our commitment to the community · sutherland shire council delivery program 2017-2021 and...

OUR COMMITMENTTO THE COMMUNITYDelivery Program 2017 - 2021andOperational Plan 2017 - 2018

Prepared by Sutherland Shire Council in consultation with the Sutherland Shire community.

Contact Details Sutherland Shire Council 4-20 Eton Street Sutherland NSW Australia

Locked Bag 17, Sutherland 1499 Telephone: 02 9710 0333 Fax: 02 9710 0265 Email: [email protected] www.sutherlandshire.nsw.gov.au

© Sutherland Shire Council 2017

Sutherland Shire Council Delivery Program 2017-2021 and Operational Plan 2017-2018 1

At Sutherland Shire Council we do more than serve our community - we are our community.

We understand that our natural landscapes - the bays, beaches and bush - and our love of outdoor living gives us a unique energy that sets us apart from anywhere else.

This translates into an active community - and a living energy - that propels us forward.

To align our culture to our community we are active, evolving, respectful and collaborative - this energy can be seen in everything we do. From having a can-do attitude, to embracing opportunity and change, being people-centred and working together as one.

That’s why Sutherland Shire is a place for life - its vibrancy brings people to life and makes it a place they want to stay forever.

It’s our role to enhance the spirit of our area and its people.

2 Sutherland Shire Council Delivery Program 2017-2021 and Operational Plan 2017-2018

CONTENTSMessage From The Mayor ........................................................................................... 3Message From The General Manager .........................................................................5Our VisionPurpose and Values ...................................................................................................... 8Our Organisation ........................................................................................................... 9Your Councillors ...........................................................................................................10About Sutherland Shire ................................................................................................11Engaging With Our Community .................................................................................11Overall Performance of Council................................................................................. 12Funding at a Glance 2017-2018 .................................................................................14Delivery Program and Operational Plan 2017-18Reading The Plan .........................................................................................................16Outcome 1: A Community Informed and Engaged in Its Future ..........................18Outcome 2: A Beautiful, Protected and Healthy Natural Environment ...............31Outcome 3: A Caring and Supportive Community ............................................... 45Outcome 4: A Culturally Rich and Vibrant Community ........................................60Outcome 5: A Prosperous Community ................................................................... 75Outcome 6: A Liveable Place with a High Quality of Life ..................................... 83Strategic Alignment .................................................................................................... 97Financial ManagementProjected Income Statement .................................................................................. 104Projected Statement of Cash Flow ......................................................................... 106Projected Statement of Financial Position ............................................................ 107Projected Restricted Cash ....................................................................................... 108Ratios ........................................................................................................................... 109Capital Works and Asset Replacement Program 2017-18 ................................... 110Rating Policy ............................................................................................................... 119Charges ........................................................................................................................122Pensioner Rebates ......................................................................................................125Charges for Work on Private Land ...........................................................................126Fees and Charges for Goods and Services ............................................................127Proposed Borrowings ................................................................................................129National Competition Policy ................................................................................... 130Appendix A: Rating Structure for Business Category Maps ...............................134


Message From The Mayor

Sutherland Shire Mayor, Cr Carmelo Pesce

As Mayor of Sutherland Shire, it’s my role to represent the voice of every single person in our community. My commitment to you is to continue working to marry our community’s vision for the future with the plans Council has in place. Council’s Delivery Program for 2017 to 2021, the annual Operational Plan and our Budget for 2017/2018 are based on the things you’ve told us you value and need to maintain your quality of life in Sutherland Shire.

The Delivery Program and Operational Plan focus on the six key outcome areas you told us were most important to you:

• a community informed and engaged in its future • a beautiful, protected and healthy natural environment • a caring and supportive community • a culturally rich and vibrant community • a prosperous community for all • a liveable place with a high quality of life.


The Delivery Program demonstrates Council’s practical commitment to achieving our long term strategic vision for Sutherland Shire. Over the next 12 months alone we will deliver significant benefits to our community through spending $16.5m on asset renewals, $11.1m on upgrades and $6.5m on new infrastructure across a $2b portfolio.

We will renew the outdoor utility pool at Sutherland Leisure Centre to allow active leisure activities like water polo, squad swimming and school groups to continue. A new rural fire station at Sandy Point will further build on our safety and emergency services. We are enhancing Cronulla’s central business district with the upgrade of Ocean Grove Avenue and a new shared pathway fronting Woolooware Bay will provide greater connections for our community. Five key boat ramp upgrades across Sutherland Shire will enable you to enjoy our beautiful waterways.

Our Long Term Financial Plan does highlight some budgetary challenges to be addressed through a collaborative approach. This plan sets out the choices we need to make to continue to maintain and renew our infrastructure, and cater for the community’s needs now and in the future.

The right mix of economic, social and environmental programs need to be delivered while ensuring responsible corporate governance and financial management. Residents have indicated a thirst to be better informed and engaged in decision making and I am committed to supporting Council to achieve that.

I look forward to engaging closely with you as we roll out these plans for the future of our community.

Cr Carmelo PesceSutherland Shire Mayor


Message From The General Manager

Sutherland Shire Council General Manager, Scott Phillips

Our community is evolving. Yearly, monthly, daily, hourly we are changing and so are the needs of the community.

I’m pleased to present our new Delivery Program 2017–2021 and Operational Plan for 2017/18 that are focused on how we will evolve Sutherland Shire in a partnership with you. These plans and programs contain our commitment to you including the activities we will deliver to achieve our Community Strategic Plan and make a difference in the lives of our community. We will work collaboratively to ensure our expenditure and efforts are delivering the right level of services and assets for you.

My team at Council is proud to provide a vast range of services and facilities focused on the things you’ve told us are most important. We add value to our community everyday through more than just the books at our eight Libraries. We enrich people in the vibrancy of the arts through 400,000 visits to Hazelhurst and our Entertainment Centre. Our Children’s Services Team shape our community’s future leaders through educating the hearts and minds of 1600 children each year.


We boast more than 1,000 beautiful parks and improve the quality of our community’s health through our tree canopy and our 80,000 active sporting members.

We contribute to your safety through our animal and environmental enforcement group, parking regulations, crime prevention initiatives and partnerships with emergency services. We plan for liveable urban environments, empty 83,000 red bins a week and support 100 bushcare groups. We lease buildings to over 130 not for profit groups, save lives through the lifeguards on our beaches and connect our community through out 800km of maintained roads and 400km of footpaths. This list is just the tip of the iceberg.

But we couldn’t do any of that without our greatest asset – our people.

I am so proud to lead a team that deeply and genuinely cares about our community and its future.

Our culture and values are at the cornerstone of what we do, we challenge our people to be active, evolving, respectful and collaborative in every element of their work. Evolving our culture and investing in both our leaders’ and employees’ development to expand our capabilities is critical. New technology will improve your customer experience and we will continue to streamline our business systems and enhance e-services.

My personal commitment to you is to inspire and lead a dynamic team that evolves to meet the aspirations of our changing community. To deeply understand those goals we will need to build a closer relationship with you through the creation of a Strategy and Engagement Team. I look forward to working with you as we take this journey together.

Scott PhillipsGeneral Manager

OUR VISION

A connected and safe community that respects people and nature, enjoying active lives in a strong local economy.


Purpose and Values

Our Purpose

We believe in creating a thriving community of active lives

connected to nature.

Our Values

COLLABORATIVEWe see ourselves as being one with our community, and build strong connections based on an open and understanding approach.

ACTIVEWe have a can-do attitude and believe in delivering a positive contribution to our community

EVOLVINGWe embrace opportunity and change, championing new ideas and providing creative solutions to problems

RESPECTFULWe act with integrity and listen to all, operating in a transparent way that values what makes the Shire special.


Our Organisation

Key functions and responsibility of four Directorates:

Shire Infrastructure: Assets Planning and Management, Project Management, Parks and Reserves, Civil Operations, Building Operations and Waste Management

Shire Services: Economic & Community Development, Children’s Services, Events and Performing Arts, Hazelhurst Gallery, Libraries, Leisure Centres, Beach Services, Public Safety and Properties.

Shire Planning: Strategic Planning, Environmental Science, Development Assessment, Environment, Health and Building Compliance

Corporate Support: Information Management & Technology, Enterprise Risk & Improvement, Strategy & Engagement, Finance, Governance, Customer Service and People & Culture

Collaboratively the General Manager’s Office and the four Directorates are responsible for the implementation of the Delivery Program and Operational Plan.

GeneralManager

DirectorCorporate Support

DirectorShire Planning

DirectorShire Services

DirectorInfrastructure


Your CouncillorsA

WA

RD

Cr Carol Provan (LIB)9523 14660418 246 [email protected]

Cr Marie Simone (LIB)0436 007 [email protected]

Cr Michael Forshaw (ALP)9523 53780418 119 [email protected]

B W

ARD

Cr Barry Collier (ALP)0499 938 [email protected]

Cr Jack Boyd (ALP)0425 347 [email protected]

Cr Kent Johns (LIB)0467 660 [email protected]

C W

ARD

Cr Daniel Nicholls (LIB)0415 361 [email protected]

Cr Ray Plibersek (ALP)0429 355 [email protected]

Cr Tom Croucher (LIB)0402 412 [email protected]

D W

ARD

Cr Carmelo Pesce - Mayor (LIB)0411 171 [email protected]

Cr Diedree Steinwall (ALP)0412 139 [email protected]

Cr Greg McLean (ALP)0419 184 [email protected]

E W

ARD

Cr John Riad (LIB)0408 919 [email protected]

Cr Peter Scaysbrook (ALP)Deputy Mayor0425 216 [email protected]

Cr Steve Simpson (IND)9541 16810414 193 [email protected]


About Sutherland ShireSutherland Shire is located at the southern border of the Sydney metropolitan area, 26 kilometres from the Sydney CBD. It’s home to one of Sydney’s longest surf beaches, spectacular national parks and sparkling blue waterways. Our relaxed atmosphere offers an emerging food scene, fashion and design stores mixed with easy coastal charm. Sutherland Shire is rich with history, with over 2,000 Aboriginal sites and the site of Captain Cook’s landing place at Kamay Botany Bay National Park.

Size 36,873 hectares

Population density 6.16 persons per hectare

Population 229,017

Local jobs 75,977

Projections to 2026 250,269

Local businesses 12,350

Households 77,792

Gross Regional Product $9.74 billion

Engaging With Our CommunityOur Delivery Program and Operational Plan have been directed by the aspirations, knowledge and ideals that were expressed through consultation with our community for our Community Strategic Plan and feedback on our performance provided through our community wide survey conducted in late 2016 with over 600 residents. The survey respondents rated importance and satisfaction for our services and facilities.


Overall Performance of CouncilResidents rated the overall performance of Council as ‘moderately high’, with 92% of residents indicating they were at least ‘somewhat satisfied’.

Residents aged 35-49 were significantly more likely to be satisfied, whilst those aged 50-64 were significantly less likely.

Comparison with other NSW councils (*)

Overall 18-34 35-49 50-64 65+ RatepayerNon-

ratepayerMean ratings 3.62 3.62 3.76 3.41 3.69 3.60 3.69

Satisfaction with Sutherland Council (3.62 mean rating) is significantly higher than the ‘regional’ (3.22 mean rating) and ‘all of NSW’ (3.31) benchmarks, a positive finding for Sutherland Shire.

12%

49%

31%

6%

2%

0% 10% 20% 30% 40% 50%

Very satisfied

Satisfied

Somewhat satisfied

Not at all satisfied

Not very satisfied


Metro Benchmark Regional All of NSW

Sutherland Shire Council 2016

Mean ratings 3.45 3.22 3.31 3.62

Scale: 1 = not at all satisfied, 5 = very satisfied = A significantly higher/lower level of satisfaction* Based on Micromex Research NSW Local Government Area (LGA) Brand Score Benchmark across 152 LGAs

Key Drivers of Satisfaction with Sutherland Shire Council

There are eight services/facilities which account for almost 57% of overall satisfaction with Council. These are the key drivers of community satisfaction and describe the intrinsic community priorities and motivations.

9.7%

8.5%

7.8%

6.7%

6.4%

6.2%

6.0%

5.2%

Financial management

Effective communication of Council decisions

Long-term planning for the Shire

Parks and playgrounds

Overall condition of the local sealed road network

Timeliness of information on Council decisions

Consideration of local community views in decision-making

Opportunity to participate in Council’s decision-making

0% 10%


Funding at a Glance 2017-20182017/18 Budget by Source of Funds

Source of Funds 2017/18 ($’000)

%

Rates & Annual Charges

152,521 64%

User Charges & Fees

38,961 16%

Investment and Interest Revenue Received

2,693 1%

Grants & Contributions

22,307 9%

Other Revenue 15,499 7%Sale of Assets 1,000 <1%Use of Reserves 4,307 2%

237,288 100%

Budget by Expenditure

Application of Funds

2017/18 ($’000)

%

Employee costs 106,810 45%Materials & Contracts

43,569 18%

Interest and Other Expenses

39,864 17%

Infrastructure and Capital Works

45,683 19%

Net Loan and Lease Repayments

1,362 1%

237,288 100%

Full budget details are outlined under Financial Management from page 103

64%16%

9%7%

Rates & Annual Charges

User Charges & Fees

Investment & Interest Revenue Received

Grants & Contributions

Other Revenue

Sale of Assets

Use of Reserves

45%

19%

17%

18%

Employee Costs

Materials & Contracts

Interest and Other Expenses

Infrastructure and Capital Works

Net Loan and Lease Repayments


DELIVERY PROGRAMAND ACTION PLAN


Reading the PlanThe Delivery Program 2017-2021 and Operational Plan 2017-2018 form part of Council’s Integrated Planning and Reporting Framework. This document outlines actions and strategies Council will undertake to achieve the objectives outlined in the Community Strategic Plan 2017-2027.

The Delivery Program is a four-year plan that covers the term of an elected Council. To create the Program, we looked at the Community Strategic Plan (Our Community Plan) and asked what we could achieve over the next four years to bring us closer to the community’s vision and values.

The four-year Delivery Program is reviewed annually to determine which objectives set out in Our Community Plan can be achieved within Council’s available resources, and an Operational Plan of actions for the coming financial year is created. This ensures that Council’s long-term planning is consistent with the current and future needs of the community.

The Operational Plan 2017-2018 is the first year of the Delivery Program 2017-2021. It outlines the actions that will be undertaken, measures for each action, accountable business unit/s and a reference to the Community Strategic Plan strategies to which the action is contributing.

Deliverables/Actions Measurables Accountable CSP Ref

1A Implement the Delivery Program All Directorates 1.1, 1.2, 1.3

1A1 Implement the actions within the Operational Plan

Completion Rate (%) Directors 1.1

Community Strategic Plan link

Accountable area

How we will

measure

Operational Plan

Delivery Program


Progress against actions identified in the Operational Plan is reported to Council quarterly. An annual report is also prepared that reflects and reports on Council’s overall performance for the financial year. The progress and achievements of the Delivery Program are reported to Council every four years at the last meeting of an elected council’s term.

This continual planning process allows Council to prioritise projects based on the needs and direction provided by our community, and ensure our actions align to our community’s vision and values for Sutherland Shire.

ANNUAL REPORT

DELIVERY PROGRAM4 YEARS

OPERATIONAL PLANANNUAL

LONG-TERM FINANCIAL PLAN

10 YEARS

WORKFORCE STRATEGY

4 YEARS

ASSET MANAGEMENT

STRATEGY10 YEARS

COMMUNITY STRATEGIC PLAN RESOURCIN

G STRATEGY

COMMUN

ITY

ENGAGEMENT


OUTCOME 1:A Community Informed and Engaged In Its Future

A key ingredient in the high quality of life experienced by our residents is a feeling of belonging to our local community. Our residents want to preserve and enhance the sense of community by ensuring that they are engaged, not only in the delivery of services, but also in decision making processes. Residents want access to information and knowledge that will enable them to provide sound input on policies and decisions that will shape the future of Sutherland Shire.

Our research has identified the need to improve our engagement practices. We need to move beyond simply giving and receiving information, to mechanisms that actively engage residents across the generations in ongoing conversations. We will aim to empower our community to better understand the challenges posed by change and growth and evolve a partnership where we can each share our aspirations, concerns and values.

Establishing and sustaining this partnership will result in greater ownership and take up of ideas, that will lead to the achievement of better outcomes for all.

There is a great sense of community and we have to carefully plan for our future (Sutherland Shire Resident, November 2016)


What We Do Now

Council engages with the community through its sub committees, workshops and forums, and in the online environment through our consultation site Join The Conversation and other social media platforms such as Facebook, Twitter, YouTube and Instagram. In addition we keep our community informed through our website, newsletters, publications and brochures, promotions and stories in local papers, notifications on development sites and the exhibition of documents and displays in our libraries and Administration Centre.

Behind the scenes our Corporate Support area empowers our business units to deliver a suite of sustainable, effective and efficient services and facilities to our residents. Our Strategy and Engagement team focuses on involving residents in long term planning which will ensure the management of our resources and the delivery of responsive services now and for future generations. Our Customer Services team is frequently the first point of contact with the community when questions arise, concerns emerge or disaster situations occur. In addition our support services include Finance, Information Management and Technology, Governance, Risk Management and Legal Services.

It is our partnership with a motivated, informed and engaged community that makes a significant difference to the lives of all residents. In many instances it is not Council that delivers front line services, but the committed volunteers who make selfless use of our community assets, our buildings, our parks and our beaches. From the Rural Fire Service to the mums, dads and teenagers who staff our sporting canteens every weekend, to a person with a disability sharing their personal experiences on how to create a more accessible world for all - it is this commitment to others that inspires our sense of belonging.


The key services that Council provides towards achieving a community engaged in and informed about its future are shown below. These are internal services that support the delivery of outward facing services for all outcome areas.

• Strategy & Engagement• Financial Services• Information Management &

Technology• Customer Service

• Governance• Enterprise Risk Management• Internal Audit• Legal Services• People & Culture

• Asset Management

Operating and infrastructure expenditure of greater than $250 million across more than 100 servicesOver $2 billion infrastructure assets under management

More than 85,000 serviced properties

1100 employees across more than 70 professions

12 Council meetings every year

16 advisory committees

with over 40 community representatives

Social media engagement, over 77,000

Website visits: over 1.3 million annuallyOver 2000 community members

participate in engagement activities with Council annually


What You Told Us

Through our community survey, respondents rated both the importance and satisfaction with the following services and facilities that Council provide:

Service/ Facility Importance Satisfaction Long-term planning for Sutherland Shire 4.70 2.93Effective communication of council decisions

4.35 3.01

Consideration of local community views in decision making

4.28 2.94

Timeliness of information on council decisions

4.15 2.94

Financial management 4.46 3.36Opportunity to participate in Council’s decision-making

4.00 3.02

Provision of information about local services and activities

4.18 3.56

Scale: 1 = not at all satisfied/important, 5 = very satisfied/important

The results reveal priority areas, particularly where there is a performance gap between the levels of importance and satisfaction. These priority areas have informed the development of actions in the Delivery and Operational Plans.


Our Vision for a Community Informed and Engaged In Its Future

Over the next ten years, we want to proceed towards the future making decisions based on fact. We are committed to recognising our past and will empower residents to participate in decision making processes that shape our future.

The strategies to achieve this vision are:

1.1 Our community and leadership will collaborate to enable the lifestyle and environment to which we aspire.

1.2 Our leadership empowers a broad range of stakeholders.1.3 The community is informed and empowered to rise to the challenges

and opportunities presented by a changing world.1.4 Ensure community confidence in Sutherland Shire Council.

Four Year Deliverables

Our deliverables for the next four years are:

1A Implement the Delivery Program.1B Develop and implement an Engagement Strategy.1C Implement the Information Management and Technology Strategy.1D Develop and implement Customer Experience Strategy.1E Implement the Finance Strategy including the Long Term Financial

Plan.1F Implement the Workforce Strategy.

1G Implement the Asset Management Strategy.1H Develop and implement a Performance Management Framework.1I Develop and implement an Enterprise Risk Management Framework.1J Review and enhance the Work Health and Safety (WHS)

Management system and Injury Management process.1K Implement a Leadership Program.1L Review and implement the Governance Framework.1M Establish and facilitate the Independent Audit, Risk and Improvement

Committee.1N Advocate and maintain dialogue across all levels of government and

with key stakeholders around issues impacting our community.1O Develop and implement Legal Services Strategy.


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bjec

tives

and

de

liver

able

s m

et.

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pora

te

Supp

ort

1.1, 1

.2,

1.3, 1

.41D

.3Im

plem

ent C

usto

mer

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erie

nce

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tegy

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rate

gy o

bjec

tives

and

de

liver

able

s m

et c

usto

mer

sa

tisfa

ctio

n le

vels

.

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dire

ctor

ates

1.1, 1

.2,

1.3, 1

.4

1EIm

plem

ent t

he F

inan

ce S

trat

egy

incl

udin

g th

e Lo

ng T

erm

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anci

al P

lan

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nanc

e1.

4

1E.1

Und

erta

ke q

uart

erly

bud

get r

evie

ws

to m

onito

r fin

anci

al p

erfo

rman

ce.

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rter

ly b

udge

t rev

iew

s pr

esen

ted

to C

ounc

il.Fi

nanc

e1.4

1E.2

Impl

emen

t Fin

ance

Str

ateg

ies

to im

prov

e fin

anci

al

perf

orm

ance

.Im

prov

emen

t in

finan

cial

pe

rfor

man

ce in

dica

tors

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nanc

e1.4

1E.3

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ove

repo

rtin

g of

fina

ncia

l inf

orm

atio

n to

the

com

mun

ity.

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ease

d co

mm

unic

atio

n ab

out fi

nanc

ial

man

agem

ent.

Fina

nce

1.4


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eliv

erab

les/

Act

ions

Mea

sure

men

tA

ccou

ntab

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SP

Ref

1FIm

plem

ent t

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orkf

orce

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ateg

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le &

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ultu

re1.

2, 1.

4

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iver

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omat

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imek

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r Sol

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met

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&

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1F.2

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elop

and

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ine

recr

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1F.3

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elop

and

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t Hea

lth a

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ellb

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t obj

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met

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ople

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1.2, 1

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row

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ram

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t of

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olut

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ect O

bjec

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and

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s m

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le &

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ultu

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, 1.4

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plem

ent t

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sset

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agem

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trat

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sset

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anag

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t G

roup

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ort s

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vel r

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as

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rvic

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vel r

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ced.

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fras

truc

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1.4

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elop

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y.Po

licy

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et

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agem

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up

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nnua

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isio

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f Ass

et C

lass

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anag

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ns.

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ew c

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ire

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astr

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stig

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r Sm

art

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es in

nova

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in s

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eliv

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nitie

s in

vest

igat

ed.

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fras

truc

ture

1.4


D

eliv

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les/

Act

ions

Mea

sure

men

tA

ccou

ntab

leC

SP

Ref

1G.5

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emen

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et A

sset

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agem

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lan.

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gine

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pera

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roup

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elop

an

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uild

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agem

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lan

in c

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with

key

sta

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an a

dopt

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mun

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expe

cted

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ls o

f ser

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fined

.

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et

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agem

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up

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.3,

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iver

pla

nned

cap

ital w

orks

pro

gram

for b

uild

ings

.C

ompl

etio

n ra

te.

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In

fras

truc

ture

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iver

bui

ldin

gs m

aint

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orks

to a

gree

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vels

of

ser

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ualit

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d sa

fety

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rvic

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vels

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roup

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evel

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plem

ent a

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form

ance

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anag

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mew

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rate

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men

t 1.

2, 1.

4

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elop

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form

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agem

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ram

ewor

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amew

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deve

lope

d.St

rate

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men

t1.2

, 1.4

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evel

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plem

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n En

terp

rise

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M

anag

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t Fra

mew

ork

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terp

rise

Risk

&

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ovem

ent

1.4

1I.1

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elop

an

Ente

rpris

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isk

Man

agem

ent F

ram

ewor

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ojec

t Obj

ectiv

es a

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erab

les

are

all m

et.

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rpris

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isk

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prov

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t1.4


D

eliv

erab

les/

Act

ions

Mea

sure

men

tA

ccou

ntab

leC

SP

Ref

1I.2

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plet

e to

p 10

str

ateg

ic ri

sk a

sses

smen

t.A

ll ris

ks a

sses

sed.

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rpris

e R

isk

& Im

prov

emen

t1.4

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risk

trea

tmen

t pla

ns in

pl

ace.

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rpris

e R

isk

& Im

prov

emen

t1.4

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k tr

eatm

ent p

lans

up

to

date

/ c

ompl

eted

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terp

rise

Ris

k &

Impr

ovem

ent

1.4

1I.3

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plet

e bu

sine

ss ri

sk a

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smen

t.A

ll bu

sine

ss u

nit r

isk

asse

ssm

ents

com

plet

ed.

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rpris

e R

isk

& Im

prov

emen

t1.4

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busi

ness

uni

t ris

k as

sess

men

ts in

tegr

ated

into

un

it bu

sine

ss p

lans

.

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rpris

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isk

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prov

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t

Stra

tegy

&

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gem

ent

1.4

1I.4

Impl

emen

t an

Ope

ratio

nal R

isk

Man

agem

ent

Stra

tegy

.Pr

ojec

t obj

ectiv

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nd

deliv

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les

are

all m

et.

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rpris

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isk

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prov

emen

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1I.5

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blis

h a

Ris

k A

ppet

ite S

tate

men

t.R

isk

appe

tite

stat

emen

t es

tabl

ishe

d an

d im

plem

ente

d.

Ente

rpris

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isk

& Im

prov

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t1.4

1I.6

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ate

risk

perf

orm

ance

indi

cato

rs.

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orm

ance

Indi

cato

rs

crea

ted.

Ente

rpris

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isk

& Im

prov

emen

t1.4

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orm

ance

Indi

cato

rs

used

by

busi

ness

to m

onito

r ris

k m

anag

emen

t.

Ente

rpris

e R

isk

& Im

prov

emen

t1.4


D

eliv

erab

les/

Act

ions

Mea

sure

men

tA

ccou

ntab

leC

SP

Ref

1I.7

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elop

3 y

ear I

nter

nal A

udit

Prog

ram

.Ye

ar 1

Ris

k B

ased

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rnal

A

udit

Prog

ram

me

impl

emen

ted.

Ente

rpris

e R

isk

& Im

prov

emen

t1.4

1JRe

view

and

enh

ance

the

Wor

k H

ealth

and

Sa

fety

(WH

S) M

anag

emen

t sys

tem

and

Inju

ry

Man

agem

ent p

roce

ss

En

terp

rise

Risk

&

Impr

ovem

ent

1.4

1J.1

Com

plet

e re

quire

d ac

tions

in th

e W

HS

Impr

ovem

ent

Plan

.W

HSM

S Im

prov

emen

t Pla

n ob

ject

ives

and

del

iver

able

s m

et.

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rpris

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isk

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prov

emen

t1.4

1KIm

plem

ent a

Lea

ders

hip

Prog

ram

Pe

ople

&

Cul

ture

1.1, 1

.2

1K.1

Dev

elop

and

impl

emen

t a L

eade

rshi

p D

evel

opm

ent

fram

ewor

k.Pr

ojec

t obj

ectiv

es a

nd

deliv

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les

met

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ople

&

Cul

ture

1.1,1.

2

1LRe

view

and

impl

emen

t the

Gov

erna

nce

Fram

ewor

k

Gov

erna

nce

& C

usto

mer

Se

rvic

e

1.4

1L.1

Dev

elop

a G

over

nanc

e Fr

amew

ork.

Proj

ect o

bjec

tives

and

de

liver

able

s m

et.

Gov

erna

nce

& C

usto

mer

Se

rvic

e

1.4

1L.2

Dev

elop

and

del

iver

a G

over

nanc

e Tr

aini

ng P

rogr

am.

Cal

enda

r of t

rain

ing

esta

blis

hed

and

deliv

ered

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over

nanc

e &

Cus

tom

er

Serv

ice

1.4


D

eliv

erab

les/

Act

ions

Mea

sure

men

tA

ccou

ntab

leC

SP

Ref

1L.3

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elop

Cou

ncill

or D

evel

opm

ent S

trat

egy

and

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ram

.St

rate

gy F

ram

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k de

fined

an

d ad

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d.G

over

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e &

Cus

tom

er

Serv

ice

1.4

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enda

r of t

rain

ing

esta

blis

hed.

Gov

erna

nce

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usto

mer

Se

rvic

e

1L.4

Revi

ew a

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nhan

ce C

ompl

aint

s M

anag

emen

t Fr

amew

ork.

Proj

ect o

bjec

tives

and

de

liver

able

s m

et.

Gov

erna

nce

& C

usto

mer

Se

rvic

e

1.4

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tabl

ish

and

faci

litat

e th

e In

depe

nden

t Aud

it,

Risk

& Im

prov

emen

t Com

mitt

ee

Ente

rpris

e Ri

sk

& Im

prov

emen

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4

1M.1

Impl

emen

t the

Inde

pend

ent A

udit

Com

mitt

ee.

Posi

tive

com

mitt

ee

perf

orm

ance

repo

rt

prov

ided

to C

ounc

il.

Ente

rpris

e R

isk

& Im

prov

emen

t1.4

1NA

dvoc

ate

and

mai

ntai

n di

alog

ue a

cros

s al

l lev

els

of g

over

nmen

t and

with

key

stak

ehol

ders

aro

und

issu

es im

pact

ing

our c

omm

unity

.

G

ener

al

Man

ager

1N.1

Und

erta

ke a

dvoc

acy

on is

sues

as

requ

ired.

Part

icip

atio

n in

mee

tings

. N

umbe

r of s

ubm

issi

ons.

Gen

eral

M

anag

er1.4

1OD

evel

op a

nd im

plem

ent L

egal

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vice

s St

rate

gy1O

.1D

evel

op a

nd im

plem

ent y

ear o

ne L

egal

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vice

s St

rate

gy in

itiat

ives

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ojec

t obj

ectiv

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nd

deliv

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met

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rpris

e R

isk

& Im

prov

emen

t1.4


OUTCOME 2:A Beautiful, Protected and Healthy Natural Environment

Our community strongly values our access to the rich and diverse natural environment of Sutherland Shire. We have over 1000 parks and reserves and over 3000 hectares of land containing bushland vegetation under Council management. Our coastal environment and waterways are key features of our natural environment and highly valued by our community.

However, our weather is changing, we have experienced record-breaking heat trends and at the same time our street canopy is reducing, making our streets hotter and increasing our energy bills. The changing climate has the biggest impacts on the most vulnerable members of our community – older people, young children and our economically disadvantaged.

Our community is concerned about the impact of development on our natural environment – our trees, beaches and parks. We want to maintain our natural resources and our access to them.

The natural environment supports our health and wellbeing, enhances our built environment and we know our community value the sense of place and identity which stems from a strong connection within the natural environment.

‘I love the natural beauty of the area.’

(Sutherland Shire Resident, November 2016)


What We Do Now

The Sutherland Shire lifestyle draws strongly from our rich and diverse natural environment. It is a high priority for Council to manage Sutherland Shire sustainably as demonstrated through its Environmental and Sustainability Strategy, Coastline Management Plan, Climate Change Adaption Report, Biodiversity Strategy, and Air Quality Management Plan. Through its Environmental and Waste Management Services, Sutherland Shire Council directly deliver a large range of services to protect and maintain a healthy and clean environment for current and future generations.

The key services and facilities that Council provides towards achieving a beautiful, protected and healthy natural environment include:

• Environmental science• Health and regulation

compliance• Major development assessment• Parks and bush reserve asset

management• Tree management, maintenance

and compliance

• Stormwater and waterway asset management

• Strategic planning• Civil assets• Coastal dune management• Beach services• Waste services

over 60,000 yellow recycling 240L bins collected each weekover 83,000 red waste 120L bins collected each week

9010 tonnes of Council clean up (hard waste) collected in 2016

150 tonnes of E-waste237 tonnes of chemical waste

818km of roads swept by Council

612km of stormwater pipes

The Green Streets program was responsible for the planting of 2465 trees in 2015-16

100 Bush Care groupswith over 600 active volunteersdedicating over 20,000 hours annually

over 70,000 greenwaste 240L bins collected each week


What You Told Us


Service/ Facility Importance SatisfactionManagement of Shire tree coverage 4.26 3.44Management of beaches and waterways 4.68 3.89

Household waste service, including rubbish and recycling

4.72 4.03

Management of local bushland 4.50 3.81Domestic animal control in public places 3.89 3.62



Our Vision for a Beautiful, Protected and Healthy Natural Environment Over the next ten years, we want to protect and sustain our beautiful natural environment and enhance the streets and public places we live and play in. Residents, community groups, schools, Council, and developers all have a role in protecting our environment, and reducing our resource consumption, for the benefit of us and our future generations.



2.1 Effectively manage and conserve our resources.

2.2 Enhance and protect diverse natural habitats.2.3 Protect our beaches, rivers and oceans.2.4 Understand and manage our environment and climate risks and

impacts.



2A Review, revise and implement the Environment and Sustainability Strategy

2B Review and implement the Local Waste Management Policy and Strategy

2C Review the Environment Strategy (Urban Planning) to inform revised LEP and DCP

2D Review and implement the Urban Tree and Bushland Policy and Programs

2E Review the Biodiversity Strategy2F Implement Natural Area Plans of Management2G Develop and implement a Catchment and Waterway Management

Strategy2H Review the Air Quality Management Plan2I Review the Climate Change Adaptation Report2J Participate in the development and implementation of Sutherland

Shire Local Emergency Plan2K Implement the Bate Bay Coastline Management Plan2L Review and implement the Corporate Energy and Water Efficiency

Plan2M Develop an Open Space Recycled Water Plan


Ope

ratio

nal P

lan

We

will

del

iver

the

follo

win

g by

Jul

y 20

18:

Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2A

Revi

ew, r

evis

e an

d im

plem

ent t

he E

nviro

nmen

t an

d Su

stai

nabi

lity

Stra

tegy

En

viro

nmen

tal

Scie

nce

2A.1

Dev

elop

a s

trat

egic

fram

ewor

k fo

r Cou

ncil’

s co

ntrib

utio

n to

the

com

mun

ity’s

asp

iratio

ns fo

r th

e na

tura

l env

ironm

ent.

Stra

tegi

c fr

amew

ork

deve

lope

d.En

viro

nmen

tal

Scie

nce,

St

rate

gy &

En

gage

men

t

1.1, 2

.1-2.

4

2A.2

Revi

ew a

nd re

vise

the

exis

ting

stra

tegy

in

colla

bora

tion

with

key

sta

keho

lder

s.En

viro

nmen

t and

Sus

tain

abili

ty

Stra

tegy

ado

pted

.En

viro

nmen

tal

Scie

nce

1.1, 2

.1-2.

42B

Revi

ew a

nd im

plem

ent t

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aste

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agem

ent

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y an

d St

rate

gy

Was

te S

ervi

ces

2B.1

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iver

was

te m

anag

emen

t col

lect

ion

serv

ices

in

acco

rdan

ce w

ith a

gree

d sc

hedu

les.

Serv

ice

leve

ls a

re m

et.

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age

dive

rted

from

land

fill.

Was

te S

ervi

ces

2.1

2B.2

Dev

elop

and

impl

emen

t an

enga

gem

ent a

nd

educ

atio

n pl

an to

sup

port

the

obje

ctiv

es o

f the

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aste

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agem

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Enga

gem

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edu

catio

n pl

an

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ectiv

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eliv

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of

the

Enga

gem

ent &

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catio

n pl

an a

re m

et.

Was

te S

ervi

ces

2.1

2B.3

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stig

ate

new

tech

nolo

gies

and

ser

vice

s to

m

anag

e fo

od w

aste

.D

eskt

op s

tudy

com

plet

e an

d re

port

to C

ounc

il w

ith

reco

mm

enda

tion.

Was

te S

ervi

ces

2.1


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iver

able

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ctio

nsM

easu

rem

ent

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sure

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re w

aste

con

trac

ts e

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re o

ptio

ns

for r

esou

rce

reco

very

and

alte

rnat

ive

was

te

trea

tmen

t.

Opt

ions

in re

latio

n to

op

port

uniti

es re

sour

ce re

cove

ry

and

alte

rnat

ive

was

te tr

eatm

ent

are

incl

uded

with

in n

ew

cont

ract

s.

Was

te S

ervi

ces

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2B.5

Inve

stig

ate

oppo

rtun

ities

and

par

tner

ship

s to

in

stal

l new

and

/or i

mpr

oved

was

te fa

cilit

ies

and

infr

astr

uctu

re to

add

ress

hou

seho

ld c

hem

ical

w

aste

.

Inve

stig

atio

n un

dert

aken

an

d re

port

to C

ounc

il w

ith

reco

mm

enda

tions

.

Was

te S

ervi

ces

2.1

2B.6

Con

tinue

to in

vest

igat

e op

tions

for i

mpr

oved

re

cove

ry o

f hou

seho

ld w

aste

, par

ticul

arly

furn

iture

an

d cl

othi

ng.

Inve

stig

atio

n un

dert

aken

an

d re

port

to C

ounc

il w

ith

reco

mm

enda

tions

.

Was

te S

ervi

ces

2.1

2B.7

Con

tinue

to s

uppo

rt, i

nitia

te a

nd p

rom

ote

was

te

rela

ted

com

mun

ity e

vent

s.N

umbe

r of c

omm

unity

eve

nts

prom

otin

g w

aste

man

agem

ent

rela

ted

outc

omes

.

Was

te S

ervi

ces

2.1

2B.8

Con

tinue

to ru

n W

aste

Wis

e W

orks

hops

and

m

onito

r ben

efits

.O

bjec

tives

and

del

iver

able

s of

W

aste

Wis

e W

orks

hops

are

met

.W

aste

Ser

vice

s2.

1

2B.9

Inve

stig

ate

oppo

rtun

ities

for g

rant

fund

ing

and

part

ners

hips

to d

eliv

er fo

od w

aste

avo

idan

ce

educ

atio

n an

d be

havi

or c

hang

e pr

ojec

ts.

Gra

nt fu

ndin

g se

cure

d an

d/or

pa

rtne

rshi

ps d

evel

oped

.W

aste

Ser

vice

s2.

1

2B.10

Revi

ew p

lace

men

t and

ser

vici

ng fr

eque

ncy

of

publ

ic li

tter

bin

s.Se

rvic

e re

view

und

erta

ken.

Was

te S

ervi

ces

2.1

2B.11

Iden

tify

publ

ic p

lace

bin

ille

gal d

umpi

ng h

otsp

ots

and

inve

stig

ate

optio

ns fo

r red

ucin

g oc

curr

ence

s.Re

gist

er o

f hot

spot

s co

mpl

ete.

Redu

ced

occu

rren

ce o

f ille

gal

dum

ping

.

Was

te S

ervi

ces

2.1


Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2B

.12In

vest

igat

e re

sour

ce re

cove

ry o

ptio

ns fo

r str

eet

swee

ping

s.In

vest

igat

ion

com

plet

eW

aste

Ser

vice

s2.

1

2CRe

view

the

Envi

ronm

ent S

trat

egy

(Urb

an

Plan

ning

) to

info

rm re

vise

d Lo

cal E

nviro

nmen

t Pl

an (L

EP) a

nd D

evel

opm

ent C

ontr

ol P

lan

(DC

P)

St

rate

gic

Plan

ning

2C.1

Revi

ew th

e ne

ed fo

r a s

epar

ate

Envi

ronm

ent

Stra

tegy

with

in th

e co

ntex

t of t

he re

deve

lope

d st

rate

gic

fram

ewor

k in

clud

ing

the

LEP

and

DC

P fo

r env

ironm

enta

l out

com

es.

Revi

ew c

ompl

ete

and

revi

ew

outc

omes

impl

emen

ted.

Stra

tegi

c Pl

anni

ng2.

2

2DRe

view

and

impl

emen

t the

Urb

an T

ree

and

Bush

land

Pol

icy

and

Prog

ram

Sh

ire P

lann

ing

Shire

In

fras

truc

ture

2D.1

Dev

elop

and

impl

emen

t a P

ublic

Pla

ce T

ree

Man

agem

ent P

lan.

Man

agem

ent p

lan

com

plet

e an

d al

igne

d to

long

term

fina

ncia

l pl

an.

Envi

ronm

ent

Hea

lth &

B

uild

ing,

Par

k O

pera

tions

2.2

2D.2

Dev

elop

and

impl

emen

t a c

omm

unity

en

gage

men

t cam

paig

n to

info

rm th

e de

velo

pmen

t of t

he P

ublic

Pla

ce T

ree

Man

agem

ent P

lan

Com

mun

ity e

ngag

emen

t ca

mpa

ign

deve

lope

d

Year

1 en

gage

men

t str

ateg

ies

com

men

ced

Envi

ronm

ent

Hea

lth &

B

uild

ing

2.2,

1.1

-1.13

2D.3

Dev

elop

and

impl

emen

t a c

yclic

pro

activ

e tr

ee

man

agem

ent r

egim

e fo

r ide

ntifi

ed lo

catio

nsC

yclic

regi

me

com

men

ced

Envi

ronm

ent

Hea

lth &

B

uild

ing,

Par

ks

Ope

ratio

ns

2.2


Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2D

.4Re

fine

nativ

e pl

ant s

elec

tor (

onlin

e to

ol) f

or m

ajor

ur

ban

cent

res.

Onl

ine

tool

is c

ompl

ete.

Envi

ronm

ent

Hea

lth &

B

uild

ing

2.2

2D.5

Impl

emen

t the

Gre

en S

tree

ts P

rogr

am.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

. En

viro

nmen

t H

ealth

&

Bui

ldin

g, P

arks

O

pera

tions

2.2

2D.6

Impl

emen

t res

erve

reve

geta

tion

plan

ting

prog

ram

.Pr

ogra

m o

bjec

tives

and

de

liver

able

s m

et.

Park

s &

Res

erve

A

sset

s, Pa

rks

Ope

ratio

ns

2.2

2D.7

Impl

emen

t the

Bus

hcar

e Pr

ogra

m.

Num

ber o

f vol

unte

ers.

Num

ber o

f site

s m

aint

aine

d.

Park

s O

pera

tions

2.2

2D.8

Impl

emen

t the

Gre

enw

eb P

rogr

am.

Num

ber o

f par

ticip

ants

- P

rivat

e Pr

oper

ty.

Num

ber o

f par

ticip

ants

–

scho

ols.

Envi

ronm

enta

l Sc

ienc

e2.

2

2D.9

Und

erta

ke e

nfor

cem

ent a

ctiv

ity to

uph

old

the

impo

rtan

ce o

f env

ironm

enta

l pro

tect

ion.

Posi

tive

outc

omes

ach

ieve

d.En

viro

nmen

t H

ealth

&

Bui

ldin

g

2.2

2D.10

Del

iver

initi

ativ

es to

impr

ove

shor

ebird

hab

itat

arou

nd W

oolo

owar

e B

ay.

Proj

ect o

bjec

tives

and

de

liver

able

s m

et.

Park

s &

Res

erve

A

sset

s2.

2

2D.11

Impl

emen

t Nox

ious

Wee

ds C

ontr

ol P

rogr

am.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

. Pa

rks

Ope

ratio

ns2.

2


Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2D

.12Im

plem

ent F

eral

Ani

mal

s C

ontr

ol P

rogr

am.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

. Pa

rks

Ope

ratio

ns2.

2

2D.13

Revi

ew G

reen

web

to a

lign

with

the

Gre

ater

Sy

dney

Com

mis

sion

Blu

e G

reen

Grid

.Re

view

com

plet

e an

d m

appi

ng

alig

ned.

Envi

ronm

enta

l Sc

ienc

e2.

2

2D.14

Del

iver

a p

lant

pro

paga

tion

prog

ram

thro

ugh

Cou

ncil’

s nu

rser

y to

ass

ist i

n ac

hiev

ing

reve

geta

tion

and

tree

pla

ntin

g pr

ogra

ms.

Num

ber o

f tre

es p

ropa

gate

d.

Fina

ncia

l per

form

ance

.

Park

s O

pera

tions

2.2

2D.15

Dev

elop

a B

ushl

and

Ass

et C

lass

Man

agem

ent

Plan

.A

sset

Cla

ss M

anag

emen

t Pla

n de

velo

ped

and

alig

ned

to L

ong

Term

Fin

anci

al P

lan.

Park

s an

d Re

serv

e A

sset

s2.

2

2D.16

Impl

emen

t the

Bus

hlan

d A

sset

Cla

ss

Man

agem

ent P

lan.

Ass

et C

lass

Man

agem

ent P

lan

Key

Perf

orm

ance

Indi

cato

rs

deve

lope

d an

d ac

hiev

ed.

Impr

ovem

ent p

lan

actio

ns

prog

ress

ed.

Park

s an

d Re

serv

e A

sset

s, Pa

rks

Ope

ratio

ns

2.2

2D.17

Supp

ort t

he R

ural

Fire

Ser

vice

in th

e m

anag

emen

t of

bus

hfire

risk

.Su

ppor

t pro

vide

d.

Bus

h fir

e ha

zard

redu

ctio

n pr

ogra

m c

ompl

eted

.

Park

s an

d Re

serv

e A

sset

s, Pa

rks

Ope

ratio

ns

2.4

2D.18

Faci

litat

e co

nstr

uctiv

e pa

rtic

ipat

ion

in th

e B

ushfi

re

Adv

isor

y C

omm

ittee

to e

nsur

e re

leva

nt a

nd

stra

tegi

c co

ntrib

utio

n to

dec

isio

n m

akin

g.

Att

enda

nce

at A

dvis

ory

Com

mitt

ees

Pa

rtic

ipan

t sat

isfa

ctio

n w

ith

Adv

isor

y C

omm

ittee

s.

Shire

In

fras

truc

ture

2.4

2ERe

view

the

Biod

iver

sity

Str

ateg

y

Envi

ronm

enta

l Sc

ienc

e


Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2E

.1Re

view

the

need

for a

sep

arat

e En

viro

nmen

t St

rate

gy w

ithin

the

cont

ext o

f the

rede

velo

ped

stra

tegi

c fr

amew

ork

for e

nviro

nmen

tal o

utco

mes

.

Revi

ew c

ompl

ete

and

revi

ew

outc

omes

impl

emen

ted.

Envi

ronm

enta

l Sc

ienc

e2.

2, 1.

1

2FIm

plem

ent N

atur

al A

rea

Plan

s of

Man

agem

ent

Pa

rks

and

Rese

rve

Ass

ets

2F.1

Und

erta

ke a

revi

ew a

nd im

plem

ent a

pro

gram

to

deve

lop

natu

ral a

rea

plan

s of

man

agem

ent f

or

area

s of

nee

d.

Revi

ew c

ompl

ete.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

.

Park

s an

d Re

serv

e A

sset

s, Pa

rks

Ope

ratio

ns

2.2

2GD

evel

op a

nd im

plem

ent a

Cat

chm

ent a

nd

Wat

erw

ay M

anag

emen

t Str

ateg

y

Stor

mw

ater

&

Wat

erw

ays

Ass

ets

2G.1

Dev

elop

the

Cat

chm

ent a

nd W

ater

way

M

anag

emen

t Str

ateg

y fr

amew

ork.

Stra

tegy

dev

elop

ed a

nd

com

mun

icat

ed to

all

key

stak

ehol

ders

.

Stor

mw

ater

&

Wat

erw

ays

Ass

ets

2.3

2G.2

Prep

are

and

impl

emen

t the

Sto

rmw

ater

and

W

ater

way

s A

sset

Cla

ss M

anag

emen

t Pla

n.A

sset

Cla

ss M

anag

emen

t Pla

n Ke

y Pe

rfor

man

ce In

dica

tors

de

velo

ped

and

achi

eved

.

Impr

ovem

ent p

lan

actio

ns

prog

ress

ed.

Stor

mw

ater

&

Wat

erw

ays

Ass

ets

2.3

2G.3

Dev

elop

and

impl

emen

t a s

torm

wat

er

man

agem

ent p

rogr

am.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

. St

orm

wat

er

& W

ater

way

s A

sset

s

2.3


Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2G

.4D

evel

op a

nd im

plem

ent a

cat

chm

ent

man

agem

ent p

rogr

am.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

. St

orm

wat

er

& W

ater

way

s A

sset

s

2.3

2G.5

Del

iver

pla

nned

cap

ital w

orks

pro

gram

for

stor

mw

ater

infr

astr

uctu

re.

Com

plet

ion

rate

.Sh

ire

Infr

astr

uctu

re2.

3

2G.6

Dev

elop

and

impl

emen

t a w

ater

way

s m

anag

emen

t pro

gram

enc

ompa

ssin

g th

e pr

epar

atio

n an

d im

plem

enta

tion

of C

oast

line

Man

agem

ent P

rogr

ams.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

. St

orm

wat

er

& W

ater

way

s A

sset

s

2.3

2G.7

Dev

elop

and

impl

emen

t a fl

oodp

lain

man

agem

ent

prog

ram

. Pr

ogra

m o

bjec

tives

and

de

liver

able

s m

et.

Stor

mw

ater

&

Wat

erw

ays

Ass

ets

2.3

2G.8

Impl

emen

t a c

atch

men

t and

wat

erw

ay h

ealth

m

onito

ring

prog

ram

enc

ompa

ssin

g a

wat

er

qual

ity m

onito

ring

prog

ram

.

Prog

ram

obj

ectiv

es a

nd

deliv

erab

les

met

.

75%

of s

ites

have

fair

wat

er

qual

ity o

r bet

ter.

Repo

rt o

utlin

ing

perf

orm

ance

as

per

mea

sure

s in

clud

ed

with

in th

e pl

ans

is p

repa

red

and

dist

ribut

ed.

Envi

ronm

enta

l Sc

ienc

e

Stor

mw

ater

&

Wat

erw

ays

Ass

ets

2.3

2G.9

Stre

et s

wee

ping

pro

gram

del

iver

ed.

Serv

ice

leve

ls m

et.

Tonn

age

colle

cted

.

Kilo

met

res

swep

t.

Was

te S

ervi

ces

2.3


Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2G

.10Fa

cilit

ate

cons

truc

tive

part

icip

atio

n in

the

Floo

dpla

in R

isk

Man

agem

ent C

omm

ittee

to

ensu

re re

leva

nt a

nd s

trat

egic

con

trib

utio

n to

de

cisi

on m

akin

g.

Att

enda

nce

at A

dvis

ory

Com

mitt

ees.

Pa

rtic

ipan

t sat

isfa

ctio

n w

ith

Adv

isor

y C

omm

ittee

s.

Stor

mw

ater

&

Wat

erw

ays

Ass

ets

2.3,

1.2

2HRe

view

the

Air

Qua

lity

Man

agem

ent P

lan

En

viro

nmen

tal

Scie

nce

2H.1

Revi

ew th

e ne

ed fo

r a s

epar

ate

Envi

ronm

ent

Stra

tegy

with

in th

e co

ntex

t of t

he re

deve

lope

d st

rate

gic

fram

ewor

k fo

r env

ironm

enta

l out

com

es.

Revi

ew u

nder

take

n an

d ap

prop

riate

act

ion

unde

rtak

en.

Envi

ronm

enta

l Sc

ienc

e1.1

, 2.2

2IRe

view

the

Clim

ate

Cha

nge

Ada

ptio

n Re

port

En

viro

nmen

tal

Scie

nce

2I.1

Prep

are

and

pres

ent a

repo

rt to

con

side

r the

de

velo

pmen

t of a

Clim

ate

Cha

nge

Miti

gatio

n an

d A

dapt

ion

Stra

tegy

.

Repo

rt p

rese

nted

to C

ounc

il.En

viro

nmen

tal

Scie

nce

2.4

2I.2

Impl

emen

tatio

n of

the

Sea

Leve

l Ris

e Po

licy.

The

Sea

Leve

l Ris

e Po

licy

is im

plem

ente

d an

d co

mm

unic

ated

.

Envi

ronm

enta

l Sc

ienc

e2.

4

2JPa

rtic

ipat

e in

the

deve

lopm

ent a

nd

impl

emen

tatio

n of

the

Suth

erla

nd S

hire

Loc

al

Emer

genc

y M

anag

emen

t Pla

n

P

ublic

D

omai

n A

sset

M

anag

emen

t

2J.1

Con

trib

ute

to th

e fin

alis

atio

n of

the

Loca

l Em

erge

ncy

Man

agem

ent P

lan

(EM

PLA

N).

Ado

ptio

n an

d ap

prov

al o

f EM

PLA

N a

t Reg

ion

leve

l.Pu

blic

D

omai

n A

sset

M

anag

emen

t

2.4


Del

iver

able

s/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f2J

.2Pr

ovid

e Li

aiso

n O

ffice

r (LO

) to

repr

esen

t Cou

ncil

in a

n Em

erge

ncy

Ope

ratio

ns C

entr

e du

ring

an

actu

al, i

mm

inen

t or p

oten

tial e

mer

genc

y.

Liai

son

Offi

cer p

erfo

rms

to

the

requ

irem

ents

of S

tand

ard

Ope

ratin

g Pr

oced

ure.

Publ

ic

Dom

ain

Ass

et

Man

agem

ent

2.4,

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2.1


OUTCOME 3:A Caring and Supportive Community

Through consultation we know that having a sense of community is important to our residents. We want to be connected to Sutherland Shire as a place but also be part of a community.

Demographics clearly show that we have an ageing population. We will need to deliver services that enable baby boomers to remain active and engaged, physically and intellectually. There will be an increasing demand for health care and community support services that will enable people to age in place. An increase in the number of families with children continues to drive demand for children’s services, and increased costs of living create challenges across the community.

Whilst the growth in our population creates challenges, it also provides opportunities to build a stronger community through volunteering, inter-generational programs, and the delivery of services that respond to the needs of new generations. Community safety remains a high priority for residents and our youth organisations continue to identify the need to engage with and support young people as they transition to adulthood.

It is a place with a strong community feel and good access to community services.(Sutherland Shire Resident, November 2016)


What We Do Now

Council is committed to delivering services and facilities that build a caring and supportive community at all stages of life. We partner with community organisations to deliver a range of activities from our facilities. Programs for seniors, young people, people with disabilities and families with young children are all on offer. We support our not for profit organisations by leasing properties to them on a cost recovery model well below market rental. We have 36 halls for hire across all of our suburbs.

We seek to proactively engage with and seek advice from young people through our Youth Council and, in partnership with community groups, provide a range of recreational and social support services. Our Seniors Reference Group not only provides advice on the range of activities we deliver, but provides a valuable source of volunteers who thrive and build new friendships as programs evolve. Our Access Committee is critical to advising on a range of urban design challenges and how new technology can overcome barriers that were once insurmountable. Our new infrastructure meets or exceeds contemporary accessibility standards and we provide access tailored to our unique community, such as to the ocean via a beach wheelchair. Our Children’s Services Unit provides early education and care services, vacation care, out of school hours care and coordinates the delivery of home-based family day care.

We build the capacity of our local community groups through the provision of financial assistance grants that enable the community to lead change in delivering services that respond to local needs.

We care for the health of our community through inspection programs that protect and improve the quality of environmental and community health.


The key services and facilities that Council provides towards achieving a caring and supportive community include:

• Library Services• Children’s Services• Community Services• Environmental & Community

Health• Public Safety & Lifeguards• Development Assessment

• Governance and Customer Service

• Strategy & Engagement• Property Services • Grants & Subsidies• Community Events

5 Youth Centres9 Seniors / Family /Community Centres

Beach Wheelchair

3 Liberty Swings

Financial Assistance Grants- Community $172,000- Cultural $90,000- Hall hire subsidies $90,000- Heritage $30,000

Advisory Committees- Youth Council- Access Committee- Seniors Activities Unit

Council leases properties to over 130 not for profit community organisations; incl. astronomers, bee keepers, bands and woodworkers.

36 Halls for Hire

Disability Inclusion Action Plan

Accessibility standards applied to all new works and upgrades

Accessible facilities including:


What You Told Us


Service/ Facility Importance Satisfaction

Graffiti removal in public places 4.09 3.39

Parks and playgrounds 4.12 3.91

Ovals and sportsgrounds 3.97 3.86

Community buildings and halls 3.36 3.68

Library services 4.01 4.35

Childcare services 3.27 3.78



Our Vision for a Caring and Supportive Community

Over the next ten years, we want to sustain and build a resilient and inclusive community that cares for the wellbeing of all.



3.1 The community has access to services, programs and facilities to support and enhance health and wellbeing.

3.2 Support and enable all in our community.3.3 Opportunities will be fostered that help build a sense of community.3.4 Protect and improve environmental and community health



3A Develop and implement Community Services Business Plan3B Review and implement an Active Ageing Strategy3C Develop and implement the Disability Inclusion Action Plan3D Support and plan for the implementation of the National Disability

Insurance Scheme3E Review and implement the Youth Strategy3F Develop and implement the Community Crime Prevention Plan

(2018–2021)3G Implement Urban Planning (LEP and DCP) strategies to encourage

the establishment of a concentrated medical precinct around Sutherland Hospital

3H Review Squalor and Hoarding Policy and Homelessness Policy 3I Delivery of Community Grants and Subsidies Programs3J Develop and implement Children’s Services Strategic Plan (2017-

2020)3K Deliver Lifeguard Program to support beach and water safety3L Implement applicable legislative frameworks to protect and improve

the quality of environmental and community health 3M Develop and implement a Property Services Business Plan


Ope

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3.1


OUTCOME 4:A Culturally Rich and Vibrant Community

Culture is a vital part of a healthy and connected community. We not only live in Sutherland Shire, but we also play here. We love our cultural centres such as Hazelhurst Gallery and Arts Centre and our cultural events which celebrate and strengthen our cultural landscape and identity. Our shared culture helps us bond and create a strong and respectful community of which we are proud. We are becoming more culturally diverse and have significant Aboriginal heritage in our area that we want to celebrate.

I value the cultural and live music events I can access locally. (Sutherland Shire Resident, November 2016)


What We Do Now

Council delivers and supports a diverse range of cultural programs, activities and events through our Libraries, Hazelhurst Regional Gallery and Arts Centre, Sutherland Entertainment Centre and through wide ranging community events. Our cultural facilities are community hubs that bring people together and promote wellbeing by meeting the information, social and cultural needs of the community. Council’s diverse programs support innovative and creative opportunities, and enrich the community’s sense of identity and belonging through a variety of shared cultural experiences.

Our indigenous heritage is supported and celebrated through our cultural programs and Council’s Aboriginal Advisory Committee facilitates strong collaboration with the indigenous community. Sutherland Shire has a significant number of Aboriginal sites spread across our national parks, public parks and reserves, crown land and on privately owned property. Council works closely with the local Aboriginal community and key stakeholders to protect and celebrate these significant sites.

Aboriginal sites2,000+ 1 Entertainment Centre

1 Community Art Gallery

6 Art Studios

4 Art Fest Events

8 libraries942,000 visits per annum 2191

events333,788 items available for loan

2,500 classes per annum40+ types of classes per term

150,000 visits per annum and 270 events

1 REGIONAL ART GALLERY

236,000 visits per annum10 major exhibitions per annum


The key services and facilities that Council provides towards achieving a culturally rich and vibrant community include:

• Library collections including print, electronic, audio visual and local history

• Sutherland Entertainment Centre and program of cultural and community events

• Library educational, literacy and leisure programs

• Citizenship Ceremonies

• Hazelhurst Gallery and program of cultural and community events

• Australia Day and NAIDOC week celebrations

• Aboriginal Advisory Committee• Community events including

for Seniors, Youth & People with Disability

What You Told Us


Service/ Facility Importance Satisfaction

Festival and events programs 3.74 3.74Leisure Centres (swimming pools) 3.85 3.89Cultural facilities & services overall 3.47 3.58Sutherland Entertainment Centre 3.60 3.82Hazelhurst Regional Gallery 3.51 4.45




Our Vision for a Culturally Rich and Vibrant Community

Over the next ten years, we will celebrate who we are through cultural experiences, events and facilities, by retaining local special places and by building a cohesive local identity. We will nurture creativity, celebrate our shared heritage and embrace diversity, helping us to create a sense of community and identify and value what is important to all of our lives.


4.1 Create and strengthen community connections through shared cultural experiences

4.2 Maintain and enhance our cultural facilities4.3 Protect our Aboriginal heritage.



4A Develop and Implement a Cultural Plan.4B Implement Hazelhurst Regional Gallery and Arts Centre Strategic

Plan.4C Implement Sutherland Entertainment Centre Business Plan.4D Implement Sutherland Libraries Business Plan.4E Develop and implement a strategic framework that informs the

delivery of events across the Shire.4F Develop a library services model that reflects the need of the

community, with a focus on renewing and reshaping library facilities.4G Progress long term redevelopment plan for the Entertainment

Centre.4H Progress long term development plans for Hazelhurst Gallery and

Arts Centre.4I Implement legislative requirements to ensure environmental,

archaeological and Aboriginal heritage are conserved and valued.


Ope

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d ev

ents

to

com

plem

ent t

he e

xhib

ition

pro

gram

.Pr

ogra

m e

vent

s in

crea

se b

y 10

per

ann

um.

Haz

elhu

rst

4.1,

4.2

4B.4

Del

iver

act

ive

and

enga

ging

pub

lic p

rogr

am fo

r the

di

vers

e co

mm

unity

.A

rtFe

st o

pen

days

and

At

Nig

ht e

vent

s at

tend

ed b

y 10

,00

0 a

nnua

lly.

40 E

arly

Chi

ldho

od a

nd p

re-

scho

ol p

rogr

ams

with

60

0

part

icip

ants

ann

ually

. Fi

lm C

lub

mem

bers

hip

at

500

.10

Art

Eng

age

art a

nd

dem

entia

pro

gram

de

liver

ed.

Haz

elhu

rst

4.1,

4.2

4B.5

Del

iver

imm

ersi

ve e

duca

tion

prog

ram

s to

eng

age

youn

g pe

ople

and

thei

r tea

cher

s w

ith a

rt w

hich

co

mbi

ne c

reat

ive

lear

ning

mod

els

with

art

pra

ctic

e.

Incr

ease

stu

dent

and

sch

ool

visi

ts fr

om 12

0 to

130

sc

hool

s by

20

18.

4 Pr

ofes

sion

al d

evel

opm

ent

and

exhi

bitio

n vi

ewin

g ev

ents

ann

ually

.

Haz

elhu

rst

4.1,

4.2


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f4B

.6D

eliv

er a

ctiv

e ar

t cla

ss p

rogr

am w

hich

eng

age

our

dive

rse

audi

ence

s an

d m

axim

ise

part

icip

atio

n.M

aint

ain

550

stu

dent

en

rolm

ents

acr

oss

50

clas

ses.

Hol

iday

pro

gram

enr

olm

ents

re

ach

2750

.

Haz

elhu

rst

4.1,

4.2

4B.7

Mai

ntai

n sp

onso

rshi

p ar

rang

emen

ts w

hich

sup

port

sc

hool

edu

catio

n pr

ogra

ms.

Tran

sdev

par

tner

ship

m

aint

aine

d pr

ovid

ing

free

bu

s tr

avel

for s

choo

ls.

Haz

elhu

rst

4.1,

4.2

4B.8

Mai

ntai

n an

d nu

rtur

e vo

lunt

eer b

ase

and

supp

ort

grow

th in

mem

bers

hip

to F

riend

s of

Haz

elhu

rst a

nd

Haz

elhu

rst A

mba

ssad

ors.

Volu

ntee

r bas

e m

aint

aine

d at

min

imum

of 1

00

.

Fully

sta

ffed

volu

ntee

r ros

ter.

Frie

nds

mem

bers

hip

grow

s to

100

0.

Gro

w a

mba

ssad

or n

umbe

rs

to 2

0.

Haz

elhu

rst

3.2,

4.2

.

4B.9

Impl

emen

t Vol

unte

er R

ewar

ds P

rogr

am.

Volu

ntee

r rew

ards

pro

gram

im

plem

ente

d.H

azel

hurs

t3.

2, 4

.2.

4B.10

Del

iver

Vol

unte

er G

uide

Tra

inin

g pr

ogra

m.

Stru

ctur

ed v

olun

teer

gui

des

trai

ning

del

iver

ed.

Haz

elhu

rst

3.2,

4.2

.

4B.11

Nur

ture

and

mai

ntai

n a

dive

rse

and

proa

ctiv

e B

oard

re

pres

entin

g th

e co

mm

unity

and

driv

ing

futu

re

deve

lopm

ent.

Boa

rd p

ositi

ons

fille

d in

ac

cord

ance

with

Cha

rter

.H

azel

hurs

t1.1

, 4.1,

4.

2


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f4B

.12D

evel

op p

artn

ersh

ips

and

spon

sors

hip

arra

ngem

ents

w

hich

sup

port

and

enh

ance

the

faci

lity

and

its

prog

ram

s.

Num

ber o

f suc

cess

ful

part

ners

hips

impl

emen

ted.

Haz

elhu

rst

4.1,

4.2

4B.13

Mai

ntai

n an

d st

reng

then

rela

tions

hip

with

ext

erna

l fu

ndin

g ag

enci

es.

Exte

rnal

fund

ing

leve

ls

sust

aine

d an

d ac

quitt

ed o

n tim

e.

Cor

pora

te s

pons

orsh

ip

mai

ntai

ned

at $

100

,00

0pa

.

Haz

elhu

rst

1.2, 4

.1,

4.2

4B.14

Supp

ort F

riend

s of

Haz

elhu

rst f

undr

aisi

ng p

rogr

am.

Frie

nds

fund

rais

ing

mai

ntai

ned

at $

20,0

00

.H

azel

hurs

t4.

1, 4.

2

4B.15

Con

tinue

the

oper

atio

n of

the

Gal

lery

Sho

p to

bui

ld

visi

tatio

n an

d su

ppor

t ong

oing

ope

ratio

ns.

Mai

ntai

n sh

op tu

rnov

er a

t $1

50,0

00

.H

azel

hurs

t4.

1, 4.

2

4B.16

Col

labo

rate

with

art

ists

as

exhi

bito

rs, t

each

ers

and

in

prog

ram

s co

nnec

ting

with

the

com

mun

ity.

20 N

SW A

rtis

t em

ploy

ed a

s te

ache

rs in

art

cla

sses

40

w

eeks

pa.

M

inim

um o

f 6 a

rtis

t re

side

ncie

s in

cot

tage

. M

inim

um o

f 4 e

xhib

ition

s or

pro

ject

s to

invo

lve

com

mis

sion

ed w

ord.

Haz

elhu

rst

4.1,

4.2

4B.17

Prov

ide

com

mer

cial

opp

ortu

nitie

s fo

r art

ists

thro

ugh

prom

otio

n an

d sa

le o

f wor

k an

d op

port

uniti

es w

ith

Stra

tegi

c Pa

rtne

rs fo

r exh

ibiti

on.

Opp

ortu

nity

for 4

6 w

eeks

of

com

mer

cial

exh

ibiti

ons

and

sale

of w

ork

in B

road

hurs

t G

alle

ry w

ith m

inim

um o

f $5

0,0

00

in s

ales

.

Haz

elhu

rst

4.1,

4.2,

5.

1, 5.

2


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f4B

.18Su

ppor

t sou

ther

n Sy

dney

art

ists

thro

ugh

grou

p ex

hibi

tions

for e

mer

ging

art

ists

, car

eer s

urve

ys fo

r le

adin

g lo

cal a

rtis

ts, p

ublic

and

edu

catio

n pr

ogra

ms.

Loca

l art

ists

repr

esen

ted

in a

min

imum

of 5

0%

co

mm

unity

and

20

%

Regi

onal

Gal

lery

exh

ibiti

ons.

Haz

elhu

rst

4.1

DP

4CIm

plem

ent S

uthe

rland

Ent

erta

inm

ent C

entr

e Bu

sine

ss P

lan.

Ev

ents

&

Perf

orm

ing

Art

s4.

1, 4.

2

4C.1

Del

iver

ann

ual p

rogr

am o

f div

erse

cul

tura

l eve

nts

acro

ss a

wid

e ra

nge

of ta

rget

aud

ienc

es.

270

eve

nts

per y

ear.

150

,00

0 a

tten

dees

per

yea

r.Ev

ents

&

Perf

orm

ing

Art

s4.

1, 4.

2

4C.2

Prov

ide

even

ts a

nd a

ctiv

ities

that

wou

ld n

ot

othe

rwis

e be

ava

ilabl

e in

Sut

herla

nd S

hire

. 10

eve

nts

held

.Ev

ents

&

Perf

orm

ing

Art

s4.

1, 4.

2

4C.3

Del

iver

the

Loca

l Mus

ic T

alen

t Pro

gram

to p

rom

ote

loca

l per

form

ers

and

enco

urag

e ne

w c

onne

ctio

ns.

Loca

l tal

ent m

usic

pro

gram

de

liver

ed.

Even

ts &

Pe

rfor

min

g A

rts

4.1,

4.2

4C.4

Dev

elop

a m

arke

ting

plan

to b

uild

and

div

ersi

fy

audi

ence

s an

d at

trac

t var

iety

of h

irers

to th

e ce

ntre

.M

arke

ting

plan

dev

elop

ed

and

impl

emen

ted.

M

inim

um o

f 2 n

ew h

irers

se

cure

d.

Even

ts &

Pe

rfor

min

g A

rts

4.1,

4.2

4C.5

Mai

ntai

n an

d in

crea

se re

latio

nshi

p w

ith s

pons

ors

and

exte

rnal

fund

ing

agen

cies

.In

crea

se v

alue

of

spon

sors

hip

by $

10,0

00

ov

er 2

016

/17.

Even

ts &

Pe

rfor

min

g A

rts

4.1,

4.2

4C.6

Gro

w fo

od a

nd b

ever

age

busi

ness

.Tu

rnov

er in

crea

sed

by 5

%.

Even

ts &

Pe

rfor

min

g A

rts

4.1,

4.2


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f4C

.7M

axim

ise

utili

satio

n of

Box

Offi

ce s

ervi

ce.

Tick

etin

g M

anag

emen

t Po

licy

deve

lope

d an

d ad

opte

d.

100

% u

tilis

atio

n of

SEC

B

ox O

ffice

for h

irers

with

tic

kete

d ev

ents

.

Even

ts &

Pe

rfor

min

g A

rts

4.1,

4.2

4C.8

Und

erta

ke c

ontin

uous

impr

ovem

ent u

pgra

des

on

Cou

ncil’

s Ev

ent M

anag

emen

t Sof

twar

e.Fe

asib

ility

stu

dy c

ompl

eted

an

d fin

ding

s im

plem

ente

d.Ev

ents

&

Perf

orm

ing

Art

s4.

1, 4.

2

4C.9

Und

erta

ke c

ontin

uous

impr

ovem

ent u

pgra

des

on

venu

e po

int o

f sal

e te

chno

logi

es.

Non

-cas

h sa

les

avai

labl

e fo

r al

l act

iviti

es.

Even

ts &

Pe

rfor

min

g A

rts

4C.10

Und

erta

ke fe

asib

ility

stu

dy o

n C

usto

mer

Rel

atio

nshi

p M

anag

emen

t Too

l.Fe

asib

ility

stu

dy c

ompl

eted

an

d re

com

men

datio

ns

impl

emen

ted.

Even

ts &

Pe

rfor

min

g A

rts

4.1,

4.2

4C.12

Impl

emen

t ann

ual p

rogr

am o

f wor

ks to

mai

ntai

n En

tert

ainm

ent C

entr

e fa

cilit

y.A

nnua

l wor

ks p

rogr

am a

nd

budg

eted

and

und

erta

ken.

Shire

Ser

vice

s an

d Sh

ire

Infr

astr

uctu

re

4.2

4C.13

Impr

ove

befo

re a

nd a

fter

sho

w e

xper

ienc

e th

roug

h m

inor

faci

lity

enha

ncem

ents

and

food

and

bev

erag

e off

ers.

Repl

acem

ent o

f hig

h tr

affic

carp

et

Repl

acem

ent o

f gro

und

floor

sea

ting

Repl

acem

ent o

f ho

use

light

ing

Inst

alla

tion

of fo

yer

info

scr

eens

, Wi-F

i and

el

ectr

onic

food

and

be

vera

ge p

oint

of s

ale.

Even

ts &

Pe

rfor

min

g A

rts

4.2


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

fD

P 4D

Impl

emen

t Sut

herla

nd L

ibra

ries

Busi

ness

Pla

n.

Libr

ary

Serv

ices

4D.1

Impl

emen

t Lib

rary

Col

lect

ion

Man

agem

ent S

trat

egy.

Stra

tegy

com

plet

ed a

nd

actio

ns im

plem

ente

d.Li

brar

y Se

rvic

es4.

1, 4.

2

4D.2

Impl

emen

t pro

visi

on o

f Aus

lan

inte

rpre

ters

at

rele

vant

libr

ary

even

ts in

resp

onse

to id

entifi

ed n

eed.

Aus

lan

inte

rpre

ters

ava

ilabl

e w

hen

requ

ired.

Libr

ary

Serv

ices

4.1,

4.2,

3.

24D

.3U

nder

take

ann

ual c

onsu

ltatio

n w

ith c

usto

mer

s ab

out

libra

ry re

sour

ces,

serv

ices

and

faci

litie

s an

d pr

ovid

e fe

edba

ck o

f the

out

com

es to

the

com

mun

ity.

Ann

ual s

urve

y co

mpl

eted

an

d fe

edba

ck p

rovi

ded

to

the

com

mun

ity.

Satis

fact

ion

ratin

g of

80

%+

Libr

ary

Serv

ices

4.1,

4.2,

1.2

4D.4

Del

iver

a ra

nge

of q

ualit

y se

rvic

es a

nd p

rogr

ams

for

pre-

scho

ol, s

choo

l age

, you

ng a

dult,

adu

lt an

d cr

oss-

gene

ratio

nal d

emog

raph

ics,

incl

udin

g in

dige

nous

an

d C

ALD

com

mun

ities

and

the

hom

e lib

rary

se

rvic

e.

Num

ber o

f pro

gram

s an

d at

tend

ees

for e

ach

dem

ogra

phic

.

Libr

ary

Serv

ices

4.1,

4.2,

3.

2

4D.5

Prov

ide

incr

ease

d op

port

uniti

es fo

r ide

ntifi

ed n

ew

and

emer

ging

com

mun

ities

to e

ngag

e in

lear

ning

an

d so

cial

incl

usio

n.

Esta

blis

h co

ntac

t with

re

leva

nt lo

cal s

ervi

ce

prov

ider

s an

d id

entif

y ta

rget

st

akeh

olde

rs.

C

onsu

ltatio

n an

d pl

anni

ng

unde

rtak

en.

Libr

ary

Serv

ices

4.1,

4.2,

3.

2, 5

.3

4D.6

Ensu

re c

olle

ctio

ns m

eet c

omm

unity

nee

d an

d re

flect

em

ergi

ng tr

ends

and

use

r exp

ecta

tions

by

revi

ewin

g co

llect

ions

acc

ordi

ng to

dem

ogra

phic

sta

tistic

s an

d us

age

patt

erns

.

Ann

ual l

oan

stat

istic

s. C

olle

ctio

n an

d br

anch

pr

ofile

s re

view

ed a

nnua

lly.

Libr

ary

Serv

ices

4.1,

4.2,

3.

2


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f4D

.7In

vest

igat

e op

tions

for a

dig

ital r

epos

itory

whi

ch

prov

ides

sea

mle

ss o

nlin

e se

arch

and

retr

ieva

l of

the

loca

l his

tory

col

lect

ions

in o

rder

to e

ncou

rage

co

mm

unity

col

labo

ratio

n in

sha

ring

our u

niqu

e lo

cal

stor

ies.

Soft

war

e op

tions

in

vest

igat

ed; b

udge

t so

urce

d.

Libr

ary

Serv

ices

4.1,

4.2

4D.8

Prov

ide

equi

tabl

e ac

cess

to te

chno

logy

, inc

ludi

ng

free

acc

ess

to p

ublic

com

pute

rs.

Free

acc

ess

to a

ll pu

blic

co

mpu

ters

impl

emen

ted.

Libr

ary

Serv

ices

4.1,

4.2

4D.9

Dev

elop

and

del

iver

div

erse

loca

l stu

dies

col

lect

ion

and

proj

ects

that

con

trib

ute

to th

e pr

eser

vatio

n an

d co

ntin

ued

rele

vanc

e of

loca

l his

tory

and

com

mun

ity

stor

ies.

Mai

nten

ance

and

pr

eser

vatio

n of

loca

l stu

dies

co

llect

ion.

Num

ber o

f col

lect

ions

di

gitis

ed.

Libr

ary

Serv

ices

4.1,

4.2

4D.10

Ass

ist t

he c

omm

unity

to d

evel

op th

e sk

ills

to

crea

te c

onte

nt, i

nclu

ding

loca

l sto

ries,

and

pres

erve

val

uabl

e lo

cal h

isto

ry re

sour

ces

for f

utur

e ge

nera

tions

.

Num

ber o

f pro

gram

s de

liver

ed.

Libr

ary

Serv

ices

4.1,

4.2

4D.11

Prom

ote

the

Libr

ary

by u

sing

pop

-up

libra

ries,

outr

each

pro

gram

s an

d in

-hou

se p

ublic

ity.

Num

ber o

f pop

-up

libra

ries.

Num

ber o

f out

reac

h pr

ogra

ms

per y

ear.

Libr

ary

Serv

ices

4.1,

4.2

4D.12

Prov

ide

a sa

fe a

nd in

clus

ive

digi

tal e

nviro

nmen

t for

al

l cus

tom

ers

by im

plem

entin

g eS

mar

t com

plia

nt

polic

ies

and

lear

ning

pro

gram

s.

eSm

art a

ccre

dita

tion

achi

eved

& re

gula

r pro

gram

s de

liver

ed.

Libr

ary

Serv

ices

4.1,

4.2

4D.13

Prov

ide

form

al a

nd in

form

al p

rogr

ams

to e

nhan

ce

digi

tal l

itera

cy fo

r com

mun

ity m

embe

rs.

Num

ber o

f adu

lt di

gita

l lit

erac

y pr

ogra

ms

deliv

ered

.Li

brar

y Se

rvic

es4.

1, 4.

2,

5.3


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easu

rem

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at

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deliv

ery

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vent

s ac

ross

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Shire

.

Shire

Ser

vice

s

4.1

4E.1

Faci

litat

e an

d de

liver

a s

uite

of e

vent

s th

at s

uppo

rt

the

key

dire

ctio

ns o

f the

Com

mun

ity S

trat

egic

Pla

n in

clud

ing:

Civ

ic -

Aus

tral

ia D

ay &

Citi

zens

hip

Cul

tura

l - N

AID

OC

to S

urf C

arni

vals

Com

mun

ity -

You

th, S

enio

rs a

nd D

isab

ility

Pros

perit

y -

Mar

kets

and

Fes

tival

s.

Num

ber o

f eve

nts

deliv

ered

. A

tten

danc

e.

Com

mun

ity s

atis

fact

ion

with

ev

ent p

rogr

am.

Shire

Ser

vice

s4.

1, 4.

2,

3.2,

5.1

4E.2

Stra

tegi

c ev

ent d

eliv

ery

fram

ewor

k de

velo

ped.

Stra

tegi

c fr

amew

ork

impl

emen

ted

and

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prog

ram

revi

sed.

Shire

Ser

vice

s4.

1, 4.

2,

3.2,

5.1

DP

4FD

evel

op a

libr

ary

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el th

at re

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ed o

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com

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ith a

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g an

d re

shap

ing

libra

ry fa

cilit

ies.

Sh

ire S

ervi

ces

and

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et

Man

agem

ent

Gro

up

4.2

4F.1

Inve

stig

ate

the

feas

ibili

ty o

f a n

ew 5

00

0sq

m

regi

onal

libr

ary

at K

irraw

ee.

Feas

ibili

ty s

tudy

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plet

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ary

Serv

ices

A

sset

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t G

roup

4.2


D

eliv

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easu

rem

ent

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ount

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f4F

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brar

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odel

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plet

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Libr

ary

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el

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plet

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dopt

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ounc

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Libr

ary

visi

tatio

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ysic

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lect

roni

c.

Libr

ary

Serv

ices

4.2

DP

4GPr

ogre

ss th

e lo

ng te

rm re

deve

lopm

ent p

lan

for

Suth

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nter

tain

men

t Cen

tre.

Sh

ire S

ervi

ces

& A

sset

M

anag

emen

t G

roup

4.2

4G.1

Prog

ress

Bus

ines

s C

ase

for t

he re

deve

lopm

ent o

f th

e Su

ther

land

Ent

erta

inm

ent C

entr

e as

a R

egio

nal

Perf

orm

ing

Art

s Ve

nue.

Bus

ines

s C

ase

com

plet

ed

and

pres

ente

d to

Cou

ncil.

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com

men

datio

ns

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ated

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sed

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iver

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up, E

vent

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min

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rts

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lan

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rst R

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rts

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tre.

Shire

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vice

s an

d A

sset

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anag

emen

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roup

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elop

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ines

s C

ase

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ent o

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elhu

rst R

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alle

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tre.

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ines

s C

ase

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plet

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ncil.

Reco

mm

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tions

in

corp

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to re

vise

d D

eliv

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ram

.

Haz

elhu

rst

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et

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agem

ent

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up

4.2


D

eliv

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ctio

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easu

rem

ent

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ount

able

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Re

fD

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Impl

emen

t leg

isla

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irem

ents

to e

nsur

e en

viro

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arch

aeol

ogic

al a

nd A

borig

inal

he

ritag

e ar

e co

nser

ved

and

valu

ed.

A

ll D

irect

orat

es4.

3

4I.1

Impl

emen

t Nat

iona

l Par

k an

d W

ildlif

e A

ct 19

74,

Regu

latio

n of

Abo

rigin

al H

erita

ge.

Legi

slat

ive

requ

irem

ents

m

et.

Shire

Pla

nnin

g4.

3

4I.2

Impl

emen

t Sut

herla

nd S

hire

LEP

20

15 C

laus

e 5.

10

Her

itage

Con

serv

atio

n.Le

gisl

ativ

e re

quire

men

ts

met

.Sh

ire P

lann

ing

4.3

4I.3

Impl

emen

t Abo

rigin

al H

erita

ge S

igna

ge P

olic

y.Si

gnag

e pr

ogra

m

impl

emen

ted.

Shire

In

fras

truc

ture

4.3

4I.4

Und

erta

ke p

lann

ing

for t

he 2

50yr

ann

iver

sary

of

Coo

k’s

Land

ing

even

t in

2020

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rtic

ipat

ion

in m

ulti-

agen

cy

plan

ning

com

mitt

ees.

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ts a

nd

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orm

ing

Art

s4.

3, 1.

1

4I.5

Liai

se w

ith th

e A

borig

inal

com

mun

ity a

nd th

e O

ffice

of

Env

ironm

ent a

nd H

erita

ge to

pro

tect

Abo

rigin

al

site

s ac

ross

Sut

herla

nd S

hire

.

Ong

oing

eng

agem

ent

unde

rtak

en.

Shire

Pla

nnin

g4.

3, 1.

1

4I.6

Prov

ide

build

ing

and

publ

icat

ion

gran

ts th

at a

ssis

t in

the

cons

erva

tion

of h

erita

ge li

sted

bui

ldin

gs a

nd

cont

ribut

e to

info

rmat

ion

and

educ

atio

n to

the

publ

ic a

bout

the

herit

age

of S

uthe

rland

Shi

re.

Num

ber o

f bui

ldin

gs

cons

erve

d w

ith g

rant

as

sist

ance

. N

umbe

r of p

ublic

atio

ns

assi

sted

.

Stra

tegi

c Pl

anni

ng4.

3

4I.7

Prov

ide

incr

ease

d op

port

uniti

es fo

r ind

igen

ous

and

inte

rcul

tura

l lea

rnin

g op

port

uniti

es.

Con

tact

est

ablis

hed

with

re

leva

nt lo

cal s

ervi

ce

prov

ider

s, pr

ojec

ts

iden

tified

.

Con

sulta

tion

and

plan

ning

un

dert

aken

.

Libr

ary

Serv

ices

4.3,

5.3


OUTCOME 5:A Prosperous Community

While our community is relatively prosperous, with low unemployment rates and high average household incomes, there are still disadvantaged and vulnerable people in our community. Investing in education and learning, from early childhood to later years, is not just good for individuals - but for communities as a whole. We know that quality early education services enrich the lives of children and families, and lifelong learning and engagement builds social and neighbourhood connections. Strong education and training outcomes bring more and better jobs to an area and improve local business and economic outcomes for everyone. By helping our local economy grow and increasing opportunities for all in Sutherland Shire we build a strong base for our community.

Good schools, easy access to shops and good proximity to the city(Sutherland Shire Resident, November 2016)


What We Do Now

Council’s role in delivering a prosperous community includes service delivery in areas of early childhood education and care and lifelong learning programs. Council delivers high quality early and middle education & care services for children and contributes to service delivery planning across the early childhood sector. Council works in partnerships and advocates for formal schooling and tertiary education which meets the needs of our community, and through the delivery of our library programs we directly provide lifelong learning opportunities.

We support local business, employment and stimulate economic growth and resilience through economic development initiatives, targeted land use planning and maintaining diverse, safe and attractive retail and business precincts. We have an important role in advocating and developing partnerships to enhance economic growth. This is achieved through increased community and business engagement, activating public spaces and attracting visitation, and empowering the development of strong, connected, resilient neighbourhoods and commercial centres. We collaborate with the local business community and have an important role in advocating and developing partnerships to enhance economic growth.

Local businesses

Economic Development & Tourism Committee

11 Early Education Centres

7 Chambers of Commerce

Council works with...

who represent over...

with 99% occupancy

Council delivers...

that includes 10 industry representatives

Council has an...

4 Out-Of-School Hours Care Services

20,000

6 industrial precincts

Council maintains clean, safe and attractive shopping & business precincts:7 regional shopping precincts6 district shopping centres26 local shopping areas


The key services and facilities that Council provides towards achieving a prosperous community include:

• Economic development programs and initiatives

• Early Education Centres• Library educational programs• Property services

• Vacation care services and out of school hours care

• Family day care• Strategic planning• Civil assets

What You Told Us


Service/ Facility Importance Satisfaction Supporting local jobs and businesses 4.45 3.56Childcare services 3.27 3.78Streetscapes around shopping areas 3.95 3.49




Our Vision for a Prosperous Community

Over the next ten years Sutherland Shire will be a community in which each and every one of us is educated, where people can work closer to home, and where our local businesses prosper and provide increased employment opportunities.


5.1 Collaborate with our business community to support thriving local business.

5.2 Increase access to local employment and training opportunities.5.3 Improve access to quality education at all stages of life.



5A Develop and implement an Economic Development Strategy.5B Implement the requirements of the Local Government Filming

Protocol.5C Develop a Public Space Activation Framework which facilitates the

activation of diverse public spaces across Sutherland Shire.5D Review Outdoor Eating Areas’ Specification 2007.5E Review and implement Environmental Planning Instruments that

retain and encourage employment growth.5F Develop an Early Education Plan which responds to the communities

evolving demand for early education and care services.5G Deliver lifelong learning opportunities and initiatives through the

library services program.


Ope

ratio

nal P

lan

We

will

del

iver

the

follo

win

g by

Jul

y 20

18:

D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

fD

P 5A

Dev

elop

and

impl

emen

t an

Econ

omic

D

evel

opm

ent S

trat

egy

Econ

omic

&

Com

mun

ity

Dev

elop

men

t

5A.1

Dev

elop

an

Econ

omic

Dev

elop

men

t St

rate

gy in

col

labo

ratio

n w

ith th

e Ec

onom

ic D

evel

opm

ent &

Tou

rism

C

omm

ittee

.

Econ

omic

Dev

elop

men

t Str

ateg

y ad

opte

d.Ec

onom

ic &

C

omm

unity

D

evel

opm

ent

1.1-1

.35.

15.

2

5A.2

Mai

ntai

n a

dive

rse

and

proa

ctiv

e C

omm

ittee

by

alig

ning

mem

bers

with

th

e Ec

onom

ic D

evel

opm

ent S

trat

egy.

Com

mitt

ee re

pres

enta

tion

with

in th

e ch

arte

r is

alig

ned

and

upda

ted.

Econ

omic

&

Com

mun

ity

Dev

elop

men

t

1.1-1

.3

5.1

5.2

5A.3

Sour

ce in

vest

men

t and

fund

ing

oppo

rtun

ities

for l

ocal

bus

ines

s in

itiat

ives

.

Num

ber o

f fun

ding

sub

mis

sion

s m

ade

$ am

ount

of g

rant

s re

ceiv

ed.

Econ

omic

&

Com

mun

ity

Dev

elop

men

t

1.2

5.1

5.2

5A.4

Enga

ge, i

nfor

m a

nd e

duca

te lo

cal

busi

ness

and

vis

itors

. Le

vel o

f eng

agem

ent.

Var

iety

of e

vent

s an

d in

itiat

ives

. Pro

duct

ive

part

ners

hips

. Ec

onom

ic &

C

omm

unity

D

evel

opm

ent

1.1-1

.3

5.1

5.2

5A.5

Ensu

re o

ur C

omm

erci

al C

entr

es fo

ster

an

env

ironm

ent t

hat s

timul

ates

and

su

ppor

ts s

usta

inab

le e

cono

mic

gro

wth

.

Regi

onal

& D

istr

ict s

hopp

ing

cent

res

anal

ysed

and

ben

chm

arke

d in

co

llabo

ratio

n w

ith o

ther

uni

ts o

f cou

ncil.

A

ctio

ns to

sup

port

bus

ines

s st

akeh

olde

rs

and

enco

urag

e vi

sita

tion

prio

ritis

ed.

Econ

omic

&

Com

mun

ity

Dev

elop

men

t

3.2

5.1.1

6.

3.3


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erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

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f5A

.6Pr

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ss p

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men

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n M

anag

emen

t Pla

n.Pr

ojec

t col

labo

ratio

n w

ith s

take

hold

ers

acco

rdin

g to

prio

ritie

s.Ec

onom

ic &

C

omm

unity

D

evel

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ent

1.1-1

.3

5.1

5.2

DP

5BIm

plem

ent t

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quire

men

ts o

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Lo

cal G

over

nmen

t Film

ing

Prot

ocol

Econ

omic

&

Com

mun

ity

Dev

elop

men

t

5B.1

Dev

elop

an

actio

n pl

an to

sup

port

the

grow

th a

nd d

evel

opm

ent o

f the

loca

l fil

m in

dust

ry.

Act

ion

Plan

dev

elop

ed.

Num

ber o

f film

per

mits

issu

ed.

Econ

omic

&

Com

mun

ity

Dev

elop

men

t

1.2, 5

.1

DP

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evel

op a

Pub

lic S

pace

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ivat

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ewor

k w

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litat

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tivat

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of d

iver

se p

ublic

spa

ces

acro

ss th

e sh

ire

Shire

Ser

vice

s,

Shire

In

fras

truc

ture

5C.1

Dev

elop

a p

roce

ss m

ap to

iden

tify

impr

ovem

ents

in a

sses

sing

eve

nt

appl

icat

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.

Proc

ess

map

dev

elop

ed.

Econ

omic

&

Com

mun

ity

Dev

elop

men

t

5.1.

3.3

5C.2

Aud

it pu

blic

spa

ces

to b

alan

ce a

nd

optim

ise

activ

atio

n op

port

uniti

es.

Publ

ic s

pace

s au

dite

d an

d op

port

uniti

es

iden

tified

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onom

ic &

C

omm

unity

D

evel

opm

ent

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3.3

5C.3

Dev

elop

an

even

ts to

olki

t to

assi

st

even

t app

lican

ts.

Tool

kit d

evel

oped

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onom

ic &

C

omm

unity

D

evel

opm

ent

5.1.

3.3


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erab

le/A

ctio

nsM

easu

rem

ent

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ount

able

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f5C

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urce

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iew

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litat

e re

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ts

and

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icat

ions

for p

rom

otio

ns, e

vent

s, ca

sual

leas

ing,

pro

duct

sam

plin

g,

ente

rtai

nmen

t, an

d ot

her c

omm

erci

al

activ

ities

.

Num

ber o

f req

uest

and

app

licat

ions

so

urce

d re

view

ed a

nd fa

cilit

ated

.Ec

onom

ic &

C

omm

unity

D

evel

opm

ent

5.1.

3.3

DP

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view

Out

door

Eat

ing

Are

as’

Spec

ifica

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2007

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erta

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re o

utdo

or

eatin

g is

per

mitt

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nd c

an b

e en

cour

aged

.

Revi

ew o

f spe

cific

atio

n co

mm

ence

d.Pr

oper

ty

Serv

ices

Pu

blic

Dom

ain

Ass

ets

5.1,

6.3

DP

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view

and

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emen

t Env

ironm

enta

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anni

ng In

stru

men

ts th

at re

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and

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age

empl

oym

ent g

row

th

Stra

tegi

c Pl

anni

ng

5E.1

Prov

ide

broa

d pe

rmis

sibi

lity

in c

entr

es

and

prot

ect t

he e

mpl

oym

ent p

oten

tial

of in

dust

rial z

ones

for i

ndus

tria

l use

s an

d co

mpa

tible

urb

an s

ervi

ces.

Empl

oym

ent l

evel

s an

d ec

onom

ic

dive

rsity

are

impr

oved

ove

r tim

e.St

rate

gic

Plan

ning

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5.2,

5E.2

Faci

litat

e th

e gr

owth

of e

mpl

oym

ent

in m

edic

al s

ervi

ces

thro

ugh

inno

vativ

e pl

anni

ng s

trat

egie

s.

Incr

ease

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ploy

men

t in

med

ical

se

rvic

es a

chie

ved

in ta

rget

ed a

reas

.St

rate

gic

Plan

ning

5.1,

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D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

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ount

able

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Re

f5E

.3Re

view

the

plan

ning

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ewor

k to

im

plem

ent t

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mpl

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ent t

arge

ts o

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e G

reat

er S

ydne

y C

omm

issi

on S

outh

D

istr

ict.

Revi

ew c

omm

ence

d.St

rate

gic

Plan

ning

5.1,

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DP

5FD

evel

op a

n Ea

rly E

duca

tion

Plan

w

hich

resp

onds

to th

e co

mm

uniti

es

evol

ving

dem

and

for e

arly

edu

catio

n an

d ca

re s

ervi

ces.

Chi

ldre

n’s

Serv

ices

5F.1

Revi

ew s

ervi

ce a

nd a

ge m

ix a

gain

st

dem

and

and

mod

ify s

ervi

ce m

odel

s as

re

quire

d.

Serv

ice

and

age

mix

revi

ew c

ompl

ete

and

reco

mm

enda

tions

inco

rpor

ated

into

pla

n.

Chi

ldre

n’s

Serv

ices

5.3

DP

5GD

eliv

er li

felo

ng le

arni

ng o

ppor

tuni

ties

and

initi

ativ

es th

roug

h th

e Li

brar

y Se

rvic

es P

rogr

am.

Libr

ary

Serv

ices

5G.1

Prov

ide

a ra

nge

of le

arni

ng e

xper

ienc

es

and

activ

ely

enga

ge w

ith th

e co

mm

unity

in th

e pr

ovis

ion

of q

ualit

y in

form

atio

n.

Ran

ge o

f eng

agem

ent a

nd le

arni

ng

activ

ities

pro

vide

d.Li

brar

y Se

rvic

es1.3

, 5.3

, 3.

2


OUTCOME 6:A Liveable Place with a High Quality of Life

Quality of life is important to us and overwhelmingly the community feels they have a great quality of life in Sutherland Shire. The quality of life we value is enhanced by a strong sense of connection and safety in our community and the liveability of our urban environment.

The community is concerned about the challenges presented by urban growth. We want a future where growth is balanced with environmental and social outcomes that maintain the high quality of life we value.

We want our urban areas to support diversity and choice in housing, effective transport networks and well-designed and accessible public spaces and places. Our roads, footpaths, playing fields, parks and leisure facilities are all important aspects of our urban environment that influence the experience of life in Sutherland Shire.

‘It is a great place to live – close community feel and easy access to everything I need’(Sutherland Shire Resident, November 2016)


What We Do Now

Council delivers a diverse range of services that support quality of life outcomes for its community.

Community infrastructure including our roads, footpaths, sporting facilities, parks, playgrounds, public spaces and leisure facilities are managed to meet community needs into the future, and strategic local area planning guides residential and commercial development. A range of compliance and regulatory services support safety in the community, through management of traffic, parking, use of public places and delivery of community education programs.

Council actively partners with key agencies such as NSW Police to enhance safety across our community, and advocates to other levels of government for essential services and infrastructure such as public transport and roads to meet the needs of our community now and into the future.

Over 1000 PARKS

80,000 registered sporting participants playing on 119 sporting fields 5 Skate Parks

Over 30 wharves, boat ramps, jetties and pontoons

4 ocean pools &

5 estuarine tidal baths

5 Leisure Centres 800+ km of roads

400+ kms of footpaths


The key services and facilities that Council provides towards achieving a liveable community include:

• Development assessment• Strategic Planning (LEP, DCP,

Heritage Planning)• Building regulation• Graffiti removal• Parking enforcement• Roads, footpaths, bike paths• Animal control

• Parks and playgrounds• Public domain planning• Traffic and transport• Open space asset planning,

provision & maintenance• Sport services• Leisure Centres

What You Told Us

Through our community survey, respondents rated both the importance and satisfaction with the following services and facilities that Council provide

Service/ Facility Importance Satisfaction Neighbourhood traffic conditions/management

4.53 2.94

Overall condition of the local sealed road network

4.52 3.19

Condition/cleanliness of public toilets 4.34 3.01Location/availability of public toilets 4.26 3.02Overall condition of the local footpath network

4.30 3.16

Provision of footpaths 4.27 3.17Quality and character of the built environment

4.23 3.39

Appearance of suburbs 4.32 3.59Provision of bike paths 3.45 2.76




Our Vision for a Liveable Community with a High Quality of Life

Over the next ten years, we want a liveable Sutherland Shire, where growth is balanced with social and environmental outcomes, where we can access a range of transport options, where we can afford a home, and where we can maintain and improve our quality of life.


6.1 Plan and develop integrated transport networks to provide transport choices that allow people to get around in a safe, accessible and efficient manner.

6.2 Facilitate a diverse housing mix that provides choice and meets the needs of all community members.

6.3 Provide welcoming, safe and accessible places and spaces that encourage active lifestyles.



6A Develop and implement an Integrated Transport Strategy.6B Manage new and existing development within a robust and effective

framework.6C Support enhanced housing diversity, accessibility and affordability to

meet the diverse needs of the community.6D Enhance safety and accessibility in the public domain through a

range of programs and partnerships.6E Progress the development of the Cronulla Public Domain

Masterplan.6F Develop and implement an Open Space Leisure and Recreation

Strategy.6G Develop and implement an Integrated Sports Services Management

Plan.6H Implement the Sutherland Leisure Centres Business Plan.6I Progress the development of a Long Term Leisure Centres Strategy.6J Enhance safe and equitable access to parking through

implementation of the Prosecution and Enforcement Guidelines.


Ope

ratio

nal P

lan

We

will

del

iver

the

follo

win

g by

Jul

y 20

18:

D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

fD

P 6A

Dev

elop

and

impl

emen

t an

Inte

grat

ed

Tran

spor

t Str

ateg

y

Ass

et

Man

agem

ent

Gro

up

6.1,

5.1,

5.2,

3.1

6A.1

Dev

elop

Inte

grat

ed T

rans

port

Str

ateg

y in

co

llabo

ratio

n w

ith k

ey s

take

hold

ers.

Stra

tegy

com

plet

ed a

nd p

rese

nted

to

Cou

ncil.

Ass

et

Man

agem

ent

Gro

up

6.1,

6.3

6A.2

Com

men

ce y

ear 1

initi

ativ

es.

Year

1 in

itiat

ives

com

men

ced.

Ass

et

Man

agem

ent

Gro

up

6.1,

6.3

6A.3

Adv

ocat

e an

d m

aint

ain

dial

ogue

with

Sta

te

Gov

ernm

ent t

o im

prov

e pl

anni

ng a

nd d

eliv

ery

of in

tegr

ated

, effi

cien

t pub

lic tr

ansp

ort.

Part

icip

atio

n in

sch

edul

ed

mee

tings

, eve

nts

and

com

mun

icat

ions

.

Ass

et

Man

agem

ent

Gro

up

6.1

6A.4

Impl

emen

t the

Tra

nspo

rt In

fras

truc

ture

Ass

et

Cla

ss M

anag

emen

t Pla

n.A

sset

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ss M

anag

emen

t Pla

n Ke

y Pe

rfor

man

ce In

dica

tors

dev

elop

ed

and

achi

eved

. Im

prov

emen

t pla

n ac

tions

pr

ogre

ssed

.

Shire

In

fras

truc

ture

6.1

6A.5

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iver

pla

nned

cap

ital w

orks

pro

gram

for

tran

spor

t and

traffi

c in

fras

truc

ture

.C

ompl

etio

n ra

te

Num

ber o

f rea

ctiv

e vs

pro

activ

e re

ques

ts.

Shire

In

fras

truc

ture

6.1


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eliv

erab

le/A

ctio

nsM

easu

rem

ent

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ount

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f6A

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eliv

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ads

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ks to

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for q

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n an

d sa

fety

.

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ice

leve

ls m

et

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rage

tonn

age

of li

tter

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anic

s an

d se

dim

ent c

olle

cted

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ber o

f inc

iden

ts o

f floo

ding

re

port

ed a

nnua

lly.

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neer

ing

Ope

ratio

ns

Gro

up

6.1

6A.7

Del

iver

dra

inag

e in

fras

truc

ture

mai

nten

ance

w

orks

to a

gree

d le

vels

of s

ervi

ce fo

r qua

lity,

fu

nctio

n an

d sa

fety

.

Serv

ice

leve

ls m

et

Num

ber o

f 3 y

ear r

ollin

g in

sura

nce

clai

ms

decr

ease

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ber o

f rea

ctiv

e re

ques

ts v

s pr

oact

ive.

Engi

neer

ing

Ope

ratio

ns

Gro

up

6.1

6A.8

Del

iver

foot

path

mai

nten

ance

wor

ks to

ag

reed

leve

ls o

f ser

vice

for q

ualit

y, fu

nctio

n an

d sa

fety

.

Serv

ice

leve

ls m

e.t

Engi

neer

ing

Ope

ratio

ns

Gro

up

6.1

6A.9

Impl

emen

t com

mun

ity e

duca

tion

cam

paig

ns

that

enc

oura

ge a

ctiv

e tr

ansp

ort.

Num

ber o

f ini

tiativ

es d

eliv

ered

.En

gage

men

t &

Stra

tegy

6.1

6A.10

Faci

litat

e co

nstr

uctiv

e pa

rtic

ipat

ion

in

the

Suth

erla

nd T

raffi

c an

d Tr

affic

Safe

ty

Com

mitt

ee to

ens

ure

rele

vant

and

str

ateg

ic

cont

ribut

ion

to d

ecis

ion

mak

ing.

Att

enda

nce

at A

dvis

ory

Com

mitt

ees.

Pa

rtic

ipan

t sat

isfa

ctio

n w

ith

Adv

isor

y C

omm

ittee

s.

Shire

In

fras

truc

ture

6.1,

1.1

DP

6BM

anag

e ne

w a

nd e

xist

ing

deve

lopm

ent

with

in a

robu

st a

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ffec

tive

fram

ewor

k

Shire

Pla

nnin

g6.

2, 5

.1

6B.1

Part

ner w

ith th

e G

reat

er S

ydne

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omm

issi

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on th

e de

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e So

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n.

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mee

tings

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nts

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.

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ager

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rate

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ning

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ount

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ocal

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pdat

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line

with

legi

slat

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requ

irem

ents

A2.

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arat

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com

men

ced.

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ager

St

rate

gic

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ning

6.2,

5.1,

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2

6B.3

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men

ce re

view

of L

EP to

ens

ure

alig

nmen

t with

Gre

ater

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ney

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mis

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uth

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n.

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ence

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anag

er

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tegi

c Pl

anni

ng

6.2,

5.1,

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2

6B.4

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side

ratio

n of

pla

nnin

g pr

opos

als

subm

itted

to C

ounc

il.%

com

plet

e an

d in

itial

repo

rt to

C

ounc

il w

ithin

90

day

s.M

anag

er

Stra

tegi

c Pl

anni

ng

6.2,

6.3

6B.5

Prov

ide

plan

ning

adv

ice

on h

erita

ge m

atte

rs.

Adv

ice

prov

ided

in li

ne w

ith

stat

utor

y re

quire

men

ts.

Man

ager

St

rate

gic

Plan

ning

6.2

6B.6

Prov

ide

an e

ffect

ive

Dev

elop

men

t App

licat

ion

(DA

) pro

cess

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tal n

umbe

r of a

pplic

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alis

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ian

dete

rmin

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e fo

r re

side

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mpl

e) d

evel

opm

ent o

f 50

day

s. M

edia

n de

term

inat

ion

time

for

proj

ects

(com

plex

) of 9

0 d

ays.

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l con

stru

ctio

n va

lue

of

deve

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ent a

ppro

ved

($).

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ber o

f app

licat

ions

de

term

ined

und

er d

eleg

atio

n.

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ager

s D

evel

opm

ent

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essm

ent

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2


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easu

rem

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ount

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ernm

ent l

egis

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e re

quire

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ts.

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emen

tatio

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mm

ence

d C

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e w

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gisl

ativ

e re

quire

men

ts.

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ager

s D

evel

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ent

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essm

ent

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6B.8

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emen

t e-s

ubm

issi

ons

as p

art o

f ele

ctro

nic

asse

ssm

ent o

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issi

on p

latf

orm

im

plem

ente

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anag

ers

Dev

elop

men

t A

sses

smen

t

6.2

6B.9

Impl

emen

t Dev

elop

er C

ontr

ibut

ion

(Sec

tion

94) P

lans

.Re

venu

e co

llect

ed.

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ager

St

rate

gic

Plan

ning

6.2

DP

6CSu

ppor

t enh

ance

d ho

usin

g di

vers

ity,

acce

ssib

ility

and

aff

orda

bilit

y to

mee

t the

di

vers

e ne

eds

of th

e co

mm

unity

Sh

ire P

lann

ing

6.2

6C.1

Adv

ocat

e an

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aint

ain

dial

ogue

with

G

over

nmen

t age

ncie

s to

impr

ove

hous

ing

affor

dabi

lity

and

the

prov

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soc

ial a

nd

affor

dabl

e ho

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at m

eets

loca

l nee

ds.

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n in

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edul

ed

mee

tings

, eve

nts

and

com

mun

icat

ions

.

Man

ager

St

rate

gic

Plan

ning

6.2

6C.2

Dev

elop

rela

tions

hips

with

com

mun

ity a

nd

key

stak

ehol

ders

to in

form

futu

re h

ousi

ng

deci

sion

s.

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icip

atio

n in

sch

edul

ed

mee

tings

, eve

nts

and

com

mun

icat

ions

.

Man

ager

St

rate

gic

Plan

ning

6.2

6C.3

Impl

emen

t the

Dis

abili

ty D

iscr

imin

atio

n A

ct

requ

irem

ents

in a

ll C

ounc

il in

fras

truc

ture

w

orks

and

requ

ire c

ompl

ianc

e in

all

deve

lopm

ent a

pplic

atio

ns.

100

% c

ompl

ianc

e le

gisl

ativ

e re

quire

men

ts.

All

Dire

ctor

s6.

2, 3

.2


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

fD

P 6D

Enha

nce

safe

ty a

nd a

cces

sibi

lity

in th

e pu

blic

dom

ain

thro

ugh

a ra

nge

of p

rogr

ams

and

part

ners

hips

.

Ec

onom

ic a

nd

Com

mun

ity

Dev

elop

men

tSh

ire

Infr

astr

uctu

re

6.3,

3.3

6D.1

Prom

ote

and

impl

emen

t Saf

er b

y D

esig

n pr

inci

ples

thro

ugh

the

Publ

ic D

omai

n D

esig

n M

anua

l.

Prin

cipl

es im

plem

ente

d.

Shire

In

fras

truc

ture

5.1,6

.3

6D.2

Revi

ew a

nd u

pdat

e th

e Pu

blic

Dom

ain

Des

ign

Man

ual t

o re

flect

risk

man

agem

ent a

nd

stra

tegi

c as

set m

anag

emen

t prin

cipl

es.

Revi

ew c

ompl

ete.

Ass

et

Man

agem

ent

Gro

up

6.3

6D.3

Com

men

ce re

view

and

exp

ansi

on o

f CX

Fram

ewor

k to

incl

ude

serv

ice

prov

isio

n an

d m

anag

emen

t cos

ting,

new

ass

et c

lass

es

and

area

s an

d in

tegr

ate

with

pub

lic d

omai

n de

sign

man

ual.

Revi

ew c

omm

ence

d.A

sset

M

anag

emen

t G

roup

6.3

6D.4

Dev

elop

Way

findi

ng B

luep

rint f

or im

prov

ed

acce

ssib

ility

and

use

aro

und

cent

res.

Blu

eprin

t com

plet

ed.

Ass

et

Man

agem

ent

Gro

up

6.3,

3.2

, 3.

3

6D.5

Wor

k w

ith N

SW P

olic

e an

d ke

y st

akeh

olde

rs

to re

duce

crim

e ho

tspo

ts in

the

com

mun

ity.

Crim

e ris

k as

sess

men

t und

erta

ken

at id

entifi

ed h

otsp

ots.

Crim

e Pr

even

tion

proj

ects

im

plem

ente

d.

DA

s re

ferr

ed to

NSW

Pol

ice

in

acco

rdan

ce w

ith M

emor

andu

m o

f U

nder

stan

ding

.

Publ

ic S

afet

y &

Li

fegu

ards

Dev

elop

men

t A

sses

smen

t

6.3,


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

f6D

.6D

eliv

er G

raffi

ti Re

mov

al P

rogr

am in

pub

lic

dom

ain

in a

ccor

danc

e w

ith p

olic

y.Sq

M o

f gra

ffiti

rem

oved

with

in

agre

ed ti

mef

ram

es

Num

ber o

f rea

ctiv

e vs

pro

activ

e re

ques

ts.

Publ

ic S

afet

y &

Life

guar

ds,

Engi

neer

ing

Ope

ratio

ns

Gro

up

6.3

6D.7

Part

icip

ate

in P

olic

e Lo

cal A

rea

Com

man

d Sa

fety

Pre

cinc

t Com

mitt

ee a

nd L

ocal

Liq

uor

Acc

ords

.

Part

icip

atio

n in

Com

mitt

ee

Initi

ativ

es s

uppo

rted

.Pu

blic

Saf

ety

&

Life

guar

ds3.

1, 3.

2,

3.3

5.1

6.2,

6.3

6D.8

Impl

emen

t pub

lic p

lace

regu

lato

ry a

nd

com

plia

nce

serv

ices

to m

axim

ise

publ

ic

safe

ty.

Ani

mal

con

trol

pro

gram

im

plem

ente

d.

Aba

ndon

ed c

ars

rem

oved

. N

umbe

r inf

ringe

men

ts is

sued

in

acco

rdan

ce w

ith P

rose

cutio

n an

d En

forc

emen

t Gui

delin

es.

Publ

ic S

afet

y &

Li

fegu

ards

6.3

6D.9

Dev

elop

a P

ublic

Lig

htin

g Po

licy.

Polic

y de

velo

ped.

Ass

et

Man

agem

ent

Gro

up

6.3

DP

6EPr

ogre

ss th

e de

velo

pmen

t of t

he C

ronu

lla

Publ

ic D

omai

n M

aste

rpla

n

Shire

In

fras

truc

ture

6.3

6E.1

Dev

elop

a B

usin

ess

case

for t

he C

ronu

lla

Publ

ic D

omai

n M

aste

rpla

n.B

usin

ess

Cas

e pr

esen

ted

to

Cou

ncil.

Re

com

men

datio

ns in

corp

orat

ed

into

revi

sed

Del

iver

y Pr

ogra

m.

Shire

In

fras

truc

ture

6.3

6E.2

Del

iver

Oce

an G

rove

mod

erni

satio

n w

orks

.W

orks

com

plet

ed.

Shire

In

fras

truc

ture

6.3


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

Acc

ount

able

CSP

Re

fD

P 6F

Dev

elop

and

impl

emen

t an

Ope

n Sp

ace

Leis

ure

and

Recr

eatio

n St

rate

gy

Ass

et

Man

agem

ent

Gro

up

6.3,

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, 2.

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6F.1

Dev

elop

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n Sp

ace

Leis

ure

and

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eatio

n St

rate

gy in

col

labo

ratio

n w

ith k

ey

stak

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ders

.

Stra

tegy

com

plet

ed a

nd p

rese

nted

to

Cou

ncil.

Reco

mm

enda

tions

inco

rpor

ated

in

to re

vise

d D

eliv

ery

Prog

ram

.

Ass

et

Man

agem

ent

Gro

up,

Engi

neer

ing

Ope

ratio

ns

Gro

up

6.3,

4.3

, 2.

2

6F.2

Com

men

ce y

ear o

ne in

itiat

ives

.Ye

ar o

ne in

itiat

ives

com

men

ced.

Ass

et

Man

agem

ent

Gro

up,

Engi

neer

ing

Ope

ratio

ns

Gro

up

6.3,

4.3

, 2.

2

6F.3

Com

men

ce o

pen

spac

e se

rvic

es re

view

.Re

view

com

men

ced.

Ass

et

Man

agem

ent

Gro

up

6.3

6F.4

Revi

ew a

nd im

plem

ent P

layg

roun

ds P

rovi

sion

Po

licy.

Polic

y im

plem

ente

d.A

sset

M

anag

emen

t G

roup

6.3


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

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ount

able

CSP

Re

f6F

.5Im

plem

ent t

he O

pen

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e A

sset

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ss

Man

agem

ent P

lan.

Ass

et C

lass

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agem

ent P

lan

Key

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orm

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Indi

cato

rs d

evel

oped

an

d ac

hiev

ed.

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ovem

ent p

lan

actio

ns

prog

ress

ed.

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et

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agem

ent

Gro

up,

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neer

ing

Ope

ratio

ns

Gro

up

6.3

6F.6

Del

iver

pla

nned

cap

ital w

orks

pro

gram

for

open

spa

ce in

fras

truc

ture

.C

ompl

etio

n ra

te

Num

ber o

f rea

ctiv

e vs

pro

activ

e re

ques

ts.

Shire

In

fras

truc

ture

6.3

6F.7

Del

iver

Ope

n Sp

ace

(par

ks, g

arde

ns,

stre

etsc

apes

) mai

nten

ance

wor

ks to

agr

eed

leve

ls o

f ser

vice

for q

ualit

y, fu

nctio

n an

d sa

fety

.

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ice

leve

ls m

et.

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neer

ing

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ratio

ns

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up

6.3

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6GD

evel

op a

nd im

plem

ent a

n In

tegr

ated

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orts

Ser

vice

s M

anag

emen

t Pla

n

6.

3, 3

.2

6G.1

Dev

elop

an

Inte

grat

ed S

port

s Se

rvic

es

Man

agem

ent P

lan

in c

olla

bora

tion

with

key

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akeh

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rs.

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ado

pted

. Te

chni

cal a

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omm

unity

ex

pect

ed le

vels

of s

ervi

ce d

efine

d.

Ass

et

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agem

ent

Gro

up

6.3,

3.2

6G.2

Del

iver

Spo

rt A

sset

s (s

port

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lds,

anci

llary

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ildin

gs a

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men

ities

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ks a

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nten

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pro

gram

to a

gree

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vels

of

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for q

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n an

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ls m

et.

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lar i

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ctio

ns o

f spo

rt

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s an

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cilit

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rtin

g on

co

nditi

on a

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t.

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neer

ing

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ratio

ns

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up

6.3

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6HIm

plem

ent t

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uthe

rland

Lei

sure

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tres

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sine

ss P

lan

Le

isur

e C

entr

es6.

3


D

eliv

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le/A

ctio

nsM

easu

rem

ent

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f6H

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eliv

er a

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l aqu

atic

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gram

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ng

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n to

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im, s

quad

, sch

ools

pro

gram

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o. le

arn

to s

wim

enr

olm

ents

. N

o. s

quad

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olm

ents

. N

o. s

choo

l enr

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ents

. C

usto

mer

sat

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ctio

n su

rvey

s m

aint

ain

or im

prov

emen

t on

prev

ious

yea

r.

Leis

ure

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tres

6.3,

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2

6H.2

Del

iver

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lth a

nd F

itnes

s Pr

ogra

m.

No.

mem

bers

hips

(mai

ntai

n or

ex

ceed

pre

v ye

ar).

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tom

er s

atis

fact

ion

surv

eys

mai

ntai

n or

impr

ovem

ent o

n pr

evio

us y

ear.

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ure

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tres

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2

6H.3

Del

iver

gen

eral

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atic

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ogra

m.

No.

vis

itatio

n (m

aint

ain

or e

xcee

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ear).

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sat

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ctio

n su

rvey

s m

aint

ain

or im

prov

emen

t on

prev

ious

yea

r.

Leis

ure

Cen

tres

6.3,

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2

6H.4

Wat

er p

lay

park

con

stru

cted

at S

uthe

rland

Le

isur

e C

entr

e.Pr

ojec

t com

men

ced.

Leis

ure

Cen

tres

, Ass

et

Man

agem

ent

Gro

up

6.3

6H.5

Inve

stig

ate

ener

gy e

ffici

ency

mea

ures

that

su

ppor

t lon

g te

rm fi

nanc

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ecur

ity o

f Lei

sure

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entr

e fa

cilit

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ibili

ty s

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com

plet

ed a

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repo

rt to

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ncil.

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isur

e C

entr

es, A

sset

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anag

emen

t

6.3


D

eliv

erab

le/A

ctio

nsM

easu

rem

ent

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ount

able

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f6H

.6In

vest

igat

e fe

asib

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of p

rofit

mak

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serv

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or a

ctiv

ities

to c

ontr

ibut

e to

fina

ncia

l pe

rfor

man

ce o

f Lei

sure

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tre

faci

litie

s.

Feas

ibili

ty s

tudy

com

men

ced.

Leis

ure

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tres

, Ass

et

Man

agem

ent

6.3

DP

6IPr

ogre

ss th

e de

velo

pmen

t of a

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g Te

rm

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ure

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tres

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ateg

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Leis

ure

Cen

tres

, Ass

et

Man

agem

ent

6.3

6I.1

Dev

elop

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g Te

rm L

eisu

re C

entr

es S

trat

egy.

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tegy

pre

sent

ed to

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ncil

Reco

mm

enda

tions

inco

rpor

ated

in

to re

vise

d D

eliv

ery

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ram

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ure

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tres

, Ass

et

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agem

ent

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DP

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hanc

e sa

fe a

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quita

ble

acce

ss to

pa

rkin

g th

roug

h im

plem

enta

tion

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e Pr

osec

utio

n an

d En

forc

emen

t Gui

delin

es.

Pu

blic

Saf

ety

and

Life

guar

ds6.

1

6J.1

Park

ing

Patr

ol P

rogr

am im

plem

ente

d.

Num

ber p

atro

ls c

ondu

cted

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umbe

r inf

ringe

men

ts is

sued

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blic

Saf

ety

and

Life

guar

ds6.

1

6J.2

Del

iver

edu

catio

n pr

ogra

m to

pro

mot

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spon

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g.N

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oped

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umbe

r cau

tions

issu

ed.

Num

ber c

ourt

esy

spee

d m

essa

ge

boar

ds d

ispl

ayed

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Publ

ic S

afet

y an

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fegu

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FINANCIAL MANAGEMENT


Projected Income Statement Total Organisation Income Statement ($‘000s)

2018 Proposed

Budget2019

Forecast2020

Forecast2021

ForecastIncome from Continuing OperationsRevenue:Rates & Annual Charges 152,521 155,433 159,036 161,994User Charges & Fees 38,961 39,985 41,037 42,118Interest & Investment Revenue 2,693 2,724 3,033 3,417Other Revenues 18,840 19,411 20,000 20,609Grants & Contributions for Operating Purposes 11,048 11,400 11,551 11,705Grants & Contributions for Capital Purposes 12,259 15,521 9,905 25,667Other Income:Net Gains from Disposal of Assets - - - -Total Income from Continuing Operations 236,322 244,474 244,562 265,510Expenses from Continuing OperationsEmployee Benefits & Costs 103,212 106,378 109,321 112,342Borrowing Costs 286 238 190 138Materials & Contracts 43,569 44,778 46,191 48,554Depreciation & Amortisation 31,587 31,676 31,895 32,744Other Expenses 39,584 40,594 41,579 42,638Net Losses from Disposal of Assets 500 500 500 500Total Expenses from Continuing Operations 218,738 224,164 229,676 236,916

Operating Result for the Year 17,584 20,310 14,886 28,594

Net Operating Result for the Year Before Grants & Contributions for Capital Purposes 5,325 4,789 4,981 2,927

Net Operating Result for the Year Before Grants & Contributions for Capital Purposes and Excluding Extraordinary Items 2,464 1,760 1,775 (464)

Operating Performance Ratio 1.12% 0.78% 0.77% -0.20%


Projected Income Statement (Cont.) This budget represents business as usual and is framed on existing service levels and is based on all the assumptions and decisions outlined within the Long Term Financial Plan.

This budget model provides balanced budgets across each year of the Long Term Financial Plan. This has been achieved by reducing the capital allocations to match the projected level of funds available.

Specific exclusions from this budget include significant capital works such as the redevelopment of the Sutherland Entertainment Centre, Cronulla Mall and Prince Street Seawall.

The outcome of this budget model is a significant gap between required and actual expenditure on infrastructure renewal. This is reflected in the increasing asset backlog and the associated ratio. Actual backlog is projected to increase to $160 million by 2026/27, with a ratio of 7.26%.

A number of other key performance ratios, against which councils are measured, fail to meet benchmarks. Projected performance ratios are outlined within the Long Term Financial Plan.

Council has committed to consulting with the community to explore the community’s desired service levels and infrastructure needs and a range of strategies to improve the financial sustainability of Council into the future.

Full details of the current budget are outlined in the Long Term Financial Plan.

.


2017/18 Budged Cash Flow Statement ($’000)

2018Proposed

Budget2019

Forecast2020

Forecast2021

ForecastCash Flows from Operating ActivitiesReceipts:Rates & Annual Charges 152,521 155,433 159,036 161,994User Charges & Fees 38,961 39,985 41,037 42,118Investment & Interest Revenue Received 2,693 2,724 3,033 3,417Grants & Contributions 22,307 25,921 20,456 22,372Other 15,479 15,882 16,294 16,718Payments:Employee Benefits & Costs (106,810) (106,255) (108,819) (111,608)Materials & Contracts (43,569) (44,778) (46,191) (48,554)Borrowing Costs (286) (238) (190) (138)Other (39,578) (40,588) (41,573) (42,632)Net Cash Provided (Or Used In) Operating Activities 41,718 48,086 43,083 43,687Cash Flows from Investing ActivitiesReceipts:Sale of Investment Securities 80,421 72,540 72,541 75,093Sale of Investment Property - - - -Sale of Infrastructure, Property, Plant & Equipment 1,000 1,000 1,000 1,000Deferred Debtors Receipts 20 21 21 21Payments:Purchase of Investment Securities/Property (76,300) (77,700) (79,500) (81,000)Purchase of Investment Property - - - -Purchase of Infrastructure, Property, Plant & Equipment (45,683) (42,534) (35,681) (37,283)Purchase of Real Estate Assets - - - -Advances to Long Term Debtors - - - -Net Cash Provided (Or Used In) Investing Activities (40,542) (46,673) (41,619) (42,169)Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & Advances - - - -Proceeds from Finance Leases 500 500 500 500Payments:Repayment of Borrowings & Advances (1,362) (1,413) (1,464) (1,518)Repayment of Finance Lease Liabilities (500) (500) (500) (500)Net Cash Provided (Or Used In) Financing Activities (1,362) (1,413) (1,464) (1,518)Net Increase/(Decrease) In Cash & Investments (186) - - -plus: Cash & Cash Equivalents - beginning of year 10,186 10,000 10,000 10,000Cash & Cash Equivalents - end of year 10,000 10,000 10,000 10,000Investments on Hand - Beginning of Year 81,210 77,089 82,249 89,208Net Purchase/(Sale) of Investment Securities (4,121) 5,160 6,959 5,907Fair Value Adjustments - - - -Investments On Hand - end of year 77,089 82,249 89,208 95,115Cash & Cash Equivalents & Investments - end of year 87,089 92,249 99,208 105,115External Restrictions 67,956 73,344 78,681 83,966Cash & Cash Equivalents & Investments After External Restrictions - end of year 19,133 18,905 20,527 21,149Internal Restrictions 18,133 17,905 19,527 20,149Unrestricted Cash 1,000 1,000 1,000 1,000Available Cash - - - -


2017/18 Budgeted Balance Sheet ($’000)

2018Proposed

Budget2019

Forecast2020

Forecast2021

ForecastASSETSCurrent AssetsCash and cash equivalents 10,000 10,000 10,000 10,000Investments 67,339 73,249 84,208 95,115Receivables 16,219 16,200 16,181 16,162Inventories 7,412 7,410 7,408 7,406Other 1,570 1,601 1,633 1,666Total Current Assets 102,540 108,460 119,430 130,349

Non-Current AssetsInvestments 9,750 9,000 5,000 -Receivables 1,091 1,089 1,087 1,085Inventories - - - -Infrastructure, property, plant & equipment 2,100,753 2,169,273 2,403,535 2,484,738Investment property 56,041 59,570 63,276 67,167Intangible assets - - - -Other - - - -Total Non-Current Assets 2,167,635 2,238,932 2,472,898 2,552,990

TOTAL ASSETS 2,270,175 2,347,392 2,592,328 2,683,339

LIABILITIESCurrent LiabilitiesPayables 21,655 21,691 21,727 21,763Interest bearing liabilities 1,768 1,823 1,881 1,653Provisions 29,814 29,924 30,377 31,040Total Current Liabilities 53,237 53,438 53,985 54,456

Non-Current LiabilitiesPayables - - - -Interest bearing liabilities 5,087 3,619 2,097 807Provisions 3,234 3,246 3,295 3,367Total Non-Current Liabilities 8,321 6,865 5,392 4,174

TOTAL LIABILITIES 61,558 60,303 59,377 58,630

NET ASSETS 2,208,617 2,287,089 2,532,951 2,624,709

EQUITYRetained earnings 1,435,448 1,455,758 1,470,644 1,499,238Revaluation reserves 773,169 831,331 1,062,307 1,125,471Council equity interest 2,208,617 2,287,089 2,532,951 2,624,709Minority equity interest - - - -

TOTAL EQUITY 2,208,617 2,287,089 2,532,951 2,624,709


Projected Restricted Cash 2017/18 2018/19 2019/20 2020/21

INTERNAL RESTRICTIONSAnzac Youth & Recreation Centre Fund 49,944 49,944 49,944 49,944Before & After School Care 239,144 239,144 239,144 239,144Capital Works Reserve 1,122,195 1,122,195 1,122,195 1,122,195Cronulla Plaza Refurbishment 967,333 1,547,630 2,140,694 2,746,805Cronulla Wastewater Reuse Scheme 130,000 150,000 170,000 190,000Elections 270,000 540,000 810,000 -Emergency Services Infrastructure 181,398 174,398 174,398 174,398Employees Leave Entitlements 2,803,558 2,814,654 2,860,181 2,926,652Energy Audit Upgrade 1,789,950 1,789,950 1,789,950 1,789,950Family Day Care 6,681 6,681 6,681 6,681Hazelhurst Gallery Upgrades 55,327 55,327 55,327 55,327Kareela Oval Upgrade Works 70,173 70,173 70,173 70,173Kindergartens Upgrades 165,931 165,931 165,931 165,931Land Acquisitions/Drainage Easements 84,899 84,899 84,899 84,899Leisure Facilities 596,794 146,794 146,794 146,794Library Improvement 1,078,308 1,078,308 1,078,308 1,078,308Long Day Care Operations 1,279,704 1,073,704 861,704 642,704Office Automation Systems 1,364,073 1,364,073 1,364,073 1,364,073Plant Replacement 1,566,304 1,406,304 1,246,304 1,086,304Property Fund 3,230,030 2,962,392 4,046,893 5,186,832Sporting Facilities Development Fund 837,844 860,689 883,533 906,377Surf Club Infrastructure Works 64,981 64,981 64,981 64,981Sutherland Entertainment Centre Audio Visual 2,150 2,150 2,150 2,150Sutherland Entertainment Centre Redevelopment 42,221 42,221 42,221 42,221Tennis Facilities 129,549 88,549 46,549 2,549Vacation Care 4,317 4,317 4,317 4,317TOTAL 18,132,808 17,905,408 19,527,344 20,149,709

EXTERNAL RESTRICTIONSDomestic Waste Service 17,057,670 20,307,550 22,777,857 24,376,939Stormwater Management Services Fund 131,466 131,466 131,466 131,466Developer Contributions (NOTE 17) 37,728,500 34,802,389 32,809,377 30,532,827Security Bonds and Deposits 9,980,134 10,062,394 10,147,183 10,234,812SITA 3,058,070 8,039,748 12,814,405 18,688,951TOTAL 67,955,840 73,343,547 78,680,288 83,964,995

ALL RESTRICTIONS 86,088,648 91,248,955 98,207,632 104,114,704


Ratios2017/18 2018/19 2019/20 2020/21

Operating Performance Ratio 1.12% 0.78% 0.77% -0.20%

Unrestricted Current Ratio 183% 205% 242% 284%

Debt Service Cover Ratio (times)

15.75 15.42 15.49 14.80

Own Source Revenue Ratio 90.00% 88.83% 91.09% 85.72%

Rates and Annual Charges Outstanding Ratio

2.64% 2.59% 2.54% 2.49%

Cash Expense Cover Ratio (months)

4.24 4.44 4.64 4.76

Building and Infrastructure Renewals Ratio

69.87% 52.29% 55.27% 48.97%

Infrastructure Backlog Ratio 3.15% 3.68% 3.88% 4.62%

Asset Maintenance Ratio 92.15% 89.55% 88.29% 85.80%

Capital Expenditure Ratio 144.63% 134.28% 111.87% 113.86%


Capital Works and Asset Replacement Program 2017-18BUILDINGS Administration, Depot Buildings Administration Building • Renewal $100,000 • Toilet Upgrades 35,000 $135,000 Childrens Services Buildings Caldarra Avenue Early Education Centre • Childrens Amenities Renewal $40,000 Dianella Street Early Education Centre • Kitchen Replacement 80,000 Fauna Place Early Education Centre • Cabinetry Replacement 25,000 • Repitch and Adjustment of External Verandah Roof 30,000 Franklin Road Early Education Centre • Kitchen Replacement 80,000 Hobart Place Early Education Centre • Cabinetry Replacement 25,000 • Childrens Amenities Renewal 40,000 • Kitchen Replacement 80,000 Playground Upgrades 200,000 Soldiers Road Early Education Centre • Cabinetry Replacement 25,000 $625,000 Commercial and Retail Buildings

17-19 Cronulla Street Shops - Replace Roof, Box Gutter, Front Façade $60,000

Unplanned Renewals 41,000 $101,000 Community Halls and Centres Engadine Community Centre • Awning Roof Replacement $50,000 $50,000 Community/Sporting - Organisation Facilities Barden Ridge Oval Clubhouse • Sewer Connection $20,000 Greenhills Stage II • Maintenance Shed 180,000 $200,000


Leisure and Indoor - Recreation Centres Caringbah Leisure Centre • Plantroom Safe Roof Access $15,000 Como Pool • Filtered Water Circulation Improvements 20,000 Engadine Leisure Centre • Olympic Pool Renovation 40,000 Sutherland Leisure Centre • Café Amenities Renewal 60,000 • Outdoor Plantroom Chlorine Bund Repairs 20,000 • Utility Pool Renewal 450,000 • Water Fun Play Park 200,000 $805,000 Public Toilets and Sporting Amenities Bundeena Reserve • Toilet Block Replacement $230,000 Lilli Pilli Oval Clubhouse • Public Toilet Upgrade/Renewal 210,000 $440,000 Regional Arts/ Entertainment Centre Sutherland Entertainment Centre • Carpet Replacement $70,000 • Ground Floor Stackable Spectator Seating 135,000 • House Lighting Replacement 10,000 $215,000 Bushfire Stations/ SES Facilities Heathcote Fire Control Centre • Air Conditionioning Replacement $30,000 Sandy Point RFS Building • Replacement 1,200,000 SES Headquarters • Renewal Works 55,000 $1,285,000 Surf Clubs/Beach Buildings North Cronulla SLSC • BCA Upgrade Works $750,000 $750,000 Libraries Engadine Library • Air Conditionioning Replacement $90,000 Miranda Library • Air Conditionioning Replacement 65,000 $155,000 Underground/Multi Storey Carparks Croydon Street Carpark


• Alarm Screamers Installation (Fire Stairwells) $18,000 • Rectification Works 100,000 $118,000 Tennis Court Structures Surfaces/General Lighting/Fencing/Upgrades $40,000 $40,000 Other Purpose Buildings Animal Shelter • Cattery roof replacement $35,000 Various Sites • Asbestos Removal 70,000 • Disabled Access Works 51,000 • Energy Efficiency Upgrades 106,000 • Fire Risk Management and Compliance Measures 51,000 • Planned Renewals Condition 4 & 5 460,000 • Unplanned Renewals 350,000 $1,123,000 Labour Overheads and Capitalised Costs

Labour overheads and management costs relating to the above projects but not included as part of the direct estimate

$509,397

$509,397 TOTAL BUILDINGS $6,551,397 OPEN SPACE Parks Capital Program Barden Ridge Park • Development of New Park $520,000 Como Pleasure Grounds • Frontage Works (Design) 150,000 • Lower Path Connection 150,000 Cronulla Coastal Walkway Extension (Don Lucas Reserve) • Pathway Construction 200,000 Fencing and Signage in Reserves • Renewals 80,000 Grays Point Reserve • Upgrade Stage I 300,000 Gunnamatta Park • Main Entry Upgrade 380,000 Joseph Banks Native Reserve • Stage II (Picnic Area and Pond) 300,000 Lighting in Reserves • Renewals 50,000 North Cronulla to Cronulla Esplanade • Renewal 50,000 Pinnacle Precinct Local Park


• Consultation and Initial Works 50,000 Ridge Complex • Dog Off Leash Bush Park 200,000 Significant Parks Trees Assessment 50,000 Silver Beach • Masterplan - Pathway (East/West Connection) 750,000 Skate Parks • Renewals 50,000 $3,280,000 Playground Program Community Centre Playspace • Renewals $50,000 Friendship Place Reserve 125,000 Kiewa Place Reserve 125,000 Narnia Park 150,000 Various Sites • Renewals 200,000 • Shade Structures 100,000 $750,000 Natural Areas Bate Bay Coastal Management Plan $70,000 Bushfire Readiness 50,000 Cronulla and Wanda Dunes Renewal 80,000 Open Space Acquisitions 1,000,000 Still Creek, Menai - Wetland Maintenance 30,000 Waterways Maintenance 252,000 Waterways Rehabilitation 200,000 $1,682,000

Open Space/community acquisitions of open space (zoned 6A) for public recreation funded by developer contributions. Subject to timing of requests

Waterways Bonnet Bay • Pontoon and Carpark Upgrade $300,000 Gunnamatta Bay Baths • Refurbishment 300,000 Infrastructure Renewals 100,000 Old Ferry Road Reserve • Upgrade Stage II 1,450,000 Oyster Bay • Boat Ramp Upgrade 150,000 Prince Street Seawall • Recification Works 400,000 Scylla Bay • Boat Ramp and Pontoon Upgrade 225,000 Tonkin Oval


• Boat Ramp and Wharf Upgrade 556,000 $3,481,000 Sports Fields Cricket Wicket and Nets • Renewals $65,000 Floodlighting • Unplanned Renewals 110,000 Greenhills Beach Playing Fields • Public Domain Improvements Stage II 100,000 • Voluntary Planning Agreement 150,000 Netball Courts • Surface Renewals 100,000 Oval Fencing • Uplanned Renewals 65,000 Regional Sports Facilities • Signage 90,000 Ridge Complex • Off Road Bike Park (BMX Facility ) 250,000 Seymour Shaw Playing fields • Concept Design 80,000 Surface Renovations • Renewals 350,000 $1,360,000 Labour Overheads and Capitalised Costs

Labour overheads and management costs relating to the above projects but not included as part of the direct estimate $884,476

$884,476 TOTAL OPEN SPACE $11,437,476 STORMWATER INFRASTRUCTURE Stormwater Pipes, Culverts and Drainage Pits Stormwater Levy Works • Infrastructure Upgrade and New Works $500,000 • Stormwater Drainage Rehabilitation 350,000 $850,000 Stormwater Quality Improvement Measures Stormwater Levy Works • Floodplain Management Studies $90,000 • New Water Quality Improvement Works 450,000

• Stormwater Quality Device Cleaning & Mtce Contract 550,000

$1,090,000 Labour Overheads and Capitalised Costs

Labour overheads and management costs relating to the above projects but not included as part of the direct estimate $200,368

$200,368


TOTAL STORMWATER INFRASTRUCTURE $2,140,368

TRANSPORT INFRASTRUCTURE Road Construction Programs Residential Streets Program • Ongoing Program $2,655,000 • Kerb and Gutter Missing Links 155,000 Regional Roads Program 361,000 Roads to Recovery Program 228,000 $3,399,000

The Residential Streets Program includes the provision of kerb and guttering, upgrading of stormwater drainage and road pavement. These works are a continuation of the revised four year rolling program

Roads Maintenance Programs Roads Pavement Rehabilitation • Ongoing Program $3,346,000 • Design and Investigation 106,000 • Kerb and Gutter Repairs 100,000 • Tree Pruning and Branch Lopping 52,000 Roads Preventative Maintenance 1,250,000 $4,854,000

The Road Pavement Rehabilitation Program includes stabilisation, minor reconstruction and repairing of existing pavement. This treatment extends the life of the pavement reducing the frequency of costly full pavement reconstruction

Traffic Engineering Works Formosa Street • Refuge Island Adjacent to Southgate $30,000 Jannali Avenue • Refuge Island, Kerb and Gutter, Footpath Works 35,000 The Boulevarde (east of Port Hacking Road) • Road Widening (Commencement) 5,000 Traffic Engineering and Pedestrian Facilities 80,000 $150,000 Traffic Facilities RTA Traffic Facilities/Linemarking/Signage $530,000 $530,000 Traffic Management Carabella Road and Yathong Road • Roundabout $113,000 Caringbah Road and Oleander Parade • Roundabout 137,000 Coachwood Crescent • Mid-block Slow Point Treatment 101,000 Cronulla Street

• Design and Construction of Additional Southbound Lane 300,000


Shire Wide Parking Improvement • Consultancy 100,000 Pedestrian Accessibility & Improved Mobility 75,000 Taren Point Road and Kingsway • Intersection Upgrade (Commencement) 75,000 $901,000 Works in Conjunction General Allocation $306,000 $306,000

Council funding required as contribution to works undertaken and paid for by developers adjacent to a new development

Footpaths Footpath Construction • Construction $240,000 • Matchups and Kerb Ramps 103,000 • Renewals 106,000 • Shear Connectors (Trip Stops) 52,000 • Telstra Pit Adjustments 52,000 $553,000

This allocation includes the rehabilitation of badly deteriorated footpaths in high use areas and a continuation of the new footpath construction pro.

Shopping Centre Upgrade Programs Cronulla Plaza (Ocean Grove Avenue) • Renewal Stage I $2,000,000 Sutherland Shopping Centre • Flora Street (McCubbens Lane to Muston Lane) 350,000 $2,350,000 Cycleways

Captain Cook Drive to Wanda Shared Pathway and Elouera Road On-Road Cycle Link

• Commencement $100,000 Como Shire Gateway Path • Construction 400,000 Gannons Road Shared Pathway • Commencement 75,000 North Cronulla to Cronulla Station Cycleway • Commencement 50,000 Sutherland Shire Draft Bicycle Network Plan • Community Consultation and Report 25,000 Woolooware Bay Stage VI (Including Boardwalk) • Construction 2,951,000 $3,601,000 Road Bridges Bridge Maintenance/Restoration $130,000 Menai Road and Akuna Road


• Dismantle Pedestrian Galvanised Steel Foot Bridges 50,000 Parkes Street • Bridge Maintenance 20,000 $200,000

Bridge Maintenance/Restoration includes structural repairs, corrosion protection (cathodic/anodic), impact protection, bridge rail, expansion joints, painting, bridge strengthening and bearing replacement.

Carparks Carparks Attached to Buildings $52,000 Unplanned Renewals 100,000 $152,000 Labour Overheads and Capitalised Costs Labour overheads and management costs relating to the

above projects but not included as part of the direct estimate $1,649,103

$1,649,103 TOTAL TRANSPORT INFRASTRUCTURE $18,645,103 NON-INFRASTRUCTURE ASSETS - SPECIFIC PROJECTS Library Resources

Ongoing program to upgrade, improve and replace library resources $1,200,000

$1,200,000 Public Place Presentation Community Initiatives - Stage III $31,000 Community Signage - Stage III 31,000 Future Projects/Initiatives 10,000 Greenhills Sporting Complex Signage 103,000 Open Space Furniture Renewals 60,000 Program Feasibility Funds 53,000 Public Place Bins Surrounds - Stage IV 80,000 Road Garden Renewals - Stage III 63,000 Shopping Centre Renewals 124,000 $555,000 Plant & Vehicle Acquisitions Emergency Services Vehicles $80,000 New Plant including Light and Heavy Vehicle Fleet 2,030,000 $2,110,000 Labour Overheads and Capitalised Costs Labour overheads and management costs relating to the

above projects but not included as part of the direct estimate $45,731

$45,731 TOTAL NON-INFRASTRUCTURE ASSETS - SPECIFIC PROJECTS $3,910,731

INFRASTRUCTURE ASSETS - OTHER PROGRAMS Security Equipment & Services Upgrades Ongoing program of upgrade of security equipment $25,500


$25,500 Building Operations/ Buildings Assets

Minor non-programmed capital works undertaken such as landscaping, painting, upgrades and repairs to Council building assets

$541,050

$541,050 Civil Operations

Minor non-programmed capital works undertaken to Council’s civil infrastructure assets (roads, drains, footpaths, street scapes etc)

$1,108,795

$1,108,795 Parks Operations Management

Oval renovation works undertaken outside of programmed works $351,485

$351,485 Parks and Recreation

Minor non-programmed capital works undertaken to Council’s passive and active recreation assets (playgrounds, softfall, wharves and jetties, tidal pools etc) and the provision of equipment and fencing for sporting facilities

$273,592

$273,592 TOTAL INFRASTRUCTURE ASSETS - OTHER PROGRAMS $2,300,422

NON-INFRASTRUCTURE ASSETS - OTHER Children Services Capital

Equipment and upgrades required for on-going operation of Children Services activities (Early Childhood Centres, Out of School Hours Care etc.)

$105,060

$105,060 Sutherland Entertainment Centre Capital Replacement of equipment for on-going operation $45,060 $45,060 Leisure Centres Capital Replacement of equipment for on-going operation $36,781 $36,781 Survey Equipment Replacement of equipment for on-going operation $10,384 $10,384 Information Technology

Replacement of equipment for on-going operation through finance leases $500,000

$500,000 TOTAL NON-INFRASTRUCTURE ASSETS - OTHER $697,285

TOTAL - ALL CAPITAL WORKS $45,682,782


Rating PolicyCouncil’s rating structure contains the two primary categories of ordinary rate being:

• Residential• Business

Land values upon which rates are levied are provided by the NSW Valuer General and have a base date of 1 July 2016 and an effective rating date of 1 July 2017.

Land has been categorised for rating purposes in accordance with Sections 515 to 519 and 529 of the Local Government Act 1993. The categories of residential and business apply to the whole of the Council area.

The rates set in this plan incorporate the full 1.5% rate peg increase in accordance with IPART determination. The total permissible income to be raised through councils rating structure is as follows:

Rate Type Category 2017-2018 Rate Yield % yieldOrdinary Residential 100,030,857 86%Ordinary Business 16,287,981 14%Total 116,318,838 100%

In addition, Council has determined a special rate under Section 495 (1) of the Local Government Act 1993 to be applied to properties identified within the designated area of the Cronulla Business District (Cronulla CBD).

Residential Rates

The rating structure for the residential category is based upon an ad valorem (rate in the dollar) and is subject to a minimum rate.

Rate Type Category Sub-category

Ad Valorem amounts cents in $

Minimum amount $

2017-2018 Rate Yield

% yield

Ordinary Residential Not applicable

0.00186880 $588.76 100,030,857 86%


Business Rates

The rating structure for the business category includes a general business rate and 12 sub-categories. 12 of these sub-categories are defined in the areas provided by the maps attached to this plan (Appendix A), whilst the general business rate is applicable to those properties categorised business that do not fall within the boundaries of the 12 maps.

Rate Type Category

Sub-category

Ad Valoruem Amounts Cents in Dollar

Minimum Amount $

2017-18 Rate Yield % Yield

Ordinary Business General Business

0.00409935 588.76 9,253,390 7.96%

Ordinary Business

Caringbah Commercial Centre

0.00409935 588.76 715,665 0.62%

Ordinary Business

Cronulla Commercial Centre

0.00409935 588.76 1,369,367 1.18%

Ordinary Business

Engadine Commercial Centre 0.00430431 588.76 494,145 0.42%

Ordinary Business

Kurnell Finished Fuel Terminal Facility 0.02049686 588.76 418,315 0.36%

Ordinary Business

Kurnell Industrial Rate 0.01024843 588.76 1,275,452 1.10%

Ordinary Business Kurnell Sand Mining 0.02254655 588.76 82,295 0.07%

Ordinary Business

Menai Commercial Centre 0.00491924 588.76 278,635 0.24%

Ordinary Business

Menai Quarrying and Filling 0.00614902

588.76 2,835 0.00%

Ordinary Business

Miranda Commercial Centre

0.00409935

588.76 687,085 0.59%


Ordinary Business

Miranda Core Major Shopping Complex 0.00819869

588.76 953,655 0.82%

Ordinary Business

Sutherland Commercial Centre

0.00409935

588.76 592,692 0.51%

Ordinary Business

Sylvania Southgate Commercial Centre 0.00491922

588.76 164,450 0.14%

Special rate – Cronulla Beach CBD

The Cronulla Beach CBD special rate has been set under Section 495(1) of the Local Government Act and will be applied to those properties identified within the designated area of the Cronulla Business District (Cronulla CBD). The properties within this area are reviewed each year.

Funds raised through this special rate are for the sole purpose of public domain improvements aimed at enhancing the amenity and public domain appeal of the Cronulla CBD. Council will consult with the Cronulla Chamber of Commerce in relation to plans for expenditure of funds collected from the levy.

All unspent funds collected from the levy at the end of each financial year will be placed in reserve to ensure expenditure is in accordance with the purpose for which it has been levied.

For 2017/18, income to be raised from the special rate will increase by the rate peg of 1.5% and will apply to land categorised as “General Business” or “Cronulla Commercial Centre” and “Residential “defined as serviced apartments within the shaded rateable area of the Cronulla Beach CBD Special rate map below.


Rate Type Category Ad Valorem amounts cents in $

Minimum amount $

2017-2018 Rate Yield

Special Cronulla Beach CBD 0.00205967 Nil 563,788

ChargesWaste Management Services

Domestic Waste Management Charges

Council levies a Domestic Waste Management Charge under section 496 of the Local Government Act 1993. This charge will apply uniformly to each parcel of rateable land for which the service is available.

The charge covers the services of weekly collection of putrescible waste, fortnightly collection of green-waste and recyclable materials, and a clean-up service.

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RATEA

BLE A

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FOR

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RO

NU

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CH

CB

D SPEC

IAL R

ATE

Proposed Rateable A

reaD

ate Printed: 07 A

pril 2017P

roduced by the Business Intelligence Team

025

50

Metres


Domestic Waste Management Charges for 2017/2018 is estimated to yield $38.277 million and will be charged as follows:

No. of Services

Adopted 2016/17

Proposed 2017/18

Proposed Annual Increase

Proposed Increase

Regular Service 61,403 $456.30 $456.30 NIL NILShared Service 21,055 $456.30 $456.30 NIL NILRegular Additional Service

751 $394.50 $394.50 NIL NIL

Vacant Land Service Availability

525 $97.20 $97.20 NIL NIL

Improved Service Availability

1,518 $200.20 $200.20 NIL NIL

A “shared service” charge applies to those situations where a property owner shares a 240L bin for putrescible garbage and recycling. “Shared” services exist only in home units and some villa/townhouse developments.

A “Regular” service charge currently applies to all other domestic waste services. They are mostly 120L bin services for putrescible waste and apply to some villa and townhouse developments and all single dwelling households.

Stormwater Management Service Charge

Council levies a Stormwater Management Service Charge under Clause 496A of the Local Government Act 1993.

The charge is applicable to rateable land categorised within the residential and business categories and is projected to generate $2.032 million. The charge will be levied as follows:


Rating category

Property type Charge

Residential House $25.00House – Pensioner $12.50Strata Unit $12.50Strata Unit – Pensioner $6.25

Business Recreational Facilities $25.00Commercial Property – Strata Scheme

The greater of $5.00 or the relevant proportion (being the proportion that the unit entitlement of an individual lot to that of the aggregate entitlement) of the maximum annual charge that would apply if the property were not in a strata scheme.

Commercial Property - Other

Where total land area =<350m2, a minimum charge of $25 minimum charge applies.

Where total land area is >350m2, a charge of $0.071432 per m2 applies.

Industrial Property – Strata Scheme

The greater of $5.00 or the relevant proportion (being the proportion that the unit entitlement of an individual lot to that of the aggregate entitlement) of the maximum annual charge that would apply if the property were not in a strata scheme.

Industrial Property - Other

Where total land area =<350m2, a minimum charge of $25 minimum charge applies.

Where total land area is >350m2, a charge of $0.071432 per m2 applies and is capped at $20,000.


This charge will fund a program assist with improving the health of our rivers, reduce flooding and promote the harvesting and reuse of stormwater. The program for 2017/2018 is as follows:

Monitoring program $91,890Infrastructure upgrade and new works $500,000Stormwater Drainage Rehabilitation $350,000Floodplain management studies $90,000New water quality improvement works $450,000Stormwater quality device cleaning and maintenance $550,000Total $2,031,890

Pensioner RebatesPensioners will receive two rebates according to their eligibility status.

The mandatory rebate under Section 575 of the Local Government Act 1993 will be to a maximum of $250 per assessment, calculated as one half of the combined rates plus domestic waste charge - whichever is the lesser amount.

The maximum of $250 is determined by the State Government and has remained unchanged at that level since 1989. The government subsidises councils with 55% of mandatory rebates granted.

The voluntary rebate as per Council policy, under Section 582 of the Local Government Act, to a maximum of $105 per assessment.

Eligibility conditions for the voluntary rebate are:

• The ratepayer must firstly be eligible for a mandatory rebate.• The owner must have been a ratepayer and resided in the Shire for the

immediate past three years.

As outlined, rebates are calculated on the combined levy of rates plus domestic waste charge.


Charges for Work on Private LandOn some occasions Council carries out work for external parties or on private land. In performing this work Council is either utilising excess capacity of its resources and thereby generating additional income for the council, or acting in a community service role.

Works of this nature include, but are not limited to:

• sweeping roads on private lands• constructing car parks for government bodies• undertaking engineers’ design drawings• mowing and gardening of school grounds• road pavement testing• hiring out of Council plant• repairs of private vehicles and issuing of inspection certificates (pink

slips)• environmental assessment work.

Council’s pricing policy considers competitive neutrality, the actual cost (including overheads) of carrying out the work and the current market rates relevant to the work.


Fees and Charges for Goods and ServicesIn support of Council’s Finance Strategy and accordance with Section 608 of the Local Government Act, 1993 and other relevant legislation, Council levies a range of fees and charges for services provided.

Fees are intended to cover the following situations:

• supply of a service, product or commodity• provision of information• providing a service in connection with the exercise of Council’s

regulatory function, including receiving an application for approval, granting an approval, making an inspection and issuing a certificate

• allowing admission to any building or enclosure.

Accompanying this document is the Schedule of Fees and Charges detailing all fees and charges for the 12 months commencing 1 July 2017.

Sutherland Shire Council’s pricing policy for determining fees and charges takes into account the following factors:

• the cost of providing the service;• the price suggested for that service by any relevant industry body or

in any schedule of charges published, from time to time, by the NSW Government;

• the importance of the service to the community;• any factors specified in the local government regulations;• equity factors;• user pays principle;• financial objectives.

Council reviews all fees and charges on an annual basis. For the purposes determining fees and charges, they can be classified into three categories, each requiring specific consideration to be given when setting the fee or charge:


Bond

Price charged is refundable bond or damage security deposit required to be paid to Council to ensure specific conditions are fulfilled.

Regulatory

Price charged for this good/service is prescribed by State or Federal Government Regulation (subject to change with change to regulation).

Other

Price of this good/service is set taking into consideration the cost of providing the service and the prices charged for similar goods/services provided by like Councils and other providers.

Concessions for Holders of a Companion Card

It was resolved by Council on 2/2/09 (FIN107-09): “That concessional entry to Council facilities be provided to holders of the Seniors Card and Pension Concession Card, and that free entry to Council facilities be provided to carers of Companion Card holders as issued by the Department of Ageing, Disability and Home Care”.

Interest Charges

Council will charge interest at the equivalent to the maximum allowable interest charge as determined by the Minister for Local Government. This has been set at 7.5% per annum for 2017/18.


Proposed BorrowingsCouncil’s borrowings are governed by the provisions of the Local Government Act 1993 and the Local Government (General) Regulation 2005.

The 2017/18 Budget allows for $3 million in borrowing via finance lease agreements for the purposes of information technology and plant and equipment. No new loan borrowings are planned outside of this. Council’s total loan indebtedness, debt servicing costs, and debt service ratios are estimated as follows:

New Loans Borrowed

Loan Indebtedness

** Debt Servicing Costs

Debt Service Ratio(Debt Service Costs as a proportion of Revenue from Ordinary Activities)

Specific Purpose

General Purpose

Specific Purpose

General Purpose*

(Interest plus Principal Repayments)

30/6/08 NIL $8.0m $10.5m $5.6m 3.70%30/6/09 $4.0m NIL $12.0m $7.9m $5.7m 3.18%30/6/10 $0.939m $3.2m $11.1m $8.6m $4.7m 4.11%30/6/11 $5.95m $6.8m $7.9m $13.4m 7.84%30/6/12 $5.0m $3.90m $10.2m $8.7m $7.2m 3.95%30/6/13 $2.3m NIL $10.3m $8.0m $4.6m 2.53%30/6/14 NIL NIL $8.8m $7.1m $3.8m 1.96%30/6/15 NIL NIL $5.9m $6.2m $5.0m 2.47%30/6/16 NIL NIL $3.3m $5.4m $4.3m 2.01%30/6/17 NIL NIL $2.8m $4.6m $2.2m 1.00%30/6/18 NIL NIL $2.3m $3.7m $2.1m 0.97%

* General purpose loan indebtedness is net of amount set aside in reserve for future loan repayments.

** Includes finance lease principal and interest payments and transfer to reserve for future loan repayments (to 2011/12). Interest generated on this reserve has been offset against interest expense.


National Competition PolicyIn 1995 the Commonwealth Government, in agreement with the State Government, signed a series of agreements to institute the National Competition Policy. The broad aims of this policy are to introduce competition into areas of government and remove government restrictions which inhibit competition. The National Competition Policy has a number of aims which are targeted towards government in general; however, the two which have most relevance to local government are:

• no participant in the market should be able to engage in anti-competitive conduct against the public interest

• as far as possible, universal and uniformly applied rules of market conduct should apply to all market participants regardless of the form of business ownership.

In response to the Commonwealth Government National Competition Policy, the NSW government produced a statement in response to National Competition Policy and the application of the policy to Local Government. Implementation within Local Government relates to:

• improving the quality, effectiveness and efficiency of Council services• improving planning and decision-making within Council • increasing consumer and business choice• building cooperative partnerships within the community, other

councils, other government bodies and business.

In the light of these issues, Sutherland Shire Council has adopted its own policy, outlined in a document titled Competition Policy – The Next Steps in Reform.

Under the NSW Government Competition Policy Statement, significant business activities are to be subject to the same corporatisation principles as those applied to significant State Government business activities.

These are:

• Adopt a corporatisation model for the business;• Activities include debt guarantee fees, where the business benefits

from the Council borrowing position by comparison with commercial rates;


• Factor into prices an appropriate return on capital invested;• Make any subsidies provided to customers and the funding of those

subsidies explicit;• Operate within the same regulatory framework as other businesses; and• Include in their costs the same Federal, State and Local Government

taxes and charges as private businesses do.

The principle of competitive neutrality applies only to the business activities of Council and not to Councils non-business, non-profit activities. The definition of Category One businesses is those which have a gross operating income of more than $2 million a year, while Category Two businesses have a gross operating income of less than $2 million per annum.

Council has identified the following activities as ‘businesses’ for the purposes of the National Competition Policy.

Category 1

• Early Education Centres (All eleven (11) centres combined).• Operational Property.

Category 2

• Sutherland Entertainment Centre.• Business Waste.

Objectives, performance targets and means of achieving those targets for both Category 1 and Category 2 businesses have been incorporated into Delivery Program and Operational Plan objectives and actions under the specific Community Strategic Plan Outcome to which they relate.

The prices for the businesses of Council are set out a separate document – Schedule of Fees and Charges for 2017/18 on the pages show:

• Early Education Centres - Page 27• Operational property - Pages 150-151• Business waste - Page 167• Sutherland Entertainment Centre - Page 57-62


Pricing Policy – Early Education Centres

The pricing policy for early education centres takes into account:

• the cost of providing the service• the importance of the service to the community• prices charged by competitors.

The prices set for 2017/18 do not cover all costs - there is an element of subsidisation for community service obligations. Costs covered include:

• all direct costs• all management costs• all labour overheads• a proportion of corporate support services costs (Finance, Personnel,

IT, etc.).

Costs not covered include:

• balance of corporate support costs• taxation equivalents (sales tax, income tax, payroll tax, etc.) which are

notional costs that Council does not actually pay, but which need to be taken into account under the principles of competitive neutrality.

Pricing Policy – Operational Property

Operational property is a program involved in producing a rental income stream for Council from a stock of investment properties. In the process, Council may be involved in developing and selling operational land and property.

It aims to produce returns commensurate with the general market place, both in terms of rentals received and capital gain on properties held. All costs are taken into account and no subsidies are involved.

Pricing Policy – Business Waste

Business waste pricing is designed to cover all costs, including direct and indirect overheads, and is set at a level commensurate with market competitors.


Pricing Policy – Sutherland Entertainment Centre

Prices charged for the hire of the centre, together with prices for consumables such as liquor, confectionery and meals, are generally set at levels commensurate with market competitors. (Certain hirings by local voluntary community groups are subsidised directly by Council, and reference to the subsidised hiring rates is mentioned in Council’s Schedule of Fees and Charges.)

However, in regard to its operation as a ‘business’, when all support unit costs plus Notional Costs (taxation equivalent, etc.) are taken into account, the centre operates at a deficit -– this deficit is the subsidy Council has recognised and approved as a community service obligation in providing this type of facility.


Appendix ARating structure for Business Category Maps

Subcategory: Kurnell Industrial – General Industrial, Infrastructure & Environmental Conservation

Subcategory: Caringbah Commercial Centre

PT1122

PT1

11

1

PT1123

111

1153

1118

1125

2

1

2

DP 7

5206

4

D. P. 1077972

DP 270389DP 586986

DP 225973

D. P. 55992

DP 1030269

DP 402485

74801S P

1

SP 72545

D. P. 1088703

2

1752064D P

4

8

D. P. 1101922

DP 777967

D. P. 1158627

5

6

1188

10D P

D. P. 794114

1

D P

794114

DP

652

96

4

DP 270440

DP 270440

D. P. 1140838

1059

D. P. 1088703

56 7 0 19

D P

55 9 9 22D P

1

8247885896S P

S P

DP 270526

DP27 0 3 89

103

1011049D P

DP77

6328

RATEABLE AREA 2017-2018RATING CATEGORY - BUSINESS

SUBCATEGORY - KURNELL INDUSTRIAL - GENERAL INDUSTRIAL, INFRASTRUCTURE & ENVIRONMENTAL CONSERVATION

Date Printed: 7 April 2017Business Kurnell Industrial for 2017-2018 Rating

0 200 400 600Metres

Produced by the Business Intelligence Team

µ

5S

cale: @ A

41:4,000

030

6090

120m

BreenOval

CaringbahOval

KINGSWAY

CAR

ING

BAH

RD

PACIFIC

ST

WILLARONG RD

FLIDE ST

DEN

MA

N AVE

PRES

IDEN

T AVE

PORT HACKING RD

GLASSOP ST

CAWARRA RD

KITCHENER STJACARANDA RD

HIGH ST

BUR

NS LN

BANK

SIA RD

BULW

AR

RA ST

SUNNYSIDE AVE

PARK

LN

MAN

SFIELD

AVE

CURTIS ST

HAY LN

RO

AD

MACKAY ST

TAR

ON

GA P

DE

GARDERE ST

GO

RD

ON

ST

CO

MBAR

A AVE

RO

BIN

PL

DU

RABA P

L

HAY AVE

CONDON ST

MANSFIELD LN

PARK PL

PRESIDENT LN

CURBAN LN

BANK

SIA RD

WILLARONG RD

PARK

LN

KINGSWAY

CARINGBAH

RD

PACIFIC ST

WILLAR ONG RD

FLIDE ST

DENMAN AVE

PRESIDENT AVE

PORT HA CKING RD

GLASSO P ST

CAWARR A RD

KITCHENER STJAC ARA NDA RD

HIGH ST

BURNS LN

BANKSIA

RD

SUNNYS ID E AVE

BULWARR

A ST

PARK LN

CURTIS ST

MANSFIE

LD AVE

ROAD

HAY LN

MAC KAY ST

GARDERE ST

TARON

GA PDE

GORDON

ST

COMBAR

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BELLEVUE PDE

TA REN PO INT RD

BANKSIA

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Business - C

aringbah Com

mercial C

entreP

rinted: 10/04/2017


Subcategory: Cronulla Commercial Centre

Subcategory: Engadine Commercial Centre

5S

cale: @ A

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120m

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CronullaPark

DunninghamPark

SURF LN

GERRALE ST

KING

SW

AY

CROYDON ST

CRONULLA ST

TONKIN ST

WARATAH ST

OZONE ST

WILBAR AVE

PUR

LEY PL

NICHOLSON PDE

ELOUERA RDSU

RF R

D

SEARL RD

ST ANDREWS PL

LAYCO

CK

AVE

GIDDIN

GS AVE

BEAC

H PA

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AVE

MCALISTER AVE

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PARRAMATTA ST

PRINCE ST

GOSPORT ST

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ANG

LN

BOORIMA PL

DEEBAN WK

OC

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GR

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AVE

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MC

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PL

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PHWY

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Business - C

ronulla Com

mercial C

entreP

rinted: 10/04/20175

Scale: @

A4

1:4,000

030

6090

120m

PrestonPark

Royal National Park

ANZAC

AVE

RAILWAY PDE

OLD PRINCES HWY

CALDARRA AVE

CAMBRAI AVE

WAR

ATAH

RD

PRESTON AVE

ENGADIN

E AVE

STATION ST

BIROK AVE

BORONIA AVE

TOBRUK AVE

CH

IPILLY AVE

DERNANCOURT AVE

NO

LAN

AVE

BANKSIA AVE

COURT LN

TOM

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GEEBUNG LN

MO

RR

ISO

N AVE

BU

LLEC

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E

MIANGA AVE

ENGADIN

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MIYAL PL

JIRI P

L

PINE LN

BARINGA RD

PORTER RD

LAN

E

PRESTON LN

ANZAC AVE

RAILWAY PDE

OLD PRINC ES HWY

CALDAR RA AVE

CAM BRAI AVE

WARATAH

RD

PRESTON A VE

ENGADINE AVE

STATION ST

BORONIA AVE

BIROK A VE

TO BRU K AVE

CHIPILLY AVE

DERNANCOURT AVE

NOLAN A

VE

BANKSIA AVE

COURT LN

GEEBUNG LN

TOMS

LN

MORRISON

AVE

BULLECOURT AVE

MIANGA AVE

ENGADINE PL

PHWY

MIYAL PL

JIRI PL

PINE LN

LAYDEN AV

E

WOLLYBUTT RD

PRINCES HWY

MCALISTER

AVE

PHWY

PHWY

Business - Engadine C

omm

ercial Centre

Printed: 10/04/2017


Subcategory: Menai Commercial Centre

Subcategory: Miranda Commercial Centre

5S

cale: @ A

41:4,000

030

6090

120m

MEN

AI R

D

ALLISON CRES

MIN

A RD

OLD ILLAWARRA RD

CARTER RD

ALFORDS POINT RD

DU

NC

OM

B PL

THE

WO

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RC

T

HILLO

AK WAY

CATALPA G

R

POPPE

RWE

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MAC

MAH

ON

PL

MAYMAN ROW

APPLETREE PL

BEAUMARIS DR

TUPELO GR

ARN

OLD

PL

CO

NW

AY ST

BOXSELL CL

SYCAMORE GR

CO

LWYN

CL

LAU

REL G

R

BASSETT PL

BLACKTHORN CRCT

AMBERWOOD PL

NIC

OLSO

N C

RC

T

PORTM

AD

OC

DR

ROSEWOOD ROW

DAWSON PL

RO

AD

DEWBERRY CL

SCH

OFIELD

PL

BURGAN CL

BEAUMARIS DRMENAI RD

ALLIS ON CR ES

MINA RD

OLD ILLAWARR A RD

CARTER R D

ALFORD S P OINT RD

THE W

OODS CRCT

DUNCOM

B PL

HILLOAK W

AY

POPPER WE LL D R

CATALPA GR

MACMAH

ON PL

APPLETREE PL

MAYMAN ROW

BEAUM ARIS D R

TUPELO GR

PHWY

ARNOLD PL

DAINTREE WA Y (PRIVATE)

CONWA

Y ST

BOXSELL CL

SYCAMORE GR

COLWYN C

L

LAUREL GR

BASSETT PL

BLACKTHORN CRCT

AMB ERWOO D PL

NICOLSO N CRC T

PORTMADO

C DR

ROSEWO OD R OW

DAWSON PL

BLUEGU M WAY (PR IVATE)

DEWBERR

Y CL

CARM ARTH EN ST

OAKWO OD WA Y (PRIVATE)

BARRY R

D

PEACHTR EE WAY (PRIVATE)

ASHWOOD CL

FERN CRC

T EAST

ABRA HAM CL

DAVIS PL

FERN CRC

T WES

T

ALDER G R

OUTLOO K CR CT (PRIVATE)

PHWY

PHWY

PHWY

MINA RD

PHWY

Business - M

enai Com

mercial C

entreP

rinted: 10/04/2017

5S

cale: @ A

41:4,500

030

6090

120m

SeymourShawPark

KIORA RD

KING

SWAY

WANDELLA RD

KARIM

BLA RD

THE

BOU

LEVA

RD

E

MIRANDA RD

GIB

BS ST

ANIM

BO

ST

PRES

IDEN

T AVE

PENP

RAS

E LN

MOOKI ST

UR

UN

GA P

DE

CENTRAL RD

ADIN

A ST

WILLO

CK

AVE

CLU

BB LN

JACKSON AVE

KIRKBY PL

CLUBB CRES

PARTR

IDG

E AVE

GURRIER AVE

SYLVA AVE

PAR

KSIDE AVE

TAYLOR CL

PORT HACKING RDASCOT PL

KIOR

A LN

WOONAH ST

KUMBARDANG AVE

FLETC

HER

AVE

VIEW ST

KALMIA PL

GIDJI RD

BIARGAR AVE

HIGHERDALE AVE

CULBURRA RD

URUNGA LN

UR

UN

GA P

DE

JACKSON AVE

K IO R A R D

KIN

GS

WA

Y

WA N D E L LA R D

KA

RIM

BLA

RD

THE

BO

UL

EVA

RD

E

MIRANDA RD

GIB

BS

ST

AN

IMB

O ST

PRE

SID

EN

T AV

E

PEN

PR

AS

E LN

M O O K I S T

UR

UN

GA

PD

E

C EN T R A L R D

AD

INA

ST

WIL

LOC

K A

VE

CLU

BB

LN

JA C K S O N A V E

K IR K B Y P L

C LU B B C R E S

PAR

TR

IDG

E A

VE

GURRIER AVE

PHW

Y

POR

T HA

CK

ING

RD

PAR

KS

IDE

AV

E

SY L V A A VE

TA Y L O R C L

ASCOT PL

WO O N A H S T

KIO

RA

LN

KU

MB

AR

DA

NG

AV

E

FLE

TCH

ER

AV

E

VIEW

ST

KA

LMIA

PL

G ID J I R D

B IA R G A R A V E

HIGHERDALE AVE

WI N G E L LO R D

WI N D E R ME R E A VE

D YI N D A P L

PHW

Y

PHW

Y

PHW

Y

UR

UN

GA

PD

E

PH W Y

Business - M

iranda Com

mercial C

entreP

rinted: 10/04/2017


Subcategory: Miranda Core Major Shopping Complex Commercial Centre

Subcategory: Sutherland Commercial Centre

5S

cale: @ A

41:4,250

030

6090

120m

Seymour

ShawPark

KIORA RD

KING

SW

AY

WANDELLA RD

KAR

IMB

LA RD

GIB

BS

ST

ANIM

BO

ST

PRE

SID

EN

T AVE

PEN

PR

AS

E LN

UR

UN

GA P

DE

CENTRAL RD

ADIN

A ST

WILLO

CK

AVE

CLU

BB

LN

JACKSON AVE

VIEW S

T

KIRKBY PL

CLUBB CRES

MOOKI ST

GURRIER AVE

SYLVA AVE

PAR

KS

IDE

AVE

TAYLOR CL

ASCOT PL

KIOR

A LN

KUMBARDANG AVE

FLETC

HE

R AV

E

THE

BO

ULE

VAR

DE

KALM

IA PL

PAR

TRID

GE

AVE

BIARGAR AVE

GIDJI RD

MAWARRA AVE

URUNGA LN

JACKSON AVE

K IOR A R D

KIN

GS

WA

Y

WA N D E LL A R D

KA

RIM

BL

A R

D

GIB

BS

ST

PRE

SID

EN

T AV

E

AN

IMB

O S

T

PEN

PR

AS

E LN

UR

UN

GA

PD

E

C E N T R A L R D

AD

INA

ST

WIL

LO

CK

AV

E

CLU

BB

LN

VIEW

ST

JA C K SO N A V E

K IR K B Y P L

C LU B B C R E S

M O O K I S T

GURRIER AVE

PHW

Y

PAR

KS

IDE

AV

E

SY L V A A V E

TA Y L O R C L

ASCOT PL

KIO

RA

LN

KU

MB

AR

DA

NG

AV

E

FLE

TC

HE

R A

VE

THE

BO

UL

EVA

RD

E

PAR

TR

IDG

E A

VE

KA

LM

IA P

L

G I D JI R D

B IA R G A R A V E

M A W A R R A A V E

C A R T LE D G E A V E

POR

T H

AC

KIN

G R

D

MIRANDA RD

PHWY

PHW

Y

PH WY

PHW

Y

Business - M

iranda Core M

ajor Shopping Com

plexP

rinted: 10/04/20175

Scale: @

A4

1:6,000

050

100150

200m

Waratah Park

KirraweeOval

GLENCOE ST

AUBURN ST

FLOR

A ST

ETON ST

MERTON ST

EAST PDE

CLIO

STPR

ESID

ENT AVE

PRIN

CE

S H

WY

ACACIA RD

FOR

EST R

D

WA

RATA

H S

T

ALDG

ATE S

T

LEO

NAY

ST

TORONTO PDE

GR

AFTO

N S

T

PAR

K ST

BELMONT ST

JANNALI AVE

OLD PRINCES HWY

THE G

RA

ND

PD

ESU

THE

RLA

ND

OVE

RPA

SS

GRAY ST

LIND EN STSUTHERLAND LN

OX

FOR

D ST

RAWSON AVE

MO

RLEY

ST

ACTO

N ST

VERMONT ST

GRAY LN

ROBERTSON ST

HELENA ST

STAPLE

TON

AVE

MILNER AVE

CO

OK S

T

KURRAJONG ST

ROBERTSON LN

HAR

VARD

LN

BOYLE ST

ADE

LON

G ST

MO

OR

E S

T

BOYLE LNWARATAH LN

BEST CR ES

ETON

LN

MIN

ERVA ST

MC

CU

BBEN

S LN

ROAD

ANGLE LN

CAM

BR

IDG

E LN

POLLAR

D PL

SUTH

ER

LAN

D S

T

MUSTON LN

BRIS

TOL LAN

E

LIND EN ST

MERTON ST

FOR

EST R

D

ACACIA RD

BELMONT ST

AUBURN ST

GLENCOE ST

ETON ST

GR

AFTO

N S

T

ACACIA RD

ACACIA RD

AUBURN ST

AUBURN ST

BELMONT ST

BELMONT ST

GLE NC OE S T

AU BU RN S T

FLORA

ST

ETO N ST

ME RTO N S T EAS T PD E

CLIO ST

PRESIDE

NT AVE

PRI NCES

HW

Y

AC AC IA R D

FORES

T RD

WARA

TAH ST

ALDGA

TE S

T

LEONA

Y ST

TOR O NTO PDE

GRAFT

ON S

T

BEL MO N T S T

OLD P

RINCES

HW

Y

PARK ST

JAN NA LI A VE

THE G

RAND

PDE

SUTHE

RLAND

OVE

RPAS

S

LIN DE N ST

GR AY ST

SUT HE RLA ND L N

OXFOR

D ST

RA WS ON AVE

VER M ON T ST

MORL

EY ST

RO BE RTS ON S T

ACTON

ST

GR AY LN

HEL EN A ST

STAPLE

TON AV

E

MI LN ER A VE

COOK

ST

KU RR AJO NG ST

PHWY

RO BE RTS ON L N

HARVA

RD LN

BOYLE

ST

ADELO

NG ST

MOOR

E ST

BOYLE

LN

WA RA TA H LN

BES T CR ES

ETON LN

MINERV

A ST

MCCU

BBEN

S LN

ROAD

CAMB

RIDGE LN

ANGLE

LN

SUTHE

RLAND

ST

POLLA

RD P

L

RO AD ( PR IV AT E)

MUND

AKAL

AVE

BEL MO N T S T

PHWY

GLE NC OE S T

AU BU RN S T

ROAD

(PRIV

ATE)

AC AC IA R D

BEL MO N T S T

ME RTO N S T

ROAD

(PRIV

ATE)

FORES

T RD

GRAFT

ON S

T

LIN DE N ST

AU BU RN S T

PRINCES

HW

Y

ETO N ST

BEL MO N T S T

PRINCES

HW

Y

AC AC IA R D

PHWY

Business - Sutherland C

omm

ercial Centre

Printed: 10/04/2017


Subcategory: Sylvania Southgate Commercial Centre

Subcategory: Sandy Point and Menai Quarrying and Filling

5S

cale: @ A

41:3,000

025

5075

100m

ME

LRO

SE

AVE

PRIN

CE

S HW

Y

PORT HACKING RD

EA

STO

N AV

E

SN

OW

DE

N AV

E FORMOSA ST

MADEIRA ST

COREA ST

FLORIDA ST

DALMAN PL

PE

MB

RO

KE

ST

MURRALIN LN

JUN

IPE

R P

L

EVELYN ST

CANBERRA RD

CO

RA

L TRE

E P

L (PR

IVATE

)

FORMOSA ST

ME

LRO

SE A

VE

PRIN

CE

S H

WY

PO RT HACKING RD

EAS

TO

N A

VE

SNO

WD

EN

AV

E

FORM OSA ST

MADEIRA ST

COREA ST

FLORIDA ST

PEM

BR

OK

E S

T

PHW

Y

DALMAN PL

MU

RR

AL

IN LN

JUN

IPE

R P

L

EVELYN ST

CORAL TREE PL ( PRI VATE)

BARJADDA AVE

TAR

A S

T

PHWY

Business - Sylvania Southgate C

omm

ercial Centre

Printed: 10/04/2017


Subcategory: Kurnell Sand Mining

Subcategory: Kurnell Finished Fuel Terminal Facility

5S

cale: @ A

41:10,500

090

180270

360m

Botany Bay National Park

Botany Bay National Park

RO

AD

POLO ST

CAPTAIN C OO K D R

CO OK ST

SIR JOSEPH BANKS DR

TOR

RE

S S

T PR

INC

E C

HA

RL

ES

PD

E

BR

IDG

ES

ST

DAM PI ER ST

TAS

MA

N S

T

SOLANDER

ST

RESERVE RD

CH

I SH

OL

M R

D

SILVER BEACH RD

GANNO

N ST

SHEPHERD ST

SHAR N ST

CLERKE PL (P

RIVATE)

JEFFRE Y ST

CAPE SO LA NDE R D R

CAPTAIN C

OOK L N

ROA

D

POLO ST

CA P T A IN C O O K D R

CO O K S T

SIR JOSEPH BANKS DR

TOR

RE

S S

T

PRIN

CE

CH

AR

LES

PD

E

BRI

DGE

S S

T

DA M P IE R S T

TAS

MA

N S

T

PHWY

SOL

AN

DER

ST

RES

ER

VE

RD

CHI

SHO

LM

RD

SILVER BEACH RD

GAN

NO

N S

T

SHEPHERD ST

SH A R N S T

CLE

RK

E P

L (P

RIV

ATE

)

JE F FR E Y S T

CAPTAIN COOK LN

PHWY

Business - K

urnell Finished Fuel Terminal Facility

Printed: 10/04/2017

5S

cale: @ A

41:11,000

090

180270

360m

CAPTAI N COO

K DR

LIN DUM RD

CLERKE PL (PRI VATE)

SIR JOSEPH BANKS DR C

HIS

HO

LM

RD

CAP

TAI

N C

OOK

DR

LI ND U M R D

SIR JOSEPH BANKS DR

CLE

RKE

PL

(PR

IVA

TE

)

CHIS

HO

LM

RD

Business - K

urnell Sand Mining

Printed: 10/04/2017

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