and equal access to parking is achieved keeping North Sydney moving and giving everyone a ‘fair go’. Outcomes 2.1 Infrastructure, assets and facilities that meet community needs 2.2 Improved mix of land use and quality development through design excellence 2.3 Vibrant, connected and well maintained streetscapes and villages that build a sense of community 2.4 North Sydney’s heritage is preserved and valued 2.5 Sustainable transport is encouraged 2.6 Improved traffic management 2.7 Improved parking options and supply


Community Indicators Number of DAs determined

Number of s96 modifications determined Estimated value of DAs approved Days on average taken to process a DA Days on average taken to process s96 modifications Median gross determination times DAs only Percentage of delegated determined DAs assessed within 60 days Percentage of workers taking public transport to work Percentage of residents taking public transport to work Length of cycling paths Car share membership in North Sydney Budget 2017/18

Budget 2017/18 ($)

2.1 Infrastructure, assets and facilities that meet

current and future community needs Operating expenditure 13,116,285 Operating income -2,575,900 Capital expenditure 15,851,588 Capital income 0

2.2 Improved mix of land use and quality development

through design excellence Operating expenditure 449,000 Operating income -3,467,000 Capital expenditure 0 Capital income 0

2.3 Vibrant, connected and well maintained

streetscapes and shopping villages that build a sense of community

Operating expenditure 296,364 Operating income -500,000 Capital expenditure 9,329,082 Capital income 0

2.4 North Sydney's heritage is preserved and valued Operating expenditure 219,392


2.5 Sustainable transport is encouraged Operating expenditure 15,000

Operating income -7,500 Capital expenditure 2,347,000 Capital income -1,173,500

2.6 Improved traffic management Operating expenditure 189,132

Operating income -63,816 Capital expenditure 825,000 Capital income 0

2.7 Improved parking options and supply Operating expenditure 4,257,653

Operating income -8,132,225


Capital expenditure 1,425,000 Capital income 0

2.8 Compliance management Operating expenditure 769,500

Operating income -571,000 Capital expenditure 0 Capital income 0




Direction 3: Our Economic Vitality Where do we want to be? Business confidence is high, and the local economy is thriving. North Sydney CBD is reinforced as one of Australia’s largest commercial centres. 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. The CBD is a hub for industries such as telecommunications, banking and finance, information technology and media and advertising. Local commercial centres are also healthy with sufficient capacity provided to support economic activity in centres outside the CBD. Business networks have been a successful tool in improving coordination and cooperation among small local businesses. 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. Functional improvements 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 is recognised as a national tourism icon for its harbour foreshores, Luna Park, Mary Mackillop Place, Kirribilli House and Admiralty House as well as the Coal Loader parklands. Tourism has served to preserve and enhance natural resources that can be used and enjoyed by residents and visitors alike. Outcomes 3.1 Diverse, strong, sustainable and vibrant local economy 3.2 North Sydney CBD is one of Australia’s largest commercial centres 3.3 North Sydney is a place that attracts events Community Indicators Total value of commercial construction

Commercial vacancy rates

Net growth of commercial floor space

Mean gross DA determination time commercial/retail/office development Budget 2017/18

Budget 2017/18 ($)

3.1 Diverse, strong, sustainable and vibrant local

economy Operating expenditure 260,000 Operating income 0 Capital expenditure 6,800,000 Capital income 0

3.2 North Sydney CBD is one of Australia's largest

commercial centres Operating expenditure 250,000 Operating income 0 Capital expenditure 0 Capital income 0

3.3 North Sydney is a place attracts events Operating expenditure 801,123



Direction 4: Our Social Vitality Where do we want to be? North Sydney offers a strong sense of local community based on networks of neighbourhoods. An increased sense of community has contributed to a greater feeling of personal and neighbourhood safety. Community services and facilities are well planned and located, accessible and meet a variety of uses. Council has maintained and expanded partnerships with government sectors and community organisations to ensure the ongoing delivery of community services and programs. Properly designed and managed public spaces provide meeting places and bring communities together. Arts and cultural activities help retain, support and strengthen North Sydney cultural heritage, vibrancy and sense of community. Well managed events draw the community together and bring financial, social and environmental benefits. Council in consultation with the community has implemented a range of road safety initiatives. 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. The community enjoys an active and healthy lifestyle. Accessible health services and an increase in the availability of programs especially for youth and older persons contribute to improvements in community health and connectedness. North Sydney is a community where the socially isolated, disadvantaged and residents under stress are cared for. 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 continues to have a strong and diverse volunteer culture, where volunteers feel valued. There is greater intergenerational exchange. The knowledge and experience of retired ‘baby boomers’ is a potential resource to be utilised by the community. North Sydney provides a diverse range of affordable housing types, important for all ages and lifestyles. These housing 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. North Sydney’s history and heritage continues to be carefully preserved and documented. This includes the history of the traditional indigenous custodians of the land, the Cammeraygal people. Valuing and preserving local heritage has strengthened the identity of local communities as well as building a sense of community. 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. Outcomes 4.1 Community is connected 4.2 Community is diverse 4.3 Enhanced arts and cultural programs and facilities 4.4 North Sydney’s history is preserved and recognised 4.5 Lifelong learning and volunteering is encouraged 4.6 Library services meet information, learning and leisure needs 4.7 Community is active and healthy 4.8 Enhanced community facilities, information and services 4.9 Enhanced community safety and accessibility 4.10 Improved affordable housing and accommodation


Community Indicators Percentage of residents self reporting health as excellent or very good

Rate of the following offences per 100,000 residents in North Sydney:

1. assault - non domestic violence 2. sexual 3. assault - domestic violence 4. robbery 5. break and enter 6. motor vehicle theft

Ratio of aged care places per 1,000 older residents Percentage of users satisfied with Stanton Library

Number of visitors to Stanton Library

Number of Stanton Library members

Number of Stanton Library loans

Number of environmental health, building compliance and public safety inspections completed

Number of proactive public health inspections undertaken Budget 2017/18

Budget 2017/18 ($)

4.1 North Sydney community is connected Operating expenditure 28,300


4.2 North Sydney community is diverse Operating expenditure 171,331


4.3 Enhanced arts and cultural programs and facilities Operating expenditure 248,798

Operating income 0 Capital expenditure 705,600 Capital income 0

4.4 North Sydney's history is preserved Operating expenditure 397,759


4.5 Lifelong learning and volunteering is encouraged Operating expenditure 95,734


4.6 Library services meet information, learning and

leisure needs Operating expenditure 3,010,098 Operating income -262,900 Capital expenditure 564,600 Capital income -48,000


4.7 North Sydney community is active and healthy Operating expenditure 874,922


4.8 Enhanced access to community services,

information, programs and facilities Operating expenditure 1,488,735 Operating income -647,377 Capital expenditure 38,000 Capital income 0

4.9 Enhanced sense of community safety and

accessibility Operating expenditure 508,416 Operating income -96,900 Capital expenditure 155,000 Capital income 0

4.10 Improved affordable housing and accommodation Operating expenditure 65,264

Operating income 0 Capital expenditure 2,000,000 Capital income 0



Direction 5: Our Civic Leadership Where do we want to be? 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. Community stakeholders work collectively with Council and other agencies to achieve the community’s shared Vision for North Sydney. Council has improved its governance by empowering communities to actively engage in civic life, through more involved decision making and increased responsibility for identifying and providing solutions to their own concerns. 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 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. Council has enhanced its communication mechanisms including provision of online communications making North Sydney a more informed community. Council is an employer of choice, with a highly skilled and motivated workforce committed to providing the community with a high level of service. Council effectively manages risk to minimise threats and maximise opportunities. Council 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. Outcomes 5.1 Council leads the strategic direction of North Sydney 5.2 Council is financially sustainable 5.3 Council is ethical, open, accountable and transparent in its decision making 5.4 Community is informed and aware 5.5 Customer focused Council services 5.6 Council is an employer of choice 5.7 Risks are minimised and continuity of Council’s critical business functions is ensured Community Indicators Operating performance ratio

Rates and Annual Charges coverage ratio

Unrestricted current ratio

Building and Infrastructure renewal ratios

Debt service ratio

Broad liabilities ratio

Infrastructure renewals ratio


Infrastructure backlog ratio

Asset maintenance ratio

Capital expenditure ratio Budget 2017/18

Budget 2017/18 ($)

5.1 Council has a clear strategic direction, driving a

sustainable future for North Sydney Operating expenditure 790,282 Operating income 0 Capital expenditure 0 Capital income 0

5.2 Best practice financial stewardship Operating expenditure 8,063,623


Capital expenditure 0 Capital income 0

5.3 Ethical, open, accountable and transparent

decision making Operating expenditure 8,878,153 Operating income -380,000 Capital expenditure 50,000 Capital income 0

5.4 Improved community awareness of Council's

activities and services through targeted communications

Operating expenditure 1,066,866 Operating income 0 Capital expenditure 0 Capital income 0

5.5 Customer focused Council services Operating expenditure 1,374,715


5.6 Council is an employer of choice Operating expenditure 1,238,209


5.7 Minimisation of risks and continuity of Council's

critical business functions Operating expenditure 5,125,528 Operating income -106,500 Capital expenditure 460,000 Capital income 0


Our Activities in Detail

General Manager

Chief Operations

Contracts Management

Legal Services

Procurement Services

Risk Management

City Strategy

Administration Services

Development Services

Environmental and Building

Compliance

Integrated Planning and

Special Projects

Ranger and Parking Services

Strategic Planning

Workforce Planning

Community and Library Services

Community Development

Library Services

Corporate Services

Communications and Events

Customer Services

Document Management

Services

Financial Services

Governance and Committee Services

Information Technology

Engineering and Property Services

Asset Management

Engineering Infrastructure

Project Management

Property Assets

Traffic and Transport

Operations

Works Engineering

Open Space and Environmental

Services

Environmental Services

Landscape Planing and

Design

North Sydney Olympic Pool

North Sydney Oval and Function

Centre

Parks and Reserves

Executive Assistant to

General Manager


Corporate Scorecard

Inte

rna

l Sy

ste

ms

an

d P

roc

es

ses

Percentage of scheduled activities progressing in accordance with agreed timeframes (Deliverables Progress (%))

Co

mm

un

ity

Percentage of residents satisfied with Council's service delivery (Resident Satisfaction with Service Delivery (%))

Percentage of scheduled capital works progressing in accordance with agreed timeframes (Capital Works Progress (%))

Percentage of correspondence responded to within 10 working days (Corro responded to w/in SLA (%))

Percentage reduction from previous quarter in Council’s electricity consumption (Electricity Usage Reduction (%))

Percentage of service requests completed within agreed service levels (Service Requests completed w/in SLA (%))

Tonnes of CO2 generated by Council (CO2 Emissions (tonnes))* Percentage of complaints responded to within 10 working days (Complaints Responded to w/in SLA (%))

Tonnes of CO2 generated by Council fleet (CO2 Emissions – Fleet (tonnes))*

Percentage of call centre calls answered in <25 seconds

Percentage reduction from previous quarter of kilolitres of water used by Council properties (Water Use Reduction (%))*

Percentage of call centre calls resolved on first point of contact (Calls Resolved – 1st Point of Contact (%))

Total volume (kilolitres) of water recycled and reused by Council (Water Recycled and Reused (kilolitres))*

Percentage of call centre calls answered and not abandoned

Percentage of unplanned down time of critical systems (Unplanned downtime of critical systems (%)) OR Percentage of systems and network availability

Percentage of enquiries at customer service centre counter resolved at first point of contact (Counter Enquiries – Resolved - 1st Point of Contact (%))

Peo

ple

Percentage of staff satisfied with the organisation (Overall Staff Satisfaction (%))

Fin

anci

al S

tew

ard

ship

Actual vs budgeted expenses

Percentage of staff who understand how their job contributes to the overall success of North Sydney Council

Operating result

Percentage of employee turnover (Staff Turnover (%))

Capital expenditure to forecast

Sick leave rate

Staff costs to forecast

Annual leave liability

Staff YTD costs to original budget

Average hours of training per year per employee (Average Training Hours)

Services expenses to forecast


Workplace health and safety injuries Operating balance ratio

Lost time injury frequency rate Unrestricted current ratio

Workers compensation claims Rates and annual charges coverage ratio

Risk event reports (General) Percentage of rates and charges overdue

Risk event reports (WHS) Building and infrastructure renewal ratio

Debt service ratio

Broad liabilities ratio

Available cash assets

Asset renewal ratio

Outstanding debtors ratio

Percentage of bills paid on time

* Reported biannually


Division: General Manager’s Office Purpose: The General Manager leads the organisation and is responsible for the day to day management of Council, exercising

functions including policies and decisions delegated to them by Council and the appointment, direction and dismissal of staff. The General Manager supports the governing body including the Mayor.

Acting General Manager: Ross McCreanor Services provided by this division include: Citizenship ceremonies Civic events Executive services Legal services Lobbying and advocacy Major projects delivery Procurement Risk management Work health and safety Budget 2017/18

Budget 2017/18 ($)

Executive Services Operating expenditure 512,876


Chief Operations Operating expenditure 401,187


Operating expenditure 153,885

Operating income 0


Capital expenditure 0 Capital income 0

Legal Services Operating expenditure 985,719


Procurement Services Operating expenditure 219,762

Operating income -200 Capital expenditure 10,000 Capital income 0

Risk Management Operating expenditure 1,494,259



General Manager’s Office Operating Expenditure vs Total Council Operating Expenditure

General Manager’s Office Operating Expenditure by Department

4%

96%

13%

11%

4%

26%6%

40%

Executive Services

Chief Operations

Contracts Management

Legal Services

Procurement Services

Risk Management


Department: Contracts Management Purpose: Coordinates contract management across the organisation. Responsibility: Manager Contracts Total Expenditure: $153,885 Total Income: $0 Total Staff Numbers (FTE): 1.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity

Start Date Target Date

5.2 Gov P1 Review of Contract Management template Jul 2017 Jun 2018 5.2 Gov P2 Project safety officer for WHS Jul 2017 Jun 2018

Services

Service Service Activity

Related CSP Outcome

S1 Procurement Procurement policy, procedure and templates; Monitoring and registration of tenders; management of procurement software; tender panel

5.7


Department: Legal Services Purpose: Provides legal advice to the Council and the General Manager. Responsibility: Solicitor Total Expenditure: $985,719 Total Income: $-100,500 Total Staff Numbers (FTE): 1.00 Services


Related CSP Outcome

S2 Legal Services Legal advice and litigation 5.7


Department: Procurement Services Purpose: Responsible for the acquisition and distribution of goods and services in accordance with legislative requirements and Council's

policies. Responsibility: Manager Procurement Services Total Expenditure: $219,762 Total Income: $-200 Total Staff Numbers (FTE): 2.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


5.2 Gov P3 Implementation of Eco firendly procurement software Jul 2017 Jun 2018 5.2 Gov P4 Review Procurement Manual Jul 2017 Dec 2018

Services


Related CSP Outcome

S3 Procurement Contract management and administration of register 5.7


Department: Risk Management Purpose: Manages insurance claims. Implements risk management strategies and monitors implementation of risk management program.

Business continuity program implementation, maintenance and testing. Implements strategies for improvement of work health and safety and delivers injury management programs. Provides Internal Audit. Negotiates insurance premiums.

Responsibility: Manager Risk Total Expenditure: $1,494,259 Total Income: $-100,000 Total Staff Numbers (FTE): 4.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


5.7 Gov P5 Planning and Implementation of WHS Training Jul 2017 Jun 2018 5.7 Gov P6 Ongoing integration of risk data and reporting Jul 2017 Jun 2018 5.7 Gov P7 Review ergonomic component of Workplace Adjustments Policy Jul 2017 Jun 2018 5.7 Gov P8 Review First Aid Program Jul 2017 Jun 2018

Services


Related CSP Outcome

S4 Departmental Administration Effective and efficient administration of the Risk Management Department

5.1

S5 Enterprise risk management Implement enterprise risk management system, including WHS and disruption management 5.7 S6 Insurance Maintain an appropriate insurance programme 5.7 S7 Procurement Palen Assess risk events and claims 5.7 S8 Risk events and claims Procurement Panel business (chaired by Risk Manager) 5.7


Service Standards

Service Service Standard

Risk claims (General) 80% of claims finalised within 90 calendar days Risk events (WHS) Notifications and claims processed in keeping with regulatory and insurance requirements Risk events (General) 90% of event reports acknowledged within 10 business days


Division: City Strategy Purpose: The City Strategy (CIS) Division’s key responsibilities include statutory Integrated Planning and Reporting, strategic land use

planning, including planning instruments, economic development and heritage controls as well as workforce planning and organisational development. Other regulatory functions include development assessment, environmental health and building regulation, parking compliance and ranger services.

Director: Joseph Hill Services provided by this division include: Animal and parking management Building certification Building compliance Building surveying Community engagement Corporate planning and performance reporting Development assessment Development compliance Economic development Environmental and health compliance Heritage conservation Human resources Learning and development Strategic land use planning Urban design Budget 2017/18

Budget 2017/18 ($)

Administration Services Operating expenditure 1,391,498


Development Services Operating expenditure 2,998,294


Operating income -3,158,000 Capital expenditure 0 Capital income 0

Environmental and Building Compliance Operating expenditure 1,828,114


Integrated Planning and Special Projects Operating expenditure 790,233


Ranger and Parking Services Operating expenditure 5,994,843

Operating income -7,751,225 Capital expenditure 0 Capital income 0

Strategic Planning Operating expenditure 1,709,599


Workforce Planning Operating expenditure 935,606



City Strategy Operating Expenditure vs Total Council Operating Expenditure

City Strategy Operating Expenditure by Department

15%

85%

9%

19%

12%

5%

38%

11%6%

Administration Services

Development Services

Environmental Building and Compliance

Integrated Planning and Special Projects

Ranger and Parking Services

Strategic Planning

Workforce Planning


Department: Administration Services Purpose: Coordinates all administrative functions relating to the City Strategy division, including the processing of applications and certificates

and notification advertising. Responsibility: Team Leader Administration Services Total Expenditure: $1,391,498 Total Income: $-300,000 Total Staff Numbers (FTE): 8.60 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.2 Soc P9 Creating a link between Council’s DA tracking and corporate systems to upload Review of Determinations to create clarity around assessment

Jul 2017 Dec 2017

2.2 Soc P10 Review of hoarding process to incorporate invoicing from Council’s corporate system Jul 2017 Sep 2017 Services


Related CSP Outcome

S9 Administrative support for City Strategy

Providing administrative support for City Strategy Division including maintaining registers and records; invoicing and reconciliation; DA notification; planning proposal notification; coordination of NSIPP meetings, Design Excellence Panel meetings and Pre-DA meetings; issuing s149 and 735A certificates

2.2

Service Standards


Section 149 Certificates Issue certificate within 5 working days of payment of fee (unless application for urgency is made).


Department: Development Services Purpose: Assesses development applications, issues building related certificates, notices and orders, conducts inspections and regulates

building standards including fire safety in accordance with statutory requirements. Development Services provides advice and information on planning development and building matters in order to guide customers through the development process. The department also coordinates the North Sydney Independent Planning Panel (NSIPP) and the Design Excellence Panel (DEP).

Responsibility: Manager Development Services Total Expenditure: $2,998,294 Total Income: $-3,158,000 Total Staff Numbers (FTE): 21.60 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.2 Soc P11 Review NSIPP procedures Jul 2017 Dec 2017 2.2 Soc P12 Review standard conditions of consent Jul 2017 Dec 2017 2.2 Soc P13 Review Urban Design Excellence Panel functionality Jul 2017 Dec 2017

Services


Related CSP Outcome

S10 Advice and Information Advice and guidance to the community and other council departments 2.2 S11 Appeal management and support Support of legal process for planning appeals 2.2 S12 Development Application Processing and

Management Advice, assessment and determination of Das, s96, s82 and NSIPP 2.2

S13 Design Excellence Panel Management and staffing of Design Excellence Panel 2.2 S14 Engineering Advice, assessment and determination of Vehicle Access applications 2.2 S15 Heritage Management Advice and assessment of heritage issues 2.4 S16 Hoardings approvals and Management Advice, assessment and determination of hoarding applications 2.2 S17 Landscape Management Advice and assessment of landscape issues 2.2 S18 Pre application advice - External Formal and Informal pre application meetings consultation and Advice 2.2


S19 Review External Government Body Applications

Provide comment on applications from Dept of Planning 2.2

Service Standards


Development application (DA) notification Advertise on website, newspaper notification, letterbox in accordance with the Development Control Plan (DCP).

Development application (DA) processing

Process application in accordance with Environmental Planning and Assessment Act 1979 and documented procedures. Development applications will be determined within 60 days. Where additional information is required, additional time may be added.

Development assessment – advice/assistance with lodgment Council planning staff are available from 9am to 5pm Monday to Friday to provide general advice.

Hoarding permits Provide within 7 days of the receipt of a valid application.


Department: Environmental and Building Compliance Purpose: The Environmental and Building Compliance department is responsible for the enforcement of building and health related regulatory

services, including the enforcement of unauthorised works and land use, pollution complaints and routine health inspections of food premises and other premises and cooling towers.

Responsibility: Manager Environmental and Building Compliance Total Expenditure: $1,828,114 Total Income: $-484,000 Total Staff Numbers (FTE): 15.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


1.4 Env P14 Investigate CBD noise monitoring program Jul 2017 Jun 2018 2.2 Soc P15 Implementation of food shop ‘Scores on Doors’ initiatiative Jul 2017 Jun 2018 2.2 Soc P16 Implementation of the cooling tower inspection program Jul 2017 Jun 2018

Services


Related CSP Outcome

S20 Advice Advice relating to health, compliance and development applications 2.2 S21 Allegation Investigation Investigation of allegations regarding the built environment (unauthorised works, unauthorised land

use, residential swimming pools), environmental health (pollution and public health including food shops, cooling towers, skin penetration and public swimming pools) and environmental protection (runoff, stormwater, blocked sewerage, erosion and sediment control and water, noise, air and waste pollution),

1.4

S22 Application and Determination

Advice, assessment and determination of subdivision, building, complying development and construction certificates; issuing s88B Certificates; determination of out of hours work permits and mobile food vending permits.

2.2

S23 Compliance Audits Audits of marinas, dry cleaners, golf courses, smash repairs, petrol stations 2.2 S24 Compliance Inspections Inspections of erosion and sediment control, food shops, cooling towers, skin penetration/ beauty

salon, home swimming pools, commercial swimming pools, boarding houses, fire safety 2.2


Service Standards Service Standards


Boarding house inspections

Inspect boarding houses within 12 months of registration.

Building works – illegal

Urgent public safety requests, once verified, investigated within 24 hours. Acknowledge all requests/complaints within 24 business hours and initiate investigation of complaint within 10 working days. Provide feedback to the complainant at the completion of the investigation process and take appropriate action.

Complying Development Certificates (CDC)

Issue certificate within 21 days of the receipt of a valid application.

Construction Certificate (CC)

Issue certificate within 21 days of the receipt of a valid application.

Fire Safety Statements Annual Fire Safety Statements to be register and register updated within 15 days of being received at Council.

Food premise – inspection

Inspect all food premises at least once every 12 months.

Food safety complaints Acknowledge all complaints/requests within 1 working day and initiate investigation of complaint/request within 10 working days. Ensure business maintained and operated in accordance with legislation. Respond to complainant upon completion of investigation. Take appropriate action.

Noise complaints

Respond to noise complaints regarding licensed premises, road construction, road traffic, building construction, domestic noise, alarms, or music from commercial/residential premises within [timeframe].

Pollution incidents investigations

Urgent public safety requests, once verified, investigated within 24 hours. Acknowledge all requests/complaints within 24 hours and initiate investigation of complaint within 10 working days.


Provide feedback to the complainant at the completion of the investigation process and take appropriate action.

Skin penetration premises – complaints Acknowledge all requests/complaints within 1 working day and initiate investigation of complaint within 10 working days. Provide feedback to the complainant at the completion of the investigation process and take appropriate action.

Skin penetration premises – inspections Inspect all skin penetration premises at least once every 2 years.

Swimming pool inspections Inspect all swimming pools at least once every 3 years.

Water cooling towers – complaints Acknowledge all requests/complaints within 1 working day and initiate investigation of complaint within 10 working days. Provide feedback to the complainant at the completion of the investigation process and take appropriate action.

Water cooling towers – inspections Inspect all water cooling towers at least once every 12 months.


Department: Integrated Planning and Special Projects Purpose: Prepares and reports against statutory and corporate plans. The department also maintains Council’s policy manual and coordinates

Council’s community engagement activities including administration and support of the North Sydney Community Precinct System. Responsibility: Manager Integrated Planning and Special Projects Total Expenditure: $790,233 Total Income: $0 Total Staff Numbers (FTE): 4.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


3.1 Eco P17 Implement the Economic Development Strategy including a focus on innovation Jul 2017 Jun 2018 4.1 Soc P18 Development of a Place making policy and Framework Jul 2017 Dec 2017 5.3 Gov P19 Implementation of Project Management Framework Jul 2017 Jun 2018

Services


Related CSP Outcome

S25 Community Engagement Coordination of community engagement activities; Develop and review community engagement framework; Community engagement support and advice for projects; coordination of Community Satisfaction Survey

5.3

S26 Corporate and Integrated Planning

Development and reporting on Integrated Planning and Reporting documents (CSP, Resourcing Strategy, Long Term Financial Plan, Asset Management Strategy, Workforce Management Strategy, Delivery Program, Operational Plan, Annual Report, End of Term Report); development of corporate policy; management of corporate reporting KPIs and software; management of policy manual; continuous improvement activities

5.1

S27 Economic Development Economic Development Strategy implementation; Business engagement program implementation, including network events; business communication

3.1

S28 Project Management Develop and implement Project Management framework; coordinate budget-bid process; project planning and reporting

5.1

S29 Precinct Support Management of Precinct System, funding and communication; management of Joint Precinct Committee

5.3


Service Standards


Precinct Support Summary of Actions from minutes received provided to Precints prior to next meeting


Department: Ranger and Parking Services Purpose: The Ranger and Parking Services department is responsible for administering parking enforcement practices throughout North

Sydney. This includes the management of on street and off street parking. The Ranger and Parking Services department provides regulatory services to the community of North Sydney in the areas of public safety, pollution incidents, abandoned articles/vehicles and animal control.

Responsibility: Manager Ranger and Parking Services Total Expenditure: $5,994,843 Total Income: $-7,751,225 Total Staff Numbers (FTE): 34.50 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.2 Soc P20 Undertake taxi compliance operation Jul 2017 Jun 2018 2.7 Soc P21 Investigate parking sensor integration Jul 2017 Sep 2017

Services


Related CSP Outcome

S30 Animal Control Companion animal management 2.2 S31 Development Notification Development notification sign erections and removal 2.2 S32 Emergency Management Safety control 4.9 S33 General Enforcement Enforcement of parks/ verges/ footpaths, building works, environmental pollution/spill, illegal

dumping and bill posting/ boat trailor parking 1.4

S34 Infringement Infringement Processing and court matters 2.7 S35 Inspections/Policing Inspections and policing of outdoor dining, dumped articles, community centre and park operations

and security 2.2

S36 Parking Enforcement Parking management – enforce parking restrictions, resident parking policy and operational strategies; Patrolling school zones

2.7

S37 Response Management Custodial responsibility of all Council assets and services out of hours 2.1


Service Standards


Abandoned trolleys Inspect and contact owners (if identified) to collect trolley within 14 days of request. Impound trolley if not collected.

Abandoned vehicles Inspect and contact owners (if identified) to collect vehicle within 14 days of request. Impound vehicle if not collected.

Animals – barking dogs

Attend to complaints within 1 working day of receipt of complaint by Rangers.

Animals – dog attacks

Respond to report of dog attack immediately.

Boat trailer parking Monitor LGA first working day every month.

Outdoor dining and trading - inspections Inspect all permitted areas every month.

Parking patrols – residential areas and commercial centres Patrol every residential area and commercial centres weekly

Parking patrols – schools Patrol every school 3 times each week.

Parks – patrols

Patrol every park 3 times each week.


Department: Strategic Planning Purpose: The Strategic Planning department develops strategic policy related to land use planning, including planning instruments, heritage

conservation, and statutory obligations in relation to planning matters. Provides guidance, information and assistance to Council, staff and the community on strategic planning matters and Council’s planning and heritage conservation policies. Prepares and implements urban design strategies to complement the growth and development of North Sydney. Facilitates and supports local government area wide economic development.

Responsibility: Manager Strategic Planning Total Expenditure: $1,709,599 Total Income: $-360,000 Total Staff Numbers (FTE): 12.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


1.5 Env P22 Preparation of Plans of Management for Anderson and Tunks Parks Jul 2017 May 2018 2.2 Soc P23 Preparation of Planning Proposals associated with the North Sydney LEP and DCP

amendments Jul 2017 Jun 2018

2.5 Env P24 Refinement and Implementation of CBD Transport Masterplan Oct 2017 Jun 2018 3.1 Eco P25 Crows Nest Priority Precinct Jul 2017 Jun 2018 3.1 Eco P26 Ward St Masterplan refinement and implementation Strategy Jul 2017 Jun 2018 5.1 Gov P27 Participation in the Greater Sydney Commission’s finalisation of the District Planning

process. Jul 2017 Dec 2017

Services


Related CSP Outcome

S38 Advice Assess and monitor new information and directions from State Government 2.2 S39 Design Excellence Panel Coordination of Council’s Design Excellence Panel 2.2 S40 Developer Contributions Prepare and monitor plans (s94 v s94A); Negotiate and coordinate Voluntary Planning

Agreements

2.2


S41 Land Planning Information Maintain planning related information on website; Issue and maintain S149 Certificates 2.2 S42 Strategic Land use Planning Prepare, implement and review Local Planning Strategy, Local Environment Plan, Development

Control Plan, heritage and conservation policies and controls and planning projects (rezoning, masterplan, studies, public domain strategies)

2.2

S43 Transport Strategic transport planning; collaboration on and response to large State infrastructure projects (like Metro and B-Line)

2.3

S44 Urban Design Precinct and Master Planning 2.3 Service Standards


Planning codes and publications

Council will supply the publication upon request and payment of fee (where not published on Council’s website).

Planning proposals

Conduct broad community consultation on all major planning proposals presented to Council.


Department: Workforce Planning Purpose: The Workforce Planning department provides human resources support to Council through workforce planning, organisational

development and performance management, recruitment and selection processes, and industrial and employee relations. Designs and delivers tailored learning and development programs to meet organisational requirements, ongoing staff development and wider organisational performance.

Responsibility: Manager Workforce Planning Total Expenditure: $935,606 Total Income: $-12,000 Total Staff Numbers (FTE): 5.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


5.6 Gov P28 Implement e-recruitment system Jul 2017 Jun 2018 5.6 Gov P29 Implement Leadership Program Jul 2017 Jun 2018 5.6 Gov P30 Conduct staff satisfaction survey Jul 2017 Jun 2018 5.6 Gov P31 Update of skills relating to PPA Jul 2017 Jun 2018

Services


Related CSP Outcome

Employee Relations Award/policy interpretation and advice; Grievance and dispute management; Performance and conduct management; Consultative Committee co-ordination; Leave management

5.6

HR Strategy Health Matters Program; HR policy development, review and implementation; Workforce and succession planning; Employee Engagement Survey; Performance Planning and Assessment

5.6

Learning and Developments Co-ordinate the Education Assistance Program; Manage e-learning; Training administration; Develop and implement organisational training plan; Develop and implement a leadership training program

5.6

Recruitment and Onboarding Advertising; offer of employment; notification; new starter sign-up; on-boarding; induction 5.6 Renumeration and Benefits Job evaluations; salary survey; Management of workplace flexibility 5.6 Separations Process employee separations; Conduct and report on exit interviews; transition assistance 5.6


Service Standards


Job applicants Acknowledge job applications within 1 working days of position advertising closing.


Division: Community and Library Services Purpose: The Community and Library Services Division plans and delivers a range of services and programs for seniors and people with

special needs, families and children services, youth services and arts and cultural events. The division is also responsible for management of Stanton Library and the North Sydney Heritage Centre.

Director: Martin Ellis Services provided by this division include: Aged and disability services Arts and cultural programs and facilities Children’s and family services Community development Community facilities Community grants Community safety Community transport Family services Historical services and museums Library services Social planning Youth services Budget 2017/18

Budget 2017/18 ($)

Community Development Operating expenditure 3,238,538



Library Services Operating expenditure 3,407,857 Operating income -266,000 Capital expenditure 573,000 Capital income 0


Community and Library Services Operating Expenditure vs Total Council Operating Expenditure

Community and Library Services Operating Expenditure by Department

7%

93%

49%51%Community Development

Library Services


Department: Community Development Purpose: The Community Development department delivers community development activities which support the community of North Sydney,

particularly disadvantaged groups. This is through direct social services and cultural programs such as family, youth and children’s activities and events, community safety, community and neighbourhood centres, community transport, holiday activities, home modification and maintenance, community housing, volunteer capacity building, community information and art exhibitions. The Community Development department plans and delivers a wide range of community events including the North Sydney Art Prize, Guringai Festival, Harmony Day and Children’s Festival.

Responsibility: Manager Community Development Total Expenditure: $3,238,538 Total Income: $-568,109 Total Staff Numbers (FTE): 12.21 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


4.3 Soc P32 Restoration of Primrose Park Art and Craft Centre Jul 2017 Mar 2018 4.3 Soc P33 St Peters Park Sculpture Jul 2017 Jun 2018 4.3 Soc P34 Implement Arts and Cultural Development Strategic Plan Jul 2017 Jun 2018 4.7 Soc P35 Review and Impement Children’s Services Strategic Plan Jul 2017 Jun 2018 4.7 Soc P36 Implement Older Persons Plan Jul 2017 Jun 2018 4.8 Soc P37 Community Centres: equipment and playground upgrades Jul 2017 Jun 2018 4.8 Soc P38 Planet X Equipment and Furniture upgrades Oct 2017 Jun 2018 4.8 Soc P39 Forsyth Park Community Centre fence replacement Jul 2017 Dec 2017 4.9 Soc P40 Implement Community Safety Plan Jul 2017 Jun 2018 4.9 Soc P41 Implementation of Disability Inclusion Plan Jul 2017 Jun 2018

Services


Related CSP Outcome

S45 Affordable Housing Provision of affordable housing 4.10


S46 Arts and Culture Exhibitions, Cultural Expression and Experiences; Diverse, Inclusive Art and Cultural Programs and Festivals; Creative Spaces and Facilities

4.3

S47 Community Centres Manage 4 Community Centres 4.8 S48 Community Development Projects and Services 4.1 S49 Community Information Coordinate community noticeboard program; Produce community information publications;

Maintain LINCS online directory 4.1

S50 Children's services Operate Family Day care Coordination unit; Not for Profit Community Based Child Care provided in Council Facilities; Vacation Care Service

4.8

S51 Community Transport Manage community bus and trips 4.7 S52 Homeless services Outreach visits for assessment and provision of assistance with housing referrals 4.10 S53 Social Planning Services - Aged and Disability, Children and Families, Multicultural and Domestic Violence;

Demographic Profile and Social Needs Analysis 4.7

S54 Youth services Direct services - Operate Planet X Centre; Outreach services; Collaborative developmental programs for young people in partnership with Educational Institutions, FACS, Accommodation Services and other specialist Youth Services

4.7

Service Standards


Arts programs

Conduct at least 10 arts programs every year.

Community programs

Conduct at least 10 community programs every year.

Community referrals for assistance Respond within 1 working day to requests for assistance.


Department: Library Services Purpose: Library and historical services are delivered to the North Sydney community through Stanton Library, a home library service, the

North Sydney Heritage Centre, Don Bank Museum and Sexton’s Cottage Museum. The department promotes and nurtures literacy and lifelong learning by offering services and activities for all groups in the community including children, youth, seniors and those of non-English speaking background. Stanton Library is part of the Lower North Shore’s Shorelink Library Network.

Responsibility: Manager Library Services Total Expenditure: $3,407,857 Total Income: $-266,000 Total Staff Numbers (FTE): 30.07 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


4.6 Soc P42 Implementation of Stanton Library Masterplan Stage 1 (Part 2) – completion of furniture and fittings

Jul 2017 Dec 2017

4.6 Soc P43 Manage the restructuring of Shorelink with Willoughby Council’s departure Jul 2017 Jun 2018 4.3 Soc P44 Launch of fully refurbished Don Bank museum in conjunction with Australian Catholic

University Jul 2017 Dec 2017

Services


Related CSP Outcome

S55 Events and Programs Public programs; Annual Young Writers Award; talks and discussion groups; art and craft groups and activities; community events; cultural celebrations; story time and activity sessions; holiday programs; IT assistance and training

4.6

S56 Historical Services Heritage Centre; Museums and St Thomas Rest Park; Local history research and information service; collection management and interpretation; online historical resources

4.4

S57 Library Services Collection services; Customer and Information service; online resources; Shorelink; Kids and Youth library; Home Library service

4.6


Service Standards


Events and programs

Six public Storytime sessions a week, regular Author talks, book and philosophy groups, technology test drive classes and craft sessions.

Historical services – Don Bank cottage Open to general public 3 hours during week and 2 hours on weekend. Interpreted garden open to the public 7 days a week.

Historical services – Heritage Centre Open 69 hours a week; 7 days a week; closed public holidays. Staffed 6 days a week. Historical services - local history research and information Aims to satisfy 90% of complex local history queries in 14 days. Historical services – Sextons Cottage Open 2 days a week (2-3 hours per day).

Exhibition and genealogical information. Historical services – St Thomas Rest Park Open every day as an interpreted landscape.

Headstones searchable online. Library services – collections

Collections constantly added to and updated. At least 8% of the collection if replaced with new items each year. Customer purchase suggestions responded to within 3 days.

Library services – counter service

A customer service desk with staff available to answer general and more complex queries during opening hours. In person or written queries responded to the same day. A Readers Advisory service is available to help customers find their next read.

Library services – online catalogue Library customers can search items from Shorelink’s online catalogue and can borrow items from any of the Shorelink libraries.

Library services – online resources An expanding collection of online resources including: eBooks, eAudio, eMagazines, databases, images and podcasts.

Library services – operation Open 69 hours a week; 7 days a week; only closed public holidays. Library services – public Internet access Access to 30 public computers for up to 2 hours a day.Library services – public wi-fi access Access to higher bandwidth allocations for library members.


Division: Corporate Services Purpose: The Corporate Services (COS) Division is responsible for communications, event management, governance, customer services,

document management services, financial services including the management of Council’s investment portfolio, rates and long term financial planning and information technology services.

Acting Director: Sandra Moore Services provided by this division include: Access to information Accounts payable and receivable Communications Council and Committee Meetings Councillor support Customer services Events External audit Facilities management Financial accounting Financial management and reporting Financial services Governance Information technology Insurance Internal and external communications Management accounting Payroll Records management Revenue collection Spatial information


Budget 2017/18

Budget 2017/18 ($)

Administration Operating expenditure 612,792


Communications and Events Operating expenditure 2,072,229 Operating income -31,000 Capital expenditure 0 Capital income 0 Customer Services Operating expenditure 1,405,795 Operating income -422,600 Capital expenditure 0 Capital income 0 Document Management Services Operating expenditure 1,209,260 Operating income -6,000 Capital expenditure 0 Capital income 0 Financial Services Operating expenditure 4,260,855 Operating income -

46,026,800 Capital expenditure 0 Capital income 0 Governance and Committee Services Operating expenditure 676,401 Operating income 0 Capital expenditure 50,000 Capital income 0 Information Technology Operating expenditure 2,854,372 Operating income -500


Capital expenditure 450,000 Capital income 0


Corporate Services Operating Expenditure vs Total Council Operating Expenditure

Corporate Services Operating Expenditure by Department

13%

87%

5%

16%

11%

9%

32%

5%

22%

Administration

Communications and Events

Customer Services

Document Management Services

Financial Services

Governance and Committee Services

Information Technology


Department: Communications and Events Purpose: Develops and implements internal and external communications strategies to inform the community about Council’s services,

facilities, programs and priorities. Responds to media enquiries. Prepares speech notes and presentation materials for the Mayor and other sections of Council as required. Prepares graphic design and printed materials. Plans and delivers community events including the Twilight Food Fair, Australia Day BBQ by the Bridge and North Sydney CBD events.

Responsibility: Manager Communications and Events

Total Expenditure: $2,072,229 Total Income: $-31,000 Total Staff Numbers (FTE): 8.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


3.3 Eco P45 Revise and updating Marketing Strategy for Nth Syd Happiness Works Here Campaign Jul 2017 Jun 2018 3.3 Eco P46 Events Operations and Promotions to undertake events such as Australia Day, Backstreet

Block Party, Bradfield Bark and Twighlight Markets Jul 2017 Jun 2018

5.4 Gov P47 Development of Council Information Videos Jul 2017 Jun 2018 Services


Related CSP Outcome

S58 Communications Media Relations Service; Manage Social Media; Dissemination of information to community and other stakeholders; Promotion of council and community events; Manage staff newsletter and intranet; Graphic design; Oversight over council brand and image

5.4

S59 Event Management Events Policy and Strategy Development; External event advice; Community Event Delivery; Provide corporate event support and advice

4.1

S60 NTH SYD CBD Marketing and Communications 3.3


Service Standards


Communications - newsletter Produce 3 issues of the North Sydney News each year. Every issue delivered to approximately38,000 households and businesses. Council e-news and Events e-news sent by email to registered subscribers monthly.

Media requests Finalise media requests within 2 working days of request.


Department: Customer Services Purpose: The Customer Services department provides frontline customer service to external customers over the telephone, in person and in

writing including the provision of information about Council services, requests for service, processing applications, issuing of permits and certificates and cashiering. The Customer Services department also manages the booking of community and commercial use of Council venues.

Responsibility: Manager Customer Services Total Expenditure: $1,405,795 Total Income: $-422,600 Total Staff Numbers (FTE): 15.44 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


5.5 Gov P48 Pilot customer feedback systems Jul 2017 Jun 2018 5.5 Gov P49 Promote and enhance phone system capabilities Jul 2017 Jun 2018 5.5 Gov P50 Conduct a benchmark review of Council’s frontline customer services Jan 2018 Jun 2018 5.5 Gov P51 Implement online services and mobile technology opportunities Jul 2017 Jun 2018 5.5 Gov P52 Implement Customer Service Improvement Strategy Jul 2017 Jun 2018 5.5 Gov P53 Provide adaptive forms on Council’s website Jul 2017 Jun 2018

Services


Related CSP Outcome

S61 Applications and Bookings Resident parking applications and the annual renewal process; Assess and process bookings - Halls and Venues /Parks and Reserves /Sporting Fields; Process and receipt all permit applications

5.5

S62 Customer Service Customer Request Management - processed through both ECM and Authority 5.5 S63 Front Counter and Call

Centre Operations Cash handling and receipting; Assess and process DA and certificate applications; General enquiries and assistance

5.5


Service Standards


Customer responsiveness – after hours

After hours phone contact when there is immediate threat to public health and safety is available.

Customer responsiveness – call centre

Phones are staffed during advertised business hours. Council will answer incoming calls within 20 seconds. Calls directed to appropriate staff member.

Customer responsiveness – complaints Acknowledge within 5 working days. Council will respond to complaints within 10 working days.

Customer responsiveness – counter service

Counters are staffed during advertised business hours.

Customer responsiveness – emails Council will respond to emails to [email protected] within 10 working days with an acknowledgement within 1 working day.

Customer responsiveness – service requests Council will respond to service requests in accordance with the relevant service standards.

Customer responsiveness – telephone Council will respond to telephone messages within 24 hours.

Filming Process application within 2 working days of complete request.

Hiring of facilities – community centres (casual)

Response within 2 working days of receipt of complete application.

Hiring of facilities – community centres (regular)


Hiring of facilities – sportsgrounds (casual)


Hiring of facilities – sportsgrounds (seasonal) Response within 20 working days after application period closes.

Parking permits

Provide immediately on the receipt of a valid application.


Department: Document Management Services Purpose: Maintains, archives and disposes of Council records and provides access to Council documents in accordance with legislative

requirements. Responsibility: Manager Document Management Services Total Expenditure: $1,209,260 Total Income: $-6,000 Total Staff Numbers (FTE): 11.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


5.3 Gov P54 Digitisation of Council’s Hard Copy Property Files Jul 2017 Jun 2018 Services


Related CSP Outcome

S64 Public Access to information Manage public access to information (GIPA) 5.5 S65 Records Management Document management; management of privacy of information; mail and email coordination;

management of document management system 5.5

Service Standards


Customer responsiveness - correspondence Council will respond to correspondence within 10 working days of receipt.

Information requests – formal access

Respond to requests within 21 days of request. Where consultation with a third party is required, additional time may be added.

Information requests – informal access

Respond to requests within 10 days of request.

Information requests – informal and ‘open access’ documents Available within 14 working days of request (where not published on Council’s website).


Department: Financial Services Purpose: The Financial Services Department is responsible for financial operations, long term financial planning and budgeting and financial

control. Provides financial analysis, advice, information, and statutory and management reporting of Council’s budget, financial position and significant projects. Responsible for preparation and lodgement of financial reports and provision of Council’s annual financial statements. Responsible for the collection of revenue including rates and the payment and recording of transactions of goods and services (accounts payable and accounts receivable). Responsible for the payment and recording of salaries and wages (payroll). Provides Internal Audit.

Responsibility: Manager Financial Services

Total Expenditure: $4,260,855 Total Income: $-46,026,800 Total Staff Numbers (FTE): 16.80 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.1 Soc P55 Implementation of Emergency Services Property Levy Jul 2017 Jun 2018 5.2 Gov P56 Implementation of Civica Credit Card module Jul 2017 Jun 2018 5.3 Gov P57 Review and implementation of new auditing process Jul 2017 Jun 2018 5.5 Gov P58 Creation and implementation of smartforms Jul 2017 Jun 2018

Services


Related CSP Outcome

S66 Financial Accounting Accounts receivable and payable; fees and charges; ledger administration; statutory accounting processing and reporting; banking and investment; tax and asset accounting; financial software administration

5.2

S67 Management Accounting Budget preparation and review; long term financial planning; major works reporting; loan management; commercial accounting

5.2

S68 Payroll Salary, superannuation and performance payments processing; issuing group certificates; maintenance of staff leave balances

5.2

S69 Revenue Admin Rates notice, enquiries and sundry debtors; land re-valuation; pensioner rebates/ claims, emergency services property levy

5.2


Service Standards


Finance – outstanding rates notice Issue outstanding rates notice within 14 days of non-payment of rates

Finance – payment of creditors

Pay creditors within 30 days or as per the terms of payment.


Department: Governance and Committee Services Purpose: Facilitates and supports Council and Committee meetings. Provides administrative support to the Mayor and councillors. The

department also provides word processing support to the organisation. Responsibility: Manager Governance and Committee Services Total Expenditure: $676,401 Total Income: $0 Total Staff Numbers (FTE): 7.60 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


5.3 Gov P59 To investigate the production of electronic business papers Jul 2017 Dec 2017 5.3 Gov P60 Conduct the Governance Health Check and implement recommendations Jul 2017 Dec 2017 5.3 Gov P61 Promote the youth mentor and mock council programs Jul 2017 Jun 2018

Services


Related CSP Outcome

S70 Administrative Support Administrative support for Mayor; Word Processing; Management of Reference Groups 5.1 S71 Governance Complaints and Compliments Coordination; Mock Council Program 5.5 S72 Meeting Support Promote public attendance at Council, Committee and Reference Group meetings meetings;

Provide Councillor support; Provide meeting support, including provision of agendas and minutes 5.3

Service Standards


Council and committee meeting – business papers

Publish at least 3 calendar days prior to each meeting on Council’s website and at Customer Service, Stanton Library and at Council meetings (with exception of closed session papers).


Council and committee meeting - minutes

Publish by 12 midday on Wednesday following meeting.

Customer responsiveness – complaints Acknowledge within 5 working days. Council will respond to complaints within 10 working days.


Department: Information Technology Purpose: Information Technology is responsible for the planning, deployment, management and operation of network infrastructure,

applications and systems. Services include security and communications, hardware, software and IT strategic analysis. Maintains and administers Council’s Geographical Information Systems (GIS) and the property module of Council’s property information system. Updates and maintains Council’s website and intranet.

Responsibility: Manager Information Technology Total Expenditure: $2,854,372 Total Income: $-500 Total Staff Numbers (FTE): 12.69 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


5.4 Gov P62 Website Review Jul 2017 Jun 2018 Services


Related CSP Outcome

S73 Disaster Recovery Disaster Recovery of IT infrastructure 5.7 S74 GIS Provision of GIS 5.5 S75 Hardware and Software

Infrastructure Management of servers, desktops, network infrastructure and communications, storage, telecommunications infrastructure; CCTV Provision and Management; Website and Intranet provision and content management; Smart device provision and maintenance; Maintain Staff Telephone Directory

5.5

S76 IT Management Assess and provide IT platform for hardware; Internal business Relationship and Strategy; Assess and provide IT platform for software

5.5

S77 Software Management Software support; Acquire, test, install and upgrade software 5.5


Service Standards


Communications – website The website www.northsydney.nsw.gov.au is available for 98% of the time.


Division: Engineering and Property Services The Engineering and Property Services Division is responsible for the delivery of municipal infrastructure. Activities include the maintenance of built assets including community facilities, local roads, footpaths and drainage. The division delivers capital works projects, manages traffic operations and facilities, provides road safety education programs and manages Council’s fleet and plant. The division is also responsible for parking meters and parking stations and management of Council’s commercial property portfolio. Director: Duncan Mitchell Services provided by this division include: Council buildings leasing management Council buildings maintenance Drainage Emergency management Fleet and plant Footpath and cycleways maintenance Graffiti removal Infrastructure maintenance Infrastructure management Off street car parking Project management for capital works delivery Property management Property services Road construction Road maintenance Road safety Street cleaning Street lighting Transport and parking management Transport and traffic planning


Budget 2017/18

Budget 2017/18 ($)

Engineering Infrastructure and Asset Management Operating expenditure 7,558,052


Capital expenditure 23,296,588 Capital income 0

Project Management Operating expenditure 16,364 Operating income -500,000 Capital expenditure 7,329,082 Capital income 0 Property Assets Operating expenditure 4,747,410 Operating income -6,215,100 Capital expenditure 2,250,000 Capital income 0 Traffic and Transport Operations Operating expenditure 1,015,000 Operating income -197,500 Capital expenditure 3,172,000 Capital income -1,173,500 Works Engineering Operating expenditure 1,532,182 Operating income -5,030,800 Capital expenditure 0 Capital income 0


Engineering and Property Services Operating Expenditure vs Total Council Operating Expenditure

Engineering and Property Services Operating Expenditure by Department

15%

85%

51%

0%

32%

7%

10%

Engineering Infrastructure

Project Management

Property Assets

Traffic Services

Works Engineering


Department: Asset Management Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.1 Soc P63 Inventory and Condition Data Collection Jul 2017 Jun 2018 2.1 Soc P64 Sea Wall Condition Audit Jul 2017 Dec 2017 2.1 Soc P65 Retaining Wall Condition Audit Jul 2017 Jun 2018 2.1 Soc P66 Roads reconstruction and rehabilitation program Jul 2017 Jun 2018

Services


Related CSP Outcome

P67 Asset Management Undertake regular asset condition assessments; Maintain asset inventory data, model asset deterioration, and develop scenarios to maintain assets to desirable Levels of Service. Prepare, update and manage the infrastructure asset management plan;

2.1

P68 Emergency Management Prepare Joint Emergency Plans, Participate in Local Emergency Management Committee, Emergency Response

5.7

P69 Asset Management Strategy Prepare and update the Asset Management Strategy; Prepare prioritised project lists and programs for 4 year Delivery Plan and 10 year LTFP.

2.1

Service Standards


Asset Management Plan Full review of Asset Management Plans completed every 4 years.


Department: Engineering Infrastructure Purpose: Manages Council’s major capital works infrastructure programs, which include roads, footpaths, drainage and seawalls. This includes

the preparation of detailed design plans and estimates, the preparation of tender and contract documents and the calling, evaluation and awarding of tenders for the various capital works programs.

Responsibility: Manager Engineering Infrastructure Total Expenditure: $7,558,052 Total Income: $-14,237,245 Total Staff Numbers (FTE): 4.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


1.3 Env P70 GPT Capital Upgrade Program Jul 2017 Jun 2018 1.3 Env P71 GPT Cleaning Program Jul 2017 Jun 2018 1.3 Env P72 GPT Maintenance Program Jul 2017 Jun 2018 2.1 Soc P73 Drainage Capital Works Program Designs Jul 2017 Jun 2018 2.1 Soc P74 Drainage Capital Works Program Implementation Jul 2017 Jun 2018 2.1 Soc P75 Footpath Reconstruction Program Jul 2017 Jun 2018 2.1 Soc P76 Kerb and Gutter Program Jul 2017 Jun 2018 2.1 Soc P77 Marine Structures Capital Program Jul 2017 Jun 2018 2.1 Soc P78 Retaining Wall Capital Program Jul 2017 Jun 2018 2.1 Soc P79 Roads Reconstruction Program Jul 2017 Jun 2018 2.1 Soc P80 Safety Barriers Capital Program Jul 2017 Jun 2018 2.1 Soc P81 Sea Wall Capital Reconstruction Program Jul 2017 Jun 2018 2.1 Soc P82 Bus Shelter Replacement Program Jul 2017 Jun 2018 2.3 Soc P83 Streetscape Lighting Upgrades Jul 2017 Jun 2018 3.2 Eco P84 Upgrade Nth Sydney Centre Infill Program Jul 2017 Jun 2018


Services


Related CSP Outcome

S78 Engineering Investigations Investigate Infrastructure Issues 2.1 S79 Floodplain Management Floodplain Risk Management; Provision of flood information related to development applications;

Flood emergency management; Flood risk management development assessment and controls5.7

S80 Managing Construction Construction - Design/Planning (roads, stormwater, drainage, footpaths, kerb and gutter, retaining walls, sea walls, GPTs, streetlights); Construction - Delivery

2.1

S81 Streetscape Management Capital Works and Upgrades - Design/Planning; Capital Works and Upgrades – Delivery; Management Streetscape Committees

2.3


Department: Project Management

Purpose: The project management service is conducted for projects relating to infrastructure assets that require development from conception to various stages of a project’s life. Coordinates project formulation, programming, estimates, planning and design, delivery of building upgrade projects, internal workspace fit outs and coordinates Council’s streetscape works program.

Responsibility: Project Manager Total Expenditure: $16,364 Total Income: $-500,000 Total Staff Numbers (FTE): 2.00 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.3 Soc P85 Upgrades to Edward and Mount streets Jul 2017 Jun 2018 2.2 Soc P86 Parraween St – mixed use redevelopment Jul 2017 Jun 2018 2.3 Soc P87 Pacific Highway Crows Nest and St Leonards Public Domain Upgrades Jul 2017 Jun 2018 2.3 Soc P88 Education Precinct Master Plan Implementation Jul 2017 Jun 2018 2.3 Soc P89 St Leonards East Public Domain Upgrade Jul 2017 Jun 2018 2.3 Soc P90 Upgrade of the North Sydney Olympic Pool Complex Jul 2017 Jun 2018 2.3 Soc P91 Progressive roll-out streetscape upgrades from the Crows Nest Master Plan Jul 2017 Jun 2018 2.3 Soc P92 Public Domain Upgrade of Willoughby Road Jul 2017 Jun 2018 2.1 Soc P93 Nutcote Stage 2 Jul 2017 Jun 2018 2.1 Soc P94 Banner Hire and Banner Recycling Program Jul 2017 Jun 2018 2.3 Soc P95 Neutral Bay Public Domain Upgrades Jan 2018 Jun 2018

Services


Related CSP Outcome

S82 Building and Fitout Capital Works Program

Project management of alterations and additions/make-overs to existing Council buildings with occasional 'greenfield' sites

2.1


Service Standards


Banner hire

Process initial application within 10 working days of request.


Department: Property Assets Purpose: Responsible for property transactions associated with the acquisition, sale, lease, license and hire of Council’s property. Maintains

Council owned property assets and coordinates property asset management plans. Responsibility: Manager Property Assets Total Expenditure: $4,747,410 Total Income: $-6,215,100 Total Staff Numbers (FTE): 7.60 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.1 Soc P96 Property portfolio upgrade Jul 2017 Jun 2018 2.1 Soc P97 Public Amenities Strategy Implementation Jul 2017 Jun 2018 2.1 Soc P98 NSO Grandstands - Upgrade Jul 2017 Jun 2018 2.1 Soc P99 North Sydney Oval Grandstands - Maintenance Jul 2017 Mar 2018 2.7 Soc P100 Alexander Street CP Jul 2017 Jun 2018

Services


Related CSP Outcome

S83 Building Services Maintenance

Manage building services preventative maintenance and repairs 2.1

S84 Building Upgrades Delivery of Building upgrade works, letting contracts 2.1 S85 Commercial and Community

Property Management of leases and licenses (in conjunction with Colliers) 3.1

S86 Commercial Property Identification of new commercial ventures 3.1 S87 Conveyancing Property, Land and related legal matters 2.1 S88 Emergency Preparedness Conduct fire drills, update evacuation diagrams, emergency procedures and ensure the same for

all Council buildings 2.1

S89 Outdoor dining permits Process applications for outdoor dining and management 3.1 S90 Property Asset Inspection Undertake regular property inspections and provide condition reports 2.1


S91 Property Asset Management Plan

Prepare, update and manage the Property Asset Management Plan 2.1

S92 Property Management Land dealings - acquisitions, disposals and easements; Cleaning, security, building management systems, room setup, keys; Compliance with statutory requirements - eg fire safety certificates; Management and update of Land Register

2.1

S93 Provision of Property advice Internal and external property advice 2.1 S94 Section 88G Certificates Issuing of Section 88G Certificates 2.1 S95 Sustainability Projects Implement projects for energy savings and water conservation 1.4

Service Standards


Outdoor dining and trading - permits Provide within 10 working days of the receipt of a valid application.


Department: Traffic and Transport Operations Purpose: Traffic and Transport Operations investigates, analyses, designs and provides advice on traffic and transport matters, assesses the

need for and coordinates installation and maintenance of traffic facilities; and manages on street parking. It also coordinates the Traffic Committee, and provides road safety education and sustainable transport programs. This department is also responsible for managing Council’s parking meters and metered parking spaces across the local government area.

Responsibility: Manager Traffic and Transport Operations

Total Expenditure: $1,015,000 Total Income: $-197,500 Total Staff Numbers (FTE): 9.19 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.1 Soc P101 Pedestrian Crossing Lighting Jul 2017 Jun 2018 2.5 Soc P102 Design, Construction and implementation of projects/actions identified in North Sydney

Integrated Cycling Strategy Jul 2017 Jun 2018

2.5 Soc P103 Active Transport Kurraba Road Oct 2017 Jul 2018 2.5 Soc P104 Active Transport Education Programs Jul 2017 Jun 2018 2.5 Soc P105 Active Transport- Winter and Bent Active Transport Jan 2018 Jul 2018 2.5 Soc P106 Active Transport- Young Street Apr 2017 Jul 2018 2.5 Soc P107 Implementation of the Integrated Cycling Strategy Jul 2017 Jun 2018 2.6 Soc P108 TAPAS Implementation Jul 2017 Jun 2018 2.6 Soc P109 Active Transport- Oxley Albany Intersection Upgrade Apr 2017 Jul 2018 2.6 Soc P110 Minor Traffic Facilities Jul 2017 Jun 2018 2.6 Soc P111 Parking Meter Replacement Program Jul 2017 Jun 2018 2.6 Soc P112 Expansion of Parking Meter Network - Stage 1 Jul 2017 Jun 2018 2.9 Soc P113 Public Holiday Parking Restriction Signage Jul 2017 Jun 2018 4.9 Soc P114 Child Restraints road safety project Jul 2017 Jun 2018 4.9 Soc P115 Drink Drive road safety Program Jul 2017 Dec 2017 4.9 Soc P116 Pedestrian Safety – Distracted….? Campaign implementation Jul 2017 Jun 2018 4.9 Soc P117 Road Safety Calendar Jul 2017 Dec 2017


4.9 Soc P118 Safety Around Schools Road Safety Jul 2017 Jun 2018 4.9 Soc P119 Pedestrian Safety – It's Local. It's 50 Campaign implementation Jul 2017 Jun 2018 4.9 Soc P120 Implementation of the Road Safety Action Plan Jul 2017 Jun 2018

Services


Related CSP Outcome

S96 Active Transport Deliver active transport programs 2.5 S97 Street lighting Street lighting requests 2.3 S98 Traffic and Parking Traffic and parking management; Traffic and parking surveys; DA Referrals 2.6 S99 Traffic Facilities Works 2.6 S100 Road Safety Education 2.6 S101 Regulatory Compliance Permits (Work zone, road closure, skip bins, stand plant, building materials on footpath, NHVR) 2.6

Service Standards


Building materials on footpath permits Provide within 3 working days of the receipt of a valid application.

Parking meters Parking meters are in operation 98% of the time.

Roads – temporary closures Respond to customer requests within 21 days.

Skip bin permits Provide within 7 working days of the receipt of a valid application.

Stand plant permits Provide within 3 working days of the receipt of a valid application.

Work zone permits Provide within 6 weeks of the receipt of a valid application.


Department: Works Engineering Purpose: The Works Engineering department manages Council’s plant and fleet, car parking stations and graffiti removal from Council and

private property. Implements roads, footpaths, kerb and gutter, stormwater drainage, marine structures, road furniture, fences, street lighting, retaining walls and bus shelters maintenance program.

Responsibility: Manager Works Engineering Total Expenditure: $1,532,182 Total Income: $-5,030,800 Total Staff Numbers (FTE): 30.51 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.1 Soc P121 Street Furniture (Seats) replacement program Jul 2017 Jun 2018 2.1 Soc P122 Local Roads - AC Patch with Plant Jul 2017 Jun 2018 2.1 Soc P123 Regional Roads Maintenance Jul 2017 Jun 2018 2.1 Soc P124 Timber Fence Reconstruction Jul 2017 Jun 2018 2.1 Soc P125 Bollard Replacement. Jul 2017 Jun 2018 2.7 Soc P126 Parking Station Equipment Jul 2017 Jun 20182.7 Soc P127 Carpark Microwave Link Replacement and Upgrade Jul 2017 Jun 2018

Services


Related CSP Outcome

S102 Asset Maintenance Asset Defect Inspections; Infrastructure and property maintenance; Contract Management; Asset Management System Management

2.1

S103 Fleet Management Manage incoming fleet/plant process 5.1 S104 Fleet and Plant Maintenance Fleet and Plant - Maintenance 5.1 S105 Graffiti Removal Manage Councils graffiti removal program 2.3 S106 Traffic and Parking

Management Parking Stations - Equipment Maintenance 2.7


Service Standards


Car park maintenance

% equipment availability exceeds 96%.

Plazas and paved footpaths – wet cleaning All wet cleaning completed in accordance with program.

Footpaths – trips/hazards Inspect within 2 working days of notification. Program for repair.

Graffiti removal Offensive graffiti removed within 1 working day of notification. Other graffiti removed within 3 working days of notification.

Roads – pavement repairs Inspect within 2 working days of notification. Program for repair.

Roads – signs Inspect within 2 working days of notification. Program for repair.

Kerbs and gutters – repairs

Inspect within 2 working days of notification. Program for repair.


Division: Open Space and Environmental Services Purpose: The Open Space and Environmental Services Division’s responsibilities include waste management, natural resource management

and parks and reserves management. North Sydney Olympic Pool, North Sydney Oval, recreational planning, Aboriginal heritage, street cleaning, and landscaping planning and design is also managed by this division.

Director: Robert Emerson Services provided by this division include: Aboriginal heritage Bushland management Catchment management Environmental planning Landscape design and construction Open space acquisition Parks, gardens and sportsgrounds maintenance Pest management Special events Sporting facilities Street and parks trees maintenance Sustainability education Tourism Tree preservation Verge maintenance Waste management


Budget 2017/18

Budget 2017/18 ($)

Aboriginal Heritage Operating expenditure 37,250


Environmental Services Operating expenditure 18,873,463 Operating income -

15,854,023 Capital expenditure 0 Capital income 0 Landscape Planning and Design Operating expenditure 654,723 Operating income -8,000 Capital expenditure 0 Capital income 0 North Sydney Olympic Pool Operating expenditure 3,013,730 Operating income -2,446,000 Capital expenditure 0 Capital income 0 North Sydney Oval and Function Centre Operating expenditure 1,358,389 Operating income -1,053,000 Capital expenditure 500,000 Capital income 0 Parks and Reserves Operating expenditure 8,021,716 Operating income -457,500 Capital expenditure 4,852,000 Capital income 0


Open Space and Environmental Services Operating Expenditure vs Total Council Operating Expenditure

Open Space and Environmental Services Operating Expenditure by Department

27%

73%

0%

59%

2%

10%

4%

25%

Aboriginal Heritage

Environmental Services

Landscape Planning andDesign

North Sydney Oval and MollieDive Function Centre

North Sydney Olympic Pool

Parks and Reserves


Department: Environmental Services Purpose: The Environmental Services department provides and manages contracted waste collection and disposal including clean up service

and promotes and encourages waste minimisation and recycling in the community. Provides information and education to the community and Council staff on environmental sustainability. Administers the Tree Preservation Order Policy. Provides street and gutter cleaning in commercial centres and removes waste from parks and litter bins.

Responsibility: Manager Environmental Services

Total Expenditure: $18,873,463 Total Income: $-15,854,023 Total Staff Numbers (FTE): 55.08 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


1.2 Env P128 Streets Alive and Community Gardens Program Jul 2017 Jun 2018 1.5 Env P129 Coal Loader Platform Activation Jul 2017 Jun 2018 1.5 Env P130 Coal Loader Platform Public Launch Jul 2017 Oct 2017

Services


Related CSP Outcome

S107 Bushland Management Bushland regeneration and rehabilitation; Bushcare program and education; Adopt-a-plot program; Native Havens and Wildlife Watch Programs; Maintenance of bushland tracks and walkways; Bushfire management on Council and private land; Plans of Management; Biodiversity management; Weed Management Public Land (NR) On-ground Works; Feral Animals Management (not companion); Community Nursery; Management of Bushland reserves; Environmental policy development

1.1

S108 Coal Loader Management of Coal Loader Sustainability Centre; Coal Loader Community Nursery coordination 1.5 S109 Community Recycling

Centre Operate Community Recycling Centre at Artarmon 1.4


S110 Environmental Sustainability Programs

Sustainability education events and Information; Greenschools grant funding and support for schools to implement environmental/sustainability projects; CitySwitch Program; Better Business Partnership Program

1.4

S111 Environmental Management Monitor Council energy use, water use and greenhouse gas emissions; Facility upgrades to reduce energy and water consumption

1.4

S112 Environment Levy Administration of Environment Levy 1.5 S113 Noxious weed Inspections Assess noxious weeds complaints 1.1 S114 Street Alive/Community

Gardens Community Gardens Management (volunteers); Street Beautification Project Management (volunteers); Harbourcare Management (volunteers)

1.2

S115 Street Cleaning Provide cleaning service for roads, footpaths and gutters in commercial and residential areas; Public Place Litter Bin Service - Collection

1.5

S116 Streetscape management Manage streetscapes - gardens, fountains, BBQs, reserves, playgrounds 1.5 S117 Tree Preservation Assessment of Tree Preservation Order (TPO) Permit Applications; Investigation TPO Breaches 1.2 S118 Waste Management Domestic Waste Service – Collection and Disposal; Waste Disposal Processing; Waste

Education; Manage collection of greenwaste; Dumped rubbish removed; Pre-Booked waste collected as scheduled; Commercial Trade Waste Service

1.4

S119 Water Management Water quality management; Water Management - Education and Awareness; Management - Integrated urban water cycle

1.3

S120 Water Quality Monitoring Report on beach and water quality compliance 1.3 Service Standards


Coal Loader Centre for Sustainability Centre is available to the public for advertised operational hours.

Community Recycling Centre Centre is available to the public for advertised operational hours.

Dead animals removal Same day or following day.

Pesticide notification Notification in accordance with Council’s Pesticide Use Notification Plan.

Street cleaning/sweeping - commercial centres Clean every commercial centre twice every day.

Street cleaning/sweeping – residential Clean residential streets, on average, once every 6 weeks.


Trees – pruning and removal applications Inspect within 7 working days of receipt of application. Applicant advised of outcome within 7 working days.

Waste and recycling – booked collection Free booked collections for each household provided fortnightly.

Waste and recycling – domestic waste Collected weekly

Waste and recycling – dumped waste

Investigate reports of dumped waste on public land within 3 working days of being reported to Council.

Waste and recycling – greenwaste Collected fortnightly.

Waste and recycling – recycling Collected weekly

Sustainability programs

Minimum 1,550 participants in sustainability programs (inlcuding school, community groups and business sustainability programs, Bushcare, Wildlife Watch, Native Havens and the Community Nursery ecological programs, Community Gardens and Streets Alive programs)


Department: Landscape Planning and Design Purpose: The Landscape Planning and Design department prepare and coordinate a range of plans and project designs for Council’s parks

and reserves improvement programs. Coordinates recreation planning activities. The department also facilitates the construction of new and upgraded landscapes throughout North Sydney.

Responsibility: Director Open Space and Environmental Services Total Expenditure: $654,723 Total Income: $-8,000 Total Staff Numbers (FTE): 3.80 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


1.5 Env P131 Kesterton Park Playground Upgrade Jul 2017 Jun 2018 1.5 Env P132 Brennan Park Playground Upgrade Jul 2017 Jun 2018 1.5 Env P133 Kurraba Reserve Kayak Storage Oct 2017 Jun 2018 1.5 Env P134 Cremorne Reserve Interpretive Signage Jul 2017 Jun 2018 1.5 Env P135 St Leonards Park Masterplan Implementation Jul 2017 Jun 2018 1.5 Env P136 Implementation of Plans of Management Jul 2017 Jun 2018

Services


Related CSP Outcome

S121 Landscape Planning and Design

Provide landscape planning, design and implementation services 1.5

S122 Plan of Management Develop, implement and review Plans of Management 1.5 S123 Project Management Project manage open space capital works program 1.5


Service Standards


Plans of Management Review of Plans of Management completed every 5 years.


Department: North Sydney Olympic Pool Purpose: The North Sydney Olympic Pool department coordinates the operation of North Sydney Olympic Pool including provision of aquatic

and fitness facilities and programs. Responsibility: Manager North Sydney Olympic Pool Total Expenditure: $3,013,730 Total Income: $-2,446,000 Total Staff Numbers (FTE): 22.13 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


2.1 Soc P137 North Sydney Olympic Pool Temporary Grandstand Shade Structure Jan 2018 Mar 2018 2.1 Soc P138 North Sydney Olympic Pool - New Liner Jul 2017 Sep 2017 2.1 Soc P139 Implementation of North Sydney Olympic Pool Business Plan Jul 2017 Jun 2018

Services


Related CSP Outcome

S124 North Sydney Olympic Pool Operation of the Pool; Maintenance of Pool; Delivery of classes within the pool complex 2.1 Service Standards


North Sydney Olympic Pool – classes

Deliver timetabled classes as advertised.

North Sydney Olympic Pool – gym membership

Same day processing on receipt of provision of correct information.

North Sydney Olympic Pool - maintenance

Pools are available to the public for advertised operational hours.

North Sydney Olympic Pool - operation Open 363 days per year.


Department: North Sydney Oval and Function Centre Purpose: The North Sydney Oval and Function Centre department coordinates the operation of North Sydney Oval including the Mollie Dive

Function Centre including managing bookings and functions. Responsibility: Manager North Sydney Oval and Function Centre Total Expenditure: $1,358,389 Total Income: $-1,053,000 Total Staff Numbers (FTE): 3.11 Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


3.3 Eco P140 PA System - North Sydney Oval Oct 2017 Apr 2018 3.3 Eco P141 Duncan Thompson Stand Corporate Facilities - North Sydney Oval Jul 2017 Jun 2018 3.3 Eco P142 Implementation of North Sydney Oval Business Plan Jul 2017 Jun 2018

Services


Related CSP Outcome

S125 North Sydney Oval Management of North Sydney Oval; Management of Mollie Dive Function Centre 3.3 Service Standards


North Sydney Oval - events Minimum 10 first class fixtures held annually


Department: Parks and Reserves Purpose: The Parks and Reserves department maintains Council's parks and reserves, sporting fields and street trees to improve the overall

appearance of the local government area and provide a network of open space. Responsibility: Manager Parks and Reserves Total Expenditure: $8,021,716 Total Income: $-457,500 Total Staff Numbers (FTE): 50.39

Delivery Program Projects

Related CSP Outcome

QBL Link

Project Activity


1.5 Env P143 Replacement of selected items of Park furniture throughout all Parks, Reserves and Sportsfields LGA wide.

Jul 2017 Jun 2018

1.5 Env P144 Replacement of selected portions of fencing throughout all Parks, Reserves and Sportsfields LGA wide

Jul 2017 Jun 2018

1.5 Env P145 Replacement of selected portions of pathways throughout all Parks, Reserves and Sportsfields LGA wide

Jul 2017 Jun 2018

1.5 Env P146 Replacement of selected signs throughout all Parks, Reserves and Sportsfields LGA wide Jul 2017 Jun 2018 1.5 Env P147 Bicentennial fence construction Jul 2017 Dec 2017 1.5 Env P148 Implementation of Plans of Management Jul 2017 Jun 2018

Services


Related CSP Outcome

S126 Asset Management Asset Management -Stormwater Harvesting system, Sportsfield lighting and Irrigation systems; Structure maintenance on Open Space facilities such as toilets, change rooms, shelters and lighting; Maintenance and cleaning of McCallum Pool in Cremorne Point; Cleaning of Open Space facilities - Public toilets, Sportsfield Change rooms, selected plazas and BBQs

2.1

S127 Capital Works Management Upgrades to Sports Fields, Parks, Reserves and facilities 1.5 S128 Parks Mowing Mow, trim, cut selected Parks and Reserves in North Sydney Council area 2.3 S129 Playground Management Inspect and maintain all Playgrounds in North Sydney Council area 1.5


S130 Sports Fields, Parks and Reserves Management

Sporting Field Maintenance and Management; Maintenance of public gardens; Maintenance of Iconic Parks; Capital Maintenance/Repair of footpaths, driveways, car parks, park furniture, fencing and signage within Open Space; Sport and Recreation Reference Group

1.5

S131 Street Tree Management Street Tree and Urban Forest Strategy implementation 1.2 S132 Verge Mowing Mow, trim, cut all grass verges in North Sydney Council area 2.3 S133 Weed Management Control of weeds in hard surfaces such as pathways, traffic devices and retaining walls 2.3

Service Standards


Children’s playgrounds

Inspect and maintain all playgrounds every month. Respond to customer requests within 10 working days.

Parks – complaints Investigate within 72 hours of request/complaint. Respond to safety concerns within 10 working days.

Parks – maintenance Inspect and maintain all parks (except Cremorne Park) every week. Inspect and maintain Cremorne Park every day. Respond to customer requests within 10 working days.

Sporting fields maintenance Inspect and maintain all sporting fields on weekly basis. Respond to customer requests within 10 working days.

Street trees Plant a minimum of 350 new street trees each year.

Trees – street tree pruning Inspect every Council street tree once every 18 months and prune, if necessary.

Verges – mowing

Mow every grass verge 14 times annually.

Weeds All hard surfaces spot sprayed at least 10 times annually on a seasonal basis.

Parks - mowing Mow Selected parks 18 times annually.


Open Space Public ammentiy maintenace Cleaning of all open space public toilets, sportsfield changerooms, BBQs and selected street furniture as per the specifcation requirements


Terms Used in this Plan Action

An item in the Operational Plan that may be a project, strategy or policy. A temporary endeavour undertaken to create a unique product or result.

Advocacy The act of speaking or arguing in favour of something, such as a cause, idea or policy.

Affordable housing

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

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

Asset A facility or part of a facility that has value, enables a service to be provided and has an economic life greater than 12 months.

Audit An examination of the records, statements, systems and procedures of an organisation, together with its stated claims for performance.

Baseline

Data that represents an initial measurement of performance. Baseline data is often collected to measure the incremental change or improvement over time of specific outcomes or indicators.

Benchmark A benchmark is a level of achievement against which organisations can measure their own progress. Benchmarks may be used for comparisons of organisational processes or results against an internal or external standard.

Best practice The process(es) that achieve outcomes/results which are superior to all others known.

Biodiversity

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

Budget The adopted list of Council's planned expenses and revenues for one or several financial years. Council's actual financial performance is monitored against its budget targets throughout the year and is subject to an external annual audit.

Business Continuity Plan A clearly defined and documented plan that allows an organisation to respond to business disruption events should they occur.

Capital expenditure The expenditure on items which are expected to produce future economic benefits for Council with a useful life in excess of 12 months.

Capital works Any work undertaken to establish, renew, expand or upgrade Council’s assets.

Carbon emissions

Carbon dioxide and carbon monoxide in the atmosphere, produced by vehicles and industrial processes.

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 IPR 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.

Commercial centre An area where the majority of town planning uses permitted are offices, commercial businesses and retail premises.

Community Broadly refers to any specific socially or geographically defined sectors of the North Sydney community that may have an interest in or be affected by the workings of Council. These may include 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 consultation/ 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 grants Council funding to assist local not-for-profit community groups to implement projects and activities that meet identified community priorities and which benefit North Sydney community.

Community Strategic Plan

The Community Strategic Plan 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.

Councillors The elected representatives of Council.

Crown Land Land that is owned and managed by state or federal government but managed on their behalf by 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 Represent the major challenges and opportunities that the community has identified as needing to be addressed in North Sydney. Directions describe the five primary areas Council is focused on to achieve the community’s vision. However, they do not set specific milestones or determine ways to get there. The Directions 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.1

Effectiveness The extent to which outputs and /or services make positive contributions to the specified outcome. Effectiveness indicators are used to assess the degree of success in achieving outcomes.

Efficiency The extent to which the use of inputs is minimised for a given level of outputs or services; or how outputs are maximised for the given level of inputs.

E-waste Electronic waste including televisions, computers and mobile phones.

Expense An outgoing payment made by Council.

External audit A formal, independent review of an organisation’s financial statements, records, transactions or operations.

Financial year The financial year is 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. The financial year for the purposes of this Annual Report, is the period 1 July 2014 to 30 June 2015.

Full Time Equivalent (FTE) In relation to staff numbers this refers to a figure that is based on the wages for full time staff eg two part time employees can comprise one FTE.

Goal 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.

1 National Strategy for Ecologically Sustainable Development (NSED) 1992.


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

ICLEI An international association of local governments and their associations that have made a commitment to sustainable development.

Infrastructure The basic facilities required for the functioning of the community such as roads, drainage, and parks. These assets are generally long lived, are fixed in place and often have no market value.

Integrated Planning and Reporting Framework

An approach to provide strategic direction and review our progress towards delivering identified priorities. North Sydney has an integrated approach to move toward sustainability.

Key Performance Indicators (KPIs)

Quantitative and qualitative information that is used to measure whether an organisation has met, or is progressing towards achievement of its planned outcomes, goals and strategies. While they are based on the service under discussion, they also relate to the relevant outcome.

Leader Lead by example through best practice.

Local Environment Plan (LEP)

The plan determines the use, development and protection of land within the local government area of North Sydney.

Local roads The municipal road network which is maintained by North Sydney Council.

MANEX Management Executive Team, comprising of the General Manager and five Directors.

Masterplan A plan which outlines a preferred future vision for a particular area. It is usually developed for an area being considered for redevelopment or redesign.

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.

Open space

A spatial concept that typically includes parks, gardens, trials, habitat corridors, foreshore area, waterways, utility reserves, sportsgrounds and conservation areas.2

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

Outcome Desired position to be achieved in the longer term in order to achieve the community vision.

Partnering A structured approach to working together with other parties to achieve a mutually beneficial outcome.

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


Performance The results of activities and progress in achieving the desired

outcomes over a given period of time.

Performance Reviews

Council periodically reports achievement against its Operational Plan and budget each quarter; and against its Delivery Program every six months. The report includes indicators aligned to strategies and financial results.

Plan of Management A document which regulates the use and management of community land.

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.

Quadruple Bottom Line (QBL) QBL is a reporting device and an approach to decision making (e.g. the use of reporting and decision making tools) to understand the social, environmental, economic and governance implications of decisions across council activities.3

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.

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

Revenue

The amount of money that Council actually received from its activities, mostly from rates and services provided to customers and ratepayers.

Risk management The procedures adopted by Council to manage, minimise or eliminate the risk of adverse effects resulting from future events and activities.

Service Level Agreements

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.

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

Stakeholders Stakeholders could include anyone with direct or indirect involvement in the performance management system and anyone who uses performance information or is affected by the results produced by a council. Stakeholders would most often include executives, staff, councillors, peer councils and the public.

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

3 Adapted from ICLEI and City of Melbourne Triple Bottom Line Toolkit 2002


Strategic direction/priorities A broad statement of what the community would like to see

happen in the long term as outlined in the Community Strategic Plan. 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.

Strategic planning Strategic planning systematically addresses an organisation’s purpose, internal and external environment and current and future plans for action.

Strategy A way of achieving the outcomes, goals or target. Each outcome or goal will be supported by one or more strategies. Some strategies may support more than one outcome 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 Providing for the needs of the present community without compromising the ability of future generations to meet their own needs.

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.

Trend The movement or change in results in a general direction, usually upwards or downwards.

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.

Ward An area which provides a fair and equitable division of a local government area for the purposes of administration and representation. North Sydney local government area is divided into four wards with three elected Council representatives.

Vision A statement articulating the desired future toward which the organisation is working. 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.

Wellbeing A general term to encompass health, happiness, welfare, security, comfort, quality of life and a sense of belonging.


Acronyms and Abbreviations ABS Australia Bureau of Statistics AIMS Asset Information Management System AMP Asset Management Plans AMS Asset Management Strategy CALD Culturally and Linguistically Diverse CBD Central Business District CO2 Carbon dioxide CSP Community Strategic Plan DA Development Application DCP Development Control Plan DP Delivery Program Eco Economic EEO Equal Employment Opportunity Env Environmental ESD Ecologically Sustainable Development FTE Full Time Equivalent GIPA Government Information (Public Access) Act GIS Geographic Information System GM General Manager Gov Governance GRI Global Reporting Initiative GST Goods and Services Tax HR Human Resources HRIS Human Resources Information System ICLEI International Council for Local Environmental Initiatives KPI Key Performance Indicator LEP Local Environmental Plan LFY Last Financial Year LGA Local Government Area LGSA Local Government and Shires Association LTFP Long Term Financial Plan LTI Lost Time Injury MANEX Management Executive MOU Memorandum of Understanding NSC North Sydney Council NSOP North Sydney Olympic Pool NSROC North Sydney Regional Organisation of Councils OLG Office of Local Government OOSH Outside school hours care OP Operational Plan PCI Pavement Condition Index PID Public Interest Disclosure PPA Performance Planning and Assessment PPIPA Privacy and Personal Information Protection Act QBL Quadruple Bottom Line SES State Emergency Services Soc Social WHS Workplace Health and Safety

Cover Draft DP OP 2017 - North Sydney Council · Draft DELIVERY PROGRAM AND OPERATIONAL PLAN...

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