City Plan 2011 - 2025 - Rockdale City Council

Consisting ofCommunity Strategic Plan 2011-2025Delivery Program 2011-2015andOperational Plan 2011-2012(Resourcing Strategy and Fees & Charges available separately)Adopted by Council on 15 June 2011

ContentsCommunity Strategic Plan 2011-20251 Message to our Community - Mayor’s message Page 82 Message from the General Manager 93 Introduction - Integrated Planning and Reporting 104 Our Council 134.1 Councillors and Decision Making 4.2 Council’s Organisational Structure and Roles 4.3 Council’s Executive and Services5 About Rockdale 175.1 Rockdale - History 5.2 Rockdale - Now 5.3 Rockdale - Tomorrow 5.4 Demographics 5.5 Major Partners 5.6 Broader Influences on the City Plan5.7 Council’s Role 5.8 Council’s Short to Medium-Term Plans and Major Initiatives6 Community Voice 337 Our Vision, Mission and Values 358 Resourcing Strategy 368.1 Summary of the Long-Term Financial Plan 8.2 Summary of the Workforce Management Plan 8.3 Summary of the Asset Management Strategy9 City Plan Outcomes in detail 3910 Reporting Back to our Community 45Delivery Program 2011-2015 and Operational Plan 2011-1211 Business Principles 4811.1 Continuous Improvement 11.2 Australian Business Excellence Framework 11.3 Financial Sustainability 11.4 EEO Management Plan12 Focus of the Delivery Program 5013 Delivery Program 2011-15 and Operational Plan 2011-12 5114 Financial Plan 7014.1 Executive Summary 14.2 Budget Summary 14.3 Capital Works program 14.4 Asset Replacement and Sales 14.5 Rating Policy 14.6 Annual Charges Policy14.7 Pricing Policy 14.8 Loans Policy 14.9 Cash Reserves Policy15 Council’s Detailed Budgets 9015.1 General Manager’s Department 15.2 Corporate and Community Department 15.3 City Planning and Development 15.4 City Operations16 Abbreviations used in City Plan 92

1 Message to our CommunityMayor’s MessageNo city can be successfulwithout a vision. No city cangrow, without a detailed plan ofaction and no city can prosperwithout community involvement.Welcome to the Rockdale CityPlan 2011-2025.The Rockdale City Plan isour short, medium and longterm vision for our City. Thedevelopment of this documentis thanks to the collaborativeefforts of the community andCouncil.Through our Vision: OneCommunity, Many Cultures,Endless Opportunity, we havecreated a blueprint for wherethe community wants to be by2025, through five communityoutcomes:1. A Vibrant, Healthy andSocially Connected City ofMany Cultures2. A Sustainable City3. A Strong Economy4. Appropriate Infrastructure5. A Leading OrganisationThe Rockdale City plan is basedon community wants andaspirations that were made clearthrough a community survey,community forums and othercommunity engagement.Through the valuable communityinput we have received, Councilis investigating a range ofrecreational, sport, leisure andlearning opportunities to bringto you during the life of the CityPlan.These include: Town Hall refurbishment Central Library includingadditional CommunityMeeting Space Bexley Pool Upgrade Youth Centre at Arncliffe Indoor Recreation Centre atAdor Reserve Thriving Town Centresfor Ramsgate Beach thenArncliffe and WollongongRoadComplementing the big ideasmentioned above are majorcapital works and urban renewalprograms which are detailed inthe City Plan.These include: Water Quality ImprovementProgram Open Space ImprovementProgram Wolli Creek with priority tothe Town Park Bonar Street with priorityfor drainage worksAs this City Plan commences,these projects and others areat various stages of the planningcycle. As the investigation anddetailed planning of such projectsis progressed, more informeddecisions will be made andcommunicated to the community.Bill SaravinovskiMayor8 | Rockdale City Council

2 Message from theGeneral ManagerCommunity Strategic PlanThe Rockdale City Plan is themost important documentproduced by this Council eachyear. This document is brokenup into three sections: theCommunity Strategic Plan2011-2025. This is our long termvision for our City. Followingthis is the Delivery Program2011-2015. This document is themedium term vision for our City.Finally there is the OperationalPlan and Budget for 2011-2012.This section contains theimmediate plans we will put inplace during the next financialyear.The Community StrategicPlan 2011-2025 reflects thecommunity’s aspirations andwhere the community wants tobe by 2025.The Delivery Program2011-2015 is Council’s responseto the community’s aspirationsand details the principal activitiesthat Council will undertake overthe next four years to contributeto the achievement of theoutcomes in the CommunityStrategic Plan, includingworking through influence andpartnership to encourage othersto deliver matters that are theirresponsibility. The DeliveryProgram informs, and is informedby, the Resourcing Strategy.The Operational Plan for2011-2012 is supported by adetailed budget and directlyaddresses the principal activitiesoutlined in the Delivery Programand identifies projects, programsand activities that Council willundertake within the financial year.The 2011-2012 operationalbudget will allocate $80.4 milliontowards the following majorprograms: Principal Services Activities:$55.4 millionCapital Works:$21.1 millionFixed Costs:$3.6 million (excluding$17.3 million depreciation) Research and Development:$0.3 millionThere is an additionalsupporting document called theResourcing Strategy.This document dictates Council’sability to provide its services andmaintain our facilities by applyingthese three components: Long Term Financial PlanningWorkforce ManagementPlanning Asset Management PlanningEach level of the City Plancontains measures so thatCouncil can report to thecommunity the progressthat it is making, with itspartners, towards achieving thecommunity’s priorities in theCommunity Strategic Plan.Council’s Annual Report willoutline the achievements inimplementing the DeliveryProgram and the effectivenessof each Principal Activity inachieving the communityoutcomes at which they aredirected.Council’s Quarterly Reviews willreport progress in deliveringthe measures and targets inthe Operational Plan and theircontribution to progressingthe Principal Activities in theDelivery ProgramIn August 2012, the year ofthe next local governmentelection, Council will report itsachievements in implementingthe Community Strategic Plan’ssocial, environmental, economic,infrastructure and civicleadership objectives.Chris WatsonGeneral ManagerRockdale City Plan 2011-2025 | 9

3 Introduction and Integrated Planningand ReportingA new planning and reportingframework for NSW localgovernment has beenintroduced. These localgovernment reforms replace theformer Management Plan andSocial Plan with an integratedframework. The aims of thereforms are to: Improve integration ofvarious statutory planningThe Integrated Planning & Reporting FrameworkCommunityEngagementCommunityStrategic Plan10 years +DeliveryProgram4 yearsOperationalPlanAnnual ReportResourcingStrategyWorkforce PlanLong-Term Financial PlanAsset ManagementPerpetualmonitoringand reviewand reporting processesundertaken by councilsas required by the LocalGovernment Act 1993, theDepartment’s Guidelinesand the EnvironmentalPlanning and AssessmentAct 1979 Strengthen councils’ strategicfocus Streamline reportingprocesses Ensure that the LocalGovernment Act 1993 andthe Integrated Planningand Reporting Guidelinessupport a strategic andintegrated approach toplanning and reporting bylocal councils.The essential elements of thenew framework are shown in thediagram (left).Community engagement is anessential aspect of the newIntegrated Planning Model in thedevelopment of the CommunityStrategic Plan. The RockdaleCity Plan contains all elementsof the Integrated Planning andReporting Framework. TheResourcing Strategy is also anintegral part of the City Plan, butavailable separately.During 2010-2011 Councilimplemented a full communityengagement process toensure that the 2011-2012City Plan genuinely reflectedthe community’s needs andaspirations, the quadruple bottomline and social justice principles.The community engagementundertaken during 2011-12 toinform the development of theCommunity Strategic Plan2011-25 is described in Section 6,The Community Voice.CommunityStrategic PlanStrategiesDeliveryProgramIt provides information on howCouncil sought to understandthe priorities and expectationsof the community and theinformation Council receivedduring that process.Importantly, the City Plansuggests ways in which thecommunity may contribute toensure the full success of thePlan.The following diagram showshow the Community StrategicPlan, Delivery Program andOperational Plan fit together.ActionsOperationalPlanAnnual Budget10 | Rockdale City Council

CommunityStrategic PlanThe Community Strategic Planis the highest order of plan thatCouncil will prepare and is thevehicle for expressing longtermcommunity aspirations.The purpose of the plan is toidentify the community’s mainpriorities and aspirations for thefuture, and to plan strategiesto achieve these outcomes.While it must cover a minimumtimeframe of 10 years, thecurrent Plan addresses a periodof 14 years through to 2025.The Community Strategic Planincludes assessment methods fordetermining whether outcomesare being achieved, and Councilwill report on the effectivenessof its Community StrategicPlan for the first time in 2012.The Plan will be reviewed bythe new Council following thelocal government elections inSeptember 2012.The Community Strategic Planis based on the social justiceprinciples of equity, access,participation and rights: Equity presumes fairness indecision making, prioritisingand allocation of resources,particularly for those inneed. This principle providesfor everyone to have a fairopportunity to participate inthe future of the community.This principle requiresCouncil to take particularcare in the planning processto involve and protectthe interests of people invulnerable circumstances The principle of ‘access’provides for all people tohave fair access to services,resources and opportunitiesto improve their quality oflife The principle of‘participation’ provides foreveryone to have maximumopportunity to genuinelyparticipate in decisions whichaffect their lives The principle of ‘rights’presumes that equalrights will be establishedand promoted, withopportunities providedfor people from diverselinguistic, cultural andreligious backgrounds toparticipate in community lifeThe Plan addresses social,environmental, economic,infrastructure and civicleadership considerationsto ensure that it balancescommunity priorities, andaspirations, raised duringthe preparation of this Plan,and more generally, arerecognised. The focus on theseconsiderations demonstratesCouncil’s commitment to activelycontributing to the long termsustainability of the Rockdalecommunity.This approach is generallyreferred to as the ‘quadruplebottom line’ or QBL andindicates a focus on: Social issues that willfacilitate the development ofservices and supports whichenhance the health and wellbeing of people The environmental mattersto ensure that all of thePlan’s actions protect andenhance the environmentfor current and futuregenerations Effective management ofCouncil’s own resourcesand to work with otherorganisations and thebusiness sector to supportlocal businesses andmaintain local employmentopportunities Community leadership thatrefers to Council’s role assteward of the CommunityStrategic Plan and also therole that community groupsand organisations can play indelivering some of the Plan’soutcomesThe Community Strategic Plan isthe Rockdale community’s plan.Its successful implementation isreliant on Council’s stewardshiprole and assistance from otherorganisations, including StateGovernment agencies, indelivering the outcomes.The DeliveryProgramThe Delivery Program is thesingle point of reference for allactivities undertaken by theCounci. The Delivery Programdetails the principal activitiesthe Council will undertake over4 years to contribute to theachievement of the outcomesin the Community StrategicPlan. The Delivery Programincludes methods of assessmentto determine the effectivenessof each Principal Activity inachieving the outcome at whichthe activity is directed throughDelivery Program measures. TheDelivery Program informs, andis informed by, the ResourcingStrategy.Community Strategic PlanRockdale City Plan 2011-2025 | 11

National, regional and State influenceOur medium term strategies and plansThe OperationalPlanThe Operational Plan is a subplanof the Delivery Program anddirectly addresses the principalactivities outlined in the DeliveryProgram and identifies projects,programs and activities thatCouncil will undertake within thefinancial year. The OperationalPlan identifies how Council willdetermine the effectivenessof the activities undertaken,through Operational Planmeasures and targets, and issupported by a detailed budget.The ResourcingStrategyThe Resourcing Strategy is thepoint where Council assists thecommunity by sorting out whois responsible for what, in termsof the issues identified in theCommunity Strategic Plan.Some issues will clearly be theresponsibility of Council, somewill be the responsibility ofother levels of government andsome will rely on input fromcommunity groups or individuals.The Resourcing Strategyfocuses on matters that are theresponsibility of Council andlooks generally at matters thatare the responsibility of others.The Resourcing Strategy informsand is informed by the Council’sDelivery Program to determinewhether there are sufficientresources - time, money, assetsand people - available to deliverthe community’s aspirations.The Resourcing Strategy consistsof three components:Our Mission‘To provide qualitylocal governmentservices that protectour environment,are respectful to ourcommunity’s needsand are delivered ina financially, sociallyand environmentallyresponsible way’Community engagementWhat we would like Rockdale to be like in 2025 Long Term Financial Planning Workforce ManagementPlanning Asset Management PlanningThe Resourcing Strategy, andits impact on the City Plan, issummarised in Section 8, and theindividual strategies and plans areavailable separately.How Rockdale’s City Planwas developedThe above table demonstrateshow Rockdale’s City Plan wasdeveloped. The circle in thecentre contains the communityOutcomesWhat we will achieveover the next 14 years toachieve our Vision ‘OneCommunity, Many Cultures,Endless Opportunity’vision for the City of Rockdale to2025, and the boxes surroundingit are elements that havecontributed to the developmentof the community vision and theCity Plan: The Plan has beendeveloped based on theSocial Justice Principles ofequity, access, participationand rights to developa balanced quadruplebottom line of economic,environmental, social andcommunity leadership issues The development of thePlan has been informed bydemographic studies andother researchSocial JusticePrinciplesEquity, access,participation, rights.QBL BalanceEconomy,environment,social, communityleadershipDemographic studies and other research Our medium term strategiesand plans have beenintegrated into the Plan The Plan gives due regardto the State Plan and otherrelevant state and regionalplans, as well as nationalinfluences The Plan is based oncommunity engagementincluding asking ourcommunity what they wouldlike Rockdale City to be likein 2025 and their feedbackon the draft City Plan duringa public exhibition process.12 | Rockdale City Council

4 Our CouncilRockdale City Council is governed by the Local Government Act1993 and the Local Government (General) Regulation 2005.This Act and Regulation requires local government to be responsibleand accountable for its own governance requirements.In the broadest possible terms, governance can be defined as theprocess of decision making and the process by which decisions arecarried out or not.Community Strategic PlanOrganisational governance is all about accountability. An effectiveCouncil governance system demonstrates accountability by: Clear objectives An effective risk management system The optimisation of organisational performance Ensuring Council and staff act ethically and lawfully A transparent government, including wherever possible, thepublic disclosure of Council’s decisions, actions and outcomes A financial management system that ensures responsible andaccountable use of Council resourcesCouncil delivers its Governance and Operations functions throughthe elected Councillors and appointed staff.Council employs staff to undertake a diverse range of duties.These staff operate under Departments which divide the workinto areas of specialisation. The General Manager or Director ofeach Department is responsible for making sure all regulatory andlegislative requirements are met and that professional, accurateadvice is given to the elected representatives who make decisions forthe community.Legend:1. First Ward2. Second Ward3. Third Ward4. Fourth Ward5. Fifth WardRockdale City Plan 2011-2025 | 13

4.1 Councillors andDecision MakingFIRST WARD SECOND WARD THIRD WARD FOURTH WARD FIFTH WARDCouncil is made up of 15Councillors with three for eachof five wards, who are elected bythe residents for a four year term.Each year the Councillors elect aMayor and Deputy. The currentMayor is Cr Bill Saravinovskiand Deputy Mayor is Cr JamesMacdonald. Council has a Codeof Meeting Practice that governsthe Council's meeting proceduresincluding the type of meetingsto be held, how members of thepublic can go about addressingthese meetings and the wayCouncil deals with matterssubmitted to the meetings.CouncillorAngelo AnestisCouncillorShaoquett MoselmaneCouncillorLesa de LeauCouncillorJoe AwadaCouncillorJohn FlowersCouncil meetings are held in theCouncil Chambers on the firstand third Wednesday of eachmonth to consider reportsrequiring their decision. Councilmeetings are open to the publicexcept on occasions when thereis discussion of confidentialitems such as sensitive legal orcommercial matters. Businesspapers are available on theWednesday before each meetingon Council’s website atwww.rockdale.nsw.gov.auCouncillorYvonne BellamyCouncillorPeter PoulosCouncillorJan BrennanCouncillorMichael NagiCouncillorJohn La MelaCouncillorBill SaravinovskiCouncillorLiz BarlowCouncillorJudy FeeneyCouncillorShane O’BrienCouncillorJames MacdonaldA Public Forum is held at thebeginning of each Council meeting.Residents have an opportunityto address Council on any issueunder discussion.14 | Rockdale City Council

4.2 Council’s Organisational Structure and RolesCouncil reviewed its organisational structure in August 2009 and changes were approved to make the organisation more responsive. Council implemented the changes andfurther refinements to the structure were approved in June 2010. Council’s organisational structure and roles/responsibilities are illustrated in the below diagram.Council’s statutory roles include: Properly managing appropriate services and facilities for the community Exercising community leadership Exercising its functions, taking into account the principles of multiculturalism and social justice Looking after the environment, taking into account the principles of ecologically sustainable development Taking into account the long term and cumulative effects of its decisions Effectively accounting for and managing its assets Engaging in long termstrategic planning for thelocal community Aiding the involvement ofGeneral ManagerCouncillors, the public, usersand Council staff for thebenefit of local governmentManagerHumanResources& RiskManagement Raising money for localpurposes by such means aslevying rates, charges andfees in a fair way Keeping the local communityand the State Governmentinformed about its activities Exercising its regulatoryfunctions consistently andwithout bias Being a responsible employerDirectorCityOperationsDirectorCity Planning& DevelopmentDirectorCorporate &CommunityCommunity Strategic PlanManagerOperationsManagerTechnicalServicesManagerStrategicAssetManagementManagerUrban &EnvironmentalStrategyManagerDevelopmentServicesManagerFinance &AdministrationManagerCommunity& CustomerServicesManagerGovernance& BusinessServicesRockdale City Plan 2011-2025 | 15

4.3 Council’s Executive and ServicesChris WatsonGeneral ManagerWayne CarterCity OperationsPaul BawdenCorporate and CommunityStephen KerrCity Planning and DevelopmentPrincipal Activities & ServicesPrincipal Activities & ServicesPrincipal Activities & ServicesPrincipal Activities & ServicesCorporate LeadershipConstruction and maintenance of:Governance Building Certification and Compliance Human Resource Management City Media & Events Community Buildings Playing Fields and Playgrounds Parks and Gardens Beach Facilities Town Centres Roads Drainage FootpathsServices including: Parking and Regulations Tree Services Financial and AdministrativeManagement Document Management Information Technology &Information Services Supply and Fleet Management Community Relations Community Support Services Library and Information Services Recreation and Culture Services Community and Customer Service Development Assessment Strategic Asset Management Town Centres Management Urban and Environmental Strategy Environmental Protection Waste Services Public Health Inspections Traffic Management & Road Safety Asset Design and Inspection16 | Rockdale City Council

5.1 Rockdale -HistoryThe traditional owners andoriginal inhabitants of the BotanyBay area are the Aboriginalpeople of the Eora nation. TheGameygal clan was the clan mostclosely linked with what becameknown as the City of Rockdale,but the Gweagal and Gadigalclans were also associated withthis area.One of the first early Sydneyresidents to see the potentialin the district was a merchantnamed Alexander Brodie Sparkwho built a magnificent home- Tempe House - on the banksof the Cooks River in 1836.Shortly afterwards David andMary Hannam were granted 60acres of land south of Spark’sproperty - the land that todayis suburban Arncliffe - wherethey established a farm. A seriesof such land grants were madethroughout the early 1800s toencourage settlement in thearea. It was not until a dam wasbuilt across the Cooks River in1839 that the population reallybegan to increase substantially.The crossing led to the openingup of the whole of the St Georgedistrict.In 1871 the Municipality of WestBotany was created - and wasrenamed the Municipality ofRockdale in 1888. The newlycreated municipality continuedto grow and by the turn of the20th Century, an ever greaternumber and variety of peoplewere coming to live and work inRockdale.The variety of trades andoccupations meant that earlyRockdale was a mixture ofgrand homes and estates, smallcottages, factories and industrialareas, hotels and taverns, shops,dairies, quarries, market gardens,orchards and farms.In the 1930s and 40s thedistrict became famous for thenumber and quality of its musicalsocieties, theatres, orchestrasand opera companies. RockdaleTown Hall became the socialcentre of the area, with regulardances, musical and theatricalperformances and meetingsbeing held there.The urbanisation of Rockdaleincreased rapidly in the 1940sand 50s, helped by the increasein migration to the area thatbegan after World War II.People from all parts of Europe,Asia and the Middle East settledin Rockdale, greatly enriching itsdistrict and its culture. Rockdalehas developed into one of themost proudly multicultural areasin Sydney.The 1960s and 1970s saw arise in Rockdale’s populationmatched by improvements ininfrastructure and an increase inroad transport along the maintransport corridors. A newinternational airline terminal wasconstructed and opened in 1970.The 1990s saw the developmentof the first stage of the M5Motorway. In 1995 Rockdale wasgranted City status.The year 2000 saw the openingof the Wolli Creek RailwayStation and the completion ofthe new Airport Rail Line. In2002 the name “Wolli Creek”was officially adopted as the newname for the suburb formerlyknown as North Arncliffe.North Arncliffe was an industrialarea that has undergoneredevelopment in the late 1990sand early 2000s, resulting in atransformation that is continuinginto a high-rise residential area.18 | Rockdale City Council

5.2 Rockdale -NowThe City of Rockdale is a highlyurbanised area located within theSt George Region. The City isserved with excellent transportconnections provided by the EastHills and Illawarra railway lines,multiple bus routes and majorroads including the M5 East,Princes Highway and GeneralHolmes Drive.The City is also bordered bySydney International Airport.The majority of land withinthe City is used for residentialpurposes, although there area large number of importantindustrial and commercialprecincts and areas of openspace.The City of Rockdale’spopulation is 92,621 (2006Census) which was an increasefrom 88,523 in 2001. Thissignificant population growthreflects the urban renewal beingexperienced in parts of the City,particularly Wolli Creek andRockdale Town Centre. There isalso a growing recognition thatthe City offers lifestyle benefitssuch as proximity to the SydneyCBD, access to transport andemployment opportunitieswithin Sydney, proximity toBotany Bay and a variety ofrecreation opportunities, aquality natural environmentand a range of housing to suitdifferent needs.The City’s civic centreis the Rockdale TownCentre, containing Council’sadministration facilities, libraryand a range of retail, commercialand community services andfacilities. The residential housingin the area is comparativelyhigh density when compared toother parts of the City, takingadvantage of the transportconnections provided byRockdale Railway Station andInterchange. The nearby suburbof Kogarah contains majorhospitals and education facilities,including the St George Hospital,TAFE and a number of highschools.The eastern side of the Cityfeatures the magnificent LadyRobinson beach and Cook Park,a major recreation reservewhich runs along the easternborder of the City. Brighton LeSands is a popular restaurantand entertainment strip locatedon the shores of Botany Bay.Other beachside suburbs arepredominantly residential innature, including RamsgateBeach, Dolls Point, Sandringhamand Sans Souci. There is asignificant employment centrefocused around ProductionAvenue. A number of significantreserves are also located inthis part of the City includingScarborough and BicentennialParks along the wetlandscorridor, Tonbridge Reserve andPeter Depena Reserve.The western area of the City,which includes the suburbs ofCarlton, Bexley, Kingsgrove,Bexley North and BardwellValley, is predominatelyresidential. Bexley swimmingpool and a number of the City’sschools are located here, alongwith significant parklands, golfcourses and natural areas in theBardwell Valley corridor.The northern end of the Cityhas traditionally containedindustrial areas mixed with olderresidential suburbs. Turrella,Arncliffe and Wolli Creek containa mix of residential, commercialand industrial uses. The WolliCreek area is undergoing atransformation from an industrialprecinct to a high densitymixed-use precinct. The impetusfor this redevelopment can beattributed to the opening of theWolli Creek railway station in2000 and the area’s excellenttransport connections andlinkages to the Cooks River openspace network.Rockdale is a culturallydiverse City, evidenced by thesignificantly higher numbersof residents who were bornoverseas or from a non-Englishspeaking background comparedto the rest of Sydney.Community Strategic PlanRockdale City Plan 2011-2025 | 19

5.3 Rockdale -Tomorrow5.3.1 OverviewThe NSW Government’sMetropolitan Strategy 2031has recently been replaced bythe Sydney Metropolitan Plan2036. This new Plan updatesthe Metropolitan Strategy bylinking land use, transport andother infrastructure, as well asproviding updated dwelling andemployment targets for eachSubregion.The City of Rockdale is withinthe South Subregion, which alsoincludes the local governmentareas of Kogarah, Hurstville,Canterbury, Sutherlandand Marrickville. The SouthSubregion’s dwelling targets haveincreased from 35,000 dwellingsto 58,000, while the employmenttargets have increased from29,000 jobs to 52,000.The City of Rockdale’s shareof the revised targets is notyet known, however it is likelythat the targets for the City willincrease in line with the revisedtargets for the Subregion.Within the context of Australiaand Sydney’s continuedpopulation pressures, growth inthe City of Rockdale is inevitable.However, the way in which thisgrowth is harnessed and directedcan be influenced by Councilthrough its planning framework.Council has developed a planningframework that encouragesthe City to grow in a waythat delivers benefits to thelocal community and achievessustainable outcomes.The key principles guidingthe location of future growthin the City are promotingsustainable transport, enhancingthe Rockdale and Brighton LeSands town centres, revitalisingthe villages and local centres,improving residential amenityand protecting the character ofexisting residential areas.The key land use tools to deliveron these principles by controllingfuture development activity are:Rockdale LocalEnvironmental Plan (LEP)2011Rockdale DevelopmentControl Plan ( DCP) 2011Future growth is likely to occurin the centres of Rockdale,Wolli Creek, Brighton Le Sands,Bexley and Bexley North,which have the most significantopportunities for redevelopmentthrough the presence of largersites which are more readily ableto be developed. The RockdaleLEP 2011 contains incentives toencourage development in thesecentres.The centres of Arncliffe, Banksia,Carlton and Ramsgate arecurrently constrained by a rangeof factors including fragmentedownership patterns, small lotsizes and restricted accessarrangements. These constraintswill impact on the likelihood ofredevelopment within thesecentres despite any reasonableincrease in current developmentcontrols. In the future asconditions change, the controlsapplying to these centrescan be revisited to facilitateredevelopment and enableimproved built form outcomes.Despite much of the growthpotential being focused onexisting centres, there willbe some additional dwellingsgenerated in the residentialareas of the City. This residentialgrowth will be small scale infilldevelopment such as dualoccupancy and multi dwellingdevelopment.The City is expected toaccommodate approximately5,900 additional dwellings and410,000 square metres ofadditional commercial floorspace within the next 10-15years. It is expected that thelarge majority of new dwellingswill be in the form of mediumand high density housing,focussed around existing centres.The majority of new jobs areexpected to occur in existingcentres and industrial areas, andthe proposed Cooks Cove tradeand technology precinct.The City of Rockdale’s sociallyand culturally diverse communitymeans that there will beincreasing demands for housingto meet the needs of a growingnumber of ageing residentsand single person households.There has been considerablecommentary in the mediaregarding the increasing seniors’population in Australia and theimpact that this will have onfuture planning and resources.There is an opportunity tobetter meet the changing needsof the community by bothensuring a variety of housingproduct for the residents of theCity, as well as increasing theprovision of specialist housingtypes such as seniors housing tomeet anticipated demands.The City of Rockdale’scommunity is socially,economically and culturallydiverse, and tolerant andinclusive with strong socialnetworks. There is anopportunity to build upon theinclusiveness that characterisesthe community and its socialnetworks by improving accessto and the quality and variety20 | Rockdale City Council

Safety benefits arising fromfewer cars including feweraccidents and greater passivesurveillance of streets bypedestriansThe City includes a numberof transport corridors subjectto major State Governmentproposals, including the F6Freeway corridor between theCooks River and Taren PointBridge which would significantlyimpact the Rockdale WetlandsCorridor. Proposals have alsobeen raised to duplicate the M5road tunnel. While the rail linesprovide radial routes into theSydney CBD and a number ofbus routes cross the City, thereare a number of links/timetablingconcerns.Design QualityRedevelopments/refurbishments,new developments and publicopen space improvements willbe of a high design quality tocreate an attractive City andfoster pride in the community.High design quality goes beyondjust appearance. It includes howbuildings, streets, and publicopen spaces are experiencedby their communities, creatingenjoyable and liveable places.It can include access to naturallight, privacy, protection fromnoise, and functional spaces.Good design also encompassesenvironmental sustainabilityprinciples, ensuring futuredevelopments are energy andwater efficient, with adequatesolar access, natural ventilation,and landscaped area.Residential CharacterMost streets in the City ofRockdale are characterisedby single dwelling houses onindividual blocks of land. Theneighbourhoods and suburbsacross the City have a pleasantcharacter where communitieshave a sense of pride andwellbeing.There is a need to ensureprecincts and streets aredeveloped in ways that areconsistent with, and reinforce,the overall character of theirneighbourhood. It is alsoimportant that the amenityof neighbours is protectedparticularly in relation toprivacy and overshadowing, andopportunities to improve civilinfrastructure and landscapingare grasped.Community, Culture andthe ArtsCulture and the arts play inimportant role in supportingdiverse and engaged community,creating vibrant spaces andmemorable experiences.Rockdale City Council supportsa number of programs andactivities that celebrate diversityand promote harmony, lifelonglearning and the arts. Thedevelopment of a new centrallibrary and revitalisation of theRockdale Town Centre, presentfurther opportunities to enrichthe cultural life of the City.Council’s continued supportand facilitation of a number ofcommunity events also enrichesthe City’s cultural life.22 | Rockdale City Council

5.3.3 Environment andSustainabilityEnvironmental Managementis integral to Rockdale CityCouncil’s core business. Thisis primarily because Councilis responsible for a widerange of operational andregulatory matters that affectthe environment, includingplanning and developmentcontrol, operation andmaintenance of infrastructuresuch as parks, roads, communityfacilities and development andimplementation of environmentalpolicies and programs.Rockdale City Council iscommitted to achieving a worldclass standard of environmentalmanagement, through theintegration of ecologicallysustainable developmentprinciples into all activities acrossthe City. As an organisation theCouncil aims to ensure that theprotection and improvementof environmental quality is aprime consideration in all of itsactivities.Council is also committedto protecting and enhancingthe quality of its naturalenvironment. The City has anumber of natural features,including the Rockdale WetlandsCorridor, the Georges Riverand Cooks River catchments,including the Bardwell CreekValley and Wolli Creek Valleysub-catchments, and theforeshores of Botany Bay.These areas contain importanthabitats for migratory birdsand fish breeding, and are thehome to recognised endangeredecological communities.Council’s commitment to asustainable Rockdale is reflectedin addressing issues under thebroad environmental themesof waterways and catchments,biodiversity, climate change, wasteminimisation and sustainability,as well as sustainable transport.Community engagement andenvironmental educationinitiatives are a core componentof each of these themes and areoften reflected in the range ofevents and initiatives that Councilhosts.Council will continue to manage,preserve, protect and promoteits valuable environmentalassets through a number ofprojects and program areas tobe implemented to ensure thatenvironmental managementremains a core business priorityof Rockdale City Council. Theapproach to environmentalmanagement seeks continuousimprovement in performanceby taking into account statutoryrequirements, evolvingknowledge and communityexpectations.Some of the current prioritiesare the protection of bushlandin Bardwell Valley, protectionof habitat in the Wetlands,water quality in the Cooksand Georges Rivers and weedmanagement.5.3.4 Other IssuesThe following pages summarisea number of importantsustainability issues that Councilis currently addressing.Community Strategic PlanRockdale City Plan 2011-2025 | 23

Open Space and Recreation StrategyClimate ChangeClimate change is a major issue for the City of Rockdale as humanactivities increase the level of greenhouse gases present in theatmosphere thereby contributing to global warming.Council focuses its mitigation efforts on energy efficiency for itsbuildings and operations, as well as renewable energy strategiesand actions. However, Council also recognises that the impactsof climate change will have a significant effect on its operationsand infrastructure, as well as the broader community.Due to Rockdale’s coastal location, highly urbanised nature anddemographic profile, studies and mapping conducted by theCSIRO has identified that Rockdale has a high vulnerability toclimate change impacts.To help address this Council is identifying the extent to whichclimate change will affect the City of Rockdale as well as somemeasures that it can implement to help adapt to the impactsof climate change. This will take the form of a future ClimateChange Adaptation Plan. Council acknowledges the challengeand complexity of managing the risks in adapting to climatechange and sea level rises.The City of Rockdale is aunique place with threedistinctive open spacecorridors that provide a rangeof open space and recreationopportunities. They include: Cook Park: Significantforeshore open space thatextends the length of theCity and connects the Cityto Botany Bay Rockdale WetlandsCorridor: Large tracts ofopen space that collectivelyextend the length of theCity and incorporatesignificant wetlands,sportsgrounds, parks andmarket gardens Bardwell Valley: A beautifulvalley corridor withstunning views to Sydneyand substantial bushlandwith significant vegetation,as well as a golf course andrecreation parksThe adopted Open Space andRecreation Strategy guidesCouncil in prioritising itsactions to meet the open spaceand recreation supply anddemand requirements of thecommunity through to 2030.The City’s future open spaceand recreation requirementswill be supported by Council’sAsset Management Strategyand Plans and Council’s LongTerm Financial Plan.The strategy contains anaction plan to guide Council inprioritising and progressing ofsix main aspects, being:1. Open Space Provision2. Open Space Quality andFunction3. Sports Opportunities4. Recreation Destinations5. Natural Areas and theEnvironment6. Indoor Sport and AquaticFacilitiesPriorities and challenges are: Minimising impacts of theF6 construction on theRockdale Wetlands Planning for andestablishing strategicallylocated neighbourhoodparks in Wolli Creek forlocal activity & urban relief Enhancing existing parks Establishing landscapedcivic spaces in the RockdaleTown Centre to provide asocial and events focus Developing master plansto guide the infrastructuredesign, function andquality of key parks andsportsgrounds Strengthening theconnections within thethree main open spacecorridors via improvedpathway and cyclewayconnections Establishing quality sportingand recreation amenitiesincluding walking tracks,floodlighting, syntheticplaying fields, regionalplaygrounds and facilitiesthat cater for varying agedemographic demands Undertaking identifiedprojects that protect andregenerate natural areas Implementing and updatingplans of management forsignificant open space areas Planning and feasibilityanalysis for an indoorsports centre Redeveloping BexleySwimming Pool24 | Rockdale City Council

Water Quality and Stormwater ManagementThriving Town Centres ProgramThe City of Rockdale isuniquely located with theBotany Bay shoreline on itseastern border, the CooksRiver catchment to thenorth and the Georges Rivercatchment to its south. Thisunique positioning establisheswater quality as a significantenvironmental issue.Due to its highly urbanisednature, water runoff from roofs,roads, footpaths, car parksand even parks all end up inthe various drains and creekswhich flow into our rivers andBotany Bay. This runoff is calledstormwater and the qualityof stormwater is often poor,containing pollutants collectedfrom gutters, heavy metals andnutrients.All of these pollutants havean adverse impact on ourwaterways and Councilsare faced with an increasingfinancial burden of managingthe quantity and qualityof stormwater runoff. TheStormwater ManagementService Charge assists withfunding the costs associatedwith the provision of newor additional stormwatermanagement services forthe community. Councilimplements Water SensitiveUrban Design (WSUD)principles in its approach tostormwater managementto reduce the impacts ofurbanisation.The charge is levied againstprivately owned urban land,and the resulting serviceresults in a stormwater systemthat provides a cleaner andsafer waterway environmentin our local region. This isparticularly important for theCity of Rockdale, as there arenumerous water bodies directlyimpacted by the stormwaterrunoff from our urban area intothe Cooks River, Georges Riverand directly into Botany Bay.The income from thecharge funds both capitalprojects and recurrentexpenditure relating to newor additional stormwatermanagement services; suchas planning, constructionand maintenance of drainagesystems, stormwatertreatment devices, as well asstormwater harvesting andre-use initiatives. The fundalso covers community andindustry stormwater pollutioneducation campaigns as wellas water quality and aquaticecosystem monitoring to assessthe effectiveness of stormwaterpollution controls.Over the next four years,Council’s main actions to befunded by the StormwaterManagement Service Chargeare: Rehabilitation of existingdrainage systems toimprove flow capacity Reviewing prioritiesidentified from Floodplainand CatchmentManagement Plans Developing a medium tolong-term program basedon the works identifiedthrough existing plans Undertaking drainageaugmentation to reducethe impacts of localisedflooding Ensuring that existing grosspollutant traps are cleanedregularly and other watersensitive urban designdevices are well maintainedto ensure they workeffectivelyThe places where people shop, dine, do their banking and meetother people are important focal points of community andeconomic activity.In 2006 Rockdale City Council decided to establish a programof sustained public investment in these places and created theThriving Town Centres Program.The Thriving Town Centres Program aims to replace andupgrade aging public infrastructure to create better public spacesthat are more enjoyable to use and promote further privateinvestment in Town Centres.Under the banner of Thriving Town Centres, Council hascreated the King Street Mall and upgraded the Banksia andBexley North Town Centres and the southern side of Bay Street,Brighton Le Sands.Future priorities include Ramsgate Beach, Arncliffe andWollongong Road.Community Strategic PlanRockdale City Plan 2011-2025 | 25

Sydney Airport and Port BotanySydney Airport and PortBotany are major transporthubs in close proximity to theCity of Rockdale. RockdaleCity Council recognises theimportance of the economiccontribution of the airportand port to both the localeconomy and to NSW’seconomic competitivenesson an international stage. Theoperation of the airport andport presents opportunities forthe City, as well as impacts thatneed to be addressed.Sydney Airport is located on thenorthern boundary of RockdaleCity, adjoining the suburbsof Arncliffe and Kyeemagh,approximately eight kilometressouth of the Sydney CBD.The Sydney Airport Masterplanforecasts that by 2029 therewill be: 78.9 million passengers and402,000 passenger aircraftmovements per annum,representing an annualgrowth rate of 4.2 per centfor passengers and 2.0 percent for passenger aircraftmovements 10,400 dedicated freightaircraft movements perannum, representing anannual growth rate of 1.3per centCouncil is supportive ofefforts directed at improvingthe efficient operation of theairport, including improvingtransport options andconnections, and minimisingnoise impacts on the localcommunity.However, Council has someconcerns regarding thepotential negative impacts onthe City of Rockdale, includingthe use of local residentialstreets for short and long termparking for airport users. Thisissue highlights the fundamentalshortcoming of parking andtransport in general at theairport.Port Botany is located outsideof the Rockdale Council area,however, the volume of heavyvehicle trips generated by theport means it has a significantimpact on the City’s roadnetwork.In 2005, approval was grantedfor a significant expansionof Port Botany’s containercapacity to meet projectedlong-term trade growth whichallows: An additional 60hectares of land throughreclamation, in addition tothe current area of 205hectares An increase in containermovements through thePort from 1.8 million TEUsto 3.2 million TEUs perannumIn addition to traffic impacts,the expansion of the porthas potential impacts on theenvironmental qualities ofBotany Bay.Council is supportive of effortsto increase the volume andpercentage of freight utilisingthe railway network.Community Infrastructure LevyIn the preparation of the Council’s 2010/11 City Plan anincreasing need was identified to address Asset Management.Council needed to substantiate why alternative/expenditurereductions had been achieved to improve its financialsustainability and the communities views achieved through aconsultation process.This was progressed through an application to Department ofLocal Government for a Special Variation of General Incometo increase infrastructure works to the amenities and smallercommunity buildings.The application was subsequently approved for a period of threeyears, based on the following: Annual funding of $1.077m based on an increase of 3% inrates Detailed schedule for funding and works that includesrehabilitation, maintenance and/or reconstruction works offour libraries, five other community buildings and range ofamenity buildingsDuring the three year period Council will need to fully addressits community infrastructure needs. Condition of buildings andcommunity expectations though its asset planning. If an extensionis sought further consultation will need to be undertaken.26 | Rockdale City Council

5.4 DemographicsThe following provides a snap-shot of the Rockdale Community.Current PopulationThe City of Rockdale had arecorded population of 92,621 in2006 (Census data) which wasan increase from 88,523 in 2001(Census data). This significantrise is due to such factors asRockdale’s greater housing densityin recent years including residentialdevelopment on previousindustrial sites such as Wolli Creek.NO. OF RESIDENTS100,00090,00080,00070,00060,00050,00040,00030,00020,00010,000PopulationCommunity Strategic PlanThe table opposite showsRockdale’s population growthfrom 1951 to 2006.01951 1956 1961 1966 1971 1976 1981 1986 1991 1996 2001 2006YEARPopulationAge StructureAge StructureRockdale has a similar agestructure to the Sydney StatisticalDivision. However Rockdale has alarger percentage of 70 to 84 yearolds (9.1% compared to 7.3%); alarger percentage of 25 to 34 yearolds (16.8% compared to 15.3%),and; a smaller percentage of 12 to17 year olds (6.2% compared to7.9%). The higher proportion ofyoung adults is consistent with thegrowing urban renewal precinctsat Wolli Creek and RockdaleTown Centre.% OF RESIDENTS25201510500 to 4 5 to 11 12 to 17 18 to 24 25 to 34 35 to 49 50 to 59 60 to 69 70 to 84 85 and over2006 - Rockdale 2006 - Sydney Statistical DivisionSeniors over the age of 65represent approximately 16%of the population of the City ofRockdale.Rockdale City Plan 2011-2025 | 27

Cultural DemographicsThe 2006 Census revealsthat 41.3% of Rockdale City’spopulation were born overseasand 36.2% were from a non-English speaking background.This is higher than the SydneyStatistical Division which was31.8% and 24% respectively.The proportion of thepopulation that speaks a languageother than English at homeis indicative of how culturallydiverse a population is and thedegree to which different ethnicgroups and nationalities areretaining their language.Analysis of the Rockdalepopulation highlights that while41.4% of the population spokeEnglish only at home 51.1% spokea non English language at homeNUMBER25,00020,00015,00010,0005,000% OF RESIDENTS109876543210GreekArabic(either exclusively or in additionto English) compared with 63.9%and 29.3% respectively for theSydney Statistical Division.Languages other than Englishspoken by high numbers ofresidents are Greek, Arabic,Language Other than English Spoken at HomeMacedonianHousehold TypeCantoneseMandarinItalianSpanish2006 - Rockdale 2006 - Sydney Statistical DivisionMacedonian, Cantonese,Mandarin, Italian, Spanish,Bengali and Portuguese at homewhen compared to the SydneyStatistical Division. The abovetable shows languages other thanEnglish spoken at home.The largest changes in thespoken languages of thepopulation in Rockdale Citybetween 2001 and 2006 wereincreases for those speakingMandarin, Arabic and Bengaliand a fall in Macedonian.BengaliFilipino(Tagalog)PortugueseIt is important for efficient andeffective service delivery tomonitor these statistics as theychange with the emergence ofnew ethnic communities fromtime to time.It is a challenge for Council toengage with such a diverse rangeof communities each with theirown individual cultural identities.Household TypeRockdale has a similar householdtype and family structure to thatof the Sydney Statistical Divisionand is illustrated in the figure onthe left.0Coupleswith childrenunder15 yearsCoupleswith children15 yearsand overTotalcoupleswithchildrenOne parentwith childrenunder15 yearsOne parentwith children15 yearsand overTotalone parentfamiliesCoupleswithoutchildrenOtherfamiliesTotalfamilies2006 200128 | Rockdale City Council

OccupationRockdale has higher proportionof its residents employed inthe sales industry, as clericaland administrative workers andas labourers than the SydneyStatistical Division. Converselyit has a lower proportion ofManagers and Professionalworkers. In actual job termswithin the City, there has beena consistent decline in the jobsin manufacturing and wholesaletrade industries, coupled withincreases in the transport andstorage, property and business,retail and personal servicesindustries.Socio-economic wellbeingMeasuring socio-economicwellbeing is complex andas such there is a degree ofsubjectivity in how the variablesreally impact on a person’slevel of disadvantage. It is quiteconceivable that someone withno formal qualifications can makea high income doing a relativelylow skilled job.The Index of Relative Socio-Economic Disadvantage(SEIFA) has been developed todocument the socio-economicwellbeing of an area from arelative sense to allow for somecomparison between areas.This index is derived fromattributes such as low income,low educational attainment,% OF EMPLOYED2520151050Managershigh unemployment, jobs inrelatively unskilled occupationsand variables that reflectdisadvantage rather thanmeasure specific aspects ofdisadvantage (e.g., Indigenousand Separated/Divorced).ProfessionalsA review of the Index of RelativeSocial-Economic Disadvantage(SEIFA) reveals that the Cityof Rockdale is ranked the 12thlowest out of the 43 localgovernments in the SydneyStatistical Division. Council willcontinue its advocacy to otherlevels of government to assist inproviding services and supportto a relatively disadvantagedcommunity.It is important to continuouslymonitor the City’s populationcharacteristics, to allow Councilto plan for efficient and effectiveservice delivery.TechniciansandTradesCommunityand PersonalServiceOccupationClericalandAdministrativeSales2006 - Rockdale 2006 - Sydney Statistical DivisionMachineryOperators andDriversLabourersInadequatelydescribedor not statedCommunity Strategic PlanRockdale City Plan 2011-2025 | 29

5.5 Council’sMajor PartnersCouncil has developed a numberof partnerships at all levels ofgovernment and with the localcommunity to support improvedand well focused outcomes.Federal GovernmentRelationships exist betweenCouncil and a number of FederalGovernment Departmentsincluding: Health and Ageing Civil Aviation Authority;Environment, Water,Heritage and the Arts Immigration andCitizenshipThe Council works closely withthe Local Member representingBarton.NSW State GovernmentPartnerships exist at a StateGovernment level includingthose with: Department of Planning Department of Sport andRecreation Department of Education,the Department of Ageing,Disability and Home Care NSW Police State Library of NSW Land and PropertyManagement Authority Office of Environmentand Heritage (formerlyDepartment of Environment,Climate Change & Water)Transport NSWThe Council also maintainseffective relationships with theLocal Members of Parliament.The City is covered by the Stateelectorates of Rockdale andKogarah.Community ProvidersCouncil has partnerships with arange of organisations providingservices to the communityat a local level including: theSalvation Army; the St GeorgeMigrant Resource Centre; localcommunity groups includingseniors groups; Volunteers NSW,the NSW Meals On WheelsAssociation and scouts.Regional BodiesCouncil has developedrelationships with 15 otherlocal government authoritiesto create the Southern SydneyRegional Organisation ofCouncils (SSROC) which assistsCouncil through resource sharingarrangements, opportunitiesfor the exchange of ideas andthe development of a sharedposition on a range of issues.A regional level, organisationsinclude the Georges RiverCombined Council Committee,the Sydney Coastal CouncilsGroup and the Councils of theCooks River Alliance.5.6 BroaderInfluences on theCity PlanThe NSW State Plan and theMetropolitan Strategy 2036 wereconsidered for the developmentof the City Plan. Council alsoconsidered the global, national,State, Metropolitan and regionalpressures on the City ofRockdale and the impact of itsactions in developing the Plan asshown in the following diagram.Impact of actionsAustralia / GlobalNSWMetro / RegionalLocalCity of RockdaleExternal pressures,impact of actions30 | Rockdale City Council

5.7 Council’s RoleThe new Integrated Planning andReporting legislation has amendedCouncil’s charter to include arequirement to engage in longtermstrategic planning on behalfof the local community. It alsoamends the role of a Councillorto include a civic leadershipresponsibility in the preparationof the community strategic plan.The key roles of Councilcomprise the following functions:GovernanceProvided by the electedCouncillors who represent thelocal community and who directand control Council’s affairs inline with the requirements of theLocal Government Act 1993.Elected Councillors, as thegoverning body of Council,review and debate matters andhave a decision making roleon behalf of the community.The Council sets the strategicdirections, reviews expenditure,determines the activities of theorganisation and monitors theefficiency and effectiveness ofservice delivery.Sound civic leadership isunderpinned by transparent andaccountable decision-making.Councillors demonstrate civicleadership through the provisionof responsible, accountable,representative and efficientgovernance. Councillors exercisecivic leadership by encouragingrepresentative communityparticipation through improvedcommunication between thecouncil and its community.Through its civic leadership, theCouncil can positively influenceand support the development offuture leaders.OperationsThe appointed staff provideadvice to the Council, deliverCouncil services and ensureinfrastructure is properlymaintained.Rockdale City Council’s 370 staffare led by the General Managerand provide professionaladvice and ensure delivery ofthe Community Strategic Planand Council’s wider statutoryresponsibilities.Council’s core businessCouncil’s responsibilities can begrouped as follows: Planning: long termcorporate planning togetherwith strategies to guideenvironmental management,sustainable land use,transport and provision ofinfrastructure Service Delivery: provisionof a range of servicesprovided by Councilincluding recreation,Libraries, Meals on Wheelsand Waste Services Asset and FacilitiesManagement: for the rangeof facilities provided byCouncil including roads,drainage, car parks, openspace/sports grounds, thenatural environment andcommunity buildings Community Advocacy:advocating to other levelsof government on behalf ofthe community of the City ofRockdaleCommunity Strategic PlanRockdale City Plan 2011-2025 | 31

5.8 Council’s Shortto Medium TermPlans and MajorInitiativesThe Community Outcomesin this City Plan aim to secureCouncil’s long term sustainability,through working with othersto enhance the health and wellbeing of the people of Rockdale,improve accessibility to/withinthe City, add to the vitality of thelocal economy and protection ofthe environment. Some of themajor short to medium terminitiatives and projects are: Review of options andimplementation of aprogram of improvement toaquatic facilities in the City.The existing Bexley Pool iswell regarded but over theyears has deteriorated and amajor new approach needsto be developed with thecommunity A Community Services Planthat will provide a frameworkwhich will facilitate acoordinated approach tothe future planning anddevelopment of services andfacilities for the communityA Sustainable City Finalisation of a ClimateChange Adaptation Plan Incorporation of GreenBuilding Technologies forrehabilitation and newconstruction projects Incorporation of WaterSensitive Urban Design intostreetscape projects Commencement of PrecinctPlanning for Strategiclocations. Local businessesand communities canbenefit from activitieswhich promote and supportthe unique character ofRockdale’s towns and villages Implementing Thriving TownCentres Works Programincluding Ramsgate Beach,Arncliffe and WollongongRoad.A Vibrant, Healthy andSocially Connected City ofMany Cultures The development of a newCentral Library. The existingCentral Library building,situated in Rockdale TownHall, does not have thecapability to provide modernlibrary facilities and services.This project will pursue theprovision of a purpose builtlibrary able to service theRockdale community intothe future Improved communityservices through closerworking with other agencies,stronger links with thelocal community and moreeffective responses tochanging demographicsA Strong Economy Streamlining thedevelopment and buildingapproval processes to makethese processes easier andquicker for applicantsAppropriate Infrastructure Adoption of ImprovedProject Managementframework to supportdelivery of the CapitalWorks Program Review of existing andpromotion of additionalleasing and licensingopportunities to maximisebenefits to the communityand CouncilA Leading Organisation After gaining CustomerService Accreditation in2010-11 from the CustomerService Institute of Australia,further opportunities willbe pursued to improve thequality of service to thecommunity Improvement of theGovernance Frameworkwill ensure that Council’sactivities and services areprovided in a transparentand equitable manner Increased commitment toCommunity Engagementthrough the introduction ofimproved policy/strategy andnew techniques that providefor improved interactionwith the community Stronger advocacy on behalfof the community to othertiers of government andthe private sector to ensurethat Rockdale receives themaximum possible servicesand opportunities Improvement inprocurement mechanismsto improve the efficiency ofCouncil’s services and assets32 | Rockdale City Council

6 The CommunityVoiceThe integrated planning andreporting framework stipulatesthat Council should aim to workdirectly with a broad crosssectionof the community toensure that community concernsand aspirations are understoodand considered. The inputreceived from the communitywill guide the development ofthe Community Strategic Planand Resourcing Strategy.On 6 October 2010 Counciladopted the City PlanCommunity Engagement Strategy2010. The Strategy included threeEngagement Stages and a widerange of engagement techniquesto ensure a broad cross-sectionof the community is engaged.A combination of engagementtechniques at each EngagementStage assisted Council to validatethe input received from thecommunity.Stage 1 of the CommunityEngagement activities for theRockdale City Plan 2011-25included a community telephonesurvey to identify communityneeds and aspirations. Stage 2of the Community EngagementStrategy was structured toachieve a better understandingof the priority issues identifiedin the telephone survey andexplore other pertinent issuesto assist in the development ofthe City Plan. The final Stageof the Community EngagementStrategy occurred as part of thepublic exhibition of the draft CityPlan and included CommunityInformation and FeedbackBooths, an Online Feedbackfacility on the draft RockdaleCity Plan, and a mail out usingthe existing contacts as wellas the traditional notices andadvertisements.The key themes from theCommunity Engagement processconcerning what residents wouldlike the City to be like in 2025were: A destination, not athoroughfare A safe place to live and work Aesthetically pleasing Clean and tidy/less litter Less congestion A community minded area Preserved green spaces Improved commercial areas/centres A good place to do business Improved tourist facilities Sensitive to the needs of allcultures and demographics(young and old) Sensitive to its heritage, buta modern city Not overdeveloped/suitablyscaled developments A ‘liveable community’ -safe/clean/greenAs a result some key themesabout what residents would liketo change revolved around theirvision and are similar to thoseabove: Less litter/graffitiLess congestionIncreasing safety/reducingcrime Preserve green spaces Improve commercial areas/centres Promote community eventsthat bring people together,celebrating the differenceswithin our communityCommunity Strategic PlanRockdale City Plan 2011-2025 | 33

Other CommunityEngagementActivitiesImportantly also the CityPlan 2011-2025 was activelyinformed by Council’s significantengagement activities for otherstrategic plans and studiesincluding Draft Rockdale LocalEnvironmental Plan 2011, Draftand Development Control Plan2011 and Environment andSustainability Forum.Draft Rockdale LocalEnvironmental Plan andDevelopment Control Plan2011Council has prepared a newplanning framework for the City,inclusive of the Rockdale UrbanStrategy, draft Rockdale LocalEnvironmental Plan 2011 anddraft Rockdale DevelopmentControl Plan 2011.The new planning frameworkwas placed on public exhibitionfor 2 months, ending on 17December 2010. Extensivecommunity engagement activitieswere undertaken including fivecommunity meetings, an industrybriefing, a public hearing, and acommunity information session.An online planning portalwas also developed to alloweasy access to the exhibitiondocuments and facilitate onlinesubmissions.Council received 269 submissionsfrom the community, 57% wereobjecting to a developmentproposal for a specific area while43% of submissions focusedon specific zoning, height orfloor space ratio changes orrequests throughout the City.All community submissions wereassessed on planning merit andreported back to Council priorto a decision on the draft Plans.The community engagementresulted in Council making minoramendments to the exhibiteddraft LEP, which was submittedto the Minister for Planning inaccordance with Section 68 ofthe Environmental Planning andAssessment Act 1979.Environment andSustainability ForumCouncil hosts a numberof community open daysand activities relating toenvironmental issues, which offerparticipants opportunities toprovide input into environmentaland sustainability issues andpriorities.However, more specifically,Council hosted its inauguralEnvironment and SustainabilityForum which was attended by130 residents, local and regionalenvironment groups. Thisforum highlighted numerousenvironmental and sustainabilitychallenges and gave participantsthe opportunity to identify whatthey believed were the top threeenvironmental priorities. Theidentified priorities were climatechange, reducing waste, andbiodiversity and water, as well ashabitat protection. Inclusion ofhabitat protection as a prioritywas due to strong links withbiodiversity and water/catchmentmanagement.All Community views obtainedfrom various communityengagement activities over thepast twelve months have assistedCouncil in the developmentof the Rockdale City Planwith many opportunities andchallenges to delivering effectiveservices to the community.Some of the expressedcommunity views“I want Rockdale to be a safe, moderncity thriving with more retail shops andrestaurants. A place where people comeand visit and talk about.”“They tell us that sea levels are going torise and I live only up the road from thebay. What I don’t know is what affect thiswill have and what anybody is going to doit about it. Can we build a wall? What canwe do?”“To be honest I don’t really know whatservices Council offers here and wheretheir involvement begins or ends and Ihave an elderly mother.”“I submitted a Development Applicationand found it easy to get through Council,they were really helpful.”“Planning decisions - how are they made?”“If programs could be developed thatwould encourage volunteers then thatwould be really positive. This would helpbuild that community spirit too that wehave talked about.”34 | Rockdale City Council

7 Our Vision, Mission and ValuesThe following comprises Council’s Vision, Mission and Values:Our VisionOne Community, Many Cultures, Endless OpportunityOur MissionTo provide quality local government services that protect ourenvironment, are respectful to our community’s needs and aredelivered in a financially, socially and environmentally responsible wayOur ValuesCouncil demonstrates the following values in its work:Community Strategic PlanPride in our City Be creative and innovative Champion effective new ideas Be proactive in finding solutionsResponding to Community Needs Be enthusiastic when dealing with customers Be empathetic, polite and professional Respond within agreed timeframes Focus on solutions to meet customer needs Take ownership of a customer query by resolving it or followingup its resolution personally Respect the customer’s perspectiveWorking Together Be open and accountable Keep up-to-date with industry and technology changes Challenge each others’ ideas and strip away barriers to innovation Be receptive to change and new ideasRockdale City Plan 2011-2025 | 35

8 Resourcing StrategyWhilst the CommunityStrategic Plan providesa roadmap towardslong-term communityaspirations, it is recognisedthat these goals andobjectives will not beachieved without theprovision of sufficientresources - money, peopleand assets.In this regard, under theIntegrated Planning andReporting requirements,Council is obligated toprepare a Long-TermFinancial Plan, WorkforceManagement Plan and anAsset Management Plan.These components arecollectively known as theResourcing Strategy. TheResourcing Strategy isavailable separately to theCity Plan document.8.1 Summary ofthe Long-TermFinancial PlanThe Long Term Financial Planmust be for a minimum of10 years consistent with theCommunity Strategic Plan.The Council has adopted theperiod through to 2025. It isprimarily a decision-makingtool at which point long-termcommunity aspirations andgoals are tested against financialrealities.The Plan is built on the followingfour foundations: Planning assumptions (egpopulation and economicgrowth) Revenue forecasts (eg rateincreases, fees and charges,grants and loans) Expenditure forecasts (eginflationary pressures andcost shifting) Sensitivity analysis (eg CPI,award wage increases,changing tax rates)The Plan includes projectedincome and expenditure, balancesheet and cash flow statement.Some of the macro-economicissues that have been faced byCouncil over many years include: Rate pegging, which hasnot allowed Council tokeep pace with the cost ofinflation Various mandatory expenseslevied on Local Governmentwhich increase at a rateabove increases to income Cost shifting from otherspheres of government Costs associated withaddressing ageinginfrastructureThese factors have created afunding gap that must constantlybe met from Council’s annualbudget.Council has committed toundertaking an assessment of thelong term financial sustainabilityof Council by the developmentof a Long-Term Financial Plan.This plan is based on the 2010-2011 year and forecasts out 14years to 2024-2025. Councilhas considered three separatescenarios as follows:Scenario One - Base Level -Status QuoScenario Two - MaintainAssets in “Satisfactory”ConditionScenario Three - Inclusion ofMajor Capital WorksScenario One is based onthe current known financialposition and incorporates acapital program in line withrecent expenditure levels. Thisscenario forecasts that Councilmaintains its financial liquidityas it increases its cash reservesby over $30 million over the14 years, resulting from thefunding from depreciation andS94 contributions exceeding thecapital expenditure program,even though the plan deliversan operating deficit each year.The deficit is funded by thereduction in the investment ininfrastructure asset renewal,effectively using the fundingcollected for asset renewal tospend on operating costs. Thisstrategy generates two risksfor Council. Firstly, Council’sinfrastructure assets will continueto deteriorate as the level offorecast expenditure is lowerthan the renewal ratios, creatingthe risk that a significantly higherlevel of investment will berequired to bring the assets backto a satisfactory condition in thefuture. Secondly, the creation ofthe large restricted reserve heldfor investment in S94 assets willneed to be transformed intocommunity and infrastructureassets that Council will need tomanage, operate and maintain,putting additional strain on theoperating position.In Scenario Two, Council hasmodelled the impact of increasingthe capital expenditure renewalsprogram to a level that willbring the assets to a satisfactorycondition. This is not affordableas the cash reserves have erodedover time. For this scenario to besustainable Council will need tosource alternative funding streamsfor the renewal expenditure. Tomoderate the level of renewals36 | Rockdale City Council

expenditure to approximately $6million per year.Council will maintain its financialliquidity but risks the continueddeterioration of its infrastructureassets and the significantly higherlevel of investment that will berequired to bring the asset backto a satisfactory condition in thefuture.In Scenario Three, Council hasmodelled a $44 million spendacross three projects. Thefunding of four projects is basedon the assumption that theywill utilise S94 funds and $21million from the sale of assets.This appears unsustainable asthe scenario also includes theadditional capital renewalsexpenditure.The impact of the new capitalworks (irrespective of thepriority listing) is that Councilbecomes unsustainable almostimmediately due to the erosionof Council’s cash reserves. IfCouncil were to pursue any ofthe new capital works, fundingwould need to come fromother sources such as grants,contributions and loans.If Council were to maintainfinancial liquidity it can eitherinvest in the new capital projectsand not spend any additionalrenewals expenditure, or investin the new capital projects andspend a constrained amount oncapital renewals.In all three scenarios developed,Council has met one or two ofthe financial sustainable principlesbut not all four. To achievefinancial sustainability Councilmust increase operationalrevenue or reduce operationexpenditure or a mixture ofboth.8.2 Summary ofthe WorkforceManagement PlanThe aim of the WorkforceManagement Plan is to provideCouncil with the best peopleable to inform its strategicdirection, develop innovativeapproaches to complex issuesand deliver appropriate serviceseffectively and efficiently.Council's WorkforceManagement Plan depicts therequired workforce numbers byDepartment, Service Unit andPosition.The Plan which covers theperiod 2011 to 2015 predictsa slight increase in positionnumbers (7) mainly in theDevelopment AssessmentUnit, if the predicted increasein workload occurs with theanticipated improvement inthe building and constructionindustry and the associatedincrease in developmentapplications.Rockdale City Council, like allwestern organisations, has anageing workforce. This coupledwith the fact that the totalworkforce pool will shrink dueto a decline in the birth ratesof the generation of workersfollowing the “Baby Boomer”generation, the retirementof the “Baby Boomer”generation, and the resultingskills shortage particularlywithin the occupational tradespositions requires Council totake a strategic approach inplanning the sustainability of itsworkforce.A continuing focus on youthemployment, succession planningand leadership developmentwith knowledge that 40% ofCouncil’s current workforce willretire within the next 20 yearswill position Council's workforcein delivering the desired levels ofservice delivery.Council’s youth employmentfocus through its GraduateProgram, is recommended toincrease as separations occurand replacements are sought,where possible, through therecruitment of graduates,trainees or apprentices.Whilst focusing our futureworkforce planning on youth,Council will continue to provideflexible working arrangementsfor its other employees, to retaintheir skills and knowledge inour workplaces through flexibleworking days and hours options.Whilst providing olderemployees with continuedemployment options this focuswill also assist in the knowledgeand skills capture and transferto younger employees in thedelivery of our services andprovide further avenues ofaddressing the skills shortage.Succession Planning will be akey consideration of the 2011 to2015 Workforce ManagementPlan, with Directors and ServiceUnit Managers required toidentify critical positions anddevelop succession plans forthese positions to ensure thatleadership, management andtechnical capability is beingCommunity Strategic PlanRockdale City Plan 2011-2025 | 37

developed to ensure Council’sworkforce is prepared andcapable of meeting futuredirections and challenges.Council will also be looking tosupplementary employmentarrangements such as JointVentures with the PrivateSector, Shared Services withneighbouring Councils andthrough Contracts.For example, Council currentlyhas an established Joint Ventureinvolving Xerox, a Shared Servicearrangement with Kogarahand Hurstville Council’s withWaste Collection, and operatesits Animal Pound and AnimalCatcher under contractualarrangements.8.3 Summary ofRockdale AssetManagementStrategyCouncil must account forand plan for all existing assetsunder its control, and any newasset solutions proposed in itsCommunity Strategic Plan andDelivery Program. A strongcouncil requires a robustplanning process to ensure theseassets are managed in the mostappropriate way on behalf of thecommunity. Asset ManagementPlanning basically refers to“whole of life” asset managementfrom planning, purchase,operation, maintenance anddisposal.The City of Rockdale is thecustodian of infrastructure assetswith a value in excess of $894million. Ensuring these assets aremaintained and able to providethe services required of them isan important function of Council.The Asset Management Strategyprovides a systematic way ofaccounting for these assets andplanning for their operation,maintenance, rehabilitation,disposal and renewal. TheStrategy also helps Council toreview its asset managementpractices to ensure they arebeing done in the most costeffective manner possible.The broad purpose of the AssetManagement Strategy is: To have proper plans andstrategies that ensure theassets provided by previousgenerations continue tobe available to provide theservices required by futuregenerations To be able to plan fornew assets confident ofour understanding of theirimpact on Council’s longtermfinancial sustainability To provide assurance thatassets are being created,operated, maintained,rehabilitated and renewed inthe most cost effective wayspossibleThe Rockdale Asset ManagementStrategy 2011 includes revisedestimates of the value and usefulremaining life of the City ofRockdale’s assets. The Strategyalso includes a comprehensiveprogram of actions to improvethe quality of asset data andasset management systems andpractices within Council.The revised estimates of assetvalue and useful remaining lifeindicate that Council should bemaking greater provision for therehabilitation of existing assets,and that the asset maintenancebacklog is probably greater thancurrently estimated.The work detailed in theprogram of actions will providea basis to develop strategies andactions in the next iterations ofthe Asset Management Strategyto address the likely gaps.38 | Rockdale City Council

9 Community Outcomesin DetailCouncil has identified five Community Outcomes:1. A Vibrant, Healthy and Socially Connected City of ManyCultures2. A Sustainable City3. A Strong Economy4. Appropriate Infrastructure5. A Leading OrganisationCommunity Strategic PlanThese Strategic Outcomes align with Council’s Vision and Values.Under each Strategic Outcome there are a number of objectivesand for each objective a series of strategies are developed todeliver the community’s priorities over the next 14 years.Principal activities are set in Council’s 4 Year Delivery Programto show how Council will deliver relevant strategies and showwhich parts of the Community Strategic Plan Council intendsto deliver over the next 4 years with the resources identifiedin the Resourcing Strategy. Those principal activities are furtherdeveloped into one year actions in the annual Operational Plan.Rockdale City Plan 2011-2025 | 39

Outcome 1A vibrant,healthyand sociallyconnectedcity of manyculturesPeople of all ages,abilities and culturalbackgrounds feelwelcome, supported,and able to achieve theirpotential in Rockdale.The community isresilient and healthy,with a diverse skills base,high employment ratesand better than averageeducation outcomes.Cultural diversity isvalued in the City; thechanging and specialneeds of different groupswithin the communityare met; and the diversecharacter of its people iscelebrated.There is pride in theCity with high levelsof co-operation andsupport betweencultural groups.Measures to monitor our progress towards being aVibrant, Healthy and Socially Connected City of ManyCulturesa The proportion of residents who agree there is a sense ofcommunity in the City of Rockdale is steadily increasing.Baseline 2010. Source: Council’s Community Survey.b Satisfaction with Council’s community facilities and servicesfor a range of people is increasing. Baseline 2010 CommunityEngagement. Source: Council’s Community Survey.c Reported crime in the City of Rockdale is falling.Source: NSW Police.d The proportion of people who feel safe in our community issteadily increasing. Baseline 2011.Source: Council’s Community Survey.e The amount of graffiti requiring removal is decreasing.Baseline 2010. Source: Council’s Statistics.f Levels of volunteering managed by Council are increasing.Baseline 2010. Source: Council’s Statistics.g Community satisfaction with Council’s events is increasing.Baseline 2010. Source: Council’s Community Survey.h Satisfaction with sporting and recreation facilities, parksand playgrounds are increasing. Baseline 2011 CommunityEngagement. Source: Council’s Community Survey.StrategiesStrategy 1.1 Resilient and Engaged CommunityBuild an informed and empowered community that embracescultural diversity.Strategy 1.2 Health, Well Being and SafetyBuild a healthy community where people of all ages and abilities canenjoy an environment free of public health risks.Strategy 1.3 EducationEnsure access to lifelong learning so that the Rockdale community canmaximise its potential and has access to a diverse skills base.Strategy 1.4 Positive and Distinctive City Image andIdentityBuild a community that responds to local attributes andopportunities, to achieve a lifestyle and identity that is valued by itsresidents and visitors.Strategy 1.5 A Vibrant and Exciting CityBuild a vibrant and exciting City that reflects the range of cultures,entertainment, events and networks that contribute to the well beingof its community.Strategy 1.6 Heritage and HistoryEnsure that Rockdale’s natural and built heritage is respected,protected and well maintained reflecting the rich and diverse past ofboth indigenous and more recent settlement.What the community can do to help the City of Rockdaleto become a Vibrant, Healthy and Socially Connected Cityof Many Cultures. Take up opportunities for healthy living and lifelong learning Take up volunteering opportunities Learn more about other communities and cultures Help young people to take up leadership and volunteeringopportunities Use Council sporting and cultural facilities and amenities Attend community events and encourage friends and neighboursto go too40 | Rockdale City Council

Outcome 2A SustainableCityA city with a highquality natural andbuilt environment thatreflects the aspirationsof the community,now and for futuregenerations.Sustainability andenvironmentalmanagement isintegral to the City’sinfrastructure andfunction. Withsustainability at its core,the City is vibrant,engaging and liveable.The City’s environmentalfeatures are protectedand improved.Measures to monitor our progress towards being aSustainable Citya Increasing community satisfaction with the management ofRockdale’s built environment. Baseline Community Engagement2010. Source: Council’s Community Survey.b Increasing community satisfaction with the managementof Rockdale’s natural environment. Baseline CommunityEngagement 2010. Source: Council’s Community Survey.c Increasing community satisfaction with Council’s managementof development applications. Baseline 2010 CommunityEngagement. Source: Council’s Community Survey.D No deterioration in river health. Baseline 2011.Source: Council’s Statistics.E No deterioration in beach water quality.Source: OEA Beachwatch water quality results.F Increase per capita tonnes in waste recovery/recycling.Baseline 2010. Source: Council’s statistics.G Number of dwellings built in City of Rockdale compared with2031 target in the Metropolitan Strategy of 7,000 dwellings.Source: Council’s rates database.H Increased use of public transport. Baseline 2010.Source: Transport Data Centre.StrategiesStrategy 2.1 Strategic planning for a sustainable future.Protect, preserve and promote the City’s built and naturalenvironment.Strategy 2.2 Natural resources.Protect, preserve and promote the City’s natural resources.Strategic 2.3 Climate ChangeDemonstrate leadership in responding to climate change throughaction and adaptation.Strategy 2.4 Resource efficiency.Demonstrate leadership in maximising the efficient use of resources..Strategy 2.5 Land Planning and ManagementPromote high quality, well designed and sustainable development thatenhances the City.Strategy 2.6 Open SpacesProvide parks, reserves and recreation areas which reflect thequalities of the City’s social and environmental needs.What the community can do to help the City of Rockdaleto become a Sustainable City. Reduce waste going to landfill by reducing - reusing - recyclingwaste Use public transport as much as possible instead of using a car Volunteer to care for the natural environment and encourageothers to do so too Retain vegetation and trees on private property Take care of our environment in Rockdale, particularly beaches,open spaces and bushland Install measures to reduce energy and water demandsCommunity Strategic PlanRockdale City Plan 2011-2025 | 41

Outcome 3A StrongEconomyOur urban centres arevibrant, welcoming,diversified and robust,and take advantageof the City’s built,natural, economic andcultural environmentsand transport links toprovide employmentopportunities andattract tourists.Measures to monitor our progress towards a StrongEconomya The numbers of occupied shops in our town centres isincreasing. Baseline 2011.Source: Council’s Town Centre Managers.b Number of new jobs in Rockdale compared with the 2031target of 13,000 new jobs in the Metropolitan strategy.Source: ABS.c An increase in investment in new developments in the Cityof Rockdale. Source: Council’s Development Statistics.d Measures for tourism will be identified in the developmentof a Tourism Strategy.StrategiesStrategy 3.1 Support a network of commercial centresand existing and emerging businesses in theCityEnsure a positive environment for commercial and business activitiesthrough a range of initiatives.Strategy 3.2 Attraction of investment and employment tothe CityPromote investment opportunities for the City, its projects and thelocal economy.Strategy 3.3 Enhanced tourism opportunities for the CityPromote a diversity of experiences for visitors to the City ofRockdale.What the community can do to help the City of Rockdaleto have a Strong Economy. Buy local and shop in Rockdale’s centres and villages Encourage your friends and relatives from other areas to visitRockdale If you run a business in the City of Rockdale make training andemployment opportunities available to local people when youcan42 | Rockdale City Council

Community Strategic PlanOutcome 4AppropriateInfrastructureThe City of Rockdalehas well connectedand integrated systemsand networks thatsupport the Rockdalecommunity.Measures to monitor our progress towards havingAppropriate Infrastructurea Asset Management Plan in place that captures condition data.Baseline 2010/11. Source: Council’s statistics.b Agreed service levels in Asset Management Plans are met.Baseline 2010/11. Source: Council’s statistics.c Asset Management Plans identify necessary funding.Baseline 2010/11. Source: Council’s statistics.D Council progressively addresses the asset funding gap identifiedin its strategies and plans. Baseline 2010/11.Source: Council data.StrategiesStrategy 4.1 Roads, Drainage and other like infrastructureEnsure that Roads, Drainage and other like infrastructure aredesigned, delivered and maintained in a manner which providesnetwork integration and sustainability to meet the current and futuretransport and communications needs of the community.Strategy 4.2 Council Buildings and Facilities.Ensure that community buildings and facilities are designed, deliveredand maintained in a manner that is sustainable and reflects the needsof the community.What the community can do to help the City of Rockdaleto have appropriate infrastructure. Use public transport cycle ways or walk whenever possibleinstead of using a car Report unsafe buildings, footpaths and roads to Council using theCustomer Request systemRockdale City Plan 2011-2025 | 43

Outcome 5A LeadingOrganisationCouncil is a professionalorganisation that isvalued and respected byits citizens, visitors andother stakeholders. Thisis reflected in how itrepresents and engagesits community, and howit governs and performsits statutory roles.Council will measure andevaluate its performanceand report the results toits community.Measures to monitor our progress towards being aLeading Organisationa Increasing levels of community participation in communityengagement activities. Baseline 2011. Source: Council’s statistics.b Achievement of Guarantees of Service for Customer Requestsacross the Council. Baseline 2010. Source: Council’s statistics.c Staff turnover is less than 10% p.a. Source: Council’s Statistics.d Work life balance is improving for Council staff demonstratedby the increasing take up of initiatives.Source: Council’s Statistics.e Council ensures that its customer services remainindependently accredited.Source: Australian Customer Service Institute.f Council meets Local Government Industry targets in terms ofthe level of debt, liquidity, and working capital.Source: Council’s Long Term Financial Plan.g Increase in transactions undertaken through interactivetechnologies in areas of data and finance.Source: Council data from website on 2011 base.StrategiesStrategy 5.1 Community PartnershipBuild a sound partnership between council and the community andother stakeholders.Strategy 5.2 Sound GovernanceBuild a reputation for integrity, due diligence, transparency, foresightand fair play.Strategy 5.3 AdvocacyPromote the interests and priorities of the City of Rockdale to keystakeholders.Strategy 5.4 WorkforceEnsure that Council has a capable and motivated workforcecommitted to excellence in customer service and service delivery.Strategy 5.5 Financial SustainabilityEnsure the organisation’s activities and resources are managed toensure long term financial sustainability.Strategy 5.6 Information SystemsEstablish and maintain a Council-wide business-application suite andIT infrastructure that underpins the delivery of corporate goals.What the community can do to help the City ofRockdale Council to further establish itself as a LeadingOrganisation. Inform Council, Councillors and administration of theirperformance and any opportunities for improvement Engage with the Council about opportunities to develop itsservices, plans and policies44 | Rockdale City Council

10 Reporting Back to Our CommunityThe Community Strategic Planhas been developed throughengagement with the communityof the City of Rockdale as it isthe community’s plan. The Planis written in an accessible wayso that it is easy to see whatcommunity outcomes havebeen set in response to thecommunity engagement, andhow those have been developedinto strategies and actions.Principal activities are setin Council’s 4 year DeliveryProgram to deliver the strategiesand show which parts of theCommunity Strategic PlanCouncil intends to deliverover the next 4 years withthe resources identified in theResourcing Strategy. Thoseprincipal activities are furtherdeveloped into one year actionsin the annual Operational Plan.Each level of the City Plancontains measures so thatCouncil can report to thecommunity the progressthat it is making, with itspartners, towards achievingthe community’s prioritiesin the Community StrategicPlan. Council’s Annual Reportwill outline the achievementsin implementing the DeliveryProgram and the effectivenessof each Principal Activity inachieving the communityoutcomes at which they aredirected.Council’s Quarterly Reviews willreport progress in deliveringthe measures and targets inthe Operational Plan and theircontribution to progressingthe Principal Activities in theDelivery ProgramIn August 2012, the year ofthe next local governmentelection, Council will report itsachievements in implementingthe Community Strategic Plan’ssocial, environmental, economic,infrastructure and civicleadership objectives.Community Strategic PlanRockdale City Plan 2011-2025 | 45

11 Business Principles11.1 Continuous ImprovementRockdale City Council recognises that sustainability and long termsuccess is forged through leadership, innovation and the adoptionof best practice methods. To that end Council has adopted acontinuous improvement program that includes the ongoingcertification to the international standards of ISO:9000 QualityManagement Systems, ISO:14000 Environmental ManagementSystems and AS/NZS:4801 OH&S Management Systems andthrough the adoption and implementation of the AustralianBusiness Excellence Framework (ABEF). These methodologies haveassisted Council in achieving best practice systems of work and inharnessing the full potential of its staff to achieve excellence andinnovation.Council’s Integrated Management System incorporates theinternational standards of Quality, OH&S and Environmentalmanagement systems. Our system ensures compliance withlegislative requirements whilst recognising and encouraging bestpractice and innovation in our key processes through a discipline ofcontinuous improvement, internal and external auditing. Council’steam of internal auditors undertake internal audits on a monthlybasis while SAI Global undertakes the external audit annually.To assist Teams and individuals in their pursuit of excellence ServiceLevel Agreements, Key Performance Indicators and Guarantees ofService have been developed to monitor and measure outcomeprogress and success.11.2 Australian Business ExcellenceFrameworkCouncil’s Team Based Appraisal process utilises the AustralianBusiness Excellence Framework (ABEF) that has been designed toassist organisations to measure current performance and build apathway to long-term success. The ABEF describes the principles andpractices of high performing organisations and contains collectiveintellectual capital and business wisdom gathered over 20 years.The ABEF is based on ten time-honoured principles of leadershipand management and identifies 7 interrelated categories thatemphasis the holistic nature of the model. Successful adoption of thismethodology can only be maximised if organisations have in placesound systems and processes for all seven categories and in 2010Council’s continuous improvements systems were recognised at theAustralian Business Excellence Awards at the Bronze level, and in2009 Council’s Integrated Management System and EnvironmentalManagement System were awarded best in their class.The ABEF challenges organisations to think and question theassumptions they are using to run their organisations and providesguidance as to what the organisation should consider.At Rockdale City Council we believe that the team approach isbetter suited to achieving cooperation, creativity and the necessaryinnovation to achieve continuous improvement and our longerterm sustainability. Individual staff members are aligned to naturalfunctional teams that share the same strategic and operationalobjectives and goals so that the efforts of the team are focusedon achieving continuous systems improvement within their ownenvironments which in turn delivers excellence and innovation toCouncil in the delivery of its services to its key stakeholders.48 | Rockdale City Council

11.3 Financial SustainabilityFinancial sustainability is a key challenge facing local governmentdue to several contributing factors including increased demandfor services beyond those traditionally provided, cost shifting fromother levels of government, ageing infrastructure and constraints onrevenue growth.The cost of goods and services increases each year by an amountgreater than our income as a result of a number of incomeconstraints (such as rate pegging and other regulations on pricing).This creates a structural financial problem we refer to as the‘Income Gap’.Rockdale City Council does everything within its control tomanage the Income Gap by pursuing grants, maximising discountsthrough government supply contracts and bulk buying, workingcollaboratively with neighbouring councils, maximising returns oninvestments, striving for excellence and efficiencies, continuousimprovements, and monitoring and reviewing.In addition, Council carefully manages its income and expenditurethrough the use of sound financial reporting systems together withthe coordination and control of the budget process within theframework of the statutory accounting requirements.The biggest single financial issue facing Council is the need to repairand replace ageing assets, while providing new assets to meet theneeds and expectations of our community.11.4 Equal Employment OpportunityManagement PlanCouncil is committed to providing a workplace that is free ofdiscrimination, bullying and harassment; and promotes and practicesequal employment opportunity (EEO) for all its staff and contractors,through its EEO management Plan.Council is committed to Equal Employment Opportunity (EEO),not just because it is required to do so by law, but because it is fairand just; and because EEO policies and practices contribute towardsa positive, discrimination and harassment free workplace and anorganisational culture that leads to the provision of quality customerservice by staff.Council’s EEO Management Plan focuses on maintaining a‘harassment free’ workplace culture and by doing so supportsCouncil’s business principles by providing: Greater efficiency through the recognition and use of the rangeof skills of all Council staff Improved productivity by reducing workplace conflict andassisting staff to balance their work and family responsibilities A better understanding of the community’s needs because ourworkforce reflects the diversity of the community we service.Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 49

12 Focus of The Delivery Program 2011-2015The Delivery Program isCouncil’s response to theCommunity’s Strategic Plan anddetails the principal activitiesCouncil will undertake over4 years to contribute to theachievement of the outcomesin the Community StrategicPlan. The Delivery Programincludes methods of assessmentto determine the effectivenessof each Principal Activity inachieving the outcome at whichthe activity is directed throughDelivery Program measures.The Delivery Programinforms, and is informed by,the Resourcing Strategy, sothe Delivery Program andOperational Plan for 2011-2012are underpinned by the Council’sneed to deal with the IncomeGap described in the GeneralManager’s introduction inSection 2.Council does everything withinits control to manage theIncome Gap by pursuing grants,maximising discounts throughgovernment supply contractsand bulk buying, workingcollaboratively with neighbouringcouncils, maximising returnson investments, striving forexcellence and efficiencies,continuous improvements, andmonitoring and reviewing.The Council’s response to thecommunity’s vision for the Cityof Rockdale demonstrates ourcommitment to the prosperityof our City, through workingin partnership to achieve thebest for our community, andconsidering a number of MajorCapital Works Projects, overthe life of the City Plan. Councilis investigating a range ofrecreational, sport, leisure andlearning opportunities to bringto you during the life of the CityPlan.On current financial projectionsit is anticipated that capital worksin the order of approximately$39 million are achievableduring the 4 years of Council’sDelivery Program to 2015based on specific funding mixesfor example the use of S94contributions, grants, Councilinternal reserves, and landsales. With this in mind Councilrecently prioritised someprojects for financial modellingpurposes and planning including: Town Hall refurbishment The Central Library & CivicPrecinct refurbishmentincluding an additionalcommunity meeting space Bexley Pool Upgrade Youth Centreat Arncliffe Indoor Recreation Centre atAdor ReserveWe have also prioritised thefollowing Major Capital Programsfunded predominantly by Levyand S94 Contributions: Thriving Town Centresfor Ramsgate Beach thenArncliffe and WollongongRoad Water Quality ImprovementProgram Open Space ImprovementProgramWe have also prioritised thefollowing Major Capital UrbanRenewal Areas through S94Contributions: Wolli Creek with priority tothe Town Park Bonar Street with priorityfor drainage worksAs this City Plan commences,these projects and others areat various stages of the planningcycle. As the investigationand detailed planning of suchprojects progresses, moreinformed decisions will be madeand communicated to thecommunity.The focus of all the PrincipalActivities that the Councilintends to undertake in the4 years to 2015 are set outin Section 13 under eachCommunity Outcome.50 | Rockdale City Council

13 Draft Delivery Program 2011-2015and Operational Plan 2011-2012Outcome 1A Vibrant, Healthy and Socially Connected City of Many CulturesPeople of all ages, abilities and cultural backgrounds feel welcome, supported, and able to achieve their potential in Rockdale.The community is resilient and healthy, with a diverse skills base, high employment rates and better than average education outcomes.Cultural diversity is valued in the City; the changing and special needs of different groups within the community are met; and the diversecharacter of its people is celebrated. There is pride in the City with high levels of co-operation and support between cultural groups.Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 1.1Resilientand EngagedCommunityBuild an informedand empoweredcommunity thatembraces culturaldiversity1. Ensure that there is anannual programme ofcommunity events andactivities that recognisethe City’s diversity,maximises participationand builds a sense ofcommunity (DCC)2. Volunteering issupported, encouragedand coordinated so thatlinks are made betweenareas of need and willingvolunteers (DCC)1. Increased communitysatisfaction with eventsthat recognise thediversity of the Citymeasured annually in theCommunity Survey2. Increased opportunitiesfor participating involunteerism. Measuredannually against the 2010baselineSOCSOC1.1 Adopt annual programme of communityevents to promote cultural diversity (MCCS)1.2 Evaluate Annual Programme of eventsto ensure that it is meeting the objectivesof maximising participation from CALDcommunities and building a sense ofcommunity (MCCS)1.3 Develop partnerships with communitygroups to identify cultural celebrations andpractices which can be celebrated throughmulticultural festivals and events (MCCS)2.1 Develop and implement strategies toencourage opportunities for volunteerparticipation (MCCS)X X X 1.1 100% delivery of plannedcommunity eventsX X X 1.2 Annual programme ofcommunity events and activitiesevaluated, to ensure it is meetingobjectives, by 31 March each yearX X X 1.3 Twelve existing and newpartnerships with communitygroups in 2011-2012X X X 2.1 Increasing number (from 2010baseline) of new opportunities forvolunteer participationDelivery Program and Operational PlanRockdale City Plan 2011-2025 | 51

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 1.2Health, WellBeing and SafetyBuild a healthycommunity wherepeople of all ages andabilities can enjoy anenvironment free ofpublic risks1. Through advocacy,facilitation andcommunication ensurethe development ofplanned services andprograms to progressivelyimprove the social, healthand educational wellbeingof the City’s people(DCC)1. Increase theeffectiveness of plannedservices available to thecommunity in improvingthe social, health andeducational well beingof the City’s people.Measured annuallythrough the CommunitySurveySOC1.1 Undertake second stage in development ofCommunity Services Plan (MCCS)1.2 Review Meals on Wheels Service by 31March 2012 so new actions can be includedfor consideration in 2012-2013 OperationalPlan and budget process (MCCS)1.3 Undertake a staged program of communityengagement to gauge satisfaction with currentservices and set a baseline for future surveysannually by March progressively, so that newactions can be included for consideration inforthcoming Operational Plan and budgetprocess (MCCS)2.1 Investigate by community engagementmethods of providing lifelong learningopportunities regarding Aboriginal cultureby 31 March 2012 so that new actions canbe included for consideration in 2012-2013Operational Plan and budget process (MCCS)1.1 Community Services Plansecond stage completed by 31March 20121.2. Review complete and reportedto Council by 31 March 2012.X X X 1.3 Baseline for future surveysundertaken regarding YouthServices completed by 31 March20122. Support the localAboriginal communitythrough targetedpolicies, programs andpartnerships (DCC)2. Local Aboriginalcommunity recognisedand represented inCouncil policies andprograms. Measuredannually from 2010baseline3. Increase in access toprograms and facilities.Measured quarterly usingCouncil’s statistics on useof services, programs andfacilitiesSOCX X X 2.1 New actions identified forinclusion in the draft 2012-2013Operational Plan3. Ensure equitable accessto community servicesprograms and facilities tosupport a better qualityof life for established andemerging communities(DCC)SOC3.1 Review relevant Council plans to ensureprovision of equitable access to facilities, andthat they encourage social inclusion (MCCS)3.1.1 Plans for the provision ofcommunity services at Wolli Creekreviewed by 31 December 20113.1.2 Plans related to disability accessreviewed by 31 December 201152 | Rockdale City Council

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 1.2Health, WellBeing and Safety(cont.)4. Support a safe livingenvironment through aproactive approach topublic safety matters.(DCO/DCC)4.1 Increase in communityperception of safetyas reported annuallyin Community Survey(Baseline 2010)SOCECO4.1 Develop strategies to support a proactiveresponse to safety (MCCS)4.2 Develop and implement a range ofeducational programs to maximise publicsafety (MCCS)4.3 Evaluate the effectiveness of theeducational programs through questionnairesduring and 3 months after the program(MCCS)4.1 Undertake 4 safety audits withthe community, reported to Councilin June 2012.X X X 4.2 Develop and implement 2 publicsafety implementation programsX X X 4.3 Evaluation of the effectivenessof the educational programs showsthat participants have changed theirbehaviour so that they are saferafter the programX X X 4.4a 100% completion of annualEnvironmental Health surveillanceProgram to ensure the health andwell being of the community4.4 Council fulfils its commitment to PublicSafety through ongoing Regulationsenforcement and Environmental Healthinspections by:a. developing and implementing the annualEnvironmental Health surveillanceprogram of 784 inspections for 2011-2012b. Parking patrol and enforcement of 276Schools, 1020 Shopping centre and 1212Council parking spaces (MO)5. Identify service needs gap and potentialpartnership providers (MCCS)X X X 4.4b 100% completion of Council’sannual parking enforcementprogram to ensure public safetywithin shopping centres, schoolareas and Council parking facilitiesX X X 5. A Range of potential partnersidentified by 31 March 20125.Develop partnershipswith government andnon-government agenciesto facilitate and/or providethe network of servicesneeded in the City (DCC)5. An increasing range ofaccessible recreationalsport and leisureopportunities areprovided for the widecommunity. Numberreported annually fromCouncil’s statisticsSOCECODelivery Program and Operational PlanRockdale City Plan 2011-2025 | 53

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 1.2Health, WellBeing and Safety(cont.)6. Ensure the provisionof a range of recreational,sport and leisureopportunities for allsections of the community(DCC)6. An increasing range ofaccessible recreationalsport and leisureopportunities areprovided for the widecommunity. Numberof leisure opportunitiesreported annually fromCouncil statistics 2010baseline6.1 Ensure that the management of BexleyPool provides facility that supports activelifestyles (MCCS)6.2 Improve existing open spaces to increaserecreation opportunities (MCCS)6.3 Undertake needs analysis and determineuser requirements for new youth centre inArncliffe (MCCS)6.4 Identify site for new youth centre inArncliffe. Prepare concept designs and costestimates and undertake public consultation(MCCS)6.1 Complete tender process forimproved management of BexleyPool by 31 December 2011X X X 6.2 Increase in the range of activitiesoffered at the Pool from 2010baselineX X X 6.2 Open space improvementsin City Projects Program areconstructedX6.3 Council endorses functionalbrief for youth centre by December20126.4 Council determines PreliminaryBusiness Case by June 2012Strategy 1.3EducationEnsure access tolifelong learning sothat the Rockdalecommunity canmaximise its potentialand has access to adiverse skills base1. Ensure access to lifelonglearning (DCC)2. Facilitate partnershipswith the Culturally andLinguistically Diverse(CALD) community toenhance skills and learningopportunities (DCC)3. Ensure there is anAnnual EducationInstitution ExcellenceAward Program andrelevant partnershipprojects (GM)1. Increased participationin lifelong learningprograms and activitiesreported annually from2010 baseline2. Partnerships developedwith the CALDCommunity reportedannually from 2010baselineSOCECOSOCECO1.1 Provide a quality library service withlifelong learning opportunities availablethrough 6 networked branch libraries (MCCS)1.2 Undertake investigations into developmentof new Central Library as part of Civic Centreprecinct (MCCS)2. Work in partnership with CALDcommunities to develop literacy initiatives andimprove employment opportunities (MCCS)X X X 1.1 Achieve Living Learning LibrariesStandards as set by the NSW Stategovernment1.2 Library needs reflected intender specificationX X X 2.1 Number of partnerships literacyinitiatives reported to Council inJune annually2.2 Effectiveness of partnershipsliteracy initiatives reported toCouncil in June annuallyX X X 3.1 Annual Education InstitutionExcellence Award Programcompleted by 31 December 20113.1 The effectiveness ofnew partnership initiativesin ensuring access tolifelong learning reportedto Council annually3.2 Increasing levelof satisfaction withthe Annual EducationInstitution ExcellenceAward Program in theAnnual CommunitySurveySOCECO3.1 Annual Education Institution ExcellenceAward Program undertaken and completed.(DCC)3.2 New partnership projects developed andimplemented to promote the role of Councilservices. (DCC)X X X 3.2 New partnership initiativesreported to Council in June annually54 | Rockdale City Council

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 1.4Positive andDistinctive CityImage and IdentityBuild a communitythat responds tolocal attributes andopportunities, toachieve a lifestyle andidentity that is valuedby its residents andvisitors1. Promotion andbranding of a City identitywhich presents theunique strengths andfuture directions of theCity (GM)2. Proactivecommunication ofsignificant Council and cityachievements to the localand wider communityincluding the utilisation ofsocial media (GM)1. Annual CommunitySurvey results show anincreasing communityrecognition of the City ofRockdale ‘brand’2. Increasing mediacoverage of achievementsreported annually from2010 baselineSOCGOVSOCGOV1. Continue to foster positive mediarelationships through association andcollaboration with both local and nationalmedia service providers (CCME)2.1 Implement an annual programme of mediareleases, events and promotions to ensurethe positive branding of the City, its people,business opportunities and our Council(CCME)2.2 Evaluate the annual programme of mediareleases, events and promotions, showingcost benefit and addressing the objectivesas measured by the success of the event(numbers of people participating) and theamount of positive media coverage (CCME)X X X 1. Number of media requests dealtwith increasing compared to 2010baselineX X X 2.1 Delivery 100% of annualprogramme of eventsX X X 2.2 Evaluation of events undertakenand reported to Council in Marcheach yearStrategy 1.5A Vibrant andExciting CityBuild a vibrantand exciting Citythat reflects therange of cultures,entertainment,events and networksthat contribute tothe well being of itscommunity1. Ensure appropriateprovision, access, use andmanagement of all culturalplaces, open space andrecreation facilities (DCC)2. Ensure thedevelopment and supportof the City’s arts andcultural assets, programand partnerships (DCC)1. Increase in facility useduring off peak periodsreported annually on2010 baseline2. A variety ofopportunities for arts andcultural assets, programsand partnerships areoffered throughout theCity. Reported annuallyon 2010 baselineSOCSOC1.1 Results of the review of allocation ofoccupancy agreements and operating permitsundertaken in 2010/11 used to improvecommunity access to open space andrecreation facilities (MCCS)1.2 Engage with user groups throughworkshops to encourage shared use of existingand planned facilities (MCCS)2.1 Develop Public Art Policy and Strategyactions by 31 December 2011 to beconsidered for resourcing in 2012-2013(MCCS)2.2 Encourage the inclusion of art activities incommunity events and celebrations throughidentifying appropriate groups, activities andevents (MCCS)X X X 1.1 Community access to openspace and recreation facilitiesincreasing - baseline 20101.2 Outcomes achieved fromworkshops to encourage shared useof facilities reported to Council inMarch 2012X X X 2.1 Public Art Policy and StrategyImplementation Plan actionsdeveloped by 31 December 20112.2 Annual community artscelebration included in annualevents programme – see Strategy1.1 above2.3 Identify funding opportunities (MCCS) 2.3 Register of funding opportunitiesestablished by 31 March 2012Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 55

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 1.6Heritage andHistoryEnsure thatRockdale’s naturaland built heritage isrespected, protectedand well maintainedreflecting the richand diverse past ofboth indigenous andEuropean settlement1. Protect and promoteRockdale’s heritage andhistory (DCPD)2. Support the retentionof significant heritageartefacts and records(DCC)1. Importance of heritageto the community shownas increasing in the AnnualCommunity Survey2. Implementation ofimproved methods forpreserving artefacts andrecords ensures they arewell maintained. Reportedannually from 2010baselineENVSOC1.1 Protect heritage items and heritageconservation areas by providing advice to DAapplicants (MUES)1.2 Support local heritage groups andparticipate in the National Trust’s HeritageWeek (MUES)2.1 Maintain and further develop the localhistory collection (MCCS)2.2 Provide educational activities and materialsto encourage an understanding of local history(MCCS)X X X 1.1 Number of pre-DA meetingsand referrals for heritage advice.(Source: Council Statistics)1.2 Feedback from National Trust’sHeritage Week event is positive inmeeting its objectivesX X X 2.1 Increase in number of entries toRon Rathbone Local History prizefrom 2010 benchmarkX X X 2.2.1 Number of educationalactivities undertaken2.2.2 Effectiveness of educationalactivities in encouraging anunderstanding of local historyevaluated56 | Rockdale City Council

Outcome 2A Sustainable CityA city with a high quality natural and built environment that reflects the aspirations of the community, now and for future generations.Sustainability and environmental management is integral to the City’s development and function.With sustainability at its core, the City is vibrant, engaging and liveable.The City’s environmental features are protected and improved.Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 2.1Strategic Planningfor a sustainablefutureProtecting,preserving andpromoting the City’sbuilt and naturalenvironment1.Review and refineCouncil’s key naturaland built environmentpolicies, strategies andplans to ensure that theyreflect contemporarythinking and communityaspirations. (DCPD)1. Priorities in Councilnatural and builtenvironment plans,strategies and policiesreflect the issues identifiedby the community(Source: CommunitySurvey, Environment& Sustainability ForumSurvey)ENVSOCECO1.1 Comprehensive review and update ofCouncil’s Environment Plan (MUES)1.2 Review of Rockdale Biodiversity Strategy(MUES)1.3 Review and simplify the RockdaleContributions Plans. (MSAM)1.4 Develop the Rockdale Town CentreMasterplan and update planning instruments asnecessary (MUES)1.5 Develop the Princes Highway CorridorStrategy and update planning instruments asnecessary (MUES).1.6 Review Plans of Management for CahillPark, Bicentennial Park and Bardwell Valley(MSAM) for implementation by MTS2.1 Provide key environmental advice/input/training on projects, development referrals,policies and programs (MUES)X1.1 Environment Plan reviewcompleted by 30 June 20121.2 Biodiversity Strategy reviewedand updated by 30 June 20121.3 Revised Contribution Plansimplemented by 31 December 20121.4 Masterplan completed andexhibited by 31 March 20121.5 Strategy completed andexhibited by 30 June 20122. Demonstratethe importance ofenvironment andsustainability issues to keystakeholders to improvetheir understanding, andto enhance the naturaland built environment.(DCPD)2. Increasing involvementof key stakeholders inenvironmental issuesin the City of Rockdalereported annually fromCouncil statistics. Baseline2010ENV2.2 Promote sustainable transport outcomeswhich include increased opportunities forpublic transport, cycling, walking and safe roadnetworks (MUES)2.3 Undertake water quality control works instrategic locations1.6 Plans of Management developedand adopted by Council by 30 June2012X X X 2.1 Reduction in the number ofconfirmed environmental incidentsand complaints (Source: OEHreferrals, complaints register, TRIM,CRM)X X X 2.2 Deliver actions identified in theTransport StrategyX X X 2.3 Water quality control worksin City Projects ProgrammeconstructedDelivery Program and Operational PlanRockdale City Plan 2011-2025 | 57

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 2.2Protect, preserveand promote theCity’s naturalresources1. Demonstrate leadershipin managing the City’screeks, rivers, coastalsystems, bushlandareas and wetlands toensure their protectionand enhancement byimplementing bestpractice initiatives(DCPD)2. Engage and educatestakeholders and thecommunity to improveunderstanding of theCity’s natural assets andstewardship of the naturalenvironment. (DCPD)1. No loss in the qualityand extent of waterquality, or natural systemsand areas. Reportedannually from Council’sstatistics. Baseline 2010ENVSOC1. Implement key actions in the BiodiversityStrategy to improve the City’s wetlandcorridor and bushland areas (MUES)X X X 1. No loss in the quality and extentof water quality, or natural systemsand areas2. Increase in the levelof importance thecommunity attributesto environmentalissues (Source: AnnualCommunity Survey)ENVSOC2.1 Conduct community engagement andeducation events, and undertake initiatives thatpromote the value of the City’s environmentalassets and achieves sustainable water andenergy management issues. (MUES)2.2 Develop and maintain a communityenvironment network to improve communityinformation flow and exchange ideas on keyenvironmental and sustainability priorities(MUES)X X X 2.1 Maintain a minimum 80%satisfaction rating of events byparticipantsX X X 2.2 Community Environment andSustainability Network databasedeveloped by 31 December 2011Strategic 2.3Climate ChangeDemonstrateleadership inresponding to climatechange throughaction and adaptation1. Demonstrate leadershipin the City’s response totackling global warmingand climate changeimpacts through energyefficiency, renewableenergy and climate changeadaptation programsthat improve the City’spreparedness to manageand adapt to the adverseimpacts of climate change.(DCPD)1. Increased communitysatisfaction with Council’smanagement of the risk ofsea level rise. Measuredin the Annual CustomerSurveyENVSOCECO1. Develop sea level rise inundation mappingthat identifies the extent of impact of climatechange on the City, such as changing climacticconditions, sea level rise and extreme weatherevents (MUES)1. Complete sea level riseinundation mapping for the City’shigh risk areas, by 30 June 201258 | Rockdale City Council

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 2.4ResourceEfficiencyMaximise the efficientuse of resources1. Demonstrateleadership in theefficient use of energy,water conservation andwaste minimisation toreduce impacts on theenvironment (DCPD)1.1 Decrease in Council’senergy and waterconsumption from itsmajor facilities reportedannually on a 2010baselineENVECO1.1 Review currency of Council’s waterand energy savings actions, and coordinateimplementation of key actions across Council’sfacilities and operations to minimise usage(MUES)1.1.1 Complete comprehensivereview of Energy Savings ActionPlan, by 30 June 2012.X X X 1.1.2 5% reduction from theprevious year of Council’s energyusage1.1.3 New water savings targetdeveloped by 31 March 2012X X X 1.1 Successful completion of thescheduled projects within CouncilsWaste Avoidance and ResourceRecovery Strategy (WARRS) aimedat minimising waste and increasingresource recovery. Report toCouncil on achievements againstobjectives1.2 Increase in wastediverted from landfillreported annually fromCouncil’s statistics on a2010 baseline1.2 Implement waste minimisation strategiesand increase resource recovery throughoutthe City (MO)Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 59

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 2.5Land Planning andManagementPromote highquality, well designedand sustainabledevelopment thatenhances the City1. Demonstrate leadershipin the management ofdevelopment applicationsand the developmentassessment process toenhance customer servicedelivery. (DCPD)2. Develop improvedsystems and processes,including an electronic DAsystem, to foster qualityoutcomes through thedevelopment applicationprocess. (DCPD)1. Increased communitysatisfaction withCouncil’s management ofdevelopment applications.(Source: Council’s AnnualCommunity Survey)2. Annual survey showsincreasing communitysatisfaction withengagement with Councilin the DA processENVECOSOCENVECOSOC1.1 Manage the timely and quality assessmentof Development Applications (MDS).1.2 Review and implement changes necessaryto improve the effectiveness of design reviewprocesses in the handling of DAs. (MDS)2.1 Implement an electronic DA assessmentsystem to improve the DA assessment process(MDS)2.2 Enable Council’s electronic documentmanagement system to capture developmentapplications and related applications (MGBS)2.3 Develop and implement an annual surveyof applicants and neighbours to measuresatisfaction of their engagement in the DAprocess (MDS)3.1 Promote high quality design by providingdesign advice at the Pre-DA stage (MDS)X X X 1.1 More than 75% of RoutineDevelopment Applicationsdetermined within EP&A Regulations,currently proposed at 50 days1.2 Review undertaken and changesimplemented by November 2011X2.1 Successful implementation ofICON Assess software by 30 June20122.2 TRIM Stage 3 implemented byDecember 2012X X X 2.3 Survey developed by 31 March20123. Educate and engage thecommunity and industrystakeholders in thedevelopment assessmentprocess.(DCPD)3. Annual Communitysurvey results showincreasing importanceof the quality of thebuilt environment to thecommunity4. Results of theinvestigation of compliancematters documented toidentify trends. ReportedannuallyENVECOSOC3.2 Encourage applicants to obtain advice earlyin the DA process to promote high qualityproposals (MDS)4. Manage the timely and through investigationof compliance matters (MDS)X X X 3.1 Increasing number DA.s onwhich Pre-DA design advice is given(Baseline 2010)X X X 3.2 Increase in the number of Pre-DA meetings4. Demonstrate leadershipin the City’s response todevelopment compliancematters.(DCPD)ENVECOSOCX X X 4. More than 75% of customerrequests on compliance mattersthrough Customer RequestManagement System (CRMS)completed within Guarantee ofServiceStrategy 2.6Open SpacesProvide parks,reserves andrecreation areaswhich reflect thequalities of theCity’s social andenvironmental needs5. Ensure that throughmanagement andmaintenance programsnatural and open spaceareas are provided withlong term protection.(DCO)5. Maintenance workscarried out on Council’snatural areas reflect bothcommunity needs and theon going protection of theenvironment. Measuredby the Annual CommunitySurveyENVSOC5.1 Review the operation of sports groundmaintenance to identify and implement bestpractice and innovation for sustainability ofassets and services (MO)5.2 Implement trials of identifiedimprovements (MO)5.3 Review and update Greening Our Cityprogramme with priority to Wollongong Rd,Wickham Street, West Botany Street andGeneral Holmes Drive (MTS)X5.1 Review of all sports groundcompleted June 2013X X X 5.2 Measures to be identified inreview process to demonstrate theeffectiveness of the improvements.Reported annuallyX5.3 Updated Greening Our CityProgramme adopted by Council byJune 201260 | Rockdale City Council

Outcome 3A Strong EconomyOur urban centres are vibrant, welcoming, diversified and robust, and take advantage of the City’s built, natural, economic and culturalenvironments and transport links to provide employment opportunities and attract tourists.Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 3.1Support a networkof commercialcentres andexisting andemergingbusinesses in theCityEnsure a positiveenvironment forcommercial andbusiness activitiesthrough a range ofinitiativesStrategy 3.2Attraction ofinvestment andemployment tothe CityPromote investmentopportunities for theCity, its projects andthe local economy1. Promote Rockdale asthe premier retail andcommercial centre inthe City together witha network of vibrantvillages and other centres(DCPD)2. Develop andstrengthen partnershipswith regional and locallybased businesses andorganisations (DCPD)3. Work with otherlevels of governmentand educational trainingproviders to develop localskills and meet needs ofbusinesses (DCPD)1. Promote investmentopportunities for the City,its projects and the localeconomy (DCPD)1. Four yearly Business andCommunity Surveys showincreasing satisfaction withCity of Rockdale’s retailand commercial centres2. Four Yearly BusinessSurvey shows increasingsatisfaction with Council’seconomic developmentactions3. Four Yearly BusinessSurvey demonstrates skillsneeds of business1. Four Yearly BusinessSurvey identifiesinvestment opportunitiesECOECO1.1 Develop and monitor city wide businessdirectory (MSAM)1.2 Prepare concept design, cost estimateand public consultation for Ramsgate BeachThriving Town Centres Project (MTS)2. Partner with the St George and SutherlandBEC to promote networking and sharedlearning among local and regional businesses(MSAM)1.1 City wide business directorydeveloped and proposedmonitoring activities adopted byCouncil by 31 March 20121.2 Community and businesssupport for the Ramsgate BeachTown Centre concept designX X X 2. Formal activities reported toCouncil on a quarterly basisECO 3. As for 2 above X X X 3. As for 2 aboveECO 1. Investigate investment opportunities X 1. Investigation undertakenDelivery Program and Operational PlanRockdale City Plan 2011-2025 | 61

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 3.3Enhanced tourismopportunities forthe CityPromote a diversityof experiences forvisitors to the City ofRockdale1. Develop and implementstrategies to market theCity as a visitor/touristdestination and promotethe benefits of tourism(DCPD)2. Support thecreation of increasedlocal employmentopportunities (DCPD)1. Effectiveness ofstrategies in marketing theCity as a visitor/touristdestination reportedannually2. Effectiveness ofCouncil support for thecreation of increasedlocal employmentopportunities reportedannuallyECO1. Organise and promote a photographiccompetition celebrating life in Rockdale(MSAM)1. Completed by March 2012ECO 2. Investigate local employment opportunities 2. Investigation undertaken62 | Rockdale City Council

Outcome 4Appropriate InfrastructureThe City of Rockdale has well connected and integrated systems and networks that support the Rockdale community.Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 4.1Roads, Drainageand other likeinfrastructureEnsure that Roads,Drainage and otherlike infrastructure aredesigned, deliveredand maintained ina manner whichprovides networkintegration andsustainability tomeet the currentand future transportand communicationsneeds of thecommunity1. Develop a decisionsupport system tofacilitate Councilinfrastructure projects toensure they are designedand delivered in a mannerwhich is economicallysustainable (DCO)2. Ensure that thecondition and performanceof Council’s infrastructurenetworks are monitoredthrough a regular programwhich aligns with theprinciples contained withinthe Corporate AssetManagement Plan (DCO)3. Plan and implementeffective traffic measuresand road networks inconjunction with allrelevant stakeholders(DCO)4. Plan for and provide thenew infrastructure requiredto support the urbanrenewal areas of WolliCreek and Bonar Street(DCPD)1. Level of ServiceFramework in place foreach Asset categoryby 2015. Baseline: 2011.Source: Council AssetPlans2. A comprehensiveunderstanding of thecondition of infrastructurenetworks establishedthroughout Council by2015. Baseline: 2011.Source: Council AssetPlans3. Level of satisfactionwith traffic measuresincreasing in CommunitySurvey4. A revised infrastructureworks programme andfunding plan in place andbeing implemented by2015SOCENVECOGOVSOCENVECOGOVSOCENVECOGOVSOCENVECOGOV1.1 Ensure that work plans are established andcontinually reviewed for the programmingof asset renewals and capital works, in aneconomically sustainable manner (MTS/CAC)1.2 Establish a Framework for the collation ofall levels of service for roads (MTS/CAC)2. Undertake regular infrastructure inspectionsto monitor asset condition, in line with theprinciples of the Corporate Asset ManagementPlan (MTS/CAC)3. Review assessment criteria for State andFederally funded traffic management projects andadopt suitable criteria for the local environment inimplementing projects (MTS/TRSC)4.1 Revise infrastructure works programme forurban renewal areas (MSAM)4.2 Revise funding plan and implementrecommendations (MSAM)X X X 1.1 Compilation and review ofCapital and Renewal WorksPrograms (Target - 100%, yearlymeasure)1.2. Framework established by30 June 2012X X X 2. Percentage of planned inspectionscompleted (Target 100% of plannedinspections)3. Draft local criteria prepared by31 March 2012X X 4.1 Revised works program in placeby June 20124.2 Revised funding plan adopted byCouncil by June 2012Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 63

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 4.2Council Buildingsand FacilitiesEnsure thatcommunity buildingsand facilities aredesigned, deliveredand maintainedin a manner thatis sustainable andreflects the needs ofthe community1. Develop a decisionsupport system to ensurethat Council buildings andfacilities are designed anddeveloped to reflect thecurrent and future needsof the community, in aneconomically sustainablemanner (DCC/DCPD)2. Ensure thatthe condition andperformance of Facilitiesand Buildings arecontinually monitored,to align with CorporateAsset ManagementPrinciples (DCO)1. A Level of ServiceFramework for each assetcategory in place by 2015.Baseline: 2011. Source:Council Asset Plans2. A comprehensiveunderstanding of thecondition of facilities andbuildings establishedthroughout Council by2015. Baseline: 2011.Source: Council AssetPlansSOCECOENVGOVSOCECOENVGOV1.1 Collate and maintain facility usage data, toassist in determining appropriateness of assetprovision, for current and future communities(MCCS)1.2 Prioritise and plan for Council’s MajorCapital Projects (MSAM)X X X 1.1 Capture 100% of informationabout usage for future planningX X X 1.2 Quarterly reports on planning,delivery and financial situationregarding Major Capital Projects1.3 Redevelop Bexley swimming pool (MSAM) 1.3 Quarterly progress reports1.4 Prioritise and plan for property disposalsand acquisitions to facilitate the delivery ofCouncil’s Major Capital Projects (MSAM)2.1 Undertake regular building and facilityinspections to monitor asset conditions, in linewith the principles of the Corporate AssetManagement Plan (MTS/CAC)2.2 Maintain the corporate asset registerthrough the regular input of data collected onasset condition and performance (MTS/CAC)X X X 1.4 Quarterly reports on propertyacquisitions and disposals regardingtheir impact financially and on thedelivery of Major Capital ProjectsX X X 2.1 Percentage of plannedinspections completed (Target100%)X X X 2.2 Target 100%64 | Rockdale City Council

Outcome 5A Leading OrganisationCouncil is a professional organisation that is valued and respected by its citizens, visitors and other stakeholders.This is reflected in how it represents and engages its community, and how it governs and performs its statutory roles.Council will measure and evaluate its performance and report the results to its community.Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 5.1CommunityPartnershipBuild a soundpartnership betweencouncil and thecommunity and otherstakeholders1. Provide for diversecommunity and culturalrepresentation onstakeholder and advisorygroups for the planningand implementationof programs, projectsand infrastructure thatprovides for betteroutcomes (DCC)1. Increased culturalrepresentation onstakeholder and advisorygroups. Reported annuallyGOVSOC1.1 Review Community Engagement Policywith input from the community (DCC)1.1.1 Review of CommunityEngagement Policy completedand any revisions adopted by 30September 20111.1.2 Quarterly report preparedreviewing community engagements,outcomes and any improvements oropportunities (to be completed bythe end of August 2011, November2011, February 2012 and May 2012)X X X 1.2 Customer Surveys undertakenannually and every 4 years toprovide feedback on plans andprogramsX X X 1.3 Increased opportunities forcommunity access to Councilmeetings and decision making2. Report back on further CustomerService Accreditation achievements2. Ensure quality customerservice and a soundpartnership with thecommunity (DCC)2. Annual CustomerSurvey demonstratesincreasing communitysatisfaction with customerservice1.2 Ensure that corporate planning includesan effective partnership with the communityby undertaking annual and 4 yearly CustomerSurveys (DCC)1.3 Foster community access to Councilmeetings and decisions by identifying andimplementing new initiatives (MGBS)2. Build on Customer Service Accreditation(MCCS)Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 65

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 5.2SoundGovernanceBuild a reputationfor integrity,due diligence,transparency,foresight and fair play1. Maintain a governanceframework that ensurestransparency andaccountability (DCC)1.1 Annual CustomerSurvey showsincreasing satisfactionwith opportunities toparticipate in Councildecision makingGOV1.1.1 Develop a Corporate GovernanceFramework to identify gaps andImplementation Action Plan (MGBS)1.1.2 Ten governance policies and associatedprocedures reviewed and updated (MGBS)1.1.3 Review and adopt Records ManagementPolicy (MGBS)1.1.1 Corporate GovernanceFramework adopted by 31 March2012X X X 1.1.2 Ten governance polices andprocedures reviewed and adoptedby 30 June 20121.1.3 Revised Records ManagementPolicy adopted by 31 December2011X X X 1.2.1 All requests under GIPAAct dealt with within statutorytimeframeX X X 1.2.2 Publication Guide reviewedannuallyX X X 1.2.3 Contracts Register maintainedas required by legislationX X X 1.2.4 Disclosure log maintained asrequired by legislationX X X 2.1 100% of City Plan reportsprepared and submitted withinstatutory timeframe1.2 Annual CustomerSurvey shows increasingcommunity satisfactionwith the transparency andaccountability of Council’sactivities1.2 Council information is proactivelyreleased and access requests are dealt with inaccordance with legislation and Council policy(MGBS)2. Maintain a crediblesystem for reporting onCouncil’s performanceagainst the DeliveryProgram and OperationalPlan to strengthencommunity accountabilityand engagement (DCC)2. Quarterly and AnnualReporting on the CityPlan is effective andengages the communityas measured by increasingcommunity satisfactionwith Council’s reportingmeasured by the AnnualCommunity SurveyGOV2.1 Implement Council’s integrated planningand reporting framework to report onprogress (MGBS)66 | Rockdale City Council

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 5.2SoundGovernance(cont.)3. Take a risk managementapproach to all activitiesto enhance communitysafety and minimiseCouncil exposure toexternal claims, adverseimpacts or financial loss(GM)3.1 External claimsreported annually tomeasure the effectivenessof the Risk Action PlansGOV3.1.1 Implement Corporate Risk ManagementPlan (MHR)3.1.2 Review Enterprise Risk ManagementPolicy annually (MHR)3.1.3 Actions in Enterprise Risk ManagementPolicy undertaken. (MHR)3.1.4 All Service Unit managers review Highand Medium Risks each year and develop orupdate Risk Management Plans (MHR)X X X 3.1.1 Corporate Risk ManagementPlan implemented by 30 June 2012X X X 3.1.2 Enterprise Risk ManagementPolicy reviewed and approved byCouncil’s Executive Committee by30 SeptemberX X X 3.1.3 All actions undertaken by31 DecemberX X X 3.1.4 All Risk Management Plansupdated by 30 September each year3.2 Business continuityPlans completed, actionedand reviewed annuallyto ensure Council canrecover quickly froman incident or disaster.Reported annually3.2.1 Business Continuity Plan finalised (MHR) 3.2.1 Business Continuity Planfinalised by 31 March 20123.2.2 IT Business Continuity Plan developedand approved (MGBS)3.2.2 An IT Business Continuity Planis developed and approved by 30June 2012Strategy 5.3AdvocacyPromote theinterests andpriorities of the Cityof Rockdale to keystakeholders1. Ensure high level ofCouncil representationexists to adequatelyadvocate and lobby onissues relevant to the Cityand the community (GM)1. City Plan effectivelyused as investmentportfolio in advocatingfor the City of Rockdale.Measured by increasingcommunity satisfactionwith Council’s advocacyrole to benefit thecommunity in theCommunity SurveyGOV1.1 Maintain and build new relationships withkey stakeholders and advocate/lobby for theinterest of the community (GM)1.2 Collaborate with the Southern SydneyRegional Organisation of Councils to developadvocacy opportunities (GM)X X X 1.1 Identify key areas and theState responsible Manager for e.g.joint procurement, water quality,transport infrastructureX X X 1.2 Advocacy opportunities aresuccessful in achieving moreresources for the regionDelivery Program and Operational PlanRockdale City Plan 2011-2025 | 67

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 5.4WorkforceEnsure that Councilhas a capable andmotivated workforcecommitted toexcellence incustomer service andservice delivery1. Maintain a desirableand safe workplace whereeffort is recognised,we have a skilled andmotivated workforce anda culture of quality, ethicalbehaviour and equality ofopportunity (GM)1. Rockdale City Councilrecognised as an Employerof Choice by HewittsAssociates Best EmployerSurvey and AuditGOV1. Implement the Workforce ManagementPlan (MHR)X X X 1.1 Staff Turnover rate below 10%X X X 1.2 Positive Staff Survey“Engagement” ratingX X X 1.3 Staff being recognised for effort,innovation and initiative1.4 % of staff who attended learning& development opportunitiesduring 2011/12X X X 1.5 % of staff who undertook SkillsAssessment during the yearX X X 1.6 Council maintains certificationto ISO:9001, ISO: 14001 andAS/NZS:4801 via its IntegratedManagement System and its pursuitof excellence through the AustralianBusiness Excellence Framework &TBA ProcessX X X 1.7 Nil substantiated equity relatedgrievances receivedStrategy 5.5FinancialSustainabilityEnsure theOrganisationsactivities andresources aremanaged to ensurelong term financialsustainability1. Ensure that there is arobust long term financialplan in place (DCC)2. Maintain a structuredbudgeting framework toenable informed decisionmaking (DCC)1. Annual CustomerSurvey shows increasingsatisfaction with Council’sfinancial management2. Budget parametersmaintained during the lifeof the Long Term FinancialPlanGOVGOV1. Review and monitor the Long TermFinancial Plan (LTFP) including monitoringthe assumptions and scenarios in the LTFPin conjunction with the development of theannual budget (MFA)2.1 Develop budget parameters for budgetpreparation (MFA)1. Review the LTFP by 31 December2011X X X 2.1 Parameters for budgetpreparation developed by 31December 20112.2 Prepare the annual budget (MFA) X X X 2.2 Draft budget to Council foradoption by 30 June 20122.3 Provide timely and accurate budgetarymonitoring reports to Senior Management(MFA)X X X 2.3.1 Monthly Budget ProgressReport to Senior Management2.3.2 Monthly reports available toService Unit Managers on monthlybasis within 10 working days of themonth endX X X 3.1 Training and guidelines providedby 31 March 2012X X X 3.2 Budget Variations addressedin Monthly Reports to ExecutiveCommittee3. Develop thefinancial managementcompetencies ofbudget managers in theorganisation (DCC)3. External Auditor showsincreasing satisfactionwith Council’s financialmanagementGOV3.1 Deliver training and guidelines to SeniorManagement on budgeting (MFA)3.2 Each budget manager to explain budgetvariances and take corrective action (MFA)68 | Rockdale City Council

Strategies4-Year Delivery ProgramPrincipal Activities2011-2012 & 2014-2015Delivery ProgramOutcome MeasureQBLOperational Plan Actions2011-201212/13 13/14 14/15Operational PlanMeasure/TargetStrategy 5.6InformationSystemsEstablish an ITGovernanceFramework thatmaintains a Council- wide business -application suite andIT infrastructurethat underpins thedelivery of corporategoals1. Ensure modern,integrated and relevanttechnologies to supportCouncil’s services andneeds (DCC)1.1 IT system operating inexcess of 95% of availabletime to public and staff1.2 All operatingenvironments and suiteof programs upgradedto approved Project PlantimeframeGOV1.1 Review the Information ManagementStrategic Plan and technology road map, whichrecognise the principles of the CorporateAsset Management Plan to ensure IT systemsand software are maintained and upgraded toagreed timeframes (MGBS)1.2 Develop a structured desktop renewalplan, which recognise the principles of theCorporate Asset management Plan andimplement on ongoing basis (MGBS)1.3 Develop an audit of systems plan toevaluate every 2 years existing systemscapabilities to respond to future businessrequirements (MGBS)1.4 Undertake an assessment of currentapplications to work towards improvingintegration of Council’s information systems(MGBS)1.5 Develop a co-ordinated trainingprogram to increase awareness and usage ofinformation systems available within Councilfor new and existing users (MGBS)1.6 Undertake an assessment of Council’sdesktop operating environment andinformation systems to develop a standardisedoperating environment and work towardsimproving integration of Council’s informationsystems (MGBS)X X X 1.1 Implement the adoptedInformation Management Strategyand road map in accordance withagreed timeframesX X X 1.2 Desktop Renewal Plan approvedby 31 December 2011 and ongoingimplementation commencedX X X 1.3 Systems Audit Plan developedby 30 June 2012 and ongoingimplementation commenced1.4 Assessment completed andrecommendations adopted byExecutive by 31 December 20111.5.1 Training program approved by30 September 2011X X X 1.5.2 Ongoing training programimplemented by 30 June 20121.6 Assessment completed andrecommendations adopted by theExecutive by 31 December 2011Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 69

14 Financial Plan14.1 ExecutiveSummaryUnder the New South WalesLocal Government Act (LGA)1993, Council is required toprepare and adopt an annualbudget by 30 June each year.A Financial Plan has beendeveloped to assist Council inadopting a budget aligned toCouncil’s Long Term FinancialPlan.The plan provides informationand recommendations on anumber of financial issues andhighlights options in terms ofexpected outcomes in a numberof key areas such as: Long Term FinancialSustainability City Projects Program Sale of Assets Rating Policy Annual Charges Policy Pricing Policy Loan Borrowing Policy Cash Reserves PolicyThe planned budget for 2011-2012 presented in this planhas been developed through arigorous process of consultationand review with Council andstaff. It is Council’s opinionthat the budget is financiallyresponsible and puts forwardthe framework for Councilto achieve the communityoutcomes and strategies outlinedin the 2011-2025 CommunityStrategic Plan. It is forwardlooking and it fits within a longertermframework which seeks toachieve financial sustainability.The Financial Plan has beendeveloped within an overallplanning framework whichidentifies which parts of theCommunity Strategic Plan willbe delivered by Council overthe next four years through theDelivery Program 2011-2015.The Financial Plan outlines thefinancial resources required andhow they will be used to achievethe Delivery Program.The plan forecasts a balancedposition for 2011-2012. This hasbeen achieved by increasing thebudget by 1.5% on the 2010-2011base, which represents a cutof 1.5% in real terms (assuminga CPI factor of 3%). Thisposition is difficult to maintaingoing forward as evidenced byprojected deficits from 2012-2013 and onwards.As with many councils inNSW, Rockdale City Councilis faced with the issue of costsincreasing at a greater ratethan our revenue base. Thisfunding gap will need to beaddressed in future years by wayof productivity and efficiencysavings and possible service levelreductions.In implementing therequirements of the IntegratedPlanning and Reportinglegislation, a comprehensiveLong Term Financial Plan (LTFP)was developed and formspart of Council’s ResourcingStrategy. The LTFP covers thetime horizon of the CommunityStrategic Plan i.e. 14 years and acopy of the Resourcing Strategyincluding the LTFP is separatelyavailable.70 | Rockdale City Council

Financial Plan ContextThe four year Financial Planforecasts over $312.7 million willbe spent providing the extensiveworks and services that areproposed in the DeliveryProgram 2011-2015. Therefore,the Financial Plan is a key enablerfor funding and deliveringCouncil’s works and services.The 2011-2012 operationalbudget will allocate $80.4 milliontowards the following majorprograms: Principal Services Activities -$55.4 million Capital Works - $21.1 million Fixed Costs - $3.6 million(excluding $15.2 milliondepreciation) Research and Development- $0.3 millionThe following diagrams illustrateCouncil’s revenue stream andexpenditure allocation for2011-2012. A more detailedbreakdown may be found in theBudget Summary section.Government Grants8%Fees & Charges8%Reserves Utilised18%City Operations17%Corporate andCommunity Services12%Developer Contributions5%City Planning and Development6%GM’s Office2%Where the Money Comes FromLoans & Other Income4%Where the Money GoesWaste Services12%Waste Charges14%Rates Income40%Fixed Cost & Others32%Capital Expenditure19%Interest Received3%Long Term FinancialSustainabilityThe cost of goods and servicesincreases each year by anamount greater than our incomeas a result of a number ofincome constraints (such as ratepegging and other regulations onpricing). This creates a structuralfinancial problem we refer to asthe ‘Income Gap’.Council does everything withinits control to manage theIncome Gap by pursuing grants,maximising discounts throughgovernment supply contractsand bulk buying, workingcollaboratively with neighbouringcouncils, maximising returnson investments, striving forexcellence and efficiencies,continuous improvements, andmonitoring and reviewing.In addition, Council carefullymanages its income andexpenditure through the use ofsound financial reporting systemsand regular budget monitoringand reviewing.The biggest single financialissue facing Council is the needto repair and replace ageingassets, while providing newassets to meet the needs andexpectations of our community.Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 71

14.2 Budget SummaryThe following tables present the total income and expenditure for the Delivery Program 2011-2015. Furthermore, the budgets are summarised by departments.Budget SummaryOriginal Budget2010-11Next Year Budget2011-122012-13 2013-14 2014-15Income from continuing operationsRates and annual charges -48,932,964 -50,706,536 -52,126,319 -53,585,856 -55,086,260User charges and fees -4,313,136 -4,796,859 -4,892,796 -4,990,652 -5,090,465Interest and investment revenue -1,116,350 -3,109,435 -3,171,624 -3,235,056 -3,299,757Other revenues -3,959,359 -4,359,470 -4,446,659 -4,535,593 -4,626,304Grants and contributions provided for operating purposes -5,132,233 -5,251,915 -5,356,953 -5,464,092 -5,573,374Grants and contributions provided for capital purposes -2,658,315 -6,735,455 -6,870,164 -7,007,567 -7,147,719Total income from continuing operations -66,112,357 -74,959,670 -76,864,516 -78,818,817 -80,823,880Expenses from continuing operationsEmployee benefits and on-costs 28,523,338 29,574,786 30,535,967 31,528,386 32,553,058Borrowing costs 381,930 387,420 504,238 516,369 538,596Materials and contracts 17,618,679 17,688,878 18,219,544 18,766,131 19,329,115Depreciation and amortisation 11,994,597 17,767,853 18,300,889 18,849,915 19,415,413Other expenses 8,718,561 9,688,630 9,979,289 10,278,668 10,587,028Total expenses from continuing operations 67,237,105 75,107,568 77,539,927 79,939,469 82,423,210Net operating loss (profit) for the year 1,124,748 147,898 675,411 1,120,652 1,599,330Capital and Reserve MovementsCapital Expenditure 10,399,280 21,189,537 26,299,078 29,642,396 30,725,431Loan Repayments 1,102,040 1,117,134 1,109,751 1,126,974 1,166,635Loan Borrowings -2,237,200 -1,100,000 -1,100,000 -1,100,000 -1,100,000Proceeds from Sale of Assets -398,960 -1,457,430 -3,828,966 -8,627,708 -3,827,174Net transfers (to)/from reserves 3,045,612 -1,329,286 -4,250,238 -1,804,994 -6,450,095Net Result (Including Depreciation) 13,035,520 18,567,853 18,905,036 20,357,320 22,114,127Add Back: Non Cash Items -13,035,517 -18,567,853 -19,150,889 -19,724,915 -20,315,413Cash Budget (Surplus)/Deficit 0 0 -245,850 632,400 1,798,71072 | Rockdale City Council

Budget Summary By DepartmentTotal2011-2012City Operations2011-2012City Planning &Development2011-2012Corporate &Community Services2011-2012GM’s Office2011-2012Corporate2011-2012Income from continuing operationsRates and annual charges -50,706,536 -12,596,855 -20,000 0 0 -38,089,681User charges and fees -4,796,859 -2,541,198 -1,621,206 -562,665 0 -71,790Interest and investment revenue -3,109,435 -249,620 0 0 0 -2,859,815Other revenues -4,359,470 -1,715,436 -1,829,302 -305,020 -9,712 -500,000Grants and contributions provided for operating purposes -5,251,915 -1,287,709 -507,680 -523,039 0 -2,933,487Grants and contributions provided for capital purposes -6,735,455 0 -108,731 0 0 -6,626,724Total income from continuing operations -74,959,670 -18,390,818 -4,086,919 -1,390,724 -9,712 -51,081,497Expenses from continuing operationsEmployee benefits and on-costs 29,574,787 13,783,082 4,811,716 8,837,480 2,142,509 0Borrowing costs 387,420 0 0 0 0 387,420Materials and contracts 17,688,878 14,099,436 1,092,195 1,875,238 130,499 491,510Depreciation and amortisation 17,767,853 1,031,121 99,410 994,890 21,440 15,620,992Other expenses 9,688,630 3,748,285 466,540 1,443,563 326,677 3,703,565Total expenses from continuing operations 75,107,568 32,661,924 6,469,861 13,151,171 2,621,125 20,203,487Net operating loss (profit) for the year 147,898 14,271,106 2,382,942 11,760,447 2,611,413 -30,878,010Capital and Reserve MovementsCapital Expenditure 21,189,537 0 0 0 0 21,189,537Loan Repayments 1,117,134 0 0 0 0 1,117,134Loan Borrowings -1,100,000 0 0 0 0 -1,100,000Proceeds from Sale of Plant and Vehicles -1,457,430 0 0 0 0 -1,457,430Net transfers (to)/from reserves -1,329,286 0 0 0 0 -1,329,286Net Result (Including Depreciation) 18,567,853 14,271,106 2,382,942 11,760,447 2,611,413 -12,458,055Add Back: Non Cash Items -18,567,853 -1,031,121 -99,410 -994,890 -21,440 -16,420,992Cash Budget (Surplus)/Deficit 0 13,239,980 2,283,530 10,765,560 2,589,970 -28,879,050Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 73

Budget Summary - City OperationsTotal2011-2012Environmental BusinessServices2011-2012Management CityOperations2011-2012Operations2011-2012Technical Services2011-2012Income from continuing operationsRates and annual charges -12,596,855 -12,150,013 0 0 -446,842User charges and fees -2,541,198 -1,074,182 0 -1,324,059 -142,957Interest and investment revenue -249,620 -42,800 0 0 -206,820Other revenues -1,715,436 -1,467,748 0 -136,300 -111,388Grants and contributions provided for operating purposes -1,287,709 -302,792 0 -926,250 -58,667Grants and contributions provided for capital purposes 0 0 0 0 0Total income from continuing operations -18,390,818 -15,037,535 0 -2,386,609 -966,674Expenses from continuing operationsEmployee benefits and on-costs 13,783,082 3,836,142 322,741 7,530,857 2,093,341Borrowing costs 0 0 0 0 0Materials and contracts 14,099,436 11,284,952 43,000 1,684,790 1,086,694Depreciation and amortisation 1,031,121 68,441 100 878,520 84,060Other expenses 3,748,285 1,596,990 -32,283 1,198,351 985,227Total expenses from continuing operations 32,661,924 16,786,525 333,558 11,292,518 4,249,322Net operating loss (profit) for the year 14,271,106 1,748,990 333,558 8,905,909 3,282,648Capital and Reserve MovementsCapital Expenditure 0 0 0 0 0Loan Repayments 0 0 0 0 0Loan Borrowings 0 0 0 0 0Proceeds from Sale of Plant and Vehicles 0 0 0 0 0Net transfers (to)/from reserves 0 0 0 0 0Net Result (Including Depreciation) 14,271,106 1,748,990 333,558 8,905,909 3,282,648Add Back: Non Cash Items -1,031,121 -68,441 -100 -878,520 -84,060Cash Budget (Surplus)/Deficit 13,239,980 1,680,550 333,460 8,027,390 3,198,59074 | Rockdale City Council

Budget Summary - City Planning & DevelopmentTotal2011-2012Strategic AssetManagement2011-2012Development Services2011-2012Management CityPlanning & Development2011-2012Urban & EnvironmentalStrategy2011-2012Income from continuing operationsRates and annual charges -20,000 0 -20,000 0 0User charges and fees -1,621,206 -127,656 -1,418,100 0 -75,450Interest and investment revenue 0 0 0 0 0Other revenues -1,829,302 -1,782,002 -46,500 0 -800Grants and contributions provided for operating purposes -507,680 0 0 0 -507,680Grants and contributions provided for capital purposes -108,731 0 0 0 -108,731Total income from continuing operations -4,086,919 -1,909,658 -1,484,600 0 -692,661Expenses from continuing operationsEmployee benefits and on-costs 4,811,716 942,167 2,462,289 301,223 1,106,037Borrowing costs 0 0 0 0 0Materials and contracts 1,092,195 114,000 330,900 14,500 632,795Depreciation and amortisation 99,410 20,820 65,920 60 12,610Other expenses 466,540 30,300 315,460 15,090 105,690Total expenses from continuing operations 6,469,861 1,107,287 3,174,569 330,873 1,857,132Net operating loss (profit) for the year 2,382,942 -802,371 1,689,969 330,873 1,164,471Capital and Reserve MovementsCapital Expenditure 0 0 0 0 0Loan Repayments 0 0 0 0 0Loan Borrowings 0 0 0 0 0Proceeds from Sale of Plant and Vehicles 0 0 0 0 0Net transfers (to)/from reserves 0 0 0 0 0Net Result (Including Depreciation) 2,382,942 -802,371 1,689,969 330,873 1,164,471Add Back: Non Cash Items -99,410 -20,820 -65,920 -60 -12,610Cash Budget (Surplus)/Deficit 2,283,530 -823,190 1,624,050 330,810 1,151,860Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 75

Budget Summary - Corporate and CommunityTotal2011-2012Community &Customer Services2011-2012Finance &Administration2011-2012Fleet & Supply2011-2012Governance &Business Services2011-2012ManagementCorporate &Community Services2011-2012Income from continuing operationsRates and annual charges 0 0 0 0 0 0User charges and fees -562,665 -332,585 -167,280 0 -62,800 0Interest and investment revenue 0 0 0 0 0 0Other revenues -305,020 -305,020 0 0 0 0Grants and contributions provided for operating purposes -523,039 -523,039 0 0 0 0Grants and contributions provided for capital purposes 0 0 0 0 0 0Total income from continuing operations -1,390,724 -1,160,644 -167,280 0 -62,800 0Expenses from continuing operationsEmployee benefits and on-costs 8,837,480 3,821,522 1,583,703 329,641 2,714,650 387,964Borrowing costs 0 0 0 0 0 0Materials and contracts 1,875,238 505,550 439,715 11,300 914,005 4,668Depreciation and amortisation 994,890 403,660 29,870 9,420 546,590 5,350Other expenses 1,443,563 1,078,597 254,004 18,858 86,299 5,805Total expenses from continuing operations 13,151,171 5,809,329 2,307,292 369,219 4,261,544 403,787Net operating loss (profit) for the year 11,760,447 4,648,685 2,140,012 369,219 4,198,744 403,787Capital and Reserve MovementsCapital Expenditure 0 0 0 0 0 0Loan Repayments 0 0 0 0 0 0Loan Borrowings 0 0 0 0 0 0Proceeds from Sale of Plant and Vehicles 0 0 0 0 0 0Net transfers (to)/from reserves 0 0 0 0 0 0Net Result (Including Depreciation) 11,760,447 4,648,685 2,140,012 369,219 4,198,744 403,787Add Back: Non Cash Items -994,890 -403,660 -29,870 -9,420 -546,590 -5,350Cash Budget (Surplus)/Deficit 10,765,560 4,245,020 2,110,140 359,800 3,652,150 398,44076 | Rockdale City Council

Budget Summary - GM’s OfficeTotal2011-2012City Media & Events2011-2012Executive Management2011-2012Human Resources2011-2012Income from continuing operationsRates and annual charges 0 0 0 0User charges and fees 0 0 0 0Interest and investment revenue 0 0 0 0Other revenues -9,712 -9,712 0 0Grants and contributions provided for operating purposes 0 0 0 0Grants and contributions provided for capital purposes 0 0 0 0Total income from continuing operations -9,712 -9,712 0 0Expenses from continuing operationsEmployee benefits and on-costs 2,142,509 776,807 502,153 863,549Borrowing costs 0 0 0 0Materials and contracts 130,499 97,360 8,739 24,400Depreciation and amortisation 21,440 3,930 8,610 8,900Other expenses 326,677 295,990 -3,099 33,786Total expenses from continuing operations 2,621,125 1,174,087 516,403 930,635Net operating loss (profit) for the year 2,611,413 1,164,375 516,403 930,635Capital and Reserve MovementsCapital Expenditure 0 0 0 0Loan Repayments 0 0 0 0Loan Borrowings 0 0 0 0Proceeds from Sale of Plant and Vehicles 0 0 0 0Net transfers (to)/from reserves 0 0 0 0Net Result (Including Depreciation) 2,611,413 1,164,375 516,403 930,635Add Back: Non Cash Items -21,440 -3,930 -8,610 -8,900Cash Budget (Surplus)/Deficit 2,589,970 1,160,450 507,790 921,740Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 77

Budget Summary - CorporateTotal2011-2012Capital Expenditure2011-2012Capital Revenue2011-2012Corporate Income& Expenses2011-2012General PurposeRevenue2011-2012Income from continuing operationsRates and annual charges -38,089,681 0 0 0 -38,089,681User charges and fees -71,790 0 -71,790 0 0Interest and investment revenue -2,859,815 0 0 0 -2,859,815Other revenues -500,000 0 0 0 -500,000Grants and contributions provided for operating purposes -2,933,487 0 0 -289,180 -2,644,307Grants and contributions provided for capital purposes -6,626,724 0 -6,626,724 0 0Total income from continuing operations -51,081,497 0 -6,698,514 -289,180 -44,093,803Expenses from continuing operationsEmployee benefits and on-costs 0 0 0 0 0Borrowing costs 387,420 0 0 387,420 0Materials and contracts 491,510 0 0 331,510 160,000Depreciation and amortisation 15,620,992 0 0 15,208,562 412,430Other expenses 3,703,565 0 0 3,703,565 0Total expenses from continuing operations 20,203,487 0 0 19,631,057 572,430Net operating loss (profit) for the year -30,878,010 0 -6,698,514 19,341,877 -43,521,373Capital and Reserve MovementsCapital Expenditure 21,189,537 21,189,537 0 0 0Loan Repayments 1,117,134 0 1,117,134 0 0Loan Borrowings -1,100,000 0 -1,100,000 0 0Proceeds from Sale of Plant and Vehicles -1,457,430 0 0 0 -1,457,430Net transfers (to)/from reserves -1,329,286 0 -1,329,286 0 0Net Result (Including Depreciation) -12,458,055 21,189,537 -8,010,666 19,341,877 -44,978,803Add Back: Non Cash Items -16,420,992 0 0 -16,008,562 -412,430Cash Budget (Surplus)/Deficit -28,879,050 21,189,540 -8,010,670 3,333,320 -45,391,23078 | Rockdale City Council

14.3 City ProjectsProgramCommencing in the 2011-2012Budget, the previous CapitalWorks Program will be knownas the City Projects Program.The name change is on the basisthat the program also includesprojects of a non-capital nature.Projects generally fall into one ofthe following four main categories:New Infrastructure - creationof new assets, or to increase thecapacity of existing assets beyondtheir original design capacity orservice potentialRehabilitation/Renewal -works to rebuild or replace partsof an asset, to restore it to arequired functional condition andextend its lifeFixed Interval Maintenance- all actions necessary to retainan asset as near as practicableto its original condition, withoutincreasing the service potential orlife of an assetAsset OperationalExpenditure - process ofutilising assets, and costs that haveno impact on the condition ofcommunity infrastructure, mayinclude studiesCouncil’s objective is to maintaincommunity assets to at leastthe same standard they werein at the beginning of each year.However, as described earlier inthe Financial Plan Context, wehave suffered a leakage from theCapital Works Allocations dueto the income gap and otherpriorities competing for limitedfunding.Although Council now managesto allocate sufficient funds toeliminate the scenario of an‘annual funding shortfall’ forasset renewals, we do not havesufficient funds available to fundthe $10.1 million in backlog forassets requiring rehabilitation.The City Projects Programincludes revised funding prioritiesto reflect identified needs overrecent years. Of particular noteare: Substantial increase infunding for sport fieldrehabilitation and fixedterm maintenance - thiswill enable improvementsto the standard of playingsurfaces for sport andrecreation. This is a back-tobasicsapproach as surfaceconditions have suffered inrecent years due to droughtconditions, increased usageand funding being committedto capital improvementssuch as sport lighting andother improvements The consolidation of anumber of minor Propertyand Building programsfor rehabilitation works,which will enable morecomprehensive works to becompleted Increase in funding for TrafficManagement works - toreduce a growing backlog ofunfunded commitments Focus on the rehabilitationand restoration ofstormwater and water qualitynetworks to reduce nuisanceflooding, improve networkefficiency and improvewater quality of our localwaterways, funded throughthe Stormwater ManagementService Charge Playground and ParkFurniture Rehabilitation -whilst Council has embarkedon a significant shadestructure program in recentyears, it is apparent that theplayground equipment andassociated facilities are inneed of improvement. Continuation of works oncommunity buildings asfunded under the SpecialRate Variation 2010 until the2013-2014 Financial YearThe proposed City ProjectsProgram including Section 94Projects for 2011-2012 providesa significant investment for assetupgrades and renewing existingassets as outlined in the followingtable:City Projects Expenditure 2011-2012 Proposal 2012-2013 Forecast 2013-2014 Forecast 2014-2015 ForecastParks, Recreation and Natural Environment Program 10,596,241 13,140,550 12,355,720 11,956,886Transport and Road Infrastructure Program 1,967,189 2,589,139 2,982,983 2,257,055Stormwater Drainage and Water Quality Program 1,290,509 1,736,972 2,590,241 4,323,679Property and Building Asset Improvements Program 4,146,000 5,547,132 8,004,356 8,244,517Beach and Waterways Program 299,000 307,970 317,209 326,717Thriving Town Centres 375,587 386,854 723,713 868,424Library Resources 405,451 417,614 430,142 443,037Plant Replacement Program 1,514,750 1,560,193 1,606,998 1,655,167IT Projects 474,810 489,054 503,726 518,825Asset Planning & Systems 120,000 123,600 127,308 131,124Total City Project 21,189,537 26,299,078 29,642,39 30,725,431Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 79

Capital Budget Summary:AllocationThe graph below shows theallocation of expenditure for the2011 - 2012 Capital Program0.57% Asset Planning & Systems $120,0002.24% IT Projects $474,8107.15% Plant Replacement Program $1,514,7501.91% Library Resources $405,4521.77% Thriving Town Centres $375,5871.41% Beach and Waterways Program $299,00019.57% Property & Building Asset Improvements Program $4,146,00050.01% Parks, Recreation & Natural Environment Program $10,596,2416.09% Stormwater Drainage and Water Quality Program $1,290,5099.28% Transport & Road Infrastructure Program $1,967,189100.00% Total $21,189,537Capital budget summary:sourcesThe graph below provides thefunding sources for the 2011-2012capital program6.49% Infrastructure Levy $1,376,1055.41% Strategic Reserve $1,145,3803.78% SWIM Levy $801,87010.89% General Revenue $2,307,8350.11% Grants $23,6254.93% Community Building Levy $1,045,0004.09% Local Area Rate $866,5007.08% Other Revenue/Transfers $1,500,0300.59% Beach and Waterways Program $124,5001.56% Buildings $330,0001.70% Stormwater Drainage and Water Quality Program $360,0005.81% Roads $1,231,5991.72% Parks, Recreation & Natural Environment Program $365,00045.83% Section 94 $9,712,092100.00% Total $21,189,53780 | Rockdale City Council

14.4 AssetReplacement andSalesIn making any decision inregard to asset replacementand sales Council will weigh upthe benefits and costs of thedifferent options available toproduce the optimal outcome.In some situations Council willsimply want to select the lowestcost solution, but in doing soit is important for Council torecognise the time cost of money.Additionally, Council will considerwhether there are any nonfinancialfactors which may needto be analysed.Therefore, many assetreplacement and sales decisionsmay require multi-criteriaMotor Vehicle ReplacementMotor VehiclesSedans/Station WagonsUtilitiesEnvironmental Impactanalysis, which may include: The trade offs betweenunplanned and plannedmaintenance expenditureand asset renewal The lifecycle cost of theasset when making newasset decisions The benefits and costs ofalternative asset options formajor projects, even if thebenefits are described ina qualitative rather than aquantitative way Benefit-cost and least-costanalysis applied for majorcapital works projects Optimal timing of capitalworks, particularly assetrenewals Addressing financial planningand capital expenditureguidelines pursuant to theLocal Government Act 1993Plant and EquipmentReplacement ProgramCouncil’s Motor Vehicles andPlant Policy’s objective to ensureCouncil’s major motor vehicleand plant fleet is managedat the lowest financial andenvironmental cost, whilstsatisfying the operational needsof Council.It is anticipated that the 2011-2012 net proceeds from sales ofplant and equipment will amountto $412,430.Plant ReplacementThe replacement of major plantitems is generally on a seven (7)year cycle. However, this maydepend on the expected lifespan at time of purchase and theactual condition of the item.24 months or 40,000kms24 months or 40,000kmsCouncil where possible will purchase vehicles that meet the following CO2 emission and fuelconsumption standards.Vehicle Size CO2 Emission per km Fuel Consumption per 100 kmSmall Vehicle Less than 180g 6.9Medium Vehicle Less than 227g 9.3Large Vehicle Less than 240g 13.1The selection of majorplant items is to include theconsideration of safety as well asoperating needs, spare parts andrepair support. All major plantitems are to be evaluated priorto purchase.Computers and RelatedEquipment have a replacementcycle of about 3-4 years.Land and BuildingsLand and buildings held forcommercial or strategic purposesare periodically reviewed toensure they continue to meetCouncil’s changing needs andyield acceptable rates of return.Council divests, or invests, inassets to meet the anticipatedfuture needs of the community.14.5 Rating PolicyGeneral OverviewEach year Council is able toincrease its General Rate Incomeby no greater than the ratepegging limit.Up to 2010-2011, this limitwas set and announced by theMinister for Local Government.However, in accordance withnew policy arrangementsannounced by the Ministeron the 4 June 2010, this limitis now set and announced bythe Independent Pricing andRegulatory Tribunal (IPART).On the 10 December 2010,IPART has determined thatCouncil’s General Rate Incomemay be increased by 2.8%under section 506 of the LocalGovernment Act 1993 for therating year commencing 1 July2011. This increase will be appliedto the following ratecategories: Residential Rates(Advalorems and Minimums) Business Rates (Advaloremsand Minimums) Farmland Rates (Advaloremsand Minimums) Local Area Rates (Base andAdvalorems) Community Safety Levies(Base and Advalorems) Infrastructure Levies (Baseand Advalorems) Community Building Levies(Base and Advalorems)Details of the projected raterevenue for the 2011-2012 ratingyear is as follows:Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 81

2011-2012 Rate Revenue with the 2.8% Rate Capping Limit increaseRate Type Category No. of PropertiesOrdinaryMinimum RatesOrdinaryAdvalorem RatesCommunity Safety LeviesCommunity Building LeviesInfrastructure LeviesLocal Area RatesLand Value$Rate Income$% Base Rate(must be less than 50%)Rate in the Dollaror Minimum RateResidential 18,590 2 2,699,848,230 12,382,318 n/a $669.59Business 448 2 38,967,336 284,428 n/a $669.59Farmland 0 0 0 n/a $669.59Residential 18,429 2 8,608,497,485 18,672,602² n/a 0.0021691Business 1,350 2 1,058,566,949 4,283,380² n/a 0.0040464Farmland 5 2,720,000 5,898 n/a 0.0021686Residential Base +37,019n/a151,40848.38%$4.09Residential Advalorem37,019 11,308,345,715 161,53551.62%0.0000143Business Base +1,798n/a7,35423.60%$4.09Business Advalorem1,798 1,097,534,285 23,80876.40%0.0000217Farmland Base +5n/a2038.94%$4.09Farmland Advalorem52,720,0003261.06%0.0000118Residential Base +37,019n/a475,69447.24%$12.85Residential Advalorem37,019 11,308,345,715 531,33052.76%0.0000470Business Base +1,798n/a23,10422.87%$12.85Business Advalorem1,798 1,097,534,285 77,91977.13%0.0000710Farmland Base +5n/a6434.53%$12.85Farmland Advalorem52,720,00012265.47%0.0000448Residential Base +37,019n/a609,33348.60%$16.46Residential Advalorem37,019 11,308,345,715 644,41451.40%0.0000570Business Base +1,798n/a29,59523.70%$16.46Business Advalorem1,798 1,097,534,285 95,25876.30%0.0000868Farmland Base +5n/a8239.12%$16.46Farmland Advalorem52,720,00012860.88%0.0000471Arncliffe 46¹ 17,194,100¹ 17,625 n/a 0.0010251Banksia 13¹ 3,977,480¹ 1,954 n/a 0.0004912Bexley 90¹ 30,535,650¹ 31,421 n/a 0.0010290Brighton Le Sands 87¹ 86,715,917¹ 80,749 n/a 0.0009312Kingsgrove 43¹ 23,804,150¹ 19,681 n/a 0.0008268Ramsgate 48¹ 19,554,300¹ 9,106 n/a 0.0004657Ramsgate Beach Base +Advalorem45¹45¹n/a19,337,800¹10,02810,05949.92%50.08%$222.850.0005202Rockdale 274¹ 147,205,977¹ 224,489 n/a 0.0015250West Botany 75¹ 73,291,100¹ 39,005 n/a 0.0005322Totals 38,822 3 12,408,600,000 3 38,903,943Note 1: These land values and property quantities are already included in the Business Category - Note 2: Adjusted for rounding and minimum rate difference for mixed development propertiesNote 3: Total number of rateable properties, and total rateable value - Note: All land values at base date of 1 July 200982 | Rockdale City Council

Pensioner RebatesEach year Council is requiredto grant a pension rebate toratepayers deemed eligibleunder the provisions of theLocal Government Act 1993.The rebate is calculated as 50%of the ordinary rates and wastecharges levied, up to a maximumof $250.00 per annum.Interest on Overdue RatesCouncil charges interest onoverdue rates at the percentagepermitted by the Departmentof Local Government. For the2010-2011 rating year, interestwas charged at 9% per annum inaccordance with the Departmentof Local Government circular10-13 (dated 11 June 2010).Local Area RatesSpecial rates are levied onidentified local businesses tocover the cost of any works,services, facilities or activitiescarried out within specificlocal business areas. They areprincipally used for providing thefollowing works: Provision and maintenanceof car parking facilities Streetscaping andbeautification of shoppingcentresWest Botany IndustrialAreaCouncil has been levying specialrates for the provision of carparking in the West BotanyLocal Rate Area. This projectis being reviewed and if it isdetermined that the funds areno longer required for thatpurpose, Council will considerthe best alternative use of thesefunds, and make an applicationfor that alternative purpose inaccordance with section 410 ofthe Local Government Act 1993.Safer City ProgramThe Special Rate Variationwhich came into effect on 1 July2007 will yield approximately$344,157 (collected via theCommunity Safety Levy) for the2011-2012 year. The Safer CityProgram comprises of four keycomponents: Graffiti - Assess and RemoveGraffiti (provides for12,000m² per year) CCTV - Maintenance Costs,and Coordination of Facility Safer Places - UndertakeSafety Audits and IdentifyImprovement Measures. Worksidentified are to be prioritisedand scheduled as part of theCapital Works Program Community Education -Distributing Information andRaising AwarenessAsset Rehabilitation andImprovements ProgramThe Special Rate Variationwhich came into effect on 1 July2007 will yield approximately$1,378,810 (collected via theInfrastructure Levy) for the 2011-2012 year.Community BuildingRehabilitation ProgramThe Special Rate Variation whichcame into effect for a threeyear period on 1 July 2010 willyield approximately $1,108,233(collected via the CommunityBuilding Levy) for the 2011-2012year.Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 83

14.6 Annual Charges PolicyDomestic Waste Management Service ChargeSection 496 of the Act requires Council to levy a charge on each parcel of land for which the service isavailable, regardless of whether or not the garbage and recycling collection service is used. Section 502of the Act then allows Council to levy users annual waste charges dependant upon the number of wastebins utilised. Service users pay an annual charge levied via the annual rate notice, and each charge entitlesthe user to the following services: One garbage collection per household each week Two garbage collections each week for home units Fortnightly collection of commingled recyclables for homes and villas Weekly commingled recyclables collections for home units Four kerbside cleanup collections per year for green waste and household dry waste Drive in drop off centre one Saturday morning per month for garden waste Urgent on call cleanup collections (on a user pays basis)The above list of services may vary as Council always endeavours to deliver best value services to thecommunity. The waste charges proposed for 2011-2012 are as follows:Annual Domestic Waste Charges 2010-2011 2011-2012Domestic Administration Fee $72.00 $84.00240L Domestic Waste Bin Service $258.00 $267.00Additional 240L Domestic Waste Bin Service $260.00 $259.00Strata Unit Domestic Waste Bin Service $258.00 $267.00240L Non-rateable Waste Bin Service $330.00 $351.00Additional 240L Non-rateable Waste Bin Service $260.00 $259.00The estimated revenues for each charge are as follows:Annual Domestic Waste ChargesEstimated Revenue2010-2011Estimated Revenue2011-2012Domestic Administration Fees $2,651,616 $3,098,592240L Domestic Bin Services $6,034,362 $6,253,407Additional 240L Domestic Bin Services $87,620 $85,211Strata Unit Domestic Waste Bin Services $3,212,416 $3,327,664240L Non-rateable Waste Bin Services $33,000 $35,100Additional 240L Non-rateable Waste Bin Services $39,520 $39,627Total Waste Charges $11,230,696 $12,839,601These charges only cover thecost of providing this serviceand are influenced by factorssuch as collection contract price,tipping fees, government leviesand the associated costs ofrecycling. Council is committedto supplying a cost effectivewaste service and complyingwith objectives of the WasteAvoidance and ResourceRecovery Act 2001.84 | Rockdale City Council

Commercial Waste and Recycling Service ChargesIn accordance with Section 501 of the Local Government Act 1993, Council may make an annual chargefor waste management services other than domestic waste management services.From 1 July 2009 Council implemented a Commercial Waste and Recycling Service using best practiseprinciples. The charges associated with this service replaced the ‘Business Charges’ that were previouslyleviedService users pay an annual charge levied via the annual rate notice, and each charge entitles the user tothe following services: One garbage collection per commercial premise each week One commingled recyclables collection per commercial premises each fortnight From 1 July 2010, Council further expanded the Commercial Waste and Recycling Service to allowfor an on-property collection of both waste and recycling binsThe waste charges proposed for 2011-2012 are as follows:Commercial Waste and Recycling Service Charges 2010-2011 2011-2012KERB SIDE COLLECTION240L Commercial Waste Bin Service $485.00 $511.56Additional 240L Commercial Waste Bin Service $485.00 $511.56Strata Unit Commercial Waste Bin Service $485.00 $511.561,100L Commercial Waste Bin Service $1,622.00 $1,716.33ON PROPERTY COLLECTION240L Commercial Waste Bin Service $511.00 $535.05Additional 240L Commercial Waste Bin Service $511.00 $535.05Strata Unit Commercial Waste Bin Service $511.00 $535.05The estimated revenues for each charge are as follows:Commercial Waste and Recycling Service ChargesEstimated Revenue2010-2011Estimated Revenue2011-2012240L Commercial Waste Bin Services $448,625 $463,473Additional 240L Commercial Waste Bin Services $121,735 $126,355Strata Unit Commercial Waste Bin Services $67,415 70,5951,100L Commercial Waste Bin Services $0 $0Total Waste Charges $637,775 $660,423Note: Council also providesadditional commercial wasteand recycling services on a perlift basis whereby bins can beemptied more often than theabove mentioned scheduledservice. These additional liftswill be charged in accordancewith section 502 which allowsCouncil to ‘charge for a servicereferred to in section 496 or 501according to the actual use of theservice’. Details of these charges,which will be levied via a sundrydebtor invoice payable withinthirty (30) days, can be found inthe Waste Section of Council’s2011-2012 Fees and Charges.Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 85

14.7 Pricing PolicyStormwater Management Service ChargeCouncil charges a Stormwater Management Service Charge to every household and business inaccordance with the policy gazetted by the Minister in October 2005 to improve the management ofstormwater.The maximum amounts of the Service Charge are set by Legislation is outside the capped rates toimprove the management of stormwater within our City. The Stormwater Management Service Chargeallows Council to undertake significant improvements to the stormwater system to provide a cleaner andsafer environment for the benefit of owners, residents and visitors.Council will use these funds to carry out new and additional works across the City in the stormwatermanagement program. Funds in 2011-2012 will go towards: The installation of additional gross pollutant traps to remove litter from stormwater and protect thebeachfront and Muddy Creek from pollution A program to promote stormwater reuse, community education on stormwater issues, auditing ofindustrial properties and innovative stormwater management projects The improvement of drainage and reduce flooding on private properties Investigating the harvesting of stormwater run off for use in our parks and gardens across the City Servicing the loan borrowed from reserves to cover the costs of Goomun CreekThe Service Charge for 2011-2012 is calculated on the same basis as 2010-2011:Residential PropertiesUnits/StratasSingle DwellingsBusiness PropertiesUnits/StratasBusiness Premises$12.50 per lot$25.00 per assessment$12.50 per lot$25.00 per 350m² of site area, to a maximum of $250 (see table below)Up to Up to Up to Up to Up to Up to Up to Up to Up to > 3151Land size (m²)350 700 1050 1400 1750 2100 2450 2800 3150 or overCharge per year $25 $50 $75 $100 $125 $150 $175 $200 $225 $250For businesses over 3,500m² the full Service Charge will be applied and then discounted to the maximumlevy of $250 per year. This provides an incentive for larger businesses to recycle their stormwater onsiterather than off site. For those properties that choose not to recycle, Council has the option of reducingthe discount and therefore increasing the Service Charge for individual assessments.86 | Rockdale City Council

Section 94 DeveloperContributionsSection 94 of the EnvironmentalPlanning and Assessment Act(1979) enables Council to levycontributions for public amenitiesand services required as aconsequence of development.Council’s section 94 DeveloperContribution Plan was adoptedby Council on 26 May 2004, andsince amended in September2006 (Amendment No. 1),October 2006 (Amendment No.2), October 2008 (AmendmentNo. 3) and July 2009(Amendment No. 4) to providefunds for: Recreational facilities(including open spaceacquisitions andembellishments) Stormwater and PollutionControl Facilities Town Centre/StreetscapingImprovements Community Facilities Car Parking Roads and TrafficManagement Facilities Wolli Creek Redevelopment Plan Administration andProject Management.Section 94A DevelopmentContributionsThe section 94A Plans allowsCouncil to collect a levy(between ½ per cent - 1.0 percent) on development proposalsthat do not pay section 94contributions, which wasprepared in accordance withthe Environmental Planning andAssessment Act (1979).Work on Private landCouncil carries out work onprivate land on a cost recoverybasis subject to the provisionsof the Local GovernmentAct (1993) unless there areextenuating circumstances.Rating of Gas MainsCouncil charges AGL inaccordance with the rating of gasmains provisions.Commercial ActivitiesCouncil does not conduct anysignificant activities of a businessor commercial nature.Other Fees and ChargesApart from the Rates andCharges outlined above, the fullschedule of fees and charges isavailable as a separate documentof the City Plan. It includes astatement of the types of feesand charges and the amount ofeach. Some services, for exampleLibrary lending services, areoffered at little or no cost tousers and other services aresupplied on a cost recovery basis.14.8 Loans PolicyCouncil has an annual borrowing program to provide for capitalprojects such as roads, footpaths, drainage works or recreationalfacilities.This approach enables both current and future generations ofratepayers contribute towards the use of these assets, thereby moreequitably aligning the payment and use of these services. Councilintends to borrow a total of $1.1 million in 2011-2012.Details of the total loan portfolio are:2010-2011 $ 2011-2012 $Opening balance at start of year 7,043,862 7,053,248Add: New loans taken up 1,100,000 1,100,0008,143,862 8,153,248Less: Repayments (1,090,613) (1,039,536)Closing balance at end of year 7,053,248 7,113,712Interest costs 351,620 391,650Council will borrow at the most competitive rate it can secure fromlending financial institutions. The loan will be secured as a chargeagainst Council’s income as prescribed in the Local Government(General) Regulation, 2005. The $1.1 million will be made by way of aregular bank loan at the most competitive prevailing rate.Delivery Program and Operational PlanRockdale City Plan 2011-2025 | 87

14.9 Cash Reserves PolicyThe establishment and funding of cash reserves is a financial management strategy to provide funds for future expenditure that could not otherwise be financed during a singleyear without having a material impact on the budget. For example, local government elections occur every four years, so Council sets aside one quarter of the estimated cost ofthis activity each financial year.Council has established the following reserves for the purposes described below:RESERVEBexley Pool ComplexCentral Library ReservePlant ReplacementComputer, Telephone andOffice EquipmentOpen Space and S94ObligationsLocal Government ElectionStreet Lighting HardwareWorkers’ CompensationEqualisationInterest on InvestmentsEqualisationPublic Liability InsuranceDomestic Waste ManagementEmployee Leave EntitlementsRevolving Energy FundPURPOSEUsed to fund the winter operation of the pool over the last two years.The cash balance in this reserve to be retained towards the provision of a new central library. Note: Five years ago, Council discontinued theannual provision of $200,000 to this reserve which has been allocated to the Strategic Priorities reserve for the past three years.An amount of $75,000 is to be allocated to this reserve in 2010-2011 in order to provide for future replacement of Council’s plant andequipment.An amount of $364,150 is to be provided per annum for the future upgrade and expansion of Council’s computer and telephone systems.This reserve was established to allocate funds from general revenue to provide the additional funds required to provide the assets and works asoutlined in Council’s S94 Contribution Plan. It is not proposed to make any new allocation to this reserve in 2011-12An annual provision of $126,000 will be allocated from general revenue each year towards the cost of conducting Council’s general electionsevery four years.This reserve is provided by setting aside the unspent budget allocation for street lighting energy costs in a particular year, to be used towards thecost of providing street lighting hardware in public places, the financial burden of which recently became the Council’s responsibility.On an annual basis the workers’ compensation premium fluctuates with recent claims history. One year there could be a saving, and the nextthere could be an adverse impact on the budget. This reserve is utilised to put funds away in a good year, and use them to relieve pressure on thebudget when the workers’ compensation result is unfavourable.Interest on investments fluctuates in accordance with market forces, and the quantum of funds held in cash reserves is subject to demands andpriorities set by Council. This reserve is provided by quarantining interest income which exceeds budget, to offset a downturn in interest receivedin subsequent years. Also, this reserve acts as a safeguard to the current year budget if a significant draw down on investments is required.The timing of claims under excess cannot be controlled. This reserve is provided by setting aside the unspent budget allocation in a particular year,to offset a higher number of claims and increasing excesses in a subsequent year. This reserve may also be used to fund unexpected increases topublic liability and professional indemnity insurance premiums which may result due to an increase in claims made or general market forces.An annual amount based upon the actual surplus between expenditure and income from the domestic waste service is to be transferred to theDomestic Waste Management Reserve. This reserve is externally restricted and is a statutory responsibility of Council. The level of funds is auditedeach year by Council’s external auditor.The level of the reserve should be maintained at a level equivalent to the accrued employee’s entitlement of staff eligible to retire. This reserveshould be maintained at the industry benchmark equivalent to 20% of the outstanding ELE liability as at 30 June each year.This reserve was started with some seeding funds. The proceeds from this reserve are to be used on energy efficient projects, with savings inenergy costs to be reinvested into this reserve for future energy efficient projects.88 | Rockdale City Council

RESERVEEmployee Leave EntitlementsRevolving Energy FundStrategic PrioritiesTown Hall UpgradePURPOSEThe level of the reserve should be maintained at a level equivalent to the accrued employee’s entitlement of staff eligible to retire. This reserveshould be maintained at the industry benchmark equivalent to 20% of the outstanding ELE liability as at 30 June each year.This reserve was started with some seeding funds. The proceeds from this reserve are to be used on energy efficient projects, with savings inenergy costs to be reinvested into this reserve for future energy efficient projects.The net sales proceeds from the sale of unencumbered land is to be transferred to this reserve, to be used on projects of strategic importance asresolved by Council. In addition to the above, the following existing reserves are to be consolidated into the SPR: Community Projects - the net surplus of actual fine income as compared to the budget from Regulation activities is to be transferred to thisreserve, to be used on priority projects and initiatives that benefit the community Debt Equalisation - due to the restructuring of debt, the decline in the interest rate, and constraining the annual loan allocation to a constantamount of $1.1 million (the time value of money concept), Council has generated an annual saving in the debt repayments budget Lady Robinsons Beach - a reserve has been established for future renewal and maintenance of Lady Robinsons Beach (southern end)An annual provision of $50,000 will be allocated for the future upgrade of the Rockdale Town Hall facilities.In addition to the above reserves, any unspent funds from the Stormwater Levy, the 2007-2008 Special Rate Variation specifically collected from the Safer City Program andInfrastructure Levy, and 2010-2011 Special Rate Variation specifically for refurbishment of Council’s amenities buildings and small community buildings are restricted to cashreserves and used in a future period exclusively towards the specific purposes for which they were raisedDelivery Program and Operational PlanRockdale City Plan 2011-2025 | 89

15 Detailed Budgets15.1 General Manager’s Department 15.2 Corporate and Community DepartmentOperating Statement 2010-2011 Budget 2011-2012 Budget Operating Statement 2010-2011 Budget 2011-2012 BudgetRevenueAssistant GM 0 0City Media & Events 0 -9,712Executive Management 0 0Human Resources 0 0Total Revenue 0 -9,712ExpenditureAssistant GM 0 0City Media & Events 1,067,442 1,174,087Executive Management 506,278 516,403Human Resources 909,629 930,635Total Expenditure 2,483,349 2,621,125Net (Revenue)/Expenditure 2,483,349 2,611,413RevenueCommunity & Customer Services -1,046,483 -1,160,644Finance & Administration -174,700 -167,280Fleet & Supply 0 0Governance & Business Services -60,800 -62,800Mngt Corp & Comm Services 0 0Total Revenue -1,281,983 -1,390,724ExpenditureCommunity & Customer Services 5,615,296 5,809,329Finance & Administration 2,340,933 2,307,292Fleet & Supply 408,292 369,219Governance & Business Services 4,034,186 4,261,544Mngt Corporate & Community Services 337,570 403,787Total Expenditure 12,736,277 13,151,171Net (Revenue)/Expenditure 11,454,294 11,760,44790 | Rockdale City Council