Operational Plan 2019 -2020...1 YOUR future 2030 Community Strategic Plan 2018-2030 Operational Plan...

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YOUR future2030Community Strategic Plan

2018-2030

Operational Plan 2019 -2020

1. Inclusive, involved and prosperous

2. Environmentally responsible

3. Easy to get around

4. Engaged and future focussed

5. Visionary, smart and accountable

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Contents4. Councillors5. Mayor’s message6. About our City7. General Manager’s message9. Council services10. Implementing YOUR future 203011. Reporting on progress12. Operational Plan 2019-2020 13. Themes and visions15. Theme 1: Inclusive, involved and prosperous27. Theme 2: Environmentally responsible35. Theme 3: Easy to get around41. Theme 4: Engaged and future focussed45. Theme 5: Visionary, smart and accountable57. Statement of Revenue Policy

- Overview - Income statement - Proposed borrowings for 2019-2020 - Operating income 2019-2020 - Operating expenditure 2019-2020 - Combined budget summary 2019-2020 - Capital projects - Ordinary rates and special rates that apply in 2019-2020 - Schedule of Fees and Charges for 2019-2020

Operational Plan 2019 -2020

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YOUR future2030Community Strategic Plan

2018-2030

Michael Megna Marian Parnaby Daniela Ramondino Nick Yap

Councillors

Stephanie Di Pasqua Andrew Ferguson Charles Jago Julia Little

The Mayor and eight Councillors were elected in September 2017 for a three year term. The Mayor, being popularly elected, will be Mayor for the Council term. The Deputy Mayor is elected annually, in September, by the Council.

The next election will be held in September 2020 with the following elections to be held every four years.

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Welcome to the Operational Plan 2019-2020 which sets out what the City of Canada Bay will undertake during 2019-2020 to achieve the commitments of its Delivery Program 2018-2021.This year’s Operational Plan continues to focus on delivering outcomes that support us to achieve the five themes shaped by our Community Strategic Plan: YOUR future 2030. These themes are:1. Inclusive, involved and prosperous2. Environmentally responsible3. Easy to get around4. Engaged and future focussed5. Visionary, smart and accountable.The work of Council during the 2019-2020 financial year continues to progress Council’s commitments, described in our Delivery Program: • Work closely with our community to ensure areas, where

population growth is expected to occur, are well planned and are sensitive to existing local character

• Work closely with our neighbouring Councils to ensure that new developments along the Parramatta Road corridor provide all of the services and infrastructure needed for the expected population growth in that area

• Advocate for improved public transport within and beyond our area.

Two of the major projects for Council are to continue to progress the Rhodes Recreation Centre and the Redevelopment of Concord Oval. Both of these projects will provide benefits for our existing residents and future population.In addition, through its comprehensive provision of services, Council continues to strive for excellence to meet the community’s expectations for responsible and sustainable local government. My fellow Councillors and I look forward to another year working hard to ensure our future is well planned and our services and infrastructure meet the community’s current and future needs.

Mayor’s message

Mayor Angelo Tsirekas

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City of Canada Bay

19.9 sq km

16 suburbs

38 kilometres of

Parramatta River foreshore

About our CityThe City of Canada Bay is located in the inner-western suburbs of Sydney, about six kilometres from the Sydney CBD. It is bounded by the Parramatta River to the north, the Inner West Council to the east, Burwood and Strathfield Council areas to the south, and the City of Parramatta to the west.The traditional owners of the area are the Wangal clan of the Dharug Aboriginal people, with European settlement dating from 1793. Significant development occurred during the post-war years followed by a period of stability in population growth between 1991 and 1996. The City’s population increased from nearly 54,000 in 1996 to about 88,000 in 2016. The population is forecast to grow to 115,500 by 2030.Recent growth has been largely due to the redevelopment of previous industrial sites into residential living, and the pressure to accommodate the increasing population moving into cities and urban areas.

For further information about the City of Canada Bay, visit Council’s community profile at www.canadabay.nsw.gov.au.

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Peter Gainsford General Manager

It is with great pleasure that I present the Operational Plan for 2019-2020. This important document describes how, through the services and programs we provide, Council will continue to progress towards achieving the commitments of the Delivery Program 2018-2021.This year’s budget ensures that we meet all of the financial performance indicators as set out by the State Government. Central to the delivery of the many services we provide is our commitment to delivering the best value for money for our ratepayer. We are implementing a program of business process improvement and have already commenced improvements to the development assessment process to reduce Development Application timeframes, and we will continue this work in other priority areas across Council.The City of Canada Bay is committed to funding all of the renewal of our infrastructure. In the 19-2020 financial year we are continuing record expenditure on infrastructure by allocating $5.7 million for parks, $10.2 million for roads and footpaths, $2.9 million for buildings, and $2.9 million for drainage and sea walls. This is in addition to new projects for our sporting clubs with the construction of the Timbrell Park amenities, Cintra Park netball amenities and a new synthetic playing surface at Majors Bay Reserve. We are committed to transparency and you can track the progress of all of our capital projects on the Our Performance page on Council’s website. We also have a renewed focus on technology to further enhance the customer service experience with the roll out of mobility function for our staff in the field, ensuring end to end customer service for our residents. We will continue with our strong focus on community engagement with our new website and community engagement hub called Collaborate Canada Bay. We will continue our long term commitment toward the environment through increasing the proportion of energy from renewable sources, implementation of water saving and climate savings initiatives, as well as educating our community so they can make informed choices when it comes to their own sustainable solutions. The City of Canada Bay is committed to providing quality services for the community through the dedication and efforts of our staff.

General Manager’s message

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Council Services Council is committed to delivering a wide range of services for the community to work towards achieving the community aspiration and priorities as identified in the five themes of YOUR future 2030.

Theme 1: Inclusive, involved and prosperous• Children and family services• Libraries• Bus services• Community facilities• Recreation services and

facilities including: - Sporting fields

- Parks, playgrounds and reserves

- Five Dock Leisure Centre - Swimming pools - Golf courses• Local festivals and events• Arts and cultural

development• Services for older residents• Disability, access and

inclusion• Emergency management• Affordable housing• Place management Theme 2: Environmentally responsible• Waste and resource recovery• Drainage, marine and

stormwater management• Environmental education

programs and initiatives• Protecting the natural

environment (e.g. Bushcare)• Management of parklands,

gardens and open spaces• Maintenance and cleaning of

town centres• Maintenance of seawalls and

other marine structures• Community drop off centre• Graffiti removal• Climate change initiatives• Economic development

Theme 3: Easy to get around• Maintaining footpaths,

kerbs, gutters, bridges and cycleways

• Road and drainage works• Street and open space

lighting Theme 4: Engaged and future focussed• Community engagement• Corporate strategy

Theme 5: Visionary, smart and accountable• Customer service (e.g. call

centre and Civic Centre)• Governance and risk• Financial management• Communications

including provision of Council information to the community

• Records management• Information systems• Procurement• Human resources and

organisational development• Civic events and citizenship• Health, building and

environmental compliance• Responsible pet ownership

compliance• Parking controls• Development assessments• Strategic planning• Protection of heritage

buildings and items

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Implementing YOUR future 2030

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Corporate GovernanceEconomicCommunity

& RecreationEnvironment

Other Council Plans and Strategies

Community Strategic Plan

10+ Years

State Plans and Strategies

Resourcing Strategy• Long Term Financial

Planning• Workforce

Management Planning

• Asset Management Planning

Annual Report

Operational Plan 1 year

Community Engagement

Perpetual monitoring and review

Delivery Program 3 years

State Government Priorities

Relevant Regional Plans

The NSW Local Government Act 1993 and the NSW Integrated Planning and Reporting Guidelines require that Councils develop an integrated suite of long and short-term plans that consider social, economic, environmental and civic leadership requirements of the local government area.The Integrated Planning and Reporting framework includes a suite of interrelated documents that inform Council’s decision making, prioritisation and budget allocations, and ensure that Council’s resources are utilised so that outcomes for the community are optimised. The City of Canada Bay’s suite of integrated plans and reports is available on Council’s website at www.canadabay.nsw.gov.au.

Reporting on progressThe City of Canada Bay is accountable to its community through a series of reports. This operational report, as the current year’s actions for achieving the commitments of the Delivery Program 2018-2021, will be reported on as follows:• A six-month progress report (published in February 2020)• A six-month progress report (published in August 2020)• An Annual Report (published in November 2020, which will

include the audited financial statements for the 2019-2020 year).The community’s progress towards achieving the Community Strategic Plan objectives will be reported at the final meeting of this Council in August 2020, in a State of the Bay report.Budget review statements will be reported quarterly to monitor Council’s expenditure against the annual budget.

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This Operational Plan identifies the projects, programs and activities that Council will undertake in the second year of the Delivery Program 2018-2021. It describes what Council will be doing to achieve the commitments of the Delivery Program 2018-2021 adopted by Council in 2018. The Delivery Program and Operational Plan are Council’s contribution towards the achievement of the City of Canada Bay community’s goals and aspirations, as set out in the Community Strategic Plan: YOUR future 2030.This suite of documents, and the Resourcing Strategy, can be found on Council’s website at www.canadabay.nsw.gov.auEach of the City of Canada Bay’s plans have been prepared under the five themes of YOUR future 2030.

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Operational Plan 2019-2020

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Themes and visionsTheme 1: Inclusive, involved and prosperousOur diverse community enjoys a range of inclusive and accessible social, recreational and cultural opportunities and is actively involved in the life of our City. People have a sense of belonging, share strong relationships in friendly neighbourhoods and our local town centres are vibrant and prosperous.

Theme 2: Environmentally responsibleOur community shares a collective responsibility to protect our environment and actively participates in innovative programs to mitigate climate change. These programs, along with our well cared for and cherished active and passive open spaces and waterways, are sustaining our future.

Theme 3: Easy to get aroundIt is easy to get around our City and the wider Sydney region via a network of well-functioning and connected public transport, pathways and roads.

Theme 4: Engaged and future focussedWith our population continuing to grow, our community is engaged in planning for our future. The planning results in services that support our enviable lifestyle, quality open spaces, a range of housing types, commercial centres, and infrastructure and developments that enhance and complement existing suburbs.

Theme 5: Visionary, smart and accountableOur City has strong leadership and is served by an effective and transparent local government. Smart processes and systems support both Council and the community to be more resilient, sustainable and efficient, to connect easily, to share knowledge, to work together and to be creative in finding solutions.

Theme 1Inclusive, involved and prosperous

Vision

Our diverse community enjoys a range of inclusive and accessible social, recreational and cultural opportunities and is actively involved in the life of our City. People have a sense of belonging, share strong relationships in friendly neighbourhoods and our local town centres are vibrant and prosperous.

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Goal: 1.1. All residents have full access to high-quality services that facilitate inclusion and participation in community life.

Delivery Program Strategy 1.1.1. Promote disability inclusion to enhance positive community attitudes and behaviours and improved access which results in a more liveable community for people with disability.

1.1.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team

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Continue implementation of the Disability Inclusion Action Plan (DIAP): • Development of Access and Inclusion

Principles• Actions prioritised and responsibilities

allocated within Council• Stakeholders supported to deliver actions• Support stakeholders to complete the

Australian Network on Disability audit and training

• All DIAP actions allocated • Number of actions delivered by stakeholders• Number of Council policies updated to

include access and inclusion principles • Number of stakeholders that have

completed the Australian Network on Disability audit and training

Community Services Operations

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Raise awareness of the needs of people with a disability:• Facilitate targeted disability awareness

training for Council staff • Encourage employees in key positions to

participate in mental health first aid training courses

• Ensure up to date community profile information is made available to inform disability service planning

• Number of staff trained• Appropriate training provided• Number staff attended• Maintain subscription to ID Profile • Community profile incorporated in social

planning


3Implement a network of recharge stations for mobility scooters at key venues across the LGA

• Locations for recharge stations are identified and prioritised by December 2019

• Two recharge stations provided by June 2020


4Support and coordinate the Access and Inclusion Committee

• Six Committee meetings held• Meeting outcomes minuted and adopted by

Council


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Improve access to buildings by securing funding and project management resources to implement priority works in building access audits

• Proportion of priority access works completed

Buildings and Property

6Evaluate play worker program to provide information on the benefits of inclusion for users of Livvi’s Place playground

• Program evaluation outcomes incorporated in Disability Inclusion Action Plan reporting and review

Place Management

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Ensure a holistic approach to planning for inclusion:• Include DIAP actions in Council’s Operating

Plan and Delivery Program and Annual Report

• Re-establish Access and Inclusion DA Sub-Committee meetings

• Review Council’s Community Engagement Framework to improve participation in community consultation by people with disability

• Promote Council’s Community Grants program to services that provide for people with a disability

• DIAP Reported on bi-annually• Four meetings per year• Community Engagement Coordinator

to present to the Access and Inclusion Committee September 2019

• Promotion through local interagency meetings


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Delivery Program Strategy 1.1.2. Provide children and family services and facilities to support children’s and families’ health, education and welfare.


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Operate Council’s Children’s Centres: • Deliver high quality education and care to all

enrolled children• Advocate for high quality education and care

for all children in the community• Maintain partnerships with the local

community• Design and implement an enrichment

program for educators in the local community to advocate for high quality education and care

• Maintain ‘exceeding’ quality ratings at both Children’s Centres

• Maintain occupancy levels above 98%• At least 20 participants from local services

attend the enrichment program• Attend six meetings of the Local Government

Children’s Services Management Committee.


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Activate Victoria Avenue Community Precinct through delivery of Precinct Strategy actions

• Three co-planned community events held• Three charity drives conducted• Transition to school program run• Victoria Avenue Precinct projects and events

held• Parenting Program conducted


Delivery Program Strategy 1.1.3. Provide services for seniors and a range of facilities to harness the skills and wisdom of our ageing population and to support their participation in our community.


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Identify opportunities for funding to develop community facilities, services and programs according to the priorities of Council’s Social Infrastructure Strategy

• Social Infrastructure Strategy recommendations are prioritised for delivery

Library and Community Services

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Provide support for the Concord Senior Citizen Centre Management Committee:• Advocate for the provision of services and

programs to people in the community• Develop a sustainable model for Council’s

partnership with Concord Senior Citizens Centre

• Establish a Seniors Festival Committee and calendar of events

• Council staff attend six Committee meetings• Information and advocacy on positive

ageing provided to the Committee within required time frames

• Seniors Festival Committee established and calendar of events compiled and distributed


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Build and strengthen community connectedness through high quality community bus services and programs including Active Adults, Bay Connection and community group transport

• Customer satisfaction levels maintained or increased

• Occupancy levels increased across each service and program

• Availability of Council bus in functional order for all services when required


Delivery Program Strategy 1.1.4. Support young people by providing information and services which promote connection with the community, safe spaces, and participation in active and passive recreation.


1Support Youth Week activities • Number of Youth Week activities undertaken

• Number of attendees at Youth Week activities


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Delivery Program Strategy 1.1.5. Ensure grant programs support local community development outcomes.


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Provide funding and service delivery support to Drummoyne Community Centre as per the Statement of Intent:• Conduct an annual planning meeting,

incorporating feedback from previous year• Liaise with Centre representatives throughout

the year to address concerns • Provide funding for programs and

community transport

• Amount of funding provided to Drummoyne Community Centre

• Annual planning meeting conducted


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Manage the Council’s Community Grants Program:• Call for 2020 community grant submissions • Award 2019 community grants

• 2020 community grant submissions opened in April 2020

• 2019 community grants awarded in July 2019• Amount of 2019 community grant funds

awarded• Number of 2019 community grants awarded


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Coordinate the Club Grants Program • Two club grant committee meetings held• Club grant funds awarded in line with

funding criteria• Value of grants provided• Number of grants awarded


Delivery Program Strategy 1.1.6. Implement a range of community safety programs to make the physical environment safer, to raise awareness of safety, and to minimise crime.


1

Provide local information to identify and deliver community safety and crime prevention projects to the Burwood and Canada Bay Community Safety Precinct Committees

• 2019-2020 projects of the Community Safety and Crime Prevention Plan successfully delivered


2

Work with user groups to improve pedestrian and cycling safety:• Hold ‘Stepping On’ pedestrian safety

workshops• Action feedback from community groups

such as BayBUG as appropriate• Host annual Bike Week event in partnership

with BayBUG• Undertake six-monthly audits of existing

‘Look Out Before You Step Out’ decal locations and identify new locations

• Number of ‘Stepping On’ workshops held• Annual Bike Week event held• Number of new decals applied for ‘Look Out

Before You Step Out’

Traffic and Transport

3 Review and update the Community Safety and Crime Prevention Plan

• Review complete and updated Plan prepared by June 2020

Strategic Planning

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Develop a Road Safety Strategy:• Road safety actions prioritised and allocated

to staff • Deliver road safety programs

• Reduction in recorded serious crashes within the Council area

• Four Safe Seat Saturdays hosted• One senior drivers’ presentation held• Three road safety presentations held for

early learning to school-aged children


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Coordinate Roads and Maritime Services (RMS) grant funded Road Safety Program initiatives

• Nomination of blackspot location completed for annual program

• Road Safety Program initiatives designed and implemented, with 100% funding expended by June 2020


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Operate the graffiti removal service for Council infrastructure and residential properties, promote the graffiti hotline and provide graffiti prevention information to the community

• Offensive graffiti removed within scheduled timeframes

• Reduction in number of follow-up/ unresolved graffiti call-outs

• Increase in utilisation of graffiti hotline (compared to through general customer service)

Civil Infrastructure Operations

Delivery Program Strategy 1.1.7. Participate in emergency management planning and service provision to ensure readiness in times of emergencies.


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Provide emergency management services: • Conduct an annual audit of emergency

contact and evacuation facility databases for currency of information

• Support the Bay Local Emergency Management Committee (LEMC)

• Provide space and support for SES at Council facilities

• Provide local call out services in times of emergency

• Attend four LEMC meetings• Council staff are available in times of

emergency• Council staff attend and support 100% of

local emergency incidences within the LGA

City Services and Assets

Goal 1.2. The community has a diverse range of opportunities to engage in recreation and lifelong learning that promotes health and wellbeing.

Delivery Program Strategy 1.2.1. Provide library services that engage the community in lifelong learning and provide recreational and social opportunities in accessible and people-friendly surrounds.


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Operate Concord Library, Five Dock Library and The Learning Space to provide opportunities for the community to engage in lifelong learning in people-friendly, accessible settings through effective:• Administration• Workforce development and training• Maintenance and improvement of physical

spaces

• Number of members registered at each library

• Number of visits to each library


2

Ensure the new library management system (LMS) is used to its maximum capability:• Review all library management system

modules and amend procedures • Provide user training to all Council library

staff • Complete benchmarking exercise against

other Councils who have implemented the LMS

• LMS modules reviewed and procedures amended

• Proportion of Council library staff who have completed user training and are using LMS

• Council performance against industry benchmarks for LMS

Library Information Technology

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Develop, review and monitor strategies and plans to guide operations, with reference to the Social Infrastructure Strategy:• Library Strategy • Local Studies Action Plan• Library Marketing Strategy

• Library action plan developed• Implementation of Local Studies Action Plan

commenced by October 2019• Library Marketing Strategy delivered by June

2020


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Assess library collections against State Library Standards and manage Library collections, including online resources, to suit demographics and needs

• Percentage of collection under 5 years old• Percentage of collection under 10 years old• Increasing annual turnover rate• Annual number of loans of physical items• Annual number of loans of electronic

collections


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Offer inclusive programs, activities and events at the libraries which respond to community needs, and support:• Children and families• Young people• Adults• Older people • Multicultural groups• Lifelong learning• Technology access

• Number of library programs delivered • Number of participants attending for each

demographic group

Client Services

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Support Community Partnerships: • City of Canada Bay Museum• Library volunteers• Local schools and children’s centres• LINCs

• Six meetings with City of Canada Bay Museum volunteers

• Library volunteer programs maintained• Number of programs delivered in partnership

with schools and children’s centres• Number of updates to the LINCs community

information database

Client Services

Delivery Program Strategy 1.2.2. Provide quality active and passive recreation services and facilities that contribute to health and wellbeing.


1

Develop, review and monitor strategies and plans to guide operations:• Develop a framework to coordinate the

provision of recreation services• Implement the Social Infrastructure Strategy• Implement the Disability Inclusion Action Plan • Implement the Drummoyne Oval Business Plan

• Recreation coordination framework developed by June 2020

• Proportion of actions completed in Social Infrastructure Strategy, Disability Inclusion Action Plan and Drummoyne Oval Business Plan

Parks and Recreation

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Operate Five Dock Leisure Centre:• Provide high quality recreational services

which support individual and community health and wellbeing

• Build community awareness of the Five Dock Leisure Centre and the benefits of leading a healthy active lifestyle

• Customer satisfaction levels maintained• Visitor and membership numbers increased


3Enhance utilisation of Barnwell Park and Massey Park golf courses by managing the contractual relationship with the operators

• Golf course visitor numbers increasing Parks and Recreation

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Oversee the management of Cabarita and Drummoyne Swimming Centres to provide high quality recreational services that support individual and community health and wellbeing by:• Managing the contractual relationship with

the operator• Collaborating with local community groups

• Customer satisfaction levels improving• Visitor numbers increasing• Royal Life Saving Society Safety

Accreditation maintained


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Manage the use of sporting fields:• All bookings managed within Council’s

operating system, without overlaps or missed allocations, to maximise efficient utilisation of sportsfields in accordance with approved hours and types of operations

• Summer and winter sporting forums held and positive feedback received from community clubs

• Increase in usage of wet weather communication service through summer and winter sports seasons

• Sportsfields maintained in acceptable condition, and capital renewal programs completed throughout the LGA while providing sufficient numbers of locations and frequencies of use to cater for existing sporting group bookings

• No overlapped or missing allocations in sportsfield bookings

• Utilisation of sportsfields as percentage of available capacity

• Positive feedback received from community clubs attending sporting forums

• Increase in usage of wet weather communication service through summer and winter sports seasons

• Condition of sportsfields rated ‘acceptable’• Minimal disruption to available number and

utilisation rates of sportfields during capital renewal programs

Recreation Coordination

6

Manage the Redevelopment of Concord Oval in partnership with the Department of Planning and Environment, the community and recreation stakeholders

• Development Application approved• Tender process for contractor completed• Construction work at site commenced

Major Projects

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Manage the development of the Rhodes Recreation Centre

• Final concept option adopted by Council• VPA amended if required and adopted by

Council• Tender for leasee completed if required, and

approved by Council• Detailed design for the space completed

and approved• Construction of Council-related component

actively managed with developer (if commenced)

Major Projects

Delivery Program Strategy 1.2.3. Provide Community Facilities that are accessible and available for use by all members of the community.


1Support planning for the provision of community services at the Rhodes Recreation Centre

• Advice and feedback provided on proposals as they are presented


2

Prepare a Social infrastructure Strategy that addresses the needs of children, families and our ageing population, and incorporates relevant content from the Community Facilities Resourcing Strategy

• Social Infrastructure Strategy prepared by June 2020

Strategic Planning

3

Work with local schools to share facilities and spaces, and fund and resource related Council activities

• Memorandum of Understanding with the Department of Education adopted

• Number of Council activities occurring on school premises


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Delivery Program Strategy 1.2.4. Plan for a diversity of housing across the full range of income levels, including Affordable Housing to support people who work in essential services.


1

Oversee the Affordable Housing Program:• Through a contractual relationship with the

community housing provider responsible for Council’s tenancy program

• Review the implications of the conclusion of the National Rental Affordability Scheme (NRAS)

• Tenant satisfaction levels maintained• Occupancy levels maintained• Recommendations made to Council on the

financial implications of the NRAS


2

Manage Council’s affordable housing property portfolio:• Oversee the transfer of properties dedicated

through Voluntary Planning Agreements

• Number of properties transferred to the affordable housing portfolio through Voluntary Planning Agreements


3Prepare an Affordable Housing Program for the Parramatta Road Corridor

• Amount of affordable housing identified in the Burwood and Kings Bay Precinct of Parramatta Road

Strategic Planning

Goal 1.3. Our sense of place and of belonging is strong with our diversity respected and celebrated and local heritage and character promoted in friendly village neighbourhoods and vibrant and prosperous centres.

Delivery Program Strategy 1.3.1. Provide place management to enhance spaces and places and bring communities and businesses together.


1

Deliver key activities in the Mortlake Place Plan:• Host a road safety education campaign • Publish an evening activation map • Deliver cultural events • Install a smart pole with an electric car

charging station• Upgrade seating across the suburb and plant

additional trees• Provide improvements to the retail precinct • Deliver a public art project

• Scheduled Mortlake Place Plan initiatives successfully completed

Place Management

2

Implement Majors Bay Road Place Plan:• Launch the Jellico Street Piazza

(subject to planning approval) • Deliver a public art installation to celebrate

local heritage

• Scheduled Majors Bay Road Place Plan initiatives successfully completed

Place Management

3

Implement Concord West Action Plan: • Implement pilot ‘share economy’ project • Work with local business to enhance their

digital presence• Deliver a smart car charger and smart light

pole (as part of the profile of the sustainable village)

• Outcomes of pilot ‘share economy’ project inform future planning

• Digital presence of local businesses improved

• Smart car charger utilisation increasing

Place Management

4

Adopt and implement the Evening Activation Strategy:• Roll out a program to support business

activation • Support local economic development by

facilitation of an evening economy

• Number of businesses operating in the evening increasing

Place Management

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5 Deliver activation programs in parks across the Rhodes Peninsula and at the Conservatory

• Four activation programs delivered Place Management

6

Address issues that are inherent to dense urban living at Rhodes in collaboration with the Building Manager Network, including competition for space and access to streets

• Resident and visitors to Rhodes report improved satisfaction with their access to space and streets

Place Management

7

Deliver engagement and education programs to improve shared spaces, community safety, wellbeing and cross-cultural exchange at Rhodes: • Support local production of fresh food through

community and mobile garden programs• Deliver fire safety education to tower blocks

in Rhodes • Support cross-cultural events including

Christmas, Lunar New Year and Moon festival

• At least 100 participants engaged in the Rhodes Community and Mobile Garden programs

• Five tower fire safety campaigns delivered• Three cross-cultural events held

Place Management

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Develop, deliver and promote opportunities to enhance digital and physical wayfinding:• Promote the use of the Rhodes Walking Tour

App, Rising Tide App and wayfinding signage around

• 10% increase in app downloads per month Place Management

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Implement Christmas program:• Install Christmas trees at Rhodes, Five Dock,

Drummoyne and Concord.• Display street banners in local centres• Install litter bin wraps

• 9 centres have Christmas street banners• 8 centres have litter bin wraps

Place Management

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Implement Cabarita Park Plan of Management works:• Conduct an activation program at

Cabarita Conservatory • Support Friends of Cabarita beachcombers

to maintain a healthy environment

• Litter at Cabarita Park reducing• Percentage of Plan of Management works

completed

Place Management

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Develop and deliver place-based planning and management into key centres and sites:• Rhodes Peninsula Place Plan• Rhodes Peninsula Plan of Management and

Masterplan• Five Dock Town Centre Strategy• Chiswick Place Plan• Concord West Action Plan• Develop a Place Plan for Mortlake• Majors Bay Road • North Strathfield• Cabarita Park• Drummoyne Shopping Centre Action Plan• Homebush Bay Plan• Kokoda Track Memorial

• Placed-based activity evidenced in key centres and sites

Place Management

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Delivery Program Strategy 1.3.2. Coordinate and facilitate arts and cultural development and recognise our heritage and connection to place.


1

Embed place-based cultural development into all key planning processes and documents:• Engage with stakeholders for review of

Aboriginal Cultural Heritage Study

• Revised Aboriginal Cultural Heritage Study addresses place-based cultural development

Place Management

2 Create new digital products to capture the heritage of Rhodes

• 10% increase in access of digital content about the heritage of the City of Canada Bay

Place Management

3

Celebrate First Nations heritage in the local area:• Launch a First Nations heritage project in

Mortlake• Collaborate with First Nations partners in

Timbrell Park to acknowledge its heritage

• Mortlake First Nations heritage project commenced

• Collaboration established with Timbrell Park First Nations representatives

Place Management

4

Establish partnerships to deliver creative and cultural programs and events: • Partner with Boomali, Art Bank, Vivid Ideas,

Revel in Rhodes and Sydney Writers’ Festival for programs in The Connection

• Deliver author talks and History and Heritage Weeks in local libraries

• Conduct Museum in a Box and exhibitions at Cabarita Conservatory

• Sydney Writers’ Festival successfully delivered at The Connection

• At least one exhibition held at Cabarita Conservatory

• Number of attendees at History and Heritage Week events

Place Management

5

Work in partnership across Council and with other agencies and the community to deliver cultural infrastructure in the Rhodes Station precinct and as part of the Redevelopment of Concord Oval:• Delivery public art in Rhodes Station precinct• Create opportunities for creative practice as

part of the planning of the Redevelopment of Concord Oval

• Number of public art installations in the Rhodes Station precinct

• Cultural infrastructure included in redevelopment plans for Concord Oval

Place Management

6Seek opportunities for art, cultural and place-based infrastructure in new Voluntary Planning Agreements

• Proportion of VPAs agreed where cultural infrastructure outcomes have been achieved

Place Management

7

Maintain a register of public art:• Update public art register annually• Conduct an audit of registered public art

to identify requirements for repairs and maintenance

• Public art register is up-to-date• Repairs and maintenance of artworks are

completed to a high standard

Place Management

8 Launch an Annual Art Prize in collaboration with gallery57 to promote local artists

• Significant number of entries received from local artists

Place Management

9 Facilitate creative projects in Rhodes, Concord and Mortlake

• At least one creative projects delivered in each identified centre

Place Management

Delivery Program Strategy 1.3.3. Coordinate and support high quality community events to celebrate diversity, showcase creativity and recognise sporting achievements.


1

Coordinate Council-delivered major and significant events:• Concord Carnival• Ferragosto• Mayor’s Golf Day

• Event participant numbers maintained• Participants report satisfaction with events

Place Management

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2

Support community-coordinated events:• Administer the Community Sponsorship

Program for a range of events and activations

• Provide support to Communities for Communities for the delivery of the Christmas Carols Concert and Lunar New Year event in Rhodes

• Number of events sponsored and value of sponsorship

• Christmas Carols Concert and Lunar New Year events held successfully

Place Management

3Partner with internal, local and regional stakeholders to delivery community cultural and sporting events

• Events delivered successfully Place Management

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Support Kokoda Track visitor program and events:• Continue this significant memorial and

educational tourism asset• Maintain memorial, café and visitor centre• Provide Rivendell Flower Show installation • Host ANZAC Day ceremony • Support VE Day event

• Over 1,000 visitors to memorial, café and visitor centre

• Events delivered successfully

Place Management

Delivery Program Strategy 1.3.4. Economic development activities are provided in partnership between businesses and governments to stimulate the economy and visitation.


1

Maintain Colours of Canada Bay tourism collateral and program: • Brochures/maps• Audio walking tours• App tours of key foreshore destinations and

walks

• Colours of Canada Bay program collateral delivered and distributed

Place Management

2

Continue support for the Easy to do Business program in the City of Canada Bay in partnership with Service NSW and the Office of Small Business

• New businesses have a positive experience of establishing in the City of Canada Bay

Place Management

3Participate in the Better Business partnership • Better Business partnership achievements

shared within the network Place Management

4

Develop partnerships and collaborative projects to enhance business, customer, resident and visitor experience:• Revel in Rhodes• Discover public art promotion• Online local dining promotion

• At least 1,000 participants in the Revel in Rhodes program

• At least 500 visits to online local dining promotion

Place Management

5

Support local business networking and co-creation in key places:• Work with local Chamber of Commerce and

business networks to deliver joint projects• Launch an online business panel to invite

comment on business-related policies and programs

• Host a business education event

• At least 100 businesses participate in business education event

• Businesses report a positive working relationship with Council

Place Management

6Host and evaluate pilot project to support the development of the share economy in the City of Canada Bay

• Pilot project evaluation outcomes informed Council planning

Place Management

2727

Theme 2Environmentally responsible

Vision

Our community shares a collective responsibility to protect our environment and actively participates in innovative programs to mitigate climate change. These programs, along with our well cared for and cherished active and passive open spaces and waterways, are sustaining our future.

28

Goal 2.1. Working together, we adopt practices that sustain our environment.

Delivery Program Strategy 2.1.1. Respond to the impacts of climate change through planning for environmental sustainability and implementing energy, water, and greenhouse gas mitigation and adaptation programs.


1

Implement water saving programs at key Council operated sites:• Recycled water systems maintained and

enhanced to reduce reliance upon potable water supply. Monitor water consumption and ensure effective use of water for community facilities and services.

• Water usage monitored and water saving initiatives implemented as required

• Water consumption reducing• Number of water saving initiatives

implemented

Open Space Operations

2

Develop/review and monitor strategies and plans to guide operations: • Climate Change Mitigation Plan• Climate Change Adaptation Plan• Canada Bay Water Security Master Plan

• Climate change mitigation and adaptation actions fully funded and resourced and incorporated into Council’s operational and capital works programs

Open Space Planning

3

Implement energy saving actions across Council by participating in the SSROC street lighting improvement program: • Renew older style street lighting with LED

technology • Administer carbon credit scheme in

accordance with Federal Government requirements

• Number of new LED street light installations • Cost saving data from upgraded lights

network compiled

Roads and Traffic

4

Deliver projects to respond to the impacts of climate change including:

Council• Deliver Greenhouse Action Plan projects and

programs as per yearly action plan• Prepare and communicate a Green Office

Policy • Identify opportunities for increasing

renewable energy sources for operational energy

• Investigate, plan and implement energy efficient projecs at key Council facilities including the Connection, and Cabarita and Drummoyne Pools

Community• Our Energy Future• Multi-Unit energy efficiency project• Identify opportunities for renewable energy

projects to address community emissions• Community emissions profiling published

• Increase in proportion of Council renewable energy

• Increase in proportion of Community renewable energy

• Reduced Council Emissions• Reduced Community Emissions

Sustainability and Health

5

Develop, review, update and monitor strategies and plans to guide operations;• Environmental Strategy (2014)• Sustainable Food Strategy (2014)• Greenhouse Action Plan (2014)

Strategies adopted and actions fully funded and incorporated into Council’s Operational Plan and Capital Works Program


29

Delivery Program Strategy 2.1.2. Engage with the community through innovative community environment programs to provide long term sustainable solutions.


1

Conduct community environment programs, projects and events that support sustainability including;• Host environmental education and

engagement at key Council and Community events

• Conduct a school and childcare education program

• Provide a schools small environmental grants program

• Establish a Boomerang Bags network• Participate in Clean Up Australia Day • Run a Riverfest event to support the Our living

River program

• Increased community participation in education programs and events

• Number and value of environmental grants given to schools

• Boomerang bag network established• No of events participated in• Riverfest event delivered


2

Facilitate bi-monthly meetings of the Environment Advisory Committee• Support 3 sub-committees• Hold a Green Pitch series

• Six meetings held• No of projects delivered by sub-committees• Green Pitch delivered


3

Deliver a sustainable business program to address environmental issues including commercial e-waste, climate change and renewable energy: • Hold a commercial e-waste recycling event • Hold an Earth Hour event• Identify renewable energy opportunities for

local businesses

• Increased business participation in sustainable business programs


Delivery Program Strategy 2.1.3. Protect and enhance natural resources and biodiversity to ensure resources are there for future generations.


1

Implement Bushcare programs and manage reported incidences of noxious weed growth within both private and public areas:• Develop and implement a volunteer

management plan• Undertake maintenance programs on

Bushcare sites• Identify areas for future Bushcare habitat

corridors (including National Tree Day sites and Queen Elizabeth Park)

• Number of Bushcare sites maintained• Number of new areas identified for habitat

corridors• Number of reports of noxious weed growth

responded to• Proportion of actions in volunteer

management plan implemented

Open Space Planning

2

Develop and implement marine structures maintenance and renewal programs as per capital program and Foreshore Assets Management Plan, to enhance environmental outcomes for our waterways and consider the effects of sea level rise

• Dunlop Reserve Seawall renewed• Menzies Reserve Seawall repaired• Stage 1 Iron Cove Seawall renewed• Investigation of Exile Bay seawall

requirements completed and project planning underway

Strategic Asset Services and Innovation

3

Implement the Estuary Vegetation Management Plan including annual maintenance programs:• Monitor mangroves for pruning requirements

• Mangrove pruning undertaken as per plan schedule


30


4

Deliver the Street Tree Priority Program: • Undertake priority works for the management

of undesirable tree species, based on annual review and insurance claims

• Oversee street tree management and renewal programs and respond to community requests

• All works meet the Australian Standards• Reduction in number of trees on priority

action listing• Reduction in insurance claims


5

Deliver projects and programs which enhance natural areas and promote biodiversity including: • Community education programs• Urban Canopy Strategy• Living infrastructure projects• A Green Wall policy• Biodiversity Framework

• Urban Canopy Strategy adopted• Number of urban tree canopy projects

delivered• Number of living infrastructure projects

delivered• Green Wall policy adopted• Number of biodiversity actions delivered


6

Facilitate and support community gardens across the City of Canada Bay:• Meet with volunteers • Promote community gardens in Council

publications and social media

• Two meetings held with volunteers• Number of community gardens• Number of garden participants


Delivery Program Strategy 2.1.4. Provide efficient and effective waste and resource recovery services.


1Assess and provide comments for Waste Management Plans for relevant Development Applications

• Proportion of comments provided for Development Applications within 10 working days

Resource Recovery and Waste Services

2

Manage Waste and Resource Recovery services and contracts at a local and regional level for waste collection services, disposal and processing, and recycling

• Waste collection undertaken weekly or as required

• Recycling collection undertaken weekly or as required

• Collection services delivered in accordance with contractual arrangements

• Requests to the hotline actioned within 24 hours


3

Record, monitor and report across all residential waste streams including: • Recycling • Garden organics• Mattresses• E-waste• Metals and whitegoods• Bulk household waste• Waste to landfill • Community Recycling Centre

• Tonnes of waste per category, compared to previous years


4Deliver waste and recycling services to all Council and private events conducted on Council land

• Number of events supported• Number of complaints about waste at

events on Council-owned land


5

Deliver programs which support a reduction in illegal dumping:• Prepare and distribute educational materials• Actively investigate non-compliant

placement of bulk household waste and illegally dumped waste

• Quantity of education material distributed• Amount of non-compliant bulk house

placements, and tonnage removed by offender

• Number of infringement notices issued for illegally dumped waste


31


6

Undertake waste minimisation programs that support a reduction of waste to landfill:• Insinkerator trial• Food soil dehydrator trial• Textile collection

• Outcomes of Insinkerator trial reported• Outcomes of the food soil dehydrator trial

reported• Number of textiles collected compared to

previous years


7

Deliver programs and projects which support litter reduction as identified in the litter action plan • Deliver a Single use plastics campaign • Deliver the regional litter grant with SSROC • Undertake litter audits and address

complaints in the litter space • Plan the rollout of new litter infrastructure

• Regional Litter grant implemented• Sensor project evaluated


Delivery Program Strategy 2.1.5. Manage drainage and stormwater infrastructure to prevent local flooding and to provide for harvesting of stormwater for water recycling.


1 Develop a business case for the expansion of the stormwater harvesting network

• Stormwater harvesting business case adopted

Open Space Planning

2Manage the stormwater harvesting system to ensure compliance with Australian Guidelines for Recycled Water

• The health and quality of recycled water produced by Council meets the Australian Guidelines for Recycled Water benchmarks

Open Space Planning

3 Review/update the Water Treatment Plant Operating Manual

• Water Treatment Plant operating manual updated

Open Space Planning

4

Develop and monitor Concord West Precinct Master Plan Flood Study to guide operations

• Canada Bay Floodplain Management Committee established

• Concord West Floodplain Risk Management Plan developed


5

Develop and implement drainage and stormwater annual renewal program:• Dedicate renewal resources for drainage

infrastructure that poses significant risk• Implement drainage renewal in accordance

with approved, fully funded programs

• Brent Street diversion pipe constructed• Lower St Georges Crescent stormwater

outlet extended into Parramatta River• Boronia, Murray and Mons St Tonkin pipe

relined• Burnell Way pipeline relined


6

Develop and implement drainage and stormwater annual maintenance program:• Establish a schedule of works, including

cleaning and maintenance• Dedicate maintenance resources for

drainage infrastructure that poses significant risk

• Inspect pipes and pits regularly, and clean drainage systems so they are maintained in a serviceable condition

• Number of pipes and pits inspected• Customer complaints of blocked drains and

localised flooding events decreasing


32

Goal 2.2.Attractive, well maintained and accessible parks and open spaces provide for a range of active and passive recreation uses.

Delivery Program Strategy 2.2.1. Plan for and maintain parks and open space to provide active and passive recreation opportunities for everyone’s enjoyment.


1

Review the Drone Pilot Trial:• Engage stakeholders from across Council• Prioritise and implement recommended

actions

• Review of trial completed • Recommendations endorsed by Leadership

Team• Actions implemented by June 2020


2

Develop/review and monitor strategies and plans to guide parks and open space operations: • Review all existing Plans of Management and

seek stakeholder endorsement for renewal prioritisation plan

• Identify requirements for new Plans of Management and seek stakeholder endorsement for renewal prioritisation plan

• Review Plans of Management for parks encompassing works within the 19/20 Capital Works Program

• Review, update and adopt the Let’s All Play Strategy

• Adopt resourced Park Signage Strategy

• Revised Let’s All Play Strategy adopted by Council

• Park Signage Strategy adopted by Council • All Plans of Management include a

prioritisation plan agreed with relevant internal stakeholders

• Majors Bay Reserve and Timbrell Park Plans of Management reviewed to include Capital Works Program works

Open Space Planning

3

Implement parks and playgrounds improvement projects as per Capital Works Program and Assets Management Plans

• Parks and playground works are fully funded and resourced

• Water bottle refilling sites identified and installed as part of all park upgrading works.

Open Space Planning

4

Develop and implement annual maintenance and renewal programs for parks and playgrounds for incorporation in asset management planning

• Playgrounds and parks maintenance and renewal schedule is fully funded

• All scheduled maintenance activities are completed

• All scheduled playground renewals have been completed

Open Space Planning

5

Maintain dog off-leash areas and infrastructure assets as required:• Inspect off-leash dog areas • Include consideration of future maintenance

and renewal requirements of all associated infrastructure for proposed off-leash dog areas

• Reduction in number of community complaints received regarding maintenance in off-leash dog areas

Open Space Planning

Vision

It is easy to get around our City and the wider Sydney region via a network of well-functioning and connected public transport, pathways and roads.

35

Theme 3Easy to get around

36

Goal 3.1. Regional and local infrastructure is well planned and resourced to enable connectivity across our City.

Delivery Program Strategy 3.1.1. Adopt an integrated approach to the provision of major regional infrastructure in order to meet community need.


1

Implement asset management improvement strategies to address gaps in knowledge and operations:• Review and update Council’s asset

management strategies in accordance with the International Asset Management Manual

• Develop asset management skills for staff responsible for each asset portfolio

• Council’s asset management strategies align with the international guidelines

• Number of Council staff who have completed Professional Certificate of Asset Management Planning


Goal 3.2.A connected network of quality active and public transport routes and services minimise traffic and make it easier to get around.

Delivery Program Strategy 3.2.1. Advocate and provide for accessible public transport and related infrastructure that meets the community’s needs.


1

Advocate for and promote public transport in and around the local area:• Undertake community consultation to

understand community demands for public transport across the LGA

• Align Council events and campaigns to promote public transport utilisation

• Advocate on behalf of the community to State Government departments and representatives for projects such as Metro West and STA bus route changes

• Demand for public transport across the LGA quantified

• Increase in utilisation of public transport for Council

• Number of representations made to the State Government on behalf of the community for improved public transport


2

Provide accessible public transport infrastructure, and develop and implement a maintenance program:• Develop and implement a new Pedestrian

Access and Mobility Plan• Design and construct accessible bus stops

and pram ramps in accordance with annual Capital Works Program

• New Pedestrian Access and Mobility Plan in place by June 2020

• Number of accessible bus stops and pram ramps designed and constructed


37

Delivery Program Strategy 3.2.2. Provide linked footpaths and cycleways to enable ease of movement around our City and beyond.


1

Implement works identified in the Strategic Bike Plan Review:• Liaise with RMS regarding the design of the

Regional East West cycle route in line with the Greater Sydney Commission Regional Plan, subject to RMS funding

• Identify projects in the priority works of the Bike Plan for design and implementation

• Implement projects funded through RMS Active Transport Program

• Status of Regional East West cycle route design

• Number of Bike Plan priority projects completed

• Number and value of projects completed from funding of the RMS Active Transport Program


2

Develop and monitor Canada Bay Bike Plan to guide operations:• Undertake a full review of Bike Plan, including

consultation with all key internal and external stakeholders

• Develop new Bike Plan

• New Bike Plan developed and adopted by June 2020


3

Support NSW Bike Week events in the local community:• Plan and execute community events across

NSW Bike Week, including a communications campaign in partnership with BayBUG

• Positive feedback from the local community during and after NSW Bike Week

• Improved community recognition of Council’s NSW Bike Week role


4

Monitor user behaviour on the shared paths and cycleways in Rhodes:• Monthly site inspections• Implement mitigation measures including

cycle awareness decals

• Positive community feedback about shared paths and cycleways


5

Monitor bike share schemes in the local area:• Work with other Councils and operators

to manage expectations and develop guidelines for a uniform approach

• Implement strategies where expectations are not met

• Reduction of complaints on dumped or excessive bike share bikes across the LGA


6

Develop and implement footpath and cycleway maintenance and renewal programs in line with Capital Works Program, Assets Management Plan and community requests.

• At least 30% of the budgeted 4-year accelerated footpath renewal program delivered by June 2020

Infrastructure Design

7

Provide street and footpath cleansing services:• Clean footpaths across the LGA • Undertake street sweeping • Service litter bins in parks and CBDs

• High pressure steam clean 8 main streets 3 times

• Litter bins serviced at least 3-7 times per week (in line with site requirements)

• Reduction in number of community complaints about overfilled bins, dirty streets and gutters


38

Delivery Program Strategy 3.2.3. Provide efficient lighting for streets, public spaces, parks and sporting fields to ensure a safer environment and to contribute to reducing energy use and greenhouse gas emissions.


1Develop and implement lighting maintenance and renewal programs as per Capital Works Program and Assets Management Plan

• Number of requests/enquiries regarding non-functioning lights across the LGA reducing

Open Space Planning

2

Fund and resource the SSROC street lighting improvement program:• Renew older style street lighting with LED

technology• Administer carbon credit scheme in

accordance with Federal Government requirements

• Number of new LED street light installations• Annual savings achieved through the SSROC

program


3

Provide ongoing administration of the level of service contract with AUSGRID for the provision of street lighting:• Fund, resource and schedule Ausgrid

contract administration work in staff workplans

• Report annually on Ausgrid compliance or breaches of the Public Lighting Code Standards

• Number of breaches reported of the Public Lighting Code Standards


Goal 3.3.Traffic, parking, roads and marine infrastructure provide for safe and efficient travel.

Delivery Program Strategy 3.3.1. Deliver traffic and parking infrastructure that supports the use of active and public transport and safe use of roads.


1

Advocate for and promote car share schemes in and around the area:• Provide feedback to the RMS’s review of their

Car Share Guidelines• Facilitate an expansion of car sharing

schemes

• Feedback provided to the RMS• 5% increase in the utilisation of car share

vehicles based in the Council area


2

Review and monitor Parking Management Strategy to guide operations:• Review and monitor existing parking

schemes for compliance with Parking Policy• Review parking availability in high demand

areas for consideration of Traffic Committee • Review integrated parking management

technology solution trials

• 3 existing parking schemes reviewed • Traffic Committee recommendations

received for parking availability in high demand areas

• Fully funded integrated parking management solution identified and implemented by June 2020


3

Provide detailed feedback to major urban renewal projects and State infrastructure projects to ensure road-related infrastructure provided meets existing and future demands, including:• Rhodes East Priority Precinct• Parramatta Road Corridor Urban

Transformation Strategy• Burwood, Strathfield and Homebush planned

precinct• WestConnex • Sydney Metro West

• Council staff contribution to working groups established for key projects


39


4

Support the Traffic Committee and implement identified works of the Capital Works Program:• Coordinate and manage Traffic Committee

meetings • Allocate funding and resources to undertake

Traffic Committee recommendations approved by Council

• 11 Traffic Committee meetings held• Number of Council-approved

recommendations actioned


5

Carry out strategic traffic management and advocate for improvements:• Participate in regional traffic planning events

and major development assessment traffic referrals

• Evaluate traffic implications of recent developments in Mortlake, Rhodes, Drummoyne and Concord CBDs

• Proactively monitor traffic flows across the local area and identify improvements for Traffic Committee consideration

• Number of regional traffic planning events attended by Council

• Number of major development assessment traffic referrals received

• Number of traffic flow improvement actions referred to the Traffic Committee

• Number of Traffic Committee recommendations adopted by Council

• Number of traffic flow improvement actions completed


6

Develop and implement traffic and parking facilities and roadside asset maintenance and renewal programs as per Capital Works Program and Assets Management Plan:• Fund and resource traffic facility and road

side asset maintenance and renewals• Schedule design and construction phases in

the Capital Works Program

• At least 80% of traffic facilities renewal budget is spent within the financial year

• Traffic and parking facilities asset registry is up to date


Delivery Program Strategy 3.3.2. Provide quality roads, bridges, kerbs and gutters infrastructure that caters to current and future road transport needs.


1

Develop income-generating civil works projects:• Refine driveway construction processes to

align with DA approval process, and non-DA related applications

• 50% increase in driveway construction revenue


2

• Develop and implement roads, bridges, and kerb and guttering maintenance and renewal programs as per Capital Program and Assets Management Plan, inclusive of the annual road rehabilitation programs:

• Fully fund, resource and schedule identified road-related infrastructure asset renewals within the annual Capital Works Program

• Complete a bridge condition audit to aid the preparation and implementation of a new bridge maintenance program

• Annual Capital Works Program updated to include road-related infrastructure

• Bridge condition audit completed


Delivery Program Strategy 3.3.3. Provide marine structures to cater for water-based transport and recreational activities.


1

Develop, review, implement and monitor Parramatta River Catchment Group (PRCG) actions on behalf of the City of Canada Bay:• Council staff attend PRCG meetings• PRCG agenda items progressed through the

year • Workspace facilities for PRCG staff provided• PRCG actions within included Council

planning documents

• Number of Parramatta River Catchment Group meetings attended by Council staff

• Proportion of agenda items completed


41

Vision

With our population continuing to grow, our community is engaged in planning for our future. The planning results in services that support our enviable lifestyle, quality open spaces, range of housing types, commercial centres, and infrastructure and developments that enhance and complement existing suburbs.

41

Theme 4Engaged and future focused

42

Goal 4.1. The community participates in setting directions for the future.

Delivery Program Strategy 4.1.1. Community engagement provides direction for planning and the two way flow of information contributes to decision making.


1Exhibit Draft Community Participation Plan that will be used to inform how the community is engaged on land use planning matters

• Community Participation plan endorsed by Council

Strategic Planning

2

Manage the Community Engagement Policy, Strategy and activities:• Undertake research for review of the

Community Engagement Policy and Strategy• Build and maintain resident database for

‘Collaborate Canada Bay’• Lead successful engagement projects,

through internal processes, policies and workflows for projects

• 1,000 users registered on Collaborate Canada Bay

Place Management

Delivery Program Strategy 4.1.2. When planning for our future, ensure the community’s aspirations and priorities are embedded in corporate strategy.


1Provide up-to-date demographic information about the City of Canada Bay local government area on Council’s website

• Demographic information on Council’s website is up-to-date

Strategic Planning

2

Implement, monitor and report on the Resourcing Strategy (Assets):• Implement the asset management elements

of the Strategy • Update asset condition, community service

level and budget information in the Strategy

• Annual progress report on implementation of the strategy demonstrates improved asset data application


43

Goal 4.2.High quality sustainable urban design results in innovative development sensitive to existing local character.

Delivery Program Strategy 4.2.1. Strategic and land use planning to ensure the built and natural environment is highly liveable with quality and sustainable development incorporating best practice design.


1Prepare a Planning Proposal for land within the short-term implementation area of the Parramatta Road Strategy

• Planning Proposal for the Parramatta Road Strategy endorsed by Council

Strategic Planning

2 Update contribution plans to include works for Parramatta Road and Rhodes East

• Canada Bay Contributions Plan amended Strategic Planning

3Review and comment on State Government plans and initiatives such as West Metro, the Regional and District Plans and housing policies

• Number of draft submissions prepared and endorsed by Council

Strategic Planning

4

Prepare a Local Strategic Planning Statement (LSPS) that provides a 20 year land use vision to meet the community’s needs and accommodate future growth

• Final LSPS made by December 2019

Strategic Planning

5

Update Canada Bay Local Environmental Plan (LEP) and Development Control Plan (DCP) in response to Planning Proposals, changing local needs and State Government initiatives

• Canada Bay LEP and DCP amended Strategic Planning

6

Review Planning Proposals against the objectives and actions of the Canada Bay Local Planning Strategy

• Number of Planning Proposals submitted to the Department of Planning and Environment for a Gateway Determination

• Number of Planning Proposals progressed to gazettal

Strategic Planning

7Provide a Local Government response to draft plan for Rhodes East and Burwood, Strathfield, Homebush Planned Precinct

• Draft submission prepared and endorsed by Council following release of information for public comment

Strategic Planning

8 Provide mapping services and maintain land and property information

• Mapping database updated and additional layers created

Strategic Planning

9Prepare and process Planning Certificates • 100% of Planning Certificates processed

within five (5) working days Strategic Planning

10

Protect, promote and responsibly manage heritage in the City of Canada Bay: • Administer the Heritage Assistance Fund• Appoint a Heritage Advisor• Report on outcomes

• Number and value of Heritage Assistance Fund grants provided

Strategic Planning

11

Administer and manage the Design Review Panel to improve the design quality of apartment buildings in the City of Canada Bay and on behalf of Strathfield Council:• Provide Panel meeting minutes to applicants

in a timely way• Review Panel procedures to identify issues

and achieve process improvements in the operation of the Panel

• Implement recommended process improvements

• Panel meeting minutes provided to applicants within 2 weeks of the Panel meeting

• Panel attendee survey conducted twice• Number of process improvements

implemented

Statutory Planning

45

Vision

Our City has strong leadership and is served by an effective and transparent local government. Smart processes and systems support both Council and the community to be more resilient, sustainable and efficient, to connect easily, to share knowledge, to work together and to be creative in finding solutions.

45

Theme 5Visionary, smart and accountable

46

Goal 5.1.The elected Council provides strong leadership for the community that is underpinned by open and transparent governance.

Delivery Program Strategy 5.1.1. The Council governs efficiently and effectively on behalf of the community.


1

Ensure Council meetings are conducted in accordance with legislative and other requirements

• Percentage of total occasions where Agendas were published at least three days prior to the Meeting

• Number of meetings (ordinary and extraordinary) held

Governance and Customer Service

2 Provide administrative support services to the Mayor and Councillors

Average number of days taken to respond to Mayor and Councillor requests

Executive Support

Delivery Program Strategy 5.1.2. Provide civic events and citizenship ceremonies to celebrate the diversity and achievements of the community and to welcome newcomers.


1Conduct citizenship ceremonies • Number of citizenship ceremonies held

• Number of new Australian citizensExecutive Support

2 Coordinate civic events hosted by the Mayor and Councillors

• Number of civic events hosted Executive Support

Goal 5.2. Leadership of the organisation inspires best practice in everything in which Council is involved.

Delivery Program Strategy 5.2.1. Provide organisational leadership that is aspirational and inspirational, and provide management to enable staff to carry out their roles efficiently and effectively with a positive culture of working with, and for, the community.


1

Provide support to Councillors to assist them to undertake their roles and responsibilities, in line with Council policies:• Administer Councillor Expenses and Facilities

policy• Facilitate Councillor training and

development

• Proportion of budgeted funds expended on the provision of Councillor expenses and facilities

• Occasions of training and development activities undertaken by Councillors

Governance and Customer Service

2

Implement organisational improvements to the coordination and development of the Integrated Planning and Reporting framework:• Conduct a community survey and integrate

results into corporate planning• Undertake an Integrated Planning and

Reporting improvement initiative

• Percentage of staff who participated in an Integrated Planning and Reporting improvement activity

Corporate Strategy and Business Improvement

3

Develop a corporate Continuous Improvement Program (CIP) that enables improvements to the way Council delivers services to its community:• Implement CIP Year 1 actions

• CIP developed and adopted.• Percentage of CIP Year 1 milestones

achieved

Corporate Strategy and Business Improvement

47


4Agree and define organisational performance indicators

• Performance indicator set established Corporate Strategy and Business Improvement

5 Provide legislative and governance advice to the Council

• Timely advice provided as required Governance and Risk

6

Advocate on behalf of Council and the community for services and infrastructure supplied by other levels of government and business partners

• Advocacy provided as required General Manager

7

Provide effective leadership to the organisation:• Hold monthly Leadership Team meetings and

an annual strategy day • Improve internal communications through

regular staff newsletters, a new Council intranet, and staff awards

• Fortnightly one-to-one meetings held by supervising staff

• Provide High Performance Leadership Coaching (HPLC) program to managers and supervisors

• Number of staff newsletters distributed• Four face-to-face meetings held• Staff awards presentation held• Number of staff who have completed HPLC

program• Employees report improved engagement

General Manager

8Participate in Local Government NSW and Southern Sydney Regional Organisation of Councils

• Number of collaborative projects or campaigns undertaken

General Manager

9

Deliver key elements of the Our Smart City Plan: An Intelligent City of Canada Bay:• Report on delivery of Plan achievements • Promote Smart City initiatives through media

articles and internal communications

• Smart City Plan report delivered• Number of media and internal

communications about Smart Cities initiatives

• One augmented reality project delivered• LoRaWAN pilot review report produced

Place Management

Delivery Program Strategy 5.2.2. Provide governance and risk services to ensure compliance with the Local Government Act and other relevant Acts.


1

Administer Council’s Audit and Risk Management Committee (ARIC):• Adopt an annual audit plan adopted• Conduct three internal audits

• Number of ARIC meetings held• Proportion of audit plan actions completed• Number of audits completed

Governance and Risk

2

Comply with Government Information Public Access (GIPA) legislation:• Respond to formal and informal requests• Proactively release information

• Number of GIPA (formal and informal) applications received

• Number of proactive information releases• Proportion of responses to formal GIPA

applications provided within legislated timeframes

• Percentage of actions completed within 20 working days

Governance and Risk

3

Identify risks and oversee implementation of street tree replacement and golf course screening program

• Number of street tree risk assessments undertaken

• Number of street trees replaced to mitigate risk

• Length of golf course screening undertaken

Governance and Risk

4

Manage Council’s legislative compliance register, processes and reporting program (provided by Hunter Legal)

• Advice received from Hunter Legal of legislative changes within seven days of gazettal

• Number of occasions of advice received• Number of updates to Delegations Register

in response• Relevant staff informed within one month of

changes

Governance and Risk

48


5

Manage ongoing processing of insurance claims and coordinate use of Echelon to manage public liability claims

• Percentage of total number of claims responded to within two working days

• Number of closed claims as a proportion of total claims received

Governance and Risk

6

Maintain Records Management and Disposal Policy through implementation of the Records Strategic Plan:• Ensure appropriate archives management• Digitise archived Development Applications• Comply with Government Disposal Authority

No. 39

• Number of archived development applications digitised as a proportion of total number in the archive

Records

7

Develop, review, implement and monitor strategies and plans to guide operations:• Business Continuity Plan• Records Strategic Plan• Strategic Risk Plan and Register

• Business Continuity Plan reviewed• Records Strategic Plan reviewed• Strategic Risk Plan developed and Register

refreshed

Governance and Customer Services

Delivery Program Strategy 5.2.3. Ensure Council’s long-term financial sustainability by providing effective financial management.


1

Develop, review and monitor financial strategies and plans to guide operations:• Update Long-Term Financial Plan modelling

and forecasts, including taking into account revisions to Asset Management Plans and Workforce Strategy

• Review of asset depreciation rates for Infrastructure Asset Classes

• Council’s financial position remained within performance benchmarks.

• Long-Term Financial Plan forecasts reflect adopted budget

• Asset depreciation rates reviewed

Finance

2 Maintain discretionary and non-discretionary reserves

• Reserves are at adequate levels Finance

3

Administer accounts payable and accounts receivable

• Payment systems reflect best practice trends

• Successful introduction of simplified procurement process (using standing orders and corporate cards)

Finance

4

Effectively manage and report on Council’s Investment Portfolio in accordance with the relevant policy and legislative requirements

• Council’s investment portfolio supports Council to remain financially sustainable

• The elected Council is satisfied with Council’s investments

Finance

5

Provide financial support across the organisation including preparation of management reports and external statutory reporting

• Leadership Team reports satisfaction with financial support received

• Quarterly Budget Review Statements are adopted by Council

• Audited Financial Reports are provided to Council in accordance with statutory timeframes

Finance

49

Delivery Program Strategy 5.2.4. Provide quality customer services that reach out and positively connect with customers.


1Monitor organisational Request Management tasks to ensure they meet agreed KPIs and report performance to Executive Team

• Number of requests responded to within agreed timeframes as a proportion of total number of requests.

Customer Service

2

Monitor organisational complaints to ensure they are responded to in line with the Complaint Handling Policy, and report performance to Executive Team

• Number of complaints received• Percentage of complaints dealt with within

agreed timeframes• Proportion of complaints outstanding

Customer Service

3 Administer the Resident Parking Scheme • Number of parking permits issued as a proportion of permit applications received

Customer Service

4

Evaluate Customer Services by:• Reviewing our communications channels • Monitoring interactions• Annual benchmarking• Independent evaluation via Mystery Shopper

program• Input and feedback from the community

about projects at Council events• Complaints Management Policy

• Mystery Shopper evaluation results demonstrate all customer service benchmarks are being met

Customer Service

5

Develop and implement Customer Services Charter for internal and external customers:• Customer Service Charter developed • Training provided to all staff

• Percentage of customer requests responded to within agreed timeframes as a proportion of total requests

• Customer satisfaction levels maintained or improved

Customer Service

6Review, implement, monitor and report on the Customer Service Strategy 2017-2021 to guide operations

• Financial year milestones are met Customer Service

Delivery Program Strategy 5.2.5. Manage information systems to support the operations of the Council and its interaction with the community.


1

Continue the ongoing planning and implementation of core business solutions in line with the Information Systems Technology One roadmap:• Asset and Works Management • Customer Request Management • HR and Payroll • Finance and Procure-to-Pay • Analytics and Dashboards (pending

approval)

Implementation of core Technology One CIA web-based business applications within agreed timeframes

Information Systems

2

Continue the ongoing planning and implementation of core business solutions in line with the Information Systems Office 365 roadmap:• Office 365 Identity Management and 2 factor

authentication • Migration to Exchange Online email • Prototype of Office 365 Teams • Office 365 staff and Councillor portals

Implementation of core Office 365 solutions within agreed timeframes

Information Systems

50


Provide support to staff, Councillors and the community for all Council information technology, infrastructure and applications ensuring these systems are available and maintained in a manner that meets business requirements

• Helpdesk ticket resolutions times improved by 10%

• Network availability greater than 90% • Core Tech One availability greater than 90% • Website and e-Services availability greater

than 90% • Disaster recovery plan and general system

resilience tested annually • Team activities managed within budget

allocation

Information Systems

Delivery Program Strategy 5.2.6. Ensure procurement services provide best value outcomes.


1

Manage fleet and plant replacement program:• Develop a 10 year rolling program for

replacements, based on specific asset management data such as resale history, useful service life, and utilisation rates

• Maintain fleet and plant in accordance with manufacturer’s specifications

• Assess proposed plant and purchases for greenhouse gas emissions, fuel consumption and operational suitability

• Achieve within 10% of the annual budgets for purchase and for disposal of fleet and plant

• Reduction in fuel usage is contributing to 5-year target set for 2018-2023 (10% reduction overall)

Depot Operations

2Ensure tenders and purchasing practices comply with the Local Government Act and General Regulation

• 100% of tenders comply with Local Government Act and Regulations

Corporate Services

3Implement recommendations arising from 2018-19 procurement review to improve purchasing practices across the organisation

• 100% of 2018-2019 procurement review recommendations completed

Corporate Services

Delivery Program Strategy 5.2.7. Manage Council’s property portfolio to ensure best value returns and to ensure properties are developed, renewed and maintained for the benefit of the community.


1

Manage Council’s portfolio of leased properties • Proportion of rent reviews for leased properties undertaken prior to the anniversary of the agreement

• Rental arrears for leased property portfolio is less than 3% of total rent invoiced

• Leased property vacancy rates are less than 5%


2

Ensure Council venues are well used by the community and are well maintained and presented

• Utilisation rates of all Council venues increasing by 5% per annum

• A 75% positive feedback rate is achieved from customer satisfaction surveys

Venue Management

3Efficiently apply Council’s Business Use of Footpath policy for the benefit of local business and the community

• New applications for Business Use of Footpath are processed within 2 weeks of receipt of a complete application


4Maintain Council’s portfolio of Affordable Housing properties well so they are suitable for occupation

• Major maintenance tasks completed and items replaced logged in Council’s Asset Management system


5

Efficiently manage building maintenance requests to ensure Council buildings are well maintained

• All building maintenance requests are reviewed and distributed for action within 24 hours of notification of request

• All urgent building maintenance requests are actioned within 2 hours of notification


51


6

Develop and implement annual buildings maintenance and renewal programs to ensure Council’s portfolio of buildings are fit for purpose, and programs are successfully implemented in a timely manner

• Proportion of annual buildings maintenance and renewal programs complete

• Proportion completed within expected timeframes


7

Develop/review and monitor the Property Strategic Plan to guide operations:• Recommendations of the Property Strategy

are enacted• Recommendations are presented to

Councillors for further feedback and direction as appropriate

• Proportion of Property Strategy actions completed

• Number of Property Strategy recommendations presented to Councillors for direction


Delivery Program Strategy 5.2.8. Ensure workforce management practices provide for a collaborative workplace culture and efficient workforce processes.


1

Support our people to be effective and engaged:• Implement actions arising from last Staff Survey• Implement strategies to increase staff

retention and engagement• Focus on team building in all areas of Council• Conduct Staff Survey

• Number of Staff Survey recommendations actioned

• Staff retention rates improving• Staff Survey results improving

Human Resources and Organisational Development

2

Provide professional development to managers to increase understanding of the benefits of workforce flexibility and the options available within the Award

• A review of employees who are on flexible arrangements completed

• Case Studies on options and application in the industry presented to the Leadership Team by June 2020

Human Resources Operations

3

Identify possible employment strategies linked to federal initiatives to increase the re-entry participation rate of the ageing workforce

• Research undertaken on employment strategies available

• Report on opportunities provided to the Leadership Team by June 2020


4

Implement an employee coaching and mentoring program

• One Accord program conducted nurturing female talent

• One High Performance Leadership Coach program conducted


5

Explore the benefits of ‘employer of choice’ and Employee Value Proposition (EVP) for the development of promotional materials for recruitment

• Promotional materials such as case studies introduced into the recruitment and induction process by December 2019

Human Resource Operations

6

Identify opportunities for alignment with the NSW Local Government Capability Framework: • Incorporate the framework into Council’s

human resource practices• Review leadership and management

programs

• Review undertaken and reported to the Leadership Team by June 2020


7

Implement actions identified in the Australian Network on Disability Inclusive Practice Review by:• Continuing to promote work experience

opportunities for people with a disability (Stepping Into program)

• Implementing employee training and career development actions

• Number of work experience opportunities identified for people with disability

• Employee training and career development actions implemented by June 2020

Human Resource Operations

8Research and promote case studies on innovative solutions which address skills shortages and utilise specialist skills in demand

• Case studies researched and promoted to Leadership Team by December 2019


9Conduct a skills analysis and audit of critical Council positions

• Skills analysis and audit conducted by December 2019


52


10

Undertake a review of Council’s apprenticeship and trainee program utilisation, and identify opportunities for expansion:• Identify areas of Council which may benefit

from apprenticeship and traineeship schemes• Identify where opportunities exist to reduce

skill shortages

• Review completed by December 2019 Human Resources Operations

11

Coordinate employee training program: • Embed and promote e-learning• Continue the High Performance Leadership

Coach Program• Maintain currency of industry licences, tickets

and accreditations• Introduce a Customer Service training program• Ensure training is relevant and addresses skill

gaps

• Number of e-learning programs available and participation rates

• 1 High Performance Leadership Coach program conducted

• All industry licences, tickets and accreditations renewed prior to expiry

• Customer service training delivered• Provision of individual training is relevant to

roles and addresses skill gaps


12

Actively manage workers’ compensation claims and rehabilitation to ensure timely return to duty and minimisation of cost

• Premium experience rate is at, or better than, StateCover average

• 85% of all injury notifications are provided to insurer within 2 days


Delivery Program Strategy 5.2.9. Ensure workplace health and safety programs to provide for a safe and healthy work environment.


1 Update WHS procedures in line with legislative requirements

• Number of WHS procedures updated Governance and Customer Services

2Facilitate delivery of healthy lifestyle programs adopted Council’s WHS Committee

• Number of lifestyle programs implemented• Number of participants in each healthy

lifestyle program

Governance and Customer Services

53

Goal 5.3.The City is well promoted and our community is well informed of the business of Council.

Delivery Program Strategy 5.3.1. Ensure Council’s communications provide easily-available information to promote the City and its community and to promote the business of Council.


1

Implement internal Communications Strategy to support operations

• Increased community satisfaction with provision of Council information

• Increased community engagement with Council

Media and Communications

2

Facilitate online access to Council and Local Planning Panel meetings:• Provide high quality accessible live stream for

each Council Meeting and audio recordings of Local Planning Panel meetings

• Provide reporting and analysis on viewing and listening figures for each meeting

• Provide regular viewing and listening statistics to Council staff to enhance service and customer experience

• Number of viewers of Council Meeting live streams

• Number of listeners to audio recordings of Local Planning Panel meetings

• Community satisfaction regarding access to Council information


3

Implement Council’s branding guidelines to ensure Council’s services and initiatives are recognised as City of Canada Bay products:• Review, update and provide branding

guidelines to staff to ensure consistency in Council promotions

• Updated branding guidelines provided to staff

• Branding consistent across Council


4

Manage Council’s communication channels to deliver quarterly printed newsletters, regular e-newsletters and online channels:• Review Council’s communications channels

and adjust according to results on an ongoing basis

• Develop and rollout initiatives to grow Council’s e-newsletter distribution

• 10% growth in Council’s e-newsletter distribution


5

Manage Council’s website and content:• Finalise Phase 2 development of Council’s

new corporate website• Train staff to update website as required

• Phase 2 development of new corporate website complete

• At least 1 member of each Council team (excluding outdoor units) has been trained to update website content


6

Manage Council’s social media presence to maintain and build Council’s reputation and support operations:• Develop and roll out initiatives to grow

Council’s main social media channels

• 10% increase in Council’s total social media followers


7

Provide internal communications support and advice to all areas of Council:• Graphic design• Booking advertising (other than for recruitment) • Marketing campaigns

• All advertising requirements completed on time


8

Deliver proactive and reactive media relations support for Council: • Proactively identify potential news stories for

local media• Include local news stories on Council website

and social media channels• Provide information to journalists on request• Provide support to Council on media issues

management and responses as required

• Average of one news story provided to media per week

• Average of one news story published on Council website per week

• All media requests answered within two weeks


54

Goal 5.4.Compliance services encourage and contribute to quality developments, public health, animal welfare and parking management.

Delivery Program Strategy 5.4.1. Provide transparent and informative statutory development services to assure approval processes are streamlined and timely and effective compliance is achieved.


1

Assess and determine Development Applications (DAs) and other planning related applications in accordance with relevant legislation:• Provides timely customer service to

applicants and allow for public participation in the process in accordance with Council’s adopted policies

• Provide an efficient, effective and customer service focussed Duty Planner service to the local community and development stakeholders

• Develop and install an online lodgement system for submissions on DAs and other planning related applications

• Median determination time for Development Applications.

• Council’s web-based DA Search Tool and online lodgement system developed and operating

• Number of DAs and other planning applications lodg ed online

Statutory Planning

2

Administer and manage the Local Planning Panel:• Ensure all applicable planning applications

are referred to the LPP for determination in accordance with the adopted Department of Planning and Environment Local Planning Panel Operational Procedures

• Provide accurate assessment reports to the Panel

• Hold Panel meetings in accordance with the Planning Panel Operational Guidelines

• Publish Planning Panel agendas and minutes on Council’s website

• Quality reports provided meet monthly Planning Panel deadlines

• All Planning Panel Agendas are published on Council’s web site a minimum of two weeks prior to each meeting date

• All Planning Panel Minutes are published on Council’s website a maximum of two working days after the Panel meeting is held

Statutory Planning

Delivery Program Strategy 5.4.2. Offer a cost effective and efficient building inspection service to ensure buildings are safe and comply with Standards.


1

Undertake inspections, serve notices, orders, and fines as required, prepare legal documentation and educate stakeholders to enable compliance with relevant building and environmental legislation

• Number of audits undertaken• Number of inspections undertaken


55

Delivery Program Strategy 5.4.3. Provide services and encourage the community to take pride in their city to ensure public health for all.


1

Provide an efficient and effective public health compliance service:• Undertake regulatory inspections and re-

inspections including food shops, mobile food vendors, skin penetration premises, public swimming pools, vapour recovery at service stations and other regulated systems

• Undertake annual audits of all food shops, warm water systems, and skin penetration premises together with re-inspections

• Investigate all matters relating to public health investigated within appropriate timeframes

• 100% of all regulatory inspections and re-inspections conducted

• Annual audits undertaken of all food shop, warm water systems, and skin penetration premises

• All matters relating to public health investigated within appropriate timeframes

Environmental Health

2

Provide education to the community relating to public health matters: • Food businesses• Promotion of Scores on Doors• Regulated system

• Quantity of education material provided to proprietors during annual audits

• Decrease in number of breaches of public health compliance

Environmental Health

Delivery Program Strategy 5.4.4. Provide animal compliance and encourage responsible animal ownership practices.


1

Provide effective animal management services:• Undertake patrols of the local area on a daily

basis• Promote a zero euthanasia rate• Develop and distribute educational material

promoting responsible pet ownership

• Zero animals euthanized• Number of education brochures distributed

at Council events

Law Enforcement and Parking

Delivery Program Strategy 5.4.5. Provide and enforce parking controls to provide for and maximise use of parking spaces in the City.


1 Conduct local law and parking enforcement services in accordance with relevant road rules

• Number of infringements issued Law Enforcement and Parking

5757

Statement of Revenue Policyl Overviewl Income statementl Proposed borrowings

for 2019-2020l Operating income for

2019-2020l Operating expenditure

for 2019-2020l Combined budget for

2019-2020l Capital projectsl Ordinary rates and

special rates that apply in 2019-2020

l Schedule of Fees and Charges for 2019-2020

58

OverviewIn order to deliver the commitments of this Operational Plan and the Delivery Program 2018-2020, Council has a Resourcing Strategy that plans for the financial, asset and human resources under its control.The Resourcing Strategy, adopted in 2018, can be found on Council’s website at www.canadabay.nsw.gov.au. This Statement of Revenue Policy identifies where Council expects its revenue to be derived during 2019-2020, and how it intends to expend that revenue in order to deliver this year’s Operational Plan. The Statement of Revenue Policy includes estimates of income and expenditure, including a detailed budget for the Operational Plan’s activities. It provides information about the rates and special rates that will apply across the local government area in 2019-2020, and the fees and charges that will be levied for some of the services that Council provides to the community.It also includes a pricing methodology that demonstrates how the Council has arrived at its schedule of fees and charges.

Estimated income and expenditure 2019-20

2019-2020 Forecast

OPERATIONAL BUDGET

Operating Income

Rates and Annual Charges 55,032,679

User Fees and Charges 17,277,882

Interest 2,834,840

Other Revenue 9,976,700

Grants and Contributions - Operational 6,179,737

Total Operating Income 91,301,838

Operating Expenses

Employee Costs 37,562,288

Borrowings 142,029

Materials & Contracts 24,290,546

Depreciation 13,648,132

Other Expenses 15,564,376

Net Loss from disposal of assets 0

Total Operating Expenditure 91,207,372

Operational Result - Surplus/(Deficit) 94,467

CAPITAL BUDGET

Capital Income

Grants And Contributions - Capital 55,165,667

Proceeds From The Disposal Of Assets 1,317,400

Total Capital Income 56,483,067

Capital Expenses

Capital Expenditure 67,192,316

Capital Expenditure - Principal Loan 517,852

Capital Expenditure - Other 524,561

Total Capital Expenditure 68,234,729

Capital Result - Surplus/(Deficit) (11,751,663)

FUNDING MOVEMENTS

Add Back Depreciation & Amortisation - Non Cash Item 13,648,132

Transfer From Reserve 22,926,160

Transfer To Reserve 24,917,096

Total Funding Movements 11,657,196

Net Result - Surplus/(Deficit) 0

Operating Ratio 0.10%

59

Income statement

2019-2020

INCOME FROM CONTINUING OPERATIONS

Rates and Annual Charges 55,032,679

User Fees and Charges 17,277,882

Interest 2,834,840

Other Revenue 9,976,700

Grants and Contributions - Operational 6,179,737

Grants and Contributions-Capital Purposes 55,165,667

Total Income from Continuing Operations 146,467,505

EXPENSES FROM CONTINUING OPERATIONS

Employee Costs 37,562,288

Borrowings 142,029

Materials & Contracts 24,290,546

Depreciation 13,648,132

Other Expenses 15,564,376

Net Loss from disposal of assets 0

Total Expenses from Continuing Operations 91,207,372

Surplus/(Deficit) from Continuing Operations 55,260,134

Surplus/(Deficit) before Capital Grants and Contributions 94,467

Proposed borrowings for 2019-2020There are no new borrowings proposed for the City of Canada Bay for 2019-2020.

Operating income 2019-2020 Operating expenditure 2019-2020

Rates and Annual Charges

38% 37%

12%7%

4%

2%

User fees and Charges

Grants and contributionsCapital Purposes

Interest

Other Revenue Grants and contributionsOperational Purposes

Employee Costs Materials and Contracts

Other Expenses

Borrowings Depreciation

41%

0%

27%

15%

17%

60

Combined budget summary 2019-2020Business units• General Manager• Media and

Communications • Corporate Strategy and

Business Improvement• Human Resources

Organisational Development

Business Unit: General Manager

Business Unit: Media and Communications

Operational Budget 2019-2020Income

Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 69,061Grants and Contributions-Operational 0Rates and General Revenue Distribution 641,494Overhead Recovery 4,415,429

Total Income from Continuing Operations 5,125,984Expenses

Employee Costs 3,574,926Borrowings 0Materials & Contracts 484,353Depreciation 0Other Expenses 917,727Overhead Charges 148,978

Total Expenses from Continuing Operations 5,125,984Surplus/(Deficit) from Continuing Operations 0


Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 0Grants and Contributions-Operational 0Rates and General Revenue Distribution 710,555Overhead Recovery 889,404


Employee Costs 655,165Borrowings 0Materials & Contracts 225,321Depreciation 0Other Expenses 570,495Overhead Charges 148,978



Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 0Grants and Contributions-Operational 0Rates and General Revenue Distribution 0Overhead Recovery 793,893

Total Income from Continuing Operations 793,893Expenses

Employee Costs 523,929Borrowings 0Materials & Contracts 28,332Depreciation 0Other Expenses 241,632Overhead Charges 0

Total Expenses from Continuing Operations 793,893Surplus/(Deficit) from Continuing Operations 0

61

Business Unit: Corporate Strategy and Business Improvement

Business Unit: Human Resources and Organisational Development


Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 0Grants and Contributions-Operational 0Rates and General Revenue Distribution 0Overhead Recovery 450,271





Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 69,061Grants and Contributions-Operational 0Rates and General Revenue Distribution (69,061)Overhead Recovery 2,281,861


Employee Costs 2,063,925Borrowings 0Materials & Contracts 135,136Depreciation 0Other Expenses 82,800Overhead Charges 0


62

Combined budget summary 2019-2020Business units• Corporate Services

Directorate• Governance and Customer

Services• Finance• Information Systems

Business Unit: Corporate Services Directorate• Procurement

Business Unit: Governance and Customer Services• Customer service• Governance and risk• Records


Rates and Annual Charges 40,171,200User Fees and Charges 1,101,272Interest 2,834,840Other Revenue 115,948Grants and Contributions-Operational 3,162,515Rates and General Revenue Distribution (46,900,179)Overhead Recovery 12,483,310


Employee Costs 5,255,057Borrowings 142,029Materials & Contracts 2,016,933Depreciation 485,596Other Expenses 5,069,290Overhead Charges 0



Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 3,000Grants and Contributions-Operational 0Rates and General Revenue Distribution (3,000)Overhead Recovery 497,676





Rates and Annual Charges 0User Fees and Charges 33,516Interest 0Other Revenue 0Grants and Contributions-Operational 97,515Rates and General Revenue Distribution (131,031)Overhead Recovery 5,644,147


Employee Costs 2,116,184Borrowings 0Materials & Contracts 396,382Depreciation 0Other Expenses 3,131,581Overhead Charges 0


63

Business Unit: Finance

Business Unit: Information Systems


Rates and Annual Charges 40,171,200User Fees and Charges 1,067,756Interest 2,834,840Other Revenue 112,948Grants and Contributions-Operational 3,065,000Rates and General Revenue Distribution (46,766,148) Overhead Recovery 2,428,481


Employee Costs 1,624,317Borrowings 142,029Materials & Contracts 325,928Depreciation 485,596Other Expenses 336,207Overhead Charges 0



Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 0Grants and Contributions-Operational 0Rates and General Revenue Distribution 0Overhead Recovery 3,913,006


Employee Costs 1,057,080Borrowings 0Materials & Contracts 1,259,623Depreciation 0Other Expenses 1,596,302Overhead Charges 0


64

Combined budget summary 2019-2020Business units• Community and

Environmental Planning• Place Management• Health, Building and

Environment• Strategic Planning• Statutory Planning

Business Unit: Community and Environmental Planning Directorate

Business Unit: Place Management• Economic development• Arts and cultural

development• Local festivals and events


Rates and Annual Charges 14,886,510User Fees and Charges 3,570,364Interest 0Other Revenue 5,688,926Grants and Contributions-Operational 1,606,742Rates and General Revenue Distribution 2,877,083Overhead Recovery 1,026,038


Employee Costs 7,701,740Borrowings 0Materials & Contracts 12,522,415Depreciation 12,000Other Expenses 3,547,850Overhead Charges 5,871,659



Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 6,252Grants and Contributions-Operational 0Rates and General Revenue Distribution (6,252)Overhead Recovery 695,635





Rates and Annual Charges 0User Fees and Charges 62,971Interest 0Other Revenue 89,382Grants and Contributions-Operational 0Rates and General Revenue Distribution 2,249,581Overhead Recovery 0


Employee Costs 856,660Borrowings 0Materials & Contracts 788,600Depreciation 12,000Other Expenses 224,744Overhead Charges 519,930


65

Business Unit: Health, Building and Environment• Waste and resource

recovery• Environmental education• Parking controls• Health, building and

environmental compliance

Business Unit: Strategic Planning• Strategic land use planning

Business Unit: Statutory Planning• Development Applications


Rates and Annual Charges 14,886,510User Fees and Charges 2,287,809Interest 0Other Revenue 5,593,292Grants and Contributions-Operational 274,742Rates and General Revenue Distribution (2,808,640)Overhead Recovery 330,403


Employee Costs 3,850,348Borrowings 0Materials & Contracts 9,752,724Depreciation 0Other Expenses 3,268,850Overhead Charges 3,692,194



Rates and Annual Charges 0User Fees and Charges 450,000Interest 0Other Revenue 0Grants and Contributions-Operational 1,317,000Rates and General Revenue Distribution 1,534,715Overhead Recovery 0


Employee Costs 1,064,176Borrowings 0Materials & Contracts 1,518,219Depreciation 0Other Expenses 40,704Overhead Charges 678,615



Rates and Annual Charges 0User Fees and Charges 769,584Interest 0Other Revenue 0Grants and Contributions-Operational 15,000Rates and General Revenue Distribution 1,907,679Overhead Recovery 0


Employee Costs 1,538,160Borrowings 0Materials & Contracts 166,632Depreciation 0Other Expenses 6,552Overhead Charges 980,919


66

Combined budget summary 2019-2020Business units• City Services and Assets• Roads and Traffic• Parks and Recreation• Strategic Asset Services

and Innovation• Library and Community

Services• Buildings and Property

Business Unit: City Services and Assets Directorate

Business Unit: Roads and Traffic• Roads• Footpaths• Cycleways• Lighting• Bridges• Kerbs and gutters.


Rates and Annual Charges (25,031)User Fees and Charges 12,606,246Interest 0Other Revenue 4,102,765Grants and Contributions-Operational 1,410,480Rates and General Revenue Distribution 43,287,135Overhead Recovery 3,214,078


Employee Costs 21,030,565Borrowings 0Materials & Contracts 9,266,845Depreciation 13,150,536Other Expenses 6,029,510Overhead Charges 15,118,218



Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 0Grants and Contributions-Operational 0Rates and General Revenue Distribution 279,642Overhead Recovery 404,694


Employee Costs 569,528Borrowings 0Materials & Contracts 16,444Depreciation 0Other Expenses 26,920Overhead Charges 71,445



Rates and Annual Charges 0User Fees and Charges 2,980,515Interest 0Other Revenue 0Grants and Contributions-Operational 792,028Rates and General Revenue Distribution 12,094,454Overhead Recovery 2,272,119


Employee Costs 5,111,077Borrowings 0Materials & Contracts 2,566,891Depreciation 5,834,536Other Expenses 912,104Overhead Charges 3,714,508


67

Business Unit: Parks and Recreation• Sporting fields• Parks, playgrounds and

reserves• Five Dock Leisure Centre• Swimming pools• Golf courses• Bushcare

Business Unit: Strategic Asset Services and Innovation• Drainage, marine and

stormwater management• Strategic asset

management.

Business Unit: Library and Community Services• Children and family

services• Libraries• Bus services• Disability inclusion• Affordable housing


Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 0Grants and Contributions-Operational 0Rates and General Revenue Distribution 4,011,189Overhead Recovery 0


Employee Costs 669,270Borrowings 0Materials & Contracts 323,520Depreciation 2,595,000Other Expenses 15,084Overhead Charges 408,315



Rates and Annual Charges 0User Fees and Charges 5,379,815Interest 0Other Revenue 129,295Grants and Contributions-Operational 170,000Rates and General Revenue Distribution 15,456,987Overhead Recovery 463,021


Employee Costs 7,072,117Borrowings 0Materials & Contracts 3,050,070Depreciation 1,811,000Other Expenses 3,603,826Overhead Charges 6,062,106



Rates and Annual Charges 0User Fees and Charges 3,202,840Interest 0Other Revenue 319,824Grants and Contributions-Operational 448,452Rates and General Revenue Distribution 7,204,773Overhead Recovery 74,244


Employee Costs 5,758,792Borrowings 0Materials & Contracts 612,513Depreciation 390,000Other Expenses 891,659Overhead Charges 3,597,170


Business Unit: Buildings and Property• Community facilities• Property portfolio.


Rates and Annual Charges (25,031)User Fees and Charges 1,043,076Interest 0Other Revenue 3,653,646Grants and Contributions-Operational 0Rates and General Revenue Distribution 4,240,089Overhead Recovery 0


Employee Costs 1,849,781Borrowings 0Materials & Contracts 2,697,407Depreciation 2,520,000Other Expenses 579,917Overhead Charges 1,264,675


68

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Projects 2019-2020 2020-2021 2021-2022 2022-2023Parks and Recreation $ $ $ $100653 - Massey Park Bridge Renewal 25,000 0 0 0100725 - Annual Parks Renewal Program - Playground Equipment 305,200 311,300 400,000 400,000100748 – Playground - Dunlop Reserve 200,000 0 0 0100873 - Annual Skateboard Park Renewal Program 30,000 30,000 30,000 30,000100890 - Annual Sports Fields Program 0 0 670,000 670,000100914 - Street Tree Replacement Program 395,000 395,000 250,000 250,000102041 - Wangal Reserve and Punt Park POM Actions 1,500,000 100,000 500,000 500,000102493 - Goddard Park Amenities Building Upgrade 271,364 0 0 0102494 - Henry Lawson Park Foreshore Path 360,000 0 0 0102495 - Mortlake Boardwalk Investigation 0 100,000 0 0102506 - Westconnex water recycling connection 17,416 0 0 0102721 - Hoskins Reserve-Rhodes Community Garden Structure 120,000 0 0 0102722 - Living Infrastructure Study 70,000 0 0 0102728 - Drummoyne Oval/Taplin Stormwater re-use 200,000 0 0 0102729 - Arthur Walker Reserve Accessway 25,000 0 0 0102730 - Annual Shade Renewal Program 50,000 50,000 50,000 50,000102734 - Annual Outdoor Exercise Equipment Program 100,000 100,000 0 0102735 - Jesse Stewart Sports Field Rebuild 200,000 0 0 0102737 - Rhodes Foreshore Lighting Replacement 150,000 0 0 0102743 - Dog Off - Leash Site Improvements 100,000 40,000 40,000 0102745 - Mortlake Boardwalk 0 0 500,000 500,000102747 - Rothwell Park Rebuild 580,000 0 0 0102750 - Create a Swimsite at Bayview Park 100,000 200,000 0 0102751 - Greenlees Park Sports Field Rebuild 0 90,000 0 0102753 - New Playground at Tom Murphy Reserve 210,000 0 0 0102773 - McIllwaine Park - River Activation 1,647,500 1,620,500 1,624,500 153,000102793 - Litter Bin Replacement at Taplin Park and The Esplanade 35,000 0 0 0102907 - Urban Canopy Tree Planting 210,000 210,000 0 0102908 - Park Signage Audit & Renewal 150,000 75,000 75,000 0102909 - Sportsfields Irrigation - Rain Sensing Upgrade 5,000 0 0 0102910 - Sportsfields Lighting - Software Upgrade 7,000 0 0 0102911 - Parks Renewal Program - Non - Playground Equipment 100,000 0 0 0102912 - St Lukes Oval Rebuild 0 665,000 0 0102913 - Timbrell Park POM & Masterplan 75,000 0 0 0102914 - Timbrell Park Rebuild 0 1,000,000 1,000,000 1,000,000102916 - Bridge Inspection & Assessment (Minor Bridges) 100,000 0 0 0102918 - Massey Park Golf Course Safety Screens (Alongside 2nd hole) 290,000 0 0 0Sub-total Parks and Recreation 7,628,480 4,986,800 5,139,500 3,553,000

Fleet Services $ $ $ $100523 - Fleet - Vehicles (Trucks, Utes, Trailers, Mowers) 890,500 1,369,100 833,400 952,800100524 - Fleet - Lease Back Vehicles (Sedans and Wagons) 1,426,400 1,254,100 1,478,200 1,192,300100875 - Small Plant - Engineering 12,500 12,500 12,500 12,500100878 - Small Plant - Parks & Gardens 12,500 12,500 12,500 12,500Sub-total Fleet Services 2,341,900 2,648,200 2,336,600 2,170,100

Roads and Traffic $ $ $ $100290 - Annual Accessibility Works Program ( Bus Stop Upgrades) 50,000 100,000 100,000 100,000100322 - Annual Capital Works Traffic Facilities Program 152,601 155,700 200,000 200,000100529 - Annual Footpaths Renewal Program 926,102 930,600 930,000 930,000100594 - Annual Kerb/Gutter Renewal Program 0 145,300 207,500 207,500100796 - Annual Regional Roads Program 116,300 118,600 118,600 118,600

Capital projects

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Projects 2019-2020 2020-2021 2021-2022 2022-2023Roads and Traffic $ $ $ $100832 - Annual Road Pavement Renewal Program 484,000 484,000 933,800 933,800100835 - Road Resurfacing Program 0 0 868,700 868,700100839 - Roads To Recovery Program 322,876 322,876 322,876 322,876100941 - The Terrace - Embankment Stabilisation 18,030 900,000 0 0100949 - Traffic Committee Initiatives 40,000 40,000 40,000 40,000102481 - Five Dock Public Domain Streetscape (Stage 2 - Southern End) 3,000,000 0 0 0102499 - Victoria Road Footpath and Edwin Street Intersection Repair 635,000 0 0 0102685 - New Cycle Connection QEP and Burwood Park - UIAP 700,000 0 0 0102731 - Canada Bay Bike Plan 80,000 0 0 0102748 - Lyons Road Footpath Upgrade Northern side 230,000 240,000 0 0102759 - Annual Bridge Renewal Program 500,000 500,000 100,000 100,000102789 - Bin Infrastructure Drummoyne main street 50,000 0 0 0102790 - Bin Infrastructure City wide 55L bin upgrade 42,500 0 0 0102791 - Bin Infrastructure City wide 60L bin upgrade 27,500 0 0 0102876 - Pedestrian Crossing Safety Improvement Program 200,000 500,000 500,000 500,000102877 - Intersection Upgrade George and Pommeroy Street 0 3,000,000 3,200,000 0102880 - Rhodes East Public Domain - Design Only 0 0 1,000,000 0102881 - Trevanion Street Batter Stabilisation 100,000 0 0 0102882 - Regional Cycleway Upgrade - RMS Grant 2,000,000 5,000,000 0 0102883 - Canada Bay Bike Plan Implementation Program 100,000 100,000 100,000 100,000102900 - Pedestrian Access Mobility Plan (PAMP) 70,000 0 0 0102901 - Jellicoe Street, Concord Road Closure 200,000 0 0 0102902 - Tennyson Road, Mortlake Pedestrian Crossing 120,000 0 0 0102903 - Victoria Avenue, Mortlake Pedestrian Crossing 70,000 0 0 0Sub-total Roads and Traffic 10,234,909 12,537,076 8,621,476 4,421,476

Buildings and Property $ $ $ $100287 - Buildings Renewal 696,000 709,900 709,900 709,900101154 - Canada Bay Civic Centre-Refurbishment 200,000 0 0 0102035 - Whitegoods - Council Buildings 10,000 10,000 10,000 10,000102520 - Halliday Park - Automatic Toilet Installation 275,000 0 0 0102691 - The Connection - Shade Sail Installation 650,000 0 0 0102723 - Cabarita Pool Solar Hot Water 130,000 0 0 0102742 - Cabarita Pool - Replacement of lift and Ramp build 800,000 0 0 0102752 - Cabarita Swimming Centre Additional Shade 50,000 0 0 0102758 - Drummoyne Pool Lighting Upgrade 120,000 0 0 0102813 - Annual Building and Facility Accessibility Works Program 50,000 50,000 50,000 50,000102885 - Five Dock Park Amenities Building Renewal 0 0 0 3,000,000102886 - Building Renewals Inspections 200,000 0 0 0102925 - Solar Panel Installations at The Connection 175,000 0 0 0Sub-total Buildings and Property 3,356,000 769,900 769,900 3,769,900

Library and Community Services $ $ $ $100384 - Concord Library Furniture and Fittings 7,300 7,592 7,896 8,212100512 - Five Dock Library Furniture 6,200 6,448 6,706 6,974100614 - Library Audio/Visual 55,920 58,157 60,483 62,902100615 - Library Books 246,688 256,556 266,818 277,490100619 - Library Periodicals 34,436 35,813 37,246 38,736102038 - Library Cataloguing and Processing 99,840 103,834 107,987 112,306102469 - Library Local Priority Grants 2017/18 45,142 0 0 0102841 - The Learning Space - Furniture and Fittings 10,000 10,200 10,404 10,612102934 - Replacement Robot at the Learning Space 9,000 0 0 0Sub-total Library and Community Services 514,526 478,599 497,539 517,233

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Projects 2019-2020 2020-2021 2021-2022 2022-2023Major Projects $ $ $ $102585 - Redevelopment of Concord Oval 12,280,000 26,300,000 10,800,000 0102686 - Charles Heath Reserve Project 2,900,000 400,000 1,750,000 165,779102732 - Timbrell Park Fields and Amenities Upgrade 1,650,000 400,000 0 0102760 - Synthetic Playing Surface and New Amenities at Majors Bay 4,969,500 0 0 0102781 - Rhodes Recreation Centre 17,000,000 41,000,000 5,000,000 0102799 - Cintra Park Amenities Netball - Additions to Building 1,200,000 259,890 0 0102928 - ROCO Leisure Furniture Fittings & Equipment 0 630,411 0 0102929 - ROCO Oval Furniture, Fixtures & Equipment 0 500,000 0 0102930 - Five Dock Leisure Centre Furniture, Fixtures & Equipment 0 258,564 0 0Sub-total Major Projects 39,999,500 69,748,865 17,550,000 165,779

Drainage and Marine $ $ $ $100448 - Drainage Renewal and Relining Program 0 6,600 282,132 287,775100639 - Exile Bay Flood Study 121,000 0 0 0100903 - Annual Stormwater Management Program 0 216,500 309,500 428,500102707 - 176 George Street raising and overland flow path 0 0 400,000 1,000,000102709 - Improve passive water craft access at Battersea Park 125,000 0 0 0102717 - Uhrs Point Reserve launch facilities 100,000 0 0 0102774 - Massey Park Environmental Protection Options Study 138,000 0 0 0102850 - Foreshore Structures - Menzies Reserve 180,000 0 0 0102851 - Foreshore Structures - Iron Cove 1,371,000 1,300,000 0 0102852 - Foreshore Structures - Pelican Reserve 120,000 0 0 0102854 - Foreshore Structures - Massey Park 0 0 1,500,000 1,600,000102856 - Drainage - CCTV Inspections Condition Rating and Defects 100,000 100,000 100,000 100,000102858 - Drainage - Re-Lining Rothwell Park to Rhonda Place 0 0 400,000 0102859 - Drainage - Re-lining Crane to Beaconsfield 0 0 0 600,000102860 - Drainage - Lower St Georges Crescent 325,000 0 0 0102861 - Drainage - Polding Street 0 800,000 0 0102865 - Floodplains - Powells Creek East Catchment FS, FRMS, FRM 150,000 125,000 0 0102868 - Floodplains - Future Flood Studies, FRMS, FRM 0 0 350,000 0102920 - Drainage Renewal Burnell Way Pipe re-lining 161,000 0 0 0102921 - Drainage Renewal Boronia, Murray, Mons Street Tonkin Pipe 226,000 0 0 0102923 - Minor Pit and Lintel - Drainage Renewal 0 100,000 0 0102924 - Drainage Renewal Ada Street Tonkin Pipe line Re-lining 0 170,000 0 0Sub-total Drainage and Marine 3,117,000 2,818,100 3,341,632 4,016,275

Information Systems $ $ $ $102842 - Techone - Additional SAM and CRM 100,000 0 0 0102843 - Techone - HR Modules 100,051 0 0 0102844 - CIA BI Analytics 235,000 0 0 0102845 - CIA Financials 41,000 0 0 0102846 - CIA - Supply Chain 48,510 0 0 0Sub-total Information Systems 524,561 0 0 0

Total 67,716,877 93,987,541 38,256,648 18,613,763

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Ordinary rates and special rates that apply in 2019-2020Rating structure The total income that can be raised from levying rates on property is capped by the State Government based on a determination by the Independent Pricing and Regulatory Tribunal (IPART). IPART determined that general income from rates in 2019-2020 may be increased by a maximum of 2.7 per cent. The increase allowed by IPART relates to general income in total and not to individual ratepayer’s rates. Individual rates are also affected by other factors such as land valuations. As such, rates for individual ratepayers may vary by more or less than the percentage allowable depending on how an individual ratepayer’s land valuation has changed in a particular year compared to the land values of other ratepayers. The following information details the rating structure for rating of land for 2019-2020. Land is rated according to its use as either Residential or Business. The ad valorem rate, the minimum rate and anticipated revenue from each rating category is:

Rate Category, Number of Assessments and Rateable Land Value

Basis of Rate Calculation Total Ordinary Rate Income

ResidentialResidential Number: 35,764No. Minimums: 20,232Land Value: $25,689,047,348

Minimum Rate $710.10Cents in the Dollar: 0.0953885

$34,288,32

BusinessBusiness Number: 1,822No. Minimums: 719Land Value: $2,160,277,627

Minimum Rate $710.10Cents in the Dollar: 0.2373346

$5,487,729

Total Rate Assessments: 37,563 Total Rateable Value: $27,849,324,975 $39,776,054

SMSC Category Basis of Rate Calculation Total SMSC

Stormwater Management ServicesCharge (Residential) SMSCNo. Standard 15,494No. Strata 20,108

Standard Properties $25Strata Properties $12.50

$638,700

Stormwater Management ServicesCharge (Business) SMSCNo. Standard 1,008No. Strata 808

Standard Properties Minimum $25 or$25 per 350m²Strata Properties Minimum $5 or partthereof by entitlement

$91,646

Total Stormwater ManagementServices Charge (SMSC)

$730,346

Total Rate Revenue Ordinary & SMSC $40,506,400

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Schedule of Fees and Charges for 2019-2020Fees and Charges encompass the following:• Regulatory functions of the Council under the Local Government Act 1993, Chapter 7• Services provided on an annual basis under s501 e.g. Waste Management Services

prescribed by regulation• Charge for actual use of a service (s502)• Fees for any service provided (s608)• Annual charges for use of public places (s611)The fees and charges for 2019-2020 are detailed in a separate document 2019-2020 Fees and Charges.In determining a price structure for 2019-2020 and the fees to be charged, the general nature of the types of services have been assessed in relation to their current charges, GST and inflationary costs. Further considerations are outlined in Council’s pricing methodology detailed below.

Council’s pricing methodology 2019-2020 Fees and Charges Pricing PolicyCouncil’s 2019-2020 Schedule of Fees and Charges for Council services has been prepared using the following pricing criteria:• Public goods: providing services free of

charge in those circumstances where it is impossible or impractical to exclude users who do not choose to pay, e.g. roads, parks, drainage.

• Externalities: discounting fees below cost where the production or consumption of the service generates external benefits to the community, e.g. protection of natural environment.

• Merit goods: discounting fees below cost where full cost recovery would prevent or discourage use of the service and the service is regarded as having particular merit to the welfare and well being of the community, e.g. Library services, recreational facilities.

• Natural monopoly: where natural monopolies occur, prices will be set to a level to fully recover costs, taking into account, explicit community service obligations or equity objectives, e.g. garbage collection.

• Regulatory: setting prices for regulatory functions at a level where costs are fully recovered unless there are explicit community service obligations or equity objectives, e.g. health, building and development controls.

• Commercial: commercial activity pricing is maximised to offset costs and provide resident concessions where appropriate, e.g. hiring Council property.

• Full cost recovery: prices will be set to fully recover prices, e.g. road/footpath reinstatements, vehicular crossings.

• Entrepreneurial: activity provided as an entrepreneurial pursuit to fully recover cost and provide additional revenue to Council e.g. bus shelter advertising.

• GST: the City of Canada Bay unequivocally reserves the right to pass on the GST imposed on some of the goods and services provided, and where legislation is changed to remove or alter GST, Council’s relevant fee will be amended accordingly.

Stormwater Management ChargeThe Stormwater Management Charge is an ongoing charge to ratepayers used to fund capital and recurrent costs associated with the introduction of additional stormwater management programs. The amount charged is $12.50 per annum for residential strata properties, or $25 per annum for other residential. Strata businesses are charged a minimum $5, while other businesses are charged $25, plus an additional $25 for each 350 square metres or part of 350 square metres by which the area of the parcel of land exceeds 350 square metres.

Domestic Waste Management ChargeDomestic Waste Management (DWM) Services are provided to all residential properties in the local government area. The Domestic Waste Management Charge is a separate charge for waste services. The cost of these services cannot be financed from ordinary rates and the charge covers the costs of providing the services. The amount charged for a standard residential service for 2019-2020 is $402.50. Income raised from the DWM Charge is forecast at $14,865,000. For all charges relating to waste management, refer to the 2019-2020 Fees and Charges Document.

Pensioner RebateThe Local Government Act 1993 provides for eligible pensioners to be able to receive a rate reduction of 50 per cent of their total rates, up to a maximum of $250.In 2019-2020 the available pensioner rebate will be a maximum of $250. The map below provides a general indication of where each rating category will apply. Large versions of this map are available for viewing at Council and on Council’s website.

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This map provides a general indication of where each rating category will apply.

Large versions of this map are available for viewing at Council and on Council’s website.

Rate instalmentsRate instalments will be due on the following dates:• First instalment:

31 August 2019• Second instalment:

30 November 2019• Third instalment:

8 February 2020• Fourth instalment:

31 May 2020.

Interest on overdue ratesInterest charges on unpaid rates and charges will accrue on a daily basis at the rate set by the State Government as gazetted in accordance with Section 566 of the Local Government Act 1993.

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ACCESSIBLE FORMATIf you need this information in an accessible format, please telephone 9911 6555 or email [email protected] document can also be found in large print format on www.canadabay.nsw.gov.au.

ENGLISHIf you do not understand this information, please come to the Council or contact the Telephone Interpreter Service (TIS) on 13 14 50 and ask them to connect you to Council on 9911 6555. We will try to answer your enquiries by using an interpreter.

ITALIANSe hai difficoltà a capire questo documento presentati direttamente all’ufficio del Comune, oppure telefona al Servizio Telefonico Interpreti (TIS, numero di telefono 13 14 50) e chiedi di essere messo in contatto con l’ufficio del Comune (numero di telefono 9911 6555). Cercheremo di rispondere alle tue domande con l’aiuto di un interprete.

GREEKΑν δεν καταλαβαίνετε αυτές τις πληροφορίες, παρακαλούμε ελάτε στο Δήμο ή επικοινωνήστε με την Τηλεφωνική Υπηρεσία Διερμηνέων (TIS) στο 13 14 50 και ζητείστε να σας συνδέσουν με τον Δήμο στον αριθμό 9911 6555. Θα προσπαθήσουμε να απαντήσουμε στις ερωτήσεις σας χρησιμοποιώντας ένα διερμηνέα.

SIMPLIFIED CHINESE如果您对这些内容不理解，请向地方议会咨询或致电13 14 50联系电话口译服务（TIS），并在他们的帮助下通过电话与9911 6555地方议会联系。h们将尽力通过口译员回答您的问题。

KOREAN이 정보내용을 잘 이해하지 못 하신다면, 심의회(Council)로 방문해 주시거나, <13 14 50>으로 전화통역서비스를 이용하셔서 심의회(9911 6555) 로 연결해 달라고 요청하시기 바랍니다. 통역사의 도움을 받아 귀하의 문의사항에 답변해 드리도록 하겠습니다.

City of Canada Bay1a Marlborough StreetDrummoyne NSW 2047Telephone: 9911 6555Email: [email protected]: canadabay.nsw.gov.au

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