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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.
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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
Community Services Operations
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
Community Services Operations
4Support and coordinate the Access and Inclusion Committee
• Six Committee meetings held• Meeting outcomes minuted and adopted by
Council
Community Services Operations
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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
Community Services Operations
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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.
1.1.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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.
Community Services Operations
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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
Community Services Operations
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.
1.1.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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
Community Services Operations
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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
Community Services Operations
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.
1.1.4. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
1Support Youth Week activities • Number of Youth Week activities undertaken
• Number of attendees at Youth Week activities
Community Services Operations
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Delivery Program Strategy 1.1.5. Ensure grant programs support local community development outcomes.
1.1.5. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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
Community Services Operations
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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
Community Services Operations
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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
Community Services Operations
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.
1.1.6. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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
Community Services Operations
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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
Traffic and Transport
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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
Traffic and Transport
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1.1.6. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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.
1.1.7. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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.
1.2.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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
Library and Community Services
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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
Library and Community Services
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1.2.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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
Library and Community Services
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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.
1.2.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Parks and Recreation
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
Parks and Recreation
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1.2.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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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
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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.
1.2.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
1Support planning for the provision of community services at the Rhodes Recreation Centre
• Advice and feedback provided on proposals as they are presented
Library and Community Services
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
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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
Library and Community Services
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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.
1.2.4. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Community Services Operations
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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
Buildings and Property
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.
1.3.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
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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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1.3.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
5 Deliver activation programs in parks across the Rhodes Peninsula and at the Conservatory
• Four activation programs delivered Place Management
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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
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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.
1.3.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
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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
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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.
1.3.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
25
1.3.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
4
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.
1.3.4. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
26
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.
2.1.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Sustainability and Health
29
Delivery Program Strategy 2.1.2. Engage with the community through innovative community environment programs to provide long term sustainable solutions.
2.1.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Sustainability and Health
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
Sustainability and Health
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
Sustainability and Health
Delivery Program Strategy 2.1.3. Protect and enhance natural resources and biodiversity to ensure resources are there for future generations.
2.1.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Open Space Operations
30
2.1.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Open Space Operations
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
Sustainability and Health
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
Sustainability and Health
Delivery Program Strategy 2.1.4. Provide efficient and effective waste and resource recovery services.
2.1.4. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Resource Recovery and Waste Services
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
Resource Recovery and Waste Services
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
Resource Recovery and Waste Services
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
Resource Recovery and Waste Services
31
2.1.4. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Resource Recovery and Waste Services
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
Sustainability and Health
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.
2.1.5. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Strategic Asset Services and Innovation
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
Strategic Asset Services and Innovation
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
Strategic Asset Services and Innovation
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.
2.2.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Open Space Operations
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
33
3434
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.
3.1.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Strategic Asset Services and Innovation
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.
3.2.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Traffic and 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
Traffic and Transport
37
Delivery Program Strategy 3.2.2. Provide linked footpaths and cycleways to enable ease of movement around our City and beyond.
3.2.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Traffic and Transport
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
Traffic and Transport
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
Traffic and Transport
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
Traffic and Transport
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
Traffic and Transport
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
Civil Infrastructure Operations
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.
3.2.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Infrastructure Design
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
Infrastructure Design
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.
3.3.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Traffic and Transport
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
Traffic and Transport
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
Traffic and Transport
39
3.3.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Traffic and Transport
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
Traffic and Transport
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
Infrastructure Design
Delivery Program Strategy 3.3.2. Provide quality roads, bridges, kerbs and gutters infrastructure that caters to current and future road transport needs.
3.3.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Civil Infrastructure Operations
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
Infrastructure Design
Delivery Program Strategy 3.3.3. Provide marine structures to cater for water-based transport and recreational activities.
3.3.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Parks and Recreation
40
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.
4.1.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
4.1.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Strategic Asset Services and Innovation
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.
4.2.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
44
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.
5.1.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.1.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.2.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
5.2.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.2.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
5.2.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.2.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.2.4. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.2.5. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
5.2.5. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.2.6. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.2.7. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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%
Buildings and Property
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
Buildings and Property
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
Buildings and Property
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
Buildings and Property
51
5.2.7. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Buildings and Property
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
Buildings and Property
Delivery Program Strategy 5.2.8. Ensure workforce management practices provide for a collaborative workplace culture and efficient workforce processes.
5.2.8. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Human Resources Operations
4
Implement an employee coaching and mentoring program
• One Accord program conducted nurturing female talent
• One High Performance Leadership Coach program conducted
Human Resources and Organisational Development
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
Human Resources and Organisational Development
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
Human Resources and Organisational Development
9Conduct a skills analysis and audit of critical Council positions
• Skills analysis and audit conducted by December 2019
Human Resources and Organisational Development
52
5.2.8. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Human Resources and Organisational Development
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
Human Resources Operations
Delivery Program Strategy 5.2.9. Ensure workplace health and safety programs to provide for a safe and healthy work environment.
5.2.9. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.3.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Media and Communications
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
Media and Communications
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
Media and Communications
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
Media and Communications
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
Media and Communications
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
Media and Communications
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
Media and Communications
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.
5.4.1. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.4.2. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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
Resource Recovery and Waste Services
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.
5.4.3. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.4.4. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
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.
5.4.5. Operational Plan Action 2019-2020 Measure of effectiveness Responsible Team
1 Conduct local law and parking enforcement services in accordance with relevant road rules
• Number of infringements issued Law Enforcement and Parking
56
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
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 1,599,959Expenses
Employee Costs 655,165Borrowings 0Materials & Contracts 225,321Depreciation 0Other Expenses 570,495Overhead Charges 148,978
Total Expenses from Continuing Operations 1,599,959Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Operational Budget 2019-2020Income
Rates and Annual Charges 0User Fees and Charges 0Interest 0Other Revenue 0Grants and Contributions-Operational 0Rates and General Revenue Distribution 0Overhead Recovery 450,271
Total Income from Continuing Operations 450,271Expenses
Employee Costs 331,907Borrowings 0Materials & Contracts 95,564Depreciation 0Other Expenses 22,800Overhead Charges 0
Total Expenses from Continuing Operations 450,271Surplus/(Deficit) from Continuing Operations 0
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 (69,061)Overhead Recovery 2,281,861
Total Income from Continuing Operations 2,281,861Expenses
Employee Costs 2,063,925Borrowings 0Materials & Contracts 135,136Depreciation 0Other Expenses 82,800Overhead Charges 0
Total Expenses from Continuing Operations 2,281,861Surplus/(Deficit) from Continuing Operations 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
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 12,968,906Expenses
Employee Costs 5,255,057Borrowings 142,029Materials & Contracts 2,016,933Depreciation 485,596Other Expenses 5,069,290Overhead Charges 0
Total Expenses from Continuing Operations 12,968,906Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 497,676Expenses
Employee Costs 457,476Borrowings 0Materials & Contracts 35,000Depreciation 0Other Expenses 5,200Overhead Charges 0
Total Expenses from Continuing Operations 497,676Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 5,644,147Expenses
Employee Costs 2,116,184Borrowings 0Materials & Contracts 396,382Depreciation 0Other Expenses 3,131,581Overhead Charges 0
Total Expenses from Continuing Operations 5,644,147Surplus/(Deficit) from Continuing Operations 0
63
Business Unit: Finance
Business Unit: Information Systems
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 2,914,077Expenses
Employee Costs 1,624,317Borrowings 142,029Materials & Contracts 325,928Depreciation 485,596Other Expenses 336,207Overhead Charges 0
Total Expenses from Continuing Operations 2,914,077Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 3,913,006Expenses
Employee Costs 1,057,080Borrowings 0Materials & Contracts 1,259,623Depreciation 0Other Expenses 1,596,302Overhead Charges 0
Total Expenses from Continuing Operations 3,913,006Surplus/(Deficit) from Continuing Operations 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
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 29,655,663Expenses
Employee Costs 7,701,740Borrowings 0Materials & Contracts 12,522,415Depreciation 12,000Other Expenses 3,547,850Overhead Charges 5,871,659
Total Expenses from Continuing Operations 29,655,663Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 695,635Expenses
Employee Costs 392,395Borrowings 0Materials & Contracts 296,240Depreciation 0Other Expenses 7,000Overhead Charges 0
Total Expenses from Continuing Operations 695,635Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 2,401,934Expenses
Employee Costs 856,660Borrowings 0Materials & Contracts 788,600Depreciation 12,000Other Expenses 224,744Overhead Charges 519,930
Total Expenses from Continuing Operations 2,401,934Surplus/(Deficit) from Continuing Operations 0
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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
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 20,564,116Expenses
Employee Costs 3,850,348Borrowings 0Materials & Contracts 9,752,724Depreciation 0Other Expenses 3,268,850Overhead Charges 3,692,194
Total Expenses from Continuing Operations 20,564,116Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 3,301,715Expenses
Employee Costs 1,064,176Borrowings 0Materials & Contracts 1,518,219Depreciation 0Other Expenses 40,704Overhead Charges 678,615
Total Expenses from Continuing Operations 3,301,715Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 2,692,263Expenses
Employee Costs 1,538,160Borrowings 0Materials & Contracts 166,632Depreciation 0Other Expenses 6,552Overhead Charges 980,919
Total Expenses from Continuing Operations 2,692,263Surplus/(Deficit) from Continuing Operations 0
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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.
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 64,595,673Expenses
Employee Costs 21,030,565Borrowings 0Materials & Contracts 9,266,845Depreciation 13,150,536Other Expenses 6,029,510Overhead Charges 15,118,218
Total Expenses from Continuing Operations 64,595,673Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 684,336Expenses
Employee Costs 569,528Borrowings 0Materials & Contracts 16,444Depreciation 0Other Expenses 26,920Overhead Charges 71,445
Total Expenses from Continuing Operations 684,336Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 18,139,115Expenses
Employee Costs 5,111,077Borrowings 0Materials & Contracts 2,566,891Depreciation 5,834,536Other Expenses 912,104Overhead Charges 3,714,508
Total Expenses from Continuing Operations 18,139,115Surplus/(Deficit) from Continuing Operations 0
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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
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 4,011,189Expenses
Employee Costs 669,270Borrowings 0Materials & Contracts 323,520Depreciation 2,595,000Other Expenses 15,084Overhead Charges 408,315
Total Expenses from Continuing Operations 4,011,189Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 21,599,119Expenses
Employee Costs 7,072,117Borrowings 0Materials & Contracts 3,050,070Depreciation 1,811,000Other Expenses 3,603,826Overhead Charges 6,062,106
Total Expenses from Continuing Operations 21,599,119Surplus/(Deficit) from Continuing Operations 0
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 11,250,133Expenses
Employee Costs 5,758,792Borrowings 0Materials & Contracts 612,513Depreciation 390,000Other Expenses 891,659Overhead Charges 3,597,170
Total Expenses from Continuing Operations 11,250,133Surplus/(Deficit) from Continuing Operations 0
Business Unit: Buildings and Property• Community facilities• Property portfolio.
Operational Budget 2019-2020Income
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
Total Income from Continuing Operations 8,911,780Expenses
Employee Costs 1,849,781Borrowings 0Materials & Contracts 2,697,407Depreciation 2,520,000Other Expenses 579,917Overhead Charges 1,264,675
Total Expenses from Continuing Operations 8,911,780Surplus/(Deficit) from Continuing Operations 0
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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.
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City of Canada Bay1a Marlborough StreetDrummoyne NSW 2047Telephone: 9911 6555Email: [email protected]: canadabay.nsw.gov.au
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