Delivery Program 2009–2012 - Rockdale City Council - NSW ...

DeliveryProgram2009–2012

Rockdale City Council2 Bryant St. Rockdale NSW 2216T 02 9562 1666F 02 9562 1777E rcc@rockdale.nsw.gov.auW www.rockdale.nsw.gov.au

Table of Contentspage 5 Introduction6 Our Council10 Sustainable Performance11 Corporate Strategies and Plans19 Financial Plan39 Environmental Management53 Delivery Program Actions and Performance Measures & TargetsAppendix Fees and ChargesDelivery Program 2009-2012 | 3

Rockdale City Plan | 4The City of Rockdale

IntroductionThe Rockdale Community Strategic Plan sets Council’s strategic directions, outcomes and identifies its corporatepriorities. It sets out a strategic framework and should be read in conjunction with this Delivery Program which detailsthe activities Council will undertake to achieve the objectives of the Community Strategic Plan. Council is in the processof developing overarching Resourcing Strategies consisting of three components, namely: Long-term Financial Planning,Workforce Management Planning and Asset Management Planning.The Delivery Program 2009/2012 outlines our medium-term journey to achieving our charter. This Plan outlinesbusiness plan actions which demonstrates Council’s commitment to achieving the Rockdale City Plan’s corporatepriorities and goals.The four Strategic Directions have been established to guide our approach to be responsive to the needs of ourcommunity while fulfilling our goals and objectives:1. A City with a Sense of PrideOutcomes: The community is inclusive and harmonious; Wise and effective civic leadership that considers all views; Community well-being is enhanced; Positive City image; Community activities celebrate the richness of our City; and Financially sustainable City planning and development.2. A Liveable City with Lifestyle QualityOutcomes: The City’s natural environment is enhanced; Appropriate provision and optimum use of community facilities and services; A vibrant and exciting City; and A City with recreational and lifestyle opportunities which are accessible and valued by our community.3. A Connected and Accessible CityOutcome: Safe and efficient movement of people and goods within and through the City.4. A City with Viable Business and Employment OpportunitiesOutcomes: Appropriate viable businesses and job growth; Attraction of investments in the City; and Enhanced tourism opportunities.Delivery Program 2009-2012 | 5

Our CouncilCouncillorsFIRST WARDCouncillorAngelo AnestisCouncillorYvonne BellamyCouncillorPeter PoulosSECOND WARDCouncillorShaoquett MoselmaneCouncillorJan BrennanCouncillorMichael NagiTHIRD WARDCouncillorLesa de LeauCouncillorJohn La MelaCouncillorBill SaravinovskiFOURTH WARDMayorCouncillor Bill SaravinovskiSeptember 2008 to September 2009Councillor John FlowersSeptember 2007 to September 2008CouncillorJoe AwadaCouncillorLiz BarlowCouncillorJudy FeeneyDeputy MayorFIFTH WARDCouncillor Peter PoulosSeptember 2008 to September 2009Councillor Jan BrennanSeptember 2007 to September 2008CouncillorJohn FlowersCouncillorShane O’BrienCouncillorJames MacdonaldRockdale City Plan | 6

Council’s Senior OfficersChris Watson | General ManagerChris has worked at Rockdale City Council since 1991. Previously Director of City Services, hewas appointed General Manager in August 2003. Chris has over 30 years’ experience in LocalGovernment, particularly in engineering. Chris was also the National President at the AustralianInstitute of Public Works Engineering for two years. Responsible for the overall operations ofCouncil.John Logue | Assistant General ManagerHas worked for Rockdale City Council for 14 years. Previously worked at Wollongong andCampbelltown City Council. Extensive experience in administration, corporate support,finance and Local Government law. Responsible for Mayor and Councillor support, legal advice,and the Sister City Program.Fay Steward | Director, City StrategyAppointed in December 2006, Fay has extensive experience at senior levels of managementin a number of Councils as well as Government agencies and the private sector. Fay came toRockdale from Wollongong City Council where she led development of long-term economicand planning strategies to support the City’s growth for the next 40 years. Responsible forStrategic Infrastructure and Financial Planning, Economic Strategy and Property Services,Business Development and Marketing, Urban Strategy and Design, and Environmental Strategy.John Lee | Director, Corporate SupportAppointed in September 2006, John has held senior Shared Services Managementroles in both the government sector and with commercial organisations including Energex Ltd,City of Sydney and Transfield Pty Ltd. Responsible for Finance and Administration, Supply andFleet Management, Information Management, Human Resources and Risk Management, andMedia and Public Affairs.Greg Smith | Director, City ServicesAppointed in September 2004, Greg was previously General Manager at Yass Valley Council,and also was a Director at Goulburn City Council. He has had over 20 years’ experience inLocal Government and the electricity industry. Responsible for Development Assessment andCompliance, Community and Customer Services, Operational Services, Technical Services, andEnvironmental Business Services.Delivery Program 2009-2012 | 7

Council’s Structure and RolesStrategicInfrastructure andFinancial PlanningBusinessDevelopmentand MarketingUrban Strategyand DesignDirectorCity StrategyEnvironmentalStrategyEconomic Strategyand PropertyServicesTechnicalServicesStrategyDevelopmentFinance andAdministrationDevelopmentAssessmentandComplianceCouncilHumanResourcesand RiskManagementDirectorCity ServicesServiceDeliveryINTENTMaking Rockdalea Better CityOrganisationSupportDirectorCorporateSupportCommunityand CustomerServicesCouncilInformationManagementEnvironmentalBusinessServicesCouncillorSupportLeadership andPerformanceManagementMedia andPublic AffairsOperationalServicesAssistantGeneralManagerGeneralManagerSupply and FleetManagementDecision-makingFifteen Councillors are elected every four years to make decisions on issues affecting the City. Every year theCouncillors elect one of their own to be the Mayor. Council’s 345 employees, led by the General Manager, implementCouncil’s decisions and directly provide works and services.Council MeetingsCouncil meets in the Council Chambers on the first Wednesday of each month, to consider reports requiring theirdecisions. Council Meetings are open to the public except on occasions when there is discussion of confidential itemssuch as sensitive legal or commercial matters. Business papers are available on the Friday evening before each meetingon Council’s website at www.rockdale.nsw.gov.auPublic ForumA Public Forum is held at the beginning of each Council meeting. Residents and Community have an opportunity toaddress Council on any issue under discussion.The OrganisationRockdale City Council controls an annual budget of approximately $73 million. The principal activities include themaintenance of roads, drainage, parks and other infrastructure assets, the facilitation of community health and welfareservices, environmental management and the control and facilitation of planning and development.Rockdale City Plan | 8

Departments and Their ResponsibilitiesRockdale City Council has four Departments, each of which is responsible for specific activities which Councilundertakes to achieve the Strategic Directions. Each Department ensures that its objectives and actions includedin their Business Plans are aligned to these directions. These Business Plans are monitored and reported to Councilquarterly and more directly to the community in the Annual Report.General Manager’s OfficeThe General Manager’s Office is focused on support for the Executive of Council and leads the progress and thedelivery of Council’s strategic directions.Assistant General Manager’s OfficeThe Assistant General Manager’s Office focuses on providing support to the office of the Mayor, operational supportfor Councillors and the performance of their Civic duties, Corporate Governance issues, and liaison with and adviceto community organisations involved in Council’s Sister City Program.City StrategyThe City Strategy Department focuses on City-wide planning and strategic outcomes. This department is responsiblefor formulating the City Strategy, developing the new City Local Environmental Plan, and formulating a financialstrategy to ensure the delivery of the identified Key Initiatives. The Business Units in this department are:◆ Strategic Infrastructure and Financial Planning;◆ Economic Strategy and Property Services;◆ Business Development and Marketing;◆ Urban Strategy and Design;◆ Environmental Strategy.City ServicesThe City Services Department is responsible for planning, programming and delivery of Council’s services to ourcommunity. The Business Units in this department are:◆ Development Assessment and Compliance;◆ Community and Customer Services;◆ Operational Services;◆ Technical Services;◆ Environmental Business Services.Corporate SupportThe Corporate Support Department leads and supports business processes throughout the organisation, providingservices and advice to enable all departments to carry out their tasks. The Business Units in this department are:◆ Media and Public Affairs;◆ Human Resources and Risk Management;◆ Finance and Administration;◆ Information Management;◆ Supply and Fleet Management.Delivery Program 2009-2012 | 9

Sustainable PerformanceService Delivery ExcellenceCouncil’s approach to support its journey towards sustainable performance and delivering organisational outcomes isin its application of the Australian Business Excellence Framework.Council has obtained certification across three management systems in all sectors of the organisation:◆ Quality Systems (ISO9001);◆ Environmental Management System (ISO14001); and◆ Occupational Health and Safety (AS4801).With this achievement, Council has implemented an Integrated Quality Management System with an integrated auditapproach. This has formed as the foundation by which Council drives its culture of continuous business improvement.It ensures our product and service quality continues to meet the highest standards demanded by Counciland expected by our customers, and that our products, processes and services are carried out in a safe andenvironmentally responsible manner.Australian Business Excellence FrameworkThe Australian Business Excellence Framework (ABEF) is the overarching system and methodology that essentiallysupports Council in driving sustainable improvement in organisational performance.Council has adopted the Team Based Appraisal system wherein functional teams within Council can clearly identifytheir progress of achievements and delivery of organisational outcomes based on the categories of BusinessExcellence namely: Leadership; Customer Focus; Strategy and Planning; People; Information and Knowledge; ProcessManagement, Improvement and Innovation; and Success and Sustainability.The ABEF is the solid base structure used within Council to deploy a holistic approach to managing the continuousimprovement process and driving business results through building best practice in business excellence.Rockdale City Plan | 10

Corporate Strategies and PlansAsset Management StrategyThe Asset Management Strategy defines the framework to guide the financial and physical requirements for theperformance of Council’s major community assets.In accordance with the Local Government Act 1993, and under Council’s Charter, a Council is to “bear in mind that itis the custodian and trustee of public assets and to effectively account for and manage the assets for which it is responsible”.Further, Council is to “have regard to the long-term and cumulative effects of its decisions”.Council is driven by its goal to meet the needs of the community while also carrying out its role as the localgovernment authority. As part of good management practice, and in part due to the change in emphasis with respectto the removal of non-feasance immunity, Council is required to gain knowledge of the condition of its assets so as tominimise its exposure to public liability claims and to ensure that the community funds are being spent to achieve bestvalue for Council and the community.It is anticipated that through the implementation of asset management planning, Council will be able to demonstratestrategies and plans to improve the management of corporate assets, which have been broadly categorised as: Transport and infrastructure to include retaining walls, stairs, railings, stormwater drainage; Property and building to include City cultural and enhancement assets; Parks, gardens and recreation including cliffs, wetlands, significant trees; Information technology assets; Plant, fleet and equipment assets; and Library resources.The Asset Management Strategy looks at Council’s corporate assets in terms of: Levels of Service; Future Demand; Risk Management; Life Cycle Management; Financial Projections; and Asset Management Practice and Improvements.The Asset Management Strategy seeks to provide an understanding of Council’s assets and their sustainable provision.The strategy provides core information for users and are reviewed and updated annually to improve its quality and toensure its accuracy.Delivery Program 2009-2012 | 11

Asset Management PlansThe Asset Management Plans detail how we will develop and manage our assets to ensure adequate delivery ofservices. These documents follow the same structure as the asset management strategy.The plans are:◆ Road and Transport including infrastructure;◆ Stormwater Drainage;◆ Property and Building; and◆ Parks, Gardens and Recreation.These plans are reviewed and updated annually to improve their quality and to ensure accuracy.The corporate assets are assessed in terms of:◆ Levels of Service - what services the community want us to provide;◆ Future Demand - what are the changes that Council anticipates for the next 20 years;◆ Risk Management - how to manage risk;◆ Life Cycle Management - what are the long-term cost implication of asset provision;◆ Financial Projections - how will we fund the life cycle costs; and◆ Asset Management Practice and Improvements - how will we improve our practices.Community Engagement Strategy and PolicyCommunity engagement is a way of including the views of our community in our planning and decision-makingprocesses. We engage our community to identify, understand and develop strategies to address and respond to theirneeds and concerns for now and the future.The aim of the Strategy is to make Community Engagement more effective by: Establishing standard practices for community engagement; Ensuring standard engagement practices are implemented by Council officers and external consultants employedby Council; and Ensuring decision-making processes are based on outcomes acquired from the community engagement process,relevant legislative requirements and other Council policies.Council will engage the community in: Strategy Planning - the development of strategic plans and projects that address the Delivery Program andBusiness Plans; Policy Development and/or Implementation - any policy development that has a direct impact on thecommunity; Site Specific - any changes to a site that may have an impact on the community; Service Planning - the development and/or improvement of a service; Areas of Improvement - any improvement required to increase the quality of lifestyle for the community egshopping areas, open spaces etc; and Legislative Requirements, including planning issues - all prescribed plans and projects under the LocalGovernment Act (1993) and other relevant Acts.Rockdale City Plan | 12

Communications Strategy and PolicyCommunication is an important part of Council’s corporate image and public relations. NSW Councils are requiredunder Section 8 of the Local Government Act 1993 to “facilitate the involvement of Councillors, members of thepublic, users of facilities and services and Council staff in the development, improvement and coordination of localgovernment”.To comply with this Act, Council has developed a Communications Strategy and Policy to ensure that different levelsof communications using different communication channels are implemented to inform and engage the communityand public in general.The Strategic objectives are: Create a positive and professional image for Council; Effectively reinforce Council’s Strategic Directions to all customers; Improve Council’s external and internal communications; Produce materials in Plain English and suitable for their target audiences; and Have all visual communications consistent with the Style Manual Version 2.1.The policy’s objectives include: Provide accurate, timely, relevant and understandable information to the community about programs, servicesand initiatives; Use a variety of communication channels to meet the needs of the diverse community; Engage with the community when establishing priorities, developing planning programs and services; and Involve staff when establishing priorities, developing planning programs and services.For effective and good communication Council will ensure the following requirements are implemented: Use of corporate identity; Use of various communication channels; Engaging the community; and Access and easy to understand information.Community PlanCommunity planning forms the platform for Council’s Community Services provision. The new Community Plan willbe an overarching framework to facilitate a coordinated approach for the planning and development of facilities andservices for the community.This broad document will include the following areas:◆ Library Services;◆ Human Services;◆ Recreation and Leisure;◆ Crime Prevention and Community Safety; and◆ Culture and Arts.Delivery Program 2009-2012 | 13

Access and Equity of ServicesCouncil will continue to undertake a range of initiatives and actions to ensure all residents have equal access toCouncil services and facilities.These include: Provision of the Language Aide Assistance Program; Supporting employment initiatives aimed at integrating people with special needs; Availability of a wide range of multilingual books, CDs, DVDs, magazines, daily newspapers, large print and talkingbooks in Council libraries; Provision of a tiered fee structure for the hire of Council-owned facilities; Provision of a tiered fee structure for the use of Council’s community bus; Provision of hearing loops in Council Chambers and conference rooms; and Participation in initiatives aimed at encouraging community harmony.The re-establishment of a number of supporting advisory committees is also under consideration.Rockdale City Plan | 14

Customer ServicesIn 2008, Council was awarded the Customer Services Institute of Australia’s (CSIA) State Customer Servicesexcellence award – in the category of local government. Council has also entered into an agreement with CSIA toprovide formal customer service training to staff and moreover, will be seeking international accreditation in customerservices.In line with this accreditation, Council is developing a new customer service charter together with associated policiesand customer feedback systems to ensure the delivery of high quality services that are customer focused.Information Management StrategyThe Information Management (IM) Strategy sets forth the mission, vision, key goals, guiding principles and measures.This Strategy will assist to evaluate the success of Council in applying IM to improve its efficiency, to enable ourbusiness strategy and to meet information requirements of our community.Major functions encompasses:◆ Information Services;◆ Document Management; and◆ Information Technology.This Strategy builds on recent improvement efforts that have gone a long way towards bringing Council’s InformationManagement Program and Project Management governance level to a relatively accountable and visible one. Itprovides a blueprint for future prudent investment in information technology and will position Council to provideimproved information effectiveness and efficiency with a common information platform/framework at all locations,bringing the benefits of the IT architecture to all departments and service units within Council. It promotes effectiveexchange of information and collaborative processing among the service units. It also promotes the idea of businessusers to own/sponsor/administer business applications.The strategic focus of Information Management is to ensure that Council’s information systems are relevant, secure,effective and efficient. In addition, adhere to the following principles:◆ Lowest cost platform;◆ Improving the fitness of the Information Management Unit;◆ Working with information and knowledge effectively and efficiently;◆ Customer focus;◆ Enterprise Information Management security; and◆ Extracting greater value from existing investments.There will be ongoing evaluation, development and implementation of improved information systems. Some examplesare:◆ Monitor and ensure legislative compliance with State Records Act, EPA Act, FOI, LGA S12 etc on an ongoingbasis;◆ Further enhancement of the Council Asset Management systems;◆ Ongoing development of core systems - EnterpriseOne and other core systems;◆ Implementing the Corporate Planning and Management Reporting System; and◆ Further enhancements of Web Services delivery.Delivery Program 2009-2012 | 15

Human Resources StrategyOur Human Resources Strategy focuses on initiatives that encourage excellence in staff and hence enable Councilto achieve its goals of Making Rockdale a Better City by delivering best value services through staff. The strategyalso incorporates other employee-related policies and plans including the Occupational Health and Safety, EqualEmployment Opportunity, and Learning and Development Plans.The Strategy is aimed at developing our leaders and staff, attracting and retaining staff, up-skilling our Managers,addressing Council’s ageing workforce and the skills shortage occupational groups, providing a safe and healthyworkplace, and positioning Council as an ‘Employer of Choice’.The key initiatives are:1. Leadership Development Program;2. Learning and Development (L&D) Plan; and3. Workforce Planning.1. Leadership Development ProgramAimed at improving the level of leadership and management throughout Council. This program is designed to developcore leadership and management competencies appropriate to Council, initially focusing on highly practical elementsof an ‘Employer of Choice’ culture, then focusing on leading within and driving key elements of a service culture.2. Learning and Development (L&D) PlanThis Plan is developed through an extensive consultation process and delivers learning, training and developmentopportunities to all staff to improve their skills and knowledge. It takes into account Council’s legislative trainingrequirements, staff’s development needs in conjunction with the Skills Assessment and the Team Based Appraisalprocesses that longer-term will improve the efficiencies of Council’s operations and deliver a skilled workforce.3. Workforce PlanningThis Plan is essential as the retirement of the ‘Baby Boomer’ generation and the skills shortage particularly of theoccupational trades positions. It compels Council to continue its focus on youth employment, succession planning andleadership development.

EEO Management PlanEqual Employment Opportunity (EEO) is the right to be considered for a job, training opportunity, or other benefit,for which a person is skilled or qualified. Council believes the implementation of its EEO Management Plan andprogram creates a more productive workplace through a workplace free of discrimination and harassment, that isreflective of our community’s diverse cultures and in turn results in better services to the community.This Plan addresses broad-based employment related issues as well as identifying particular groups within ourorganisation which may be disadvantaged and may need assistance within that regard at Council.Management at all levels has a responsibility to ensure that they comply with the objectives, goals and outcomes ofthe adopted EEO Management Plan. The provision of a workplace that is free from discrimination, harassment orother EEO issues is a fundamental responsibility of Managers, Supervisors and Team Leaders.The desired outcomes of this Plan are the development of: A diverse and skilled workforce; A workplace culture that displays fair practices and behaviours; A workplace free of discrimination, bullying and harassment; and Improved employment access and participation for EEO groups.Occupational Health and SafetyWith the success of Council’s achievement of obtaining quality accreditation to the Australian Standard forOccupational Health and Safety Management Systems (AS/NZS: 4801) and being awarded WorkCover SafeAwardsFinalist status in the category of ‘Best Workplace Health and Safety Management System in 2007’ in recognition ofthe safety culture that Council has developed throughout its operations, Council’s OH&S Plan is firmly focused onminimising workplace risk.External Surveillance Audits are conducted to ensure our system remains effective and will culminate inre-certification to the Australian Standard towards the end of the three-year period (2010), with internal audits beingundertaken to support this process. Systems are being further developed to ensure incident and accident reporting iscaptured and investigated in a timely manner and that processes are being evaluated to ensure they are effective. Thiscontinued emphasis on OH&S systems and practices will ensure Council’s compliance with the Occupational Healthand Safety Act 2000 and will continue to provide Council with a systematic approach to Occupational Health andSafety Management with a focus on continuous improvement and maintaining Council’s safety culture.Council’s workers’ compensation claims continues to improve with high emphasis being placed on OH&S withinCouncil’s teams and the ownership they have taken in regard to the safety issues within their work environments.Consultation and action, at the team level is vital to the functioning of Council’s Occupational Health Safety and InjuryManagement System, and the results so far have been tremendous, resulting a safer, healthier workplace.Delivery Program 2009-2012 | 17

Risk Management StrategyCouncil recognises risk management is an integral part of good corporate governance. Our approach to RiskManagement is consistent with the Australian Standard on Risk Management (AS/NZS 4360:1999).Council has adopted a systematic, holistic approach to managing risks: we identify, analyse, evaluate and treat therisks. We have undertaken a comprehensive exercise in risk identification in each Service Unit and developed plans tomanage them. We apply the basic quality principles of plan: do, then check, and we find this greatly contributes to theconsistency and integrity of our risk database.We have integrated the principles of risk management into our decision-making at all levels. This is vital to sound riskmanagement and has greatly strengthened the understanding of what risk management is about for our organisation.We manage risk at corporate, operational, project and individual levels.Risks identified at the operational level are managed by each Service Unit and/or team through their annual actionplans. By successfully integrating risk concerns into our organisation’s daily operations, we protect our ability to deliverour services in the manner expected by our community. At the higher level the Executive Committee manages ouremerging and higher level corporate risks by quarterly reviews of the risk action plans.Effectively managing risks provides the following benefits:◆ A more rigorous basis for strategic planning as a result of a structured consideration of the key elements of risk;◆ Better identification and exploitation of opportunities;◆ Minimises unforeseen events and occurrences;◆ Better outcomes in terms of program effectiveness and efficiency;◆ Greater openness and transparency in decision-making and management processes;◆ A better preparedness for, and facilitation of, positive outcomes from subsequent internal/external review andaudit processes;◆ Improved loss control, reduced loss/incident damage and cost of risk including commercial insurance premiums;◆ Potential for reduction or stability in risk financing costs over the longer-term due to increased confidence ofinsurers in their risk aware clients;◆ Improved flexibility in developing alternative actions through a better understanding of the sources of risk; and◆ Compliance with relevant legislation.Managing risks enables a thorough understanding of our business and the services delivered. It is an integral initiativeto ensure good corporate governance.Rockdale City Plan | 18

Financial PlanExecutive SummaryUnder the New South Wales Local Government Act (LGA) 1993, Council is required to prepare and adopt an annualbudget by 30 June each year.A Financial Plan has been developed to assist Council in adopting the budget within a longer-term financial framework.The plan provides information and recommendations on a number of financial issues and highlights options in terms ofstrategic direction in a number of key areas such as: Long-term Financial Sustainability; Capital Works Program; Sale of Assets; Rating Policy; Annual Charges Policy; Pricing Policy; Loan Borrowing Policy; and Cash Reserves Policy.The planned budget for 2009/2010 presented in this plan has been developed through a rigorous process ofconsultation and review with Council and staff. It is Council’s opinion that the budget is financially responsible andputs forward the framework for Council to achieve the objectives and actions outlined in the 2009/2018 CommunityStrategic Plan. It is forward looking and it fits within a longer-term framework which seeks to achieve financialsustainability.The Financial Plan has been developed within an overall planning framework which guides Council in identifyingcommunity needs and aspirations over the next three years through the City Plan and short-term goals andobjectives. The Financial Plan outlines the financial resources required and how they will be used to achieve our goalsand objectives.The 2009/2010 plan forecasts a deficit in unrestricted cash of $577,870. This ‘funding gap’ is illustrated in the followingpages in the section titled ‘Long-term Financial Sustainability’. As with many councils in NSW, Rockdale is faced withthe dilemma of costs increasing at a greater rate than our revenue base. However, to achieve a balanced budget is oneof the key objectives in Council’s financial planning process. This ‘funding gap’ will be addressed during the 2009/2010financial year by way of productivity and efficiency savings. It is important that Council continues to maintain thenecessary service levels. To achieve this, a significant Capital Works Program in line with Council’s direction for thenext three years has been developed.Delivery Program 2009-2012 | 19

Financial Plan ContextThis three-year Financial Plan forecasts over $205 million will be spent providing the extensive works and services thatare proposed for delivery as described in the City Plan. Therefore, the Financial Plan is a key enabler for funding anddelivering Council’s works and services.The 2009/2010 budget will allocate $73.5 million towards the following major programs:◆ Principal Services Activities - $52 million;◆ Capital Works - $16 million;◆ Fixed Costs - $5 million (excluding $10m depreciation) and;◆ Research and Development - $0.5m.Where the Money Comes FromDeveloper Contributions1%Government Grants9%Fees & Charges10%Reserves Utilised14%Loans & Other Income2%Waste Charges16%Rates Income47%Interest Received1%Where the Money GoesCity Strategy5%Waste Services14%City Services33%Fixed Cost & Others18%Corporate Support9%GM’s Office & Governance2%Capital Expenditure19%Rockdale City Plan | 20

Long-term Financial SustainabilityThe cost of goods and services increases each year by an amount greater than our income as a result of a number ofincome constraints (such as rate pegging and other regulations on pricing). This creates a structural financial problemwe refer to as the ‘Income Gap’.Council does everything within its control to manage the Income Gap by pursuing grants, maximising discountsthrough government supply contracts and bulk buying, working collaboratively with neighbouring councils, maximisingreturns on investments, striving for excellence and efficiencies, continuous improvements, and monitoring andreviewing.In addition, Council carefully manages its income and expenditure through the use of sound financial reportingsystems; the coordination and control of the budget process within the framework of the statutory accountingrequirements.The biggest single financial issue facing Council is the need to repair and replace ageing assets, while providing newassets to meet the needs and expectations of our community.Discretionary Funds and Income GapIncome GapGap ‘managed’ to-dateMillion’sProjected GapCouncil takes corrective action each year to ensure the amount spent is equal to the amount available. However, it isacknowledged that this action to constrain costs within the income limits will only be possible in the short-term; it isnot sustainable in the long-term.Delivery Program 2009-2012 | 21

Infrastructure RehabilitationIn order to balance the budget some years ago, significant cuts were made from the budget allocated to maintainassets, rather than cutting back other services. This action has created a financial backlog of currently $9.8 million(down from $10.3m the previous year) which is needed to bring these assets up to a satisfactory standard for thecommunity.In addition to this backlog, significant plans are being prepared to spend funds beautifying and revitalising the manypublic areas and town centres in our City.As we couldn’t afford to do these works without cutting back other services, Council successfully gained a SpecialRate Variation in 2007/2008 of 5.11 per cent per year (which included the 2004/2005 rate increase of three per cent).This commenced on 1 July 2007.It is intended that four per cent of this Special Rate Variation (approximately $1.3 million will be used towards assetrehabilitation and upgrade works, with the other one per cent (approximately $300,000) used for continuing activityunder the Safer City Program.Rockdale City Plan | 22

Budget Summary2008/2009$2009/2010$2010/2011$2011/2012$Operating ExpenditureGeneral Manager’s Office 1,695,790 1,307,420 1,351,220 1,396,890Corporate Support 6,936,250 7,523,780 7,775,830 8,038,650City Services 36,203,090 38,689,970 39,986,080 41,337,610City Strategy 2,664,090 4,344,860 3,264,410 3,374,750Fixed Costs 9,801,300 14,092,910 14,329,130 14,612,470Research and Development Projects 473,480 490,050 507,200 524,950Total Operating Expenses 57,774,000 66,448,990 67,213,870 69,285,320Operating RevenueCorporate Support -210,830 -226,700 -231,230 -235,850City Services -16,868,490 -18,224,440 -18,588,930 -18,960,710City Strategy -1,411,560 -2,752,690 -1,686,350 -1,720,080Fixed Costs Revenues -279,870 -265,200 -270,500 -275,910Local Area Improvements -337,880 -313,350 -224,370 -224,370General Purpose Revenues -39,456,480 -38,782,530 -40,060,850 -41,572,330Total Operating Revenues -58,565,110 -60,564,910 -61,062,230 -62,989,250Operating Result - (Surplus)/Deficit -791,110 5,884,080 6,151,640 6,296,070Capital ExpenditureCapital Works Program 20,116,170 15,364,040 8,852,290 9,096,790Loan Repayments 1,076,150 1,032,220 1,035,880 1,008,190Total Capital Expenditure 21,192,320 16,396,260 9,888,800 10,104,980Capital IncomeCapital Works - Grants and Contributions -9,333,810 -6,252,240 -525,139 -535,139S94 Developer Contributions -1,300,000 -650,000 -650,000 -650,000Sale of Fleet and Plant (Recurrent) -373,520 -386,030 -398,960 -412,430Loan Borrowings -1,100,000 -1,100,000 -1,100,000 -1.100,000Net Transfers to (from) Reserves 629,180 -606,750 1,426,420 1,798,560Total Income used for Capital Purposes -11,478,150 -8,995,020 -1,247,679 -899,009Capital Movements 9,714,170 7,401,240 8,641,121 9,205,971Add Back: Non-Cash Expenses -8,930,200 -12,707,450 -12,735,720 -12,764,840Movement in Unrestricted Cash(Surplus)/Deficit-7,140 577,870 2,057,041 2,737,201Delivery Program 2009-2012 | 23

Budget DetailPrinciple ActivitiesGeneral Manager’s OfficeExecutive Management 0 464,870 0 480,590Assistant General Manager 0 1,230,920 0 826,830Total General Manager’s Office 0 1,695,790 0 1,307,420Corporate SupportManagement Corporate Support 144,560 0 222,700Finance and Administration -154,870 2,155,250 -170,700 2,246,290Supply and Fleet 335,740 0 408,100Human Resources and Risk Management 0 663,970 0 869,370Media and Public Affairs 0 455,150 0 477,760Information Management -55,960 3,181,580 -56,000 3,299,560Total Corporate Support -210,830 6,936,250 -226,700 7,523,780City ServicesManagement City Services 0 436,610 0 410,780Community and Customer Services -1,185,090 5,558,120 -1,040,990 5,751,570Operations -1,889,240 9,625,800 -2,048,250 9,914,660Environmental Business Services -11,914,080 14,161,640 -13,464,130 15,673,820Technical Services -295,130 3,645,410 -268,300 4,178,860Development Assessment and Compliance -1,584,950 2,775,510 -1,402,770 2,760,280Total City Services -16,868,490 36,203,090 -18,224,440 38,689,970City StrategyCity Strategy -1,389,540 1,035,020 -1,705,260 1,546,580Environmental Strategy 0 332,670 -1,045,430 1,355,430Urban Strategy and Design -22,020 810,840 -2,000 750,520Business Development and Marketing 0 116,670 0 170,690Corporate Services Phase-ups 0 368,890 0 521,640Total City Strategy -1,411,560 2,664,090 -2,752,690 4,344,860Local Area ImprovementsShopping Centre and Parking Activities -125,380 0 -100,850 0General Fund Contribution -212,500 0 -212,500 0Total Local Area Improvements -337,880 0 -313,350 0Total Principal Activities -18,828,760 47,499,220 -21,517,180 51,866,030Capital Works ProgramAsset Management 0 463,400 0 325,340Stormwater Drainage -70,450 1,071,480 -132,,000 986,250Roads Transport -663,560 1,778,210 -834,510 1,755,590Foreshore and City Cultural Assets -194,000 228,000 -362,000 573,880Property and Buildings 0 1,117,000 0 755,540Shopping Centres Improvement Program 0 0 0 225,000Supplementary Program 0 0 0 914,070RLCIP Grants 0 0 -4,880,730 0Parks, Gardens and Recreational, Trees and Environment -8,405,800 11,438,590 -43,000 660,350Information Technology 0 444,530 0 459,420Office Fixtures and Fittings 0 65,490 0 67,680Plant Replacement Program 0 1,418,130 0 1,465,640Library Resources 0 341,440 0 352,880Special Rate Variation Program 0 1,249,900 0 5,522,500S94a Program 0 500,000 0 1,299,900Total Capital Works Program -9,333,810 20,116,150 -6,252,240 15,364,040Income$2008/2009 2009/2010Expenditure Income Expenditure$$$Rockdale City Plan | 24

Budget Detail (cont.)Fixed CostsLoan Repayments -19,870 1,076,150 0 1,032,220Transfer to Debt Equalisation Reserve 0 876,600 0 914,070Contributions to Government Authorities -260,000 3,199,120 -265,200 3,455,840Depreciation - Buildings and Infrastructure 0 5,725,580 0 9,723,000Total Fixed Costs -279,870 10,877,450 -265,200 15,125,130Research and Development 0 473,480 0 490,050General Purpose RevenuesGeneral Rates -31,272,200 0 -32,270,260 0Pensioner Rates Subsidy -734,740 0 -738,420 0Special Rate Variation - Infrastructure -1,249,900 0 -1,299,900 0Special Rate Variation - Safer City -312,370 0 -323,300 0Special Rates - Local Rate Areas -405,760 0 -424,450 0Stormwater Levy -798,680 0 -800,270 0Ex-Gratia Rates -387,000 0 -416,410 0Legal Costs Recovered 0 0 -87,000 0Interest on Investments -2,569,800 0 -637,740 0Financial Assistance Grants -1,726,030 0 -1,784,780 0Total General Purpose Revenues -39,456,480 0 -38,782,530 0Reserve MovementsReserves and Loans Provided or UtilisedReserve Funds - Recurrent Expenses -1,126,630 0 -1,352,970 0Reserve Funds - Capital Works -3,908,780 3,098,540 -2,318,810 2,137,380Reserve Funds - Waste Services -213,610 189,890 -231,490 0Sale of Fleet, Plant and Equipment -373,520 0 -386,030 0Local Area Improvements -473,400 834,900 -225,000 634,140Loan Funds Utilised -1,100,000 0 -1,100,000 0S94 Developer Contributions -1,300,000 2,228.000 -650,000 750,000Sub Total -8,495,670 6,351,330 -6,264,300 3,521,520Less: Expenditure Not Involving CashDepreciation of Assets 0 -8,015,200 0 -11,765,000Unpaid Employees Leave Entitlements 0 -915,000 0 -942,450Sub Total 0 -8,930,200 0 -12,707,450Total Reserve and Other Movements -8,495,670 -2,578,870 -6,264,300 -9,185,930Total Other Expenditure Activities -57,565,830 28,888,230 -51,498,140 21,793,290Net Result (Surplus)/Deficit -7,140 0 577,870 0Note: Council may be adjusting the allocation of financial resources across these activities during the 2009/2010financial year. Therefore, the actual funds allocated to individual line items might differ from those shown in this plan,although the total quantum of funds will remain the same.Income$2008/2009 2009/2010Expenditure Income Expenditure$$$Delivery Program 2009-2012 | 25

Capital Works ProgramCouncil’s objective is to maintain community assets to at least the same standard they were in at the beginning ofeach year. However, as described earlier in the Financial Plan Context, we have suffered a leakage from the CapitalWorks Allocations due to the income gap and other priorities competing for limited funding.Council took corrective action to address this problem by resolving that a key objective is to maintain the servicepotential of assets to at least the same level as they were at the start of the year in order to restrain the deteriorationof assets. Significant improvements have been achieved in recent years as shown in the following graph:Funding Shortfall/(Surplus)$3.0$2.5$2.0$1.5Million’s$1.0$0.5$0.0($0.5)($1.0)01/02 02/03 03/04 04/05 05/06 06/07 07/08Although Council now manages to allocate sufficient funds to eliminate the scenario of an ‘annual funding shortfall’for asset renewals, we do not have sufficient funds available to fund the $9.8 million in backlog for assets requiringrehabilitation.

As we couldn’t afford to do these works without cutting back other services, Council successfully gained a SpecialRate Variation in 2007/2008 of 5.11 per cent per year (which included the earlier rate increase of three per cent).This commenced on 1 July 2007. From this four per cent (approximately $1.2 million) will be used towards assetupgrade works. Council will continue to take whatever corrective action is necessary without disrupting other servicedeliveries, to ensure these assets are available for the use and enjoyment of our community into the future.The proposed Capital Works Program for 2009/2010 provides a significant investment for asset upgrades andrenewing existing assets as outlined in the following table:Capital Works Program 2009/2012Capital Expenditure 2009/2010 Proposal 2010/2011 Forecast 2011/2012 ForecastAsset Development 325,335 337,475 390,190Plant Replacement Program 1,465,640 1,465,640 1,465,640IT Projects 459,420 459,420 459,420Library Resources 352,880 352,880 352,880Foreshore Asset Improvements Program 573,875 186,125 216,125Property and Building Asset Improvements Program 755,535 1,895,150 2,676,275Office Equipment 67,680 67,680 67,680Parks, Gardens and Recreation Asset Improvements Program 660,350 809,881 547,581Road Transport Asset Improvements Program 1,755,592 1,492,265 1,692,794Stormwater Drainage Asset Improvements Program 986,250 862,025 829,875Major Projects 7,961,468 923,749 398,330Total Capital Works 15,364,025 8,852,290 9,096,790Note: This program is subject to Council confirmation prior to the adoption on this Plan. Council may be adjusting theallocation of financial resources across these activities during the 2009/2010 financial year. Therefore, the actual fundsallocated to individual line items might differ from those shown in this Plan.Delivery Program 2009-2012 | 27

Asset Replacement and SalesPlant and Equipment Replacement ProgramTo reduce repair and maintenance expenses, plant and equipment are normally replaced in line with the followingpolicy. It is anticipated that the 2009/2010 proceeds from sales of plant and equipment will amount to $386,000.Plant and Equipment• Large• Medium• SmallMotor Vehicles (1)• Utilities• Sedans/Station WagonsComputers and Related EquipmentReplacement Cycle7 - 10 years5 - 7 years3 - 5 years4 years or 60,000kms3 years or 60,000kms3 - 4 years(1) Council’s Motor Vehicle Policy is currently under review. The vehicle replacement cycle may change to reflectoptimum changeover timeframes.Land and BuildingsLand and buildings held for commercial or strategic purposes are periodically reviewed to ensure they continue tomeet Council’s changing needs and yield acceptable rates of return. Council divests, or invests, in assets to meet theanticipated future needs of the community.Rockdale City Plan | 28

Rating PolicyGeneral OverviewIn 2009/2010, Council’s rate income will increase by 3.5 per cent, which is the rate capping limit announced by theMinister for Local Government on 3 April 2009. This increase will be applied to the following rate categories: Residential Rates (Minimum and Ordinary); Business Rates (Minimum and Ordinary); Farmland Rates; and Special Rates and Levies (Local Area Rates, Community Safety Levy and Infrastructure Levy).Details of the projected rate revenue for 2009/2010 calculated with the 3.5 per cent increase is as follows:2009/2010 Rate Revenue including the 3.5 per cent rate capping limit increaseRate TypeCategoryNo. ofPropertiesLand Value$Rate Income$Rate in the Dollaror Minimum RateMinimum Rates Residential 18,427 2,599,027,707 11,634,966 $634.84Business 431 33,774,987 260,176 $634.84Advalorem Rates Residential 18,425 2 8,300,875,790 17,735,559² 0.0021366Business 1,385 2 965,030,286 4,043,085² 0.0041896Farmland 5 2,720,000 5,810 0.0021362Safer City Program Base 38,487 n/a 149,714 $3.89Residential 36,776 10,899,903,497 152,449 0.0000140Business 1,795 998,805,273 22,366 0.0000224Farmland 5 2,720,000 31 0.0000112Asset RehabilitationProgramBase 38,487 n/a 600,782 $15.61Residential 36,776 10,899,903,497 610,242 0.0000560Business 1,795 998,805,273 89,185 0.0000893Farmland 5 2,720,000 121 0.0000446Special Rates Arncliffe 46¹ 16,292,980 16,711 0.0010257Banksia 13¹ 3,206,900¹ 1,924 0.0006001Bexley 90¹ 28,539,159¹ 29,792 0.0010439Brighton 93¹ 76,820,119¹ 81,506 0.0010610Kingsgrove 43¹ 23,557,570¹ 18,660 0.0007921Ramsgate 46¹ 18,426,750¹ 8,559 0.0004645Ramsgate Beach 45¹ n/a 9,508 $211.2945¹ 18,671,650¹ 9,537 0.0005108Rockdale 276¹ 130,172,382¹ 211,386 0.0016239West Botany 75¹ 64,839,800¹ 36,984 0.0005704Totals 38,673 3 11,893,113,068 3 35,729,053Note 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 properties.Note 3 - Total number of rateable properties, and total rateable value.Note - All land values at base date of 1 July 2006.Delivery Program 2009-2012 | 29

Pensioner RebatesCouncil is required to grant a mandatory pensioner rebate to eligible pensioners, which is 50 per cent of the rate,levies and waste charges levied, up to a maximum of $250 per year. The revenue disclosed in the above table2009/2010 Rate Revenue including the 3.5 per cent rate capping limit increase, shown on the previous page, will bereduced by approximately $1.3 million because of these rebates.Interest on Overdue RatesCouncil charges interest on overdue rates at the percentage permitted by the Department of Local Government. Inthe 2008/2009 rating year interest was charged at 10 per cent per year accordance with the Department of LocalGovernment circular 08-28 (dated 15 May 2008).Special RatesSpecial rates are levied on identified local businesses to cover the cost of any works, services, facilities or activitiescarried out within specific local business areas. They are principally used for providing the following works:◆ Provision and maintenance of car parking facilities; and◆ Streetscaping and beautification of shopping centres.West Botany Industrial AreaCouncil has been levying special rates for the provision of car parking in the West Botany Local Rate Area. Thisproject is being reviewed and if it is determined that the funds are no longer required for that purpose, Council willconsider the best alternative use of these funds, and make an application for that alternative purpose in accordancewith section 410 of the Local Government Act 1993.Safer City ProgramThe Special Rate Variation which came into effect on 1 July 2007 yields approximately $322,000 per year. The SaferCity Program will comprise of four key components:1. Graffiti - Assess and Remove Graffiti (provides for 12,000 m² per year)2. CCTV - Maintenance Costs, and Coordination of Facility3. Safer Places - Undertake Safety Audits and Identify Improvement Measures. Works identified are to be prioritised andscheduled as part of the Capital Works Program.4. Community Education - Distributing Information and Raising AwarenessAsset Rehabilitation and Improvements ProgramThe Special Rate Variation which came into effect on 1 July 2007 yields approximately $1.3 million per year. A detailed10-year program listing individual projects has been developed which is reviewed on an annual basis.Rockdale City Plan | 30

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 is available,regardless of whether or not the garbage and recycling collection service is used.Section 502 of 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 entitles the user to the followingservices:◆ 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; and◆ 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 the community.The proposed waste charges are as follows:Residential Charges (per year) 2008/2009 2009/2010Administration Fee $58 $65240L Bin Service $205 $244Additional 240L Bin Service $266 $244Strata Unit Bin Service $205 $244The estimated revenues for each charge are as follows:Estimated Revenue 2008/2009 Estimated Revenue 2009/2010Domestic ServicesBin Services $8,192,920 $8,853,630Administration Charges $2,050,610 $2,309,670Non-Domestic ServicesBin Services $546,240 $460,989Non-Rateable Properties $64,150 $61,570Total Waste Charges $10,853,920 $11,685,859From this revenue, Council will abandon approximately $474,673 in pensioner rebates for waste services. Thesecharges only cover the cost of providing this service and are influenced by factors such as collection contract price,tipping fees, government levies and the associated costs of recycling. Council is committed to supplying a cost-effectivewaste service and complying with objectives of the Waste Avoidance and Resource Recovery Act 2001.Delivery Program 2009-2012 | 31

Commercial Waste and Recycling Service ChargesIn accordance with Section 501 of the Local Government Act 1993, Council may make an annual charge for wastemanagement services other than domestic waste management services.From 2009/2010, Council will implement a new Commercial Waste and Recycling Service using best practiseprinciples. The charges associated with this service will replace the existing ‘Business Charges’.Service users will pay an annual charge levied via the annual rate notice, and each charge will entitle the user to thefollowing services: One garbage collection per commercial premise each week; and One commingled recyclables collection per commercial premises each fortnight.The proposed waste charges are as follows:Commercial Waste and Recycling Service Charges 2009/20101 x 240L waste Bin collected weekly $4331 x 240L recycling bin collected fortnightly1,100L waste bin collected weekly$1,466Note: Council also provides additional commercial waste and recycling services on a per lift basis whereby bins can beemptied more often than the above mentioned scheduled service. These additional lifts will be charged in accordancewith section 502 which allows Council to “charge for a service referred to in section 496 or 501 according to theactual use of the service”. Details of these charges, which will be levied via a sundry debtor invoice payable withinthirty (30) days, can be found in the Waste Section of Council’s 2009/2010 Fees and Charges.Pricing PolicyStormwater LevyCouncil charges the Stormwater Levy which is outside the capped rates to improve the management of stormwaterwithin our City. The Stormwater Levy allows Council to undertake significant improvements to the stormwatersystem to provide a cleaner and safer 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 stormwater managementprogram. Funds in 2009/2010 will go towards: The installation of additional gross pollutant traps to remove litter from stormwater and protect the beachfrontand Muddy Creek from pollution. A program to promote stormwater reuse, community education on stormwater issues, auditing of industrialproperties 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 Creek.Rockdale City Plan | 32

Council charges a Stormwater Levy to every household and business in accordance with the policy gazetted by theMinister in October 2005 to improve the management of stormwater. The levy for 2009/2010 is calculated on thesame basis as 2008/2009:Residential PropertiesUnits/Stratas $12.50Single Dwellings $25.00Business PropertiesUnits/Stratas $12.50Business Premises$25.00 per 350m², to maximum of $250 (see table below)Land size m² 350 700 1050 1400 1750 2100 2450 2800 3150 3500 and overCharge per year $25 $50 $75 $100 $125 $150 $175 $200 $225 $250For businesses over 3500m² the full levy will be applied and then discounted to the maximum levy of $250 per year.This provides an incentive for larger businesses to recycle their stormwater onsite rather than off-site. For thoseproperties that choose not to recycle, Council has the option of reducing the discount and therefore increasing thelevy for individual assessments.Section 94 Developer ContributionsSection 94 of the Environmental Planning and Assessment Act (1979) enables Council to levy contributions for publicamenities and services required as a consequence of development.Council’s section 94 Developer Contribution Plan was adopted by Council on 26 May 2004, and since amended inSeptember 2006 (Amendment No.1) and October 2006 (Amendment No.2) an October 2008 (Amendment No.3)to provide funds for:a) Recreational facilities (including open space acquisitions and embellishments);b) Stormwater and Pollution Control Facilities;c) Town Centre/Streetscaping Improvements;d) Community Facilities;e) Car Parking;f) Roads and Traffic Management Facilities;g) Wolli Creek Redevelopment; andh) Plan Administration and Project Management.Section 94A Development ContributionsThe section 94A Plans allows Council to collect a levy (between ½ per cent - 1.0 per cent) on development proposalsthat don’t pay section 94 contributions, which was prepared in accordance with the Environmental Planning andAssessment Act (1979).Delivery Program 2009-2012 | 33

This Delivery Program identifies infrastructure works to be fully or partially funded by this income over the next threeyears. The draft detailed program follows:DRAFT 2009/2012 Section 94A Capital Works Program – Project description2009/2010Public Amenities - Cook Park at Solander Street $30,000Public Amenities - Brighton Baths $30,000Public Amenities - Tonbridge Street Reserve $30,000Public Amenities - Bexley North Library $30,000Install Shade Structure - Bona Park $50,000Solar Lighting - Cook Park $42,000Local Traffic Management - Arncliffe South/Banksia (stage 2) $97,000Sub Total $309,0002010/2011Rainwater Tank at Rockdale Park $22,500Rainwater Tank at Scarborough Park (near amenities building on Barton St) $22,500Rainwater Tank at Cook Park near Alice St $22,500Rainwater Tank at Cahill Park $22,500Refurbish Bexley Branch Library to enable it to function as a modern library $40,000Bexley Rest Centre $30,000Shade Structure - Seaforth Park $50,000Lighting upgrade – Bexley Tennis Centre $50,000Pedestrian and cycle facilities - Ramsgate/Sans Souci Bike Path (sections E&F) $86,620Footpath construction - O’Neill St, Brighton Le Sands (between Crawford Rd and President Ave) $50,000Footpath construction - 1-9 Chuter Ave, Monterey $25,000Traffic/Pedestrian devices - Bay St/Farr St/Garnett St - 2 concrete median islands $12,000Traffic/Pedestrian devices - Glenfarne St/Forest Rd T junction $12,000Traffic/Pedestrian devices - Done St between Wollongong Rd and Firth St intersectionimprovements - islands, partial road closure, landscaping, re-arranging parking layout$9,000Community Safety Improvements - Lighting on The Strand/Rockdale Plaza Drive footway, upgradelighting over canal and through pathway$14,500Community Safety Improvements - Bayview Street, Arncliffe. Improvements to resolve anti-socialissues as per community safety audit. Remove seat at top of stairway to Mount St, upgrade fences$2,000Laneway Construction - Barton Lane, Kogarah $30,000Sub Total $501,1202011/2012Public Amenities - Cook Park near C-Side Kiosk $30,000Skateboard Facility Cahill Park $150,000Extend CCTV Coverage beachfront - Stage 2 (between Bestic St and President Ave) $70,000Wilsons Reserve Landscaping $7,370Wooroona Reserve Landscaping $132,710Bardwell Creek Rehabilitation - Biodiversity Program Stage 1 $50,000Kyeemagh Bike Path (Cook Park between Bestic St and Endeavour Bridge) $30,000Local Traffic Management - Bexley bounded by Harrow and Forest Rds, Queen Victoria andWarialda Sts - 2 raised platforms, one pedestrian refuge island$35,000Sub Total $505,080GRAND TOTAL (3-year Program) $1,315,200Note: Although it’s Council’s intention that all of the public facilities identified in the above table will be provided assoon as possible in accordance with timing and priorities indicated, this will depend on the rate at which developmentoccurs within the City, which is a matter largely outside the control of Council.Rockdale City Plan | 34

Work on Private LandCouncil carries out work on private land on a cost recovery basis subject to the provisions of the Local GovernmentAct (1993) unless there are extenuating circumstances.Rating of Gas MainsCouncil charges AGL in accordance with the rating of gas mains provisions.Commercial ActivitiesCouncil does not conduct any significant activities of a business or commercial nature.Other Fees and ChargesApart from the Rates and Charges outlined above, the full schedule of fees and charges is available in a separatesection called Fees and Charges. It includes a statement of the types of fees and charges and the amount of each.Some services, for example, Library lending services, are offered at little or no cost to users and other services aresupplied on a cost recovery basis.Delivery Program 2009-2012 | 35

Loans PolicyCouncil has an annual borrowing program to provide for capital projects like footpaths and beachfront improvementsor the provision of special recreational facilities. This approach enables both current and future generations ofratepayers to contribute towards the use of these assets, thereby more equitably aligning the payment and use ofthese services.Council intends to borrow a total of $1.1 million in 2009/2010. However, it should be noted that Council may increasethis by a further $10 million to fund property acquisitions or strategic asset plans.Details of the total loan portfolio are:2008/09$2009/2010$Opening Balance at Start of Year 5,841,620 5,845,417Add: New Loans Taken Up 1,100,000 1,100,0006,941,620 6,945,417Less: Repayments -1,096,203 -1,032,220Closing Balance at End of Year 5,845,417 5,913,197Interest Costs 401,309 359,740Loans OutstandingMillion’s$10$9$8$7$6$500/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10Debt Service Ratio8%7.2%7%6% 5.7% 5.9%5%4.9%4.8%4%4.3%3.0%3%2.8%2%2.6% 2.5%00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10Borrowing Costs per CapitaDebt per Capita$9$8$7$6$5$4$120$100$80$60$300/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10$4000/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10Council will borrow at the most competitive rate it can secure from lending financial institutions. The loan will besecured as a charge against Council’s income as prescribed in the Local Government (General) Regulation, 2005.Rockdale City Plan | 36

Cash Reserves PolicyThe establishment and funding of cash reserves is a financial management strategy to provide funds for futureexpenditure that could not otherwise be financed during a single year 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 estimatedcost of this activity each financial year.Council has established the following reserves towards which an annual investment of about $3.6 million istransferred:RESERVEBexley Pool ComplexTown Hall UpgradeCentral Library ReservePlant ReplacementComputer, Telephone and Office EquipmentOpen Space and S94 ObligationsLocal Government ElectionBuilding Income EqualisationStreet Lighting HardwareWorkers’ Compensation EqualisationInterest on Investments EqualisationPublic Liability InsurancePURPOSEA level of $1,000,000 be provided for the future upgrade, major repairs orreplacement of Bexley Pool.An annual provision of $50,000 be allocated for the future upgrade of theRockdale Town Hall facilities.The cash balance in this reserve to be retained towards the provision of a newcentral library. Note: Four years ago, Council discontinued the annual provisionof $200,000 to this reserve which has been allocated to the Strategic Prioritiesreserve for the past three years.An amount equivalent to maintain a balance of $600,000 in this reserve beprovided for the future replacement of Council’s plant and equipment.$340,840 be provided per annum for the future upgrade and expansion ofCouncil’s computer and telephone systems.An annual provision of $510,000 be allocated from general revenue to providethe additional funds required to provide the assets and works as outlined inCouncils S94 Contribution Plan. It is recommended that for the next 7 years, thisannual provision will be used towards the delivery of the major capital projects(as resolved by Council on 18 June 2008).An annual provision of $126,000 be allocated from general revenue each yeartowards the cost of conducting Council’s general elections every four (4) years.Building Income fluctuates in accordance with the building and developmentmarket. This reserve quarantines income in favourable years to help minimisefinancial risk exposure when there’s a downturn in the building market.This reserve is provided by setting aside the unspent budget allocation for streetlighting energy costs in a particular year, to be used towards the cost of providingstreet lighting hardware in public places, the financial burden of which recentlybecame the Council’s responsibility.On an annual basis the workers’ compensation premium fluctuates with recentclaims history. One year there could be a saving, and the next there could bean adverse impact on the budget. This reserve is utilised to put funds away in agood year, and use them to relieve pressure on the budget when the workers’compensation result is unfavourable.Interest on investments fluctuates in accordance with market forces, and thequantum of funds held in cash reserves is subject to demands and prioritiesset by Council. This reserve is provided by quarantining interest income whichexceeds budget, to offset a downturn in interest received in subsequent years.Also, this reserve acts as a safeguard to the current year budget if a significantdraw-down on investments is required.The timing of claims under excess cannot be controlled. This reserve is providedby setting aside the unspent budget allocation in a particular year, to offset ahigher number of claims and increasing excesses in a subsequent year.Delivery Program 2009-2012 | 37

RESERVEDomestic Waste ManagementEmployee Leave EntitlementsRevolving Energy FundStrategic PrioritiesPURPOSEAn annual amount based upon the actual surplus between expenditure andincome from the domestic waste service is to be transferred to the DomesticWaste Management Reserve. This reserve is externally restricted and is astatutory responsibility of Council. The level of funds is audited each year byCouncil’s external auditor.The level of the reserve should be maintained at a level equivalent to theaccrued employee’s entitlement of staff eligible to retire.This reserve was started with some seeding funds. The proceeds from thisreserve are to be used on energy efficient projects, with savings in energy coststo be reinvested into this reserve for future energy efficient projects.The net sales proceeds from the sale of unencumbered land is to be transferredto this reserve, to be used on projects of strategic importance as resolved byCouncil.In addition to the above, the following existing reserves are to be consolidatedinto the SPR:i) Community Projects - The net surplus of actual fine income as compared tothe budget from Regulation activities is to be transferred to this reserve, to beused on priority projects and initiatives that benefit the community.ii) Debt Equalisation - Due to the restructuring of debt, the decline in theinterest rate, and constraining the annual loan allocation to a constant amountof $1.1 million (the time value of money concept), Council has generated anannual saving in the debt repayments budget.iii) Lady Robinsons Beach - An annual provision of $20,000 be allocated fromgeneral revenue for the future renewals maintenance of Lady RobinsonsBeach, southern end.In addition to the above reserves, unspent funds (if any) from the Stormwater Levy and the 2007/2008 Special RateVariation specifically collected from the Safer City and Infrastructure Levy are restricted to cash reserves and used ina future period exclusively towards the purpose for which they were collected.Rockdale City Plan | 38

Environmental ManagementCouncil is committed to protecting and enhancing the quality of our natural environment. The City has a number ofnatural features, including the Rockdale wetlands corridor, the foreshores of Botany Bay, Bardwell Valley, Wolli Valley,the Cooks River and the Georges River.Environmental management is recognised as an integral component of Council’s core business, as many solutionsto environmental problems are the responsibility of Local Government. Council is responsible for a wide rangeof operational and regulatory matters that affect our environment, including planning and development control,operation and maintenance of infrastructure such as parks, roads, community facilities and development andimplementation of environmental policies and programs.In June 2003 Council adopted an Environment Policy, recognising the organisation-wide responsibility of staff toprotect the natural environment. Further to this, Council developed the Environment Plan. The Plan specifies actionsthat will be taken to address environmental issues in the City. Actions from the Plan have been incorporated into thisDelivery Program.Support for Community based ProgramsVarious community groups receive support to facilitate local environmental improvement programs. In addition,support is also provided for the work of other organisations such as the National Trust of Australia.External Environmental BodiesCouncil is involved in a number of organisations concerning the environment, including:Georges River Combined Councils CommitteeThis Committee provides a forum for coordinated action on environmental issues affecting the Georges River and itscatchment. The Committee, in partnership with NSW Maritime, employ the Georges Riverkeeper to monitor andprotect the River.Sydney Coastal Councils GroupThis Group coordinates the actions of 16 member councils in the Sydney coastal area, to ensure sustainablemanagement of the urban coastal environment.Southern Sydney Regional Organisation of Councils (SSROC) Environmental Managers GroupThe SSROC Environmental Managers Group consists of officers from each of the SSROC councils. The Group workstogether on regionally significant environmental issues such as reducing greenhouse gas emissions, and lobbyinggovernment and other organisations.Delivery Program 2009-2012 | 39

International Council for Local Environmental Initiatives Cities for Climate Protection (CCP) ProgramCouncil is a member of the CCP program, an international campaign that helps local government and theircommunities to reduce greenhouse gas emissions and their impact on the environment.Councils of the Cooks River Foreshores Committee and Cooks River Foreshores Working GroupThe Councils of the Cooks River Foreshores Committee and the Working Group comprise representatives fromlocal councils in the Cooks River catchment and State Government agencies. The Committee promotes coordinationbetween member councils on environmental, natural resource management, recreational, open space and communityengagement issues for the catchment.Every Drop Counts Business ProgramCouncil is a participant in Sydney Water’s Every Drop Counts Business Program, a partnership program in whichSydney Water assists businesses to reduce water consumption.Recent Achievements Lady Robinsons Beach won the Waste Management and Litter Reduction Categories for the second year in a row; Environmental assessment and retrofits of small businesses in the BEST program was completed; Received grant funding to undertake a detailed risk assessment and climate change adaptation plan forRockdale LGA; Council commenced its involvement in the $2 million State Government funded project, the Cooks RiverSustainability Initiative; Received State Government approval of our Water Savings Action Plan Review; Conducted education programs targeting schools, our staff, the non-English speaking community and thegeneral public; Completed construction of the Scott Park bird hide; and Finalised Waste Education Strategy.Rockdale City Plan | 40

The State of Our City’s EnvironmentLocal government plays an important role in environmental management. In recognition of this, councils arerequired to produce State of the Environment (SoE) Reports under the Local Government Act 1993. This sectioncontains information taken from Council’s most recent report, the State of the Environment Supplementary Report2007/2008, which can be viewed in full on Council’s website or at Council libraries.SoE reporting provides Council with the opportunity to assess the condition of the local environment, the humanimpacts on that environment, and report on the actions of Council and our community to address environmentalissues. The information contained in SoE reports also provides the necessary foundation for strategic environmentalplanning and the development of local environmental programs.LandThe majority of land within the City of Rockdale is used for residential purposes, although there are a number ofimportant industrial and commercial precincts and areas of open space. Council is currently preparing a newRockdale Local Environmental Plan (LEP) 2008. The LEP is being prepared in accordance with the NSW Government’sstandard LEP template, and will implement the objectives and dwelling and employment targets of the SydneyMetropolitan Strategy and the draft South Subregional Strategy. Council has prepared a vision for the City and fourland use strategies to inform the preparation of LEP 2008, which address the main land uses across the City, beingResidential, Employment Lands, Transport and Open Space and Recreation. Council has commenced discussions withthe NSW Department of Planning regarding the land use strategies and technical aspects of the LEP.During the year, Council commenced implementation of Destinations Rockdale by incorporating aspects of thevision into the land use strategies that will inform the Rockdale Local Environmental Plan. Council has an importantrole to play in the identification, management, and prevention of contaminated land. The major areas prone to landcontamination within the City of Rockdale include former waste disposal sites and old industrial areas.The City of Rockdale is a major transport corridor in the Sydney region. Most traffic from south and south-westSydney heading to the CBD, Port Botany and Sydney Airport passes through the City. All the major roads throughthe City of Rockdale are congested to varying degrees during peak hours and journey times may be slowoff-peak when kerbsides are used for parking. This is increasing delays for bus services, while passenger rail servicesare filled to capacity, placing further pressure on the road network. In addition, the City of Rockdale’s increasedlevels of redevelopment and associated population growth is placing increasing pressure on existing roads with fewopportunities for new or alternative routes.Council is in the process of preparing a Transport and Access Strategy that will include advocacy, policy and localisedinfrastructure improvements.Main Issues and Pressures◆ Urban consolidation and growth;◆ Planning for our City’s future, including Destinations Rockdale and Cooks Cove;◆ Developing in an ecologically sustainable manner;◆ Managing and responding to adjoining land use pressures such as Port Botany expansion, Sydney Airport MasterPlan;◆ Capacity of roads, public transport and other services;◆ Economic viability of smaller commercial centres throughout the City;◆ Management of contaminated land; and◆ NSW public transport reorganisation.Delivery Program 2009-2012 | 41

Major Responses◆ Development of a new City Plan, including review of all Development Control Plans;◆ Development of strategies to inform the City Plan and assist in implementation of Destinations Rockdale;◆ Lobbying NSW Government transport authorities over forward planning of regional transport and to remedycurrent transport deficiencies;◆ Construction of traffic calming measures, cycleways and walking trails to encourage residents to walk or cycle;and◆ Implementation of Council’s Contaminated Land Policy.WaterThe City of Rockdale is located in the Botany Bay catchment, which stretches from Appin in the west and isexperiencing many pressures from the high level of development throughout the catchment. Within our City thereare two main catchments: the Cooks River and the Georges River. All stormwater ends up in a receiving water body,which is determined by catchments within which the water drains. Council’s main waterways are Botany Bay, CooksRiver, Georges River, Wolli Creek, Bardwell Creek, Muddy Creek, Scarborough Ponds, Waradiel Creek, GoomunCreek and Bado-berong Creek.The City has a number of important wetlands. The Rockdale wetlands corridor is a significant area of wetlands andopen space that forms an almost continuous link from the Cooks River in the north to the Georges River in the south.Potable water use has become an increasing concern as population increases and rainfall levels decline in Sydney. In2007/2008 the City of Rockdale used 7,191,163 kilolitres of water. This was an 18 per cent reduction in the level ofwater use from the previous year, a saving of 1,569,350 kilolitres.Main Issues and Pressures◆ Stormwater runoff and sewer overflows continue to be significant sources of water pollution;◆ Eutrophication and toxic algal blooms in waterways such as Scarborough Ponds;◆ Continuing to decrease water consumption throughout the City of Rockdale, and◆ Flooding due to aging stormwater infrastructure.Major Responses◆ Installation of gross pollutant traps at ‘hot spots’;◆ Participating in Sydney Water’s Every Drop Counts Business Program, reducing potable water consumption;◆ Completion of ecological studies of the Cooks River;◆ Community education initiatives such as workshops, preparation of education resources in community languages,schools education program;◆ Preparation of flood studies and flood management plans;◆ Continued operation of an expanded street sweeping and creek cleaning program;◆ Supporting the Georges River Combined Councils Committee and its Riverkeeper Program to rehabilitate theGeorges River to ensure its natural values are sustained for the benefit of future generations;◆ Participating in the Cooks River Foreshores Working Group;◆ Participating in the Federal Government Botany Bay Coastal Catchments Initiative;◆ Internal, interdisciplinary ‘Water Management Team’ continually addresses water quality and water conservationissues; and◆ Implementing our Water Savings Action Plan, undertaking actions to reduce water consumption at our highestwater-using sites.Rockdale City Plan | 42

AtmosphereThe major air pollutants in Sydney include carbon monoxide, particulate matter, oxidants (ozone), nitrogen dioxide,sulfur dioxide, lead and benzene. Around 1.2 million tonnes of pollutants enter Sydney’s air each year, of which motorvehicles are responsible for about 75 per cent. Other sources of pollution are industrial, commercial and domesticactivities.In 1999 Council completed an inventory of emissions produced by corporate activities and the community, as partof Milestone 1 of the Cities for Climate Protection Program. The baseline year of 1995 was used and a projection ofemissions was then made for the year 2010. This was updated in 2005 to provide the latest emissions figures.The dominant source of corporate greenhouse gas emissions is electricity usage. The 2005 inventory highlighted thatCouncil’s streetlights are the greatest contributor to greenhouse gas emissions, followed closely by buildings. Thecommunity greenhouse inventory in 2005 showed that the industrial sector currently emits the greatest quantityof greenhouse gases, while the residential sector also contributes a significant amount of greenhouse gas emissions.Forecasting undertaken for the community sector for 2010 illustrate the greatest contribution to emissions is likely tobe the industrial sector. Overall emissions are predicted to increase by 24 per cent during the 15-year period.In addition to the mitigation measures which focus on reducing greenhouse gas emissions, Council has now begun tofocus on adapting to the inevitable impacts of climate change. During the reporting period, Council worked with theSydney Coastal Councils’ Group to assess Council’s vulnerability to the impacts of climate change such as sea levelrise. Additionally, Council received grant funding from the Australian Greenhouse Office to undertake a detailed riskassessment and climate adaptation action plan. This will be undertaken and completed in 2008/2009.Main Issues and Pressures◆ The industrial sector is a major contributor to air pollution in the City of Rockdale;◆ Emissions from motor vehicles;◆ Emissions from Sydney (Kingsford Smith) Airport are an additional source of pollutants;◆ Domestic air pollution;◆ Increased greenhouse gas emissions; and◆ Adaptation to climate change.Major Responses◆ Participation in the ‘CCP Plus’ stage of the Cities for Climate Protection Program, including the GreenhousePurchasing Project and Sustainable Transport Project;◆ Received grant funding to undertake a detailed risk assessment and climate change adaptation plan for RockdaleLGA;◆ Implementation of actions to reduce greenhouse gas emissions;◆ Participation in Earth Hour;◆ Environmental assessment and retrofits of small businesses;◆ Regulation and enforcement of air pollution incidents; and◆ Undertaking tree-planting programs, including National Tree Day.Delivery Program 2009-2012 | 43

BiodiversityThe amount of land that sustains native plants and animals in the City of Rockdale has been progressively reducedsince European settlement. Despite being heavily urbanised the City of Rockdale has some important bushland andwetland areas remaining.Our main areas of bushland are: Wolli Creek Valley; Bardwell Valley; Stotts Reserve; Frys Reserve; and Rockdale Wetlands Corridor (including Marsh Street Wetland, Eve Street Wetland, Spring Street Wetland,Landing Lights Wetland, Kings Wetland, Hawthorne Street Natural Area, Patmore Swamp, Scarborough Pondsand Scott Park).There are a number of threatened species and communities in the City of Rockdale, which are protected by bothState and Federal Government legislation. There are 16 threatened species protected by the Threatened SpeciesConservation Act. There are also at least seven endangered ecological communities occurring in the City. There are anumber of species listed under the Federal Environmental Protection and Biodiversity Conservation Act.Main Issues and Pressures◆ Declared bush land areas make up only 0.6 per cent of the total area in the of the City, most of which isdegraded;◆ One endangered flora species is listed under the Threatened Species Conservation Act;◆ Two endangered fauna species are listed under the Threatened Species Conservation Act;◆ Seven endangered ecological communities are listed under the Threatened Species Conservation Act; and◆ Urbanisation, weeds, feral animals, rubbish dumping, stormwater runoff, trampling and boundary encroachmentsare the main pressures on remaining bush land and wetland areas.Major Responses◆ Bush regeneration activities in Stotts Reserve, and Bardwell Valley areas;◆ Participated in the Planting the Seed project;◆ Conducted an Adopt a Tree street tree planting program;◆ Community tree planting events such as National Tree Day;◆ Community education about the importance of conserving biodiversity;◆ Urban landscaping throughout the City;◆ Enforcement of Council’s Tree Preservation Order; and◆ Completed construction of the Scott Park bird hide.

Waste Avoidance and Resource RecoveryIn 2007 Council developed an essential planning tool in relation to sustainable waste management and resourcerecovery practices titled Council’s Waste Avoidance and Resource Recovery Strategy (WARRS) 2007.Through WARRS, Council has set an ambitious long-term goal of eliminating all putrescibles waste to landfill by theyear 2020 which in turn will significantly reduce Council’s greenhouse gas emissions and associated carbon footprint.The heart of this Strategy is the Program Implementation Timetable. It contains 15 programs with 49 associatedactions which are recommended for commencement between July 2007 and June 2012, with the Strategy coming toconclusion in 2020.Council provides a comprehensive domestic waste service to residents, which includes, Garbage and OrganicsRecovery, household dry waste kerbside collection, commingled recycling, greenwaste drive-in and drop-off service.With the introduction of the Garbage and Organics Recovery Bin in February 2008 the diversion rate of waste fromlandfill is expected to increase in line with the objectives outlined within WARRS.Main Issues and Pressures◆ Diminishing landfill waste facilities;◆ Greenhouse Gas emissions due to putrescibles in landfills;◆ Illegal dumping;◆ Littering; and◆ Contamination of recycling bins.Major Responses◆ Adoption of Council’s Waste Avoidance and Resource Recovery Strategy (WARRS);◆ Finalisation of a Waste Education Strategy;◆ Support of the Reuse Referral Service;◆ Continued street sweeping to collect litter from the streets;◆ Running of waste reduction community workshops and other education initiatives;◆ Participating in Clean Up Australia Day; and◆ Implementation of an education program to reduce the incidence of illegal dumping outside multi-unit dwellings.Delivery Program 2009-2012 | 45

Environmental AmenityRoad traffic continues to be a substantial source of noise within the City of Rockdale as our City is a major transportthoroughfare to and from the Sydney CBD, Sydney Airport and Port Botany Shipping Terminal. Industrial noise isnot a major source of noise complaints, although occasional complaints are lodged with Council. Complaints aboutcommercial activities are received, for example, unreasonable noise from businesses operating out of approvedhours.Residential housing continues to increase in density. People are living closer to each other with the resulting increasein the potential for noise nuisance. Air conditioners, entertaining and loud music are still common sources of noiseintrusion. In the northern part of the City, aircraft noise from Sydney Airport has long had an impact. Graffiti isanother issue that impacts on the amenity of our City.Main Issues and Pressures◆ Aircraft movement remains a significant source of noise in the City of Rockdale;◆ Common domestic noise complaints including barking dogs, air conditioners, intruder alarms and loud music;◆ Remedying potential noise impacts during the Development Application process; and◆ Graffiti on private and public buildings.Major Responses◆ Ongoing investigation of noise complaints by Council’s Environmental Health Officers and Regulation Inspectors;◆ Implementation of the Department of Environment and Climate Change’s Noise Guide for Local Governmentand Industrial Noise Policy; and◆ Safer City Program - removal of 11,889 square metres of graffiti in 2007/2008 from private, commercial andutilities buildings and Council properties.HeritageThe City of Rockdale has a number of unique built, natural and Aboriginal features which are considered to besignificant contributors to local, state and national heritage. These features hold significance for a variety of reasons,including historic, aesthetic, architectural, technical or social value. Whilst buildings remain the most common typeof heritage item within the City of Rockdale, a number of natural features are also included on Council’s heritageschedule.The Rockdale Local Environmental Plan (LEP) lists 230 built items and 36 natural/cultural items as a result of anongoing program of review of the City’s heritage. In addition, five features or places within the City of Rockdale havealso been incorporated onto the Register of the National Estate, having been identified as having national heritagesignificance. The NSW State Heritage Register identifies 11 items of state heritage significance located within theCity of Rockdale.The Rockdale Aboriginal Heritage Study concluded that it is likely the entire City of Rockdale was used extensively byAboriginal groups. Much of the City has been heavily modified since European settlement of the area, diminishing thelikelihood that archaeological evidence of past Aboriginal occupation and land use activities still remain visible on theground surface. Four sites are recorded on the NSW National Parks and Wildlife Aboriginal Sites Register.Main Issues and Pressures◆ Significant built and natural heritage features are under continued pressure from development;◆ Continuing degradation of streetscape;◆ Preference for new and cheaper building styles and materials; and◆ Development proposals not designed to address the character of the streetscape or impacts on adjoiningheritage items.Rockdale City Plan | 46

Major Responses◆ Heritage items will be protected by the new City Plan;◆ Promotion of heritage conservation, including provision of heritage information on Council’s website; and◆ Completion of an assessment of architectural styles in the City and information sheets about heritage listedproperties.Environment PlanCouncil has a number of management plans relating to the environment. The main document outlining Council’senvironmental commitments is the Rockdale City Council Environment Plan. This Plan was developed and adopted byCouncil in 2003 and underwent a complete review in 2006. It is a continually evolving strategic plan for protecting andenhancing our environment, serving as a blueprint for the City to move towards sustainable development.Implementation of the Plan is the responsibility of all units of Council. The actions contained in the Plan areincorporated into Council’s Delivery Program. Progress on actions is reported in the State of the Environment Reportand Council’s quarterly reporting process.Environmental Impact of Council ActivitiesCouncil is continuing to improve its environmental performance. Ongoing environmental training is provided for staffby way of information sessions, internal newsletters and electronic bulletins. Environmental content is included inCouncil’s staff induction program, to ensure that all new staff are aware of their environmental responsibilities.Council’s Operations Unit has an Environmental Management System which is accredited under ISO14001. Thisinvolves maintaining a detailed environmental management plan, a register of environmental impacts, regular auditingof procedures and a commitment to continual improvement of our environmental performance. To maintain thisaccreditation, Council undergoes regular audits by an independent auditor to assess the quality of the EnvironmentalManagement System. Environmental auditing of operational staff continues, ensuring that procedures are followed andstaff environmental practices are regularly reviewed. Council’s Environmental Management System for the OperationsUnit ensures we are aiming to continually improve our environmental practices.Council’s Environment Policy, adopted in June 2003 and reviewed annually, applies to all staff and recognises ourresponsibilities to ensure the principles of Ecologically Sustainable Development are considered in all actions.The Environment Policy establishes a platform for addressing environmental issues and integrating environmentalresponsibility into all aspects of Council’s work.Delivery Program 2009-2012 | 47

The State of Our City’s EnvironmentIndicators 98/99 99/00 00/01LandNo. of development and building approvals 1068, 189 1 1940, 1010 1 1,157Construction certificates determined 763Complying development certificatesNo. of sites regulated under the Contaminated Land Management Act 6 2 6 2 6 2WaterNo. of water complaints to Council 58 53 45No. of water incidents reported to DECCWater usage within Rockdale 9,034,854 kL 9,790,202 kL 9,987,528kLCouncil water usageNo. of rainwater tanks installed (based on Sydney Water rebates)No. of treatment devices installed 90 84 11No. of DECC licensed premises 4 4 4Average percent compliance Harbour- watch summer data (faecalcoliforms, enterococci)95.3, 66.3 100, 85.5 98.3, 95.1Percentage of catchment area covered by stormwater devicesAtmosphereAir Quality Index Exceedances 13 4 13No. of air pollution complaints to Council 34 25 32No. of air pollution incidents reported to DECCEnergy consumption within the City of Rockdale 340,985 MWh n/a 409,291 MWhCouncil greenhouse gas emissionsKilometres of cycleways through the CityRegistered vehicles in the LGA (RTA)No. of Council fleet vehiclesBiodiversityArea of remnant bushland 20 hectares 20 hectares 20 hectaresNo. of threatened species under TSC Act 1 1 1No. of endangered species under TSC Act 4 4 4No. of vulnerable species under TSC ActNo. of endangered ecological communities under the TSC ActApplications received under Tree Preservation OrderPermits issued under tree preservation order 1,484 1,172 1,150No. of noxious weeds complaints to CouncilRockdale City Plan | 48

01/02 02/03 03/04 04/05 05/06 06/07 07/081,154 2,080 1,128 1,022 707 782 782723 629 624 458 304 360 24312 23 36 32 38 3810 2 0 0 2 2 2 275 47 68 37 52 62 1854 58 45 20 159,945,799kL 10,189,873kL 9,170,702kL 8,721,066 8,864, 367kL 8,760,513kL 7,191,163kL97,1961 18 41 89 95 76 62 5 18 4 4 6 54 10 8 7 7 7 594, 86.5 100, 100 100, 97.2 3 97.2, 90.3 3 100, 100 100, 97.3 3 81.58/86.1615-20%16 14 12 6 18 11 4543 53 46 30 64 62 4819 3 9 7 7n/a 553,518 MWh 4 n/a 564,964MWh 4 544 275 MWh 4 n/a n/a69316.5351 653,323 6132 620 hectares 20 hectares 20 hectares 20 hectares 20 hectares 20 hectares 20 hectares1 1 10 20 20 21 164 4 1 1 flora, 2 fauna 1 flora, 2 fauna 1 flora, 2 fauna 1 flora, 2 fauna3 flora, 7 fauna 3 flora, 14 fauna 3 flora, 14 fauna 4 flora, 14 fauna 4 flora, 14 fauna4 6 6 7 7616 597 540 568 6351,100 1,040 724, 323 5 681, 209 5 610 532 6006 6 Delivery Program 2009-2012 | 49

The State of Our City’s Environment (cont.)Indicators 98/99 99/00 00/01WasteTonnes domestic waste generated 26,410 22,341 22,730Tonnes domestic waste recycled 6,000 7,683 7,877Waste to landfill per capita 250.3Waste recycled per capita 86.74Percentage of Council viable and usable engineering waste divertedfrom landfill (concrete, asphalt and soil)Amount of litter collected from GPTs (tonnes)No. Illegal dumping incidentsTotal corporate paper use (reams)AmenityNo. of noise complaints to Council 446 406 337No. of noise complaints from Rockdale City residents to AirservicesAustralia3,601 1,750 1,673No. of noise incidents reported to DECCHeritageNo. of sites registered with the Aboriginal Sites Register n/a 4 4No. of heritage sites registered with National Estate 5 5 5No. of items in the State Heritage register of NSW 8 11 11No. of local heritage items in Council’s Local Environment Plan65 builtheritage items32 naturalheritage items111 builtheritage items32 naturalheritage items111 builtheritage items32 naturalheritage items1Changes were made to the Environmental Planning and Assessment act. These figures represent development applications andconstruction certificates.2The Unhealthy Building Land Act has been repealed. These figures represent the number of contaminated sites subject to Section 35notices under the Act.3Compliance with data year-round, past results indicate compliance during summer only.4Energy Australia supplies data by postcode, which does not follow local government boundaries. Actual energy use would besignificantly lower than this figure.5The number of DAs with a condition of consent placed regarding tree preservation instead of issuing a Tree Preservation Order(TPO). Previously, a TPO has been issued along with the condition of consent, an unnecessary double-up.Rockdale City Plan | 50

01/02 02/03 03/04 04/05 05/06 06/07 07/0822,443 22,388 22,893 23,070 23,541 24,924 26,3687,447 8,465 9,148 9,336 9,489 10,867 10,997241.66 239.47 243.24 242.75 246.91 254.32 n/a80.19 90.54 97.2 98.24 99.53 110.89 n/an/a49.761 6568.7 64,316 6149 231 342 310 159 101 541,048 452 515 233 307 207 948 91 10 6 6 34 4 4 4 4 4 45 5 5 5 5 5 511 11 11 11 11 11 11209 builtheritage items36 naturalheritage items209 builtheritage items36 naturalheritage items220 builtheritage items36 naturalheritage items220 builtheritage items36 naturalheritage items230 builtheritage items36 naturalheritage items230 builtheritage items36 naturalheritage items230 builtheritage items36 naturalheritage items6These indicators are new for the 2007/2008 financial year following an internal review of the SoE reporting process and will becontinued to be used from now on.7The Regional Pollution Index form of reporting was replaced in 2007/2008 by the Air Quality Index measure which is explained inthe body of the report. Therefore, the number of ‘high’ days has increased in comparison to all other years.8It is not uncommon for approval to be granted for alternate work to what was applied for, ie pruning rather the removal. Also, aspreviously advised, where space is insufficient, more than one permit may be required for an application.9It must be noted that a significant number of these complaints were made by the same complainants.Delivery Program 2009-2012 | 51

Delivery Program Actions andPerformance Measures & TargetsCouncil has identified its four (4) strategic directions, outcomes and priority actions. To meet thesechallenges, deliver Council’s goals, and live the vision, Council must work together with the stakeholders,community, and other agencies.Delivery Program 2009-2012 | 53

Strategic Direction 1Outcome: Corporate Priorities Delivery Program Actions ResponsibilityThe communityis inclusive andharmoniousWise and effectivecivic leadership thatconsiders all viewsSD1.1 - Orientcorporate planningand organisationalarrangements toincorporate the valuesand priorities of ourcommunitySD1.2 - Effectivecommunication channelsare utilised to engagewith the community,stakeholders and staffSD1.3 - Model andfoster a safe, ethical andquality culture within theorganisationSD1.1.1 - Establish and maintain partnerships that willdeliver Council’s Corporate Strategic ProjectsSD1.1.3 - Continue to conduct community basedresearchSD1.1.4 - Develop corporate communication systemsthat capture customer and staff feedback that will leadto improved service deliverySD1.2.1 - Continue to develop and implementinnovative ways to convey information and deliverservices now and into the futureSD1.2.2 - Build a high performance organisationalculture through effective communication andleadership initiativesSD1.3.1 - Establish and maintain an environmentwhere behaviour reflects the values of ourorganisationCity Strategy ManagementCommunity and CustomerServiceMedia and Public Affairs;Information Management; andCommunity and CustomerServiceInformation Management; andMedia and Public AffairsExecutive Team; HumanResources; General Manager;and Information ManagementHuman Resources; andAssistant General ManagerSD1.4 - Develop systems,processes and policieswhich allow staff toreach their full potentialand ability to meet ourcustomers needsSD1.5 - Maintain effectiverisk managementSD1.4.1 - Regularly review Council’s employmentrelated systems, policies and procedures to ensurecompliance to legislative, industrial award and bestpractice requirementsSD1.4.2 - Foster a creative and innovativeenvironment to continually improve methods andprocesses that result in business improvementSD1.4.3 - Develop and maintain a quality culturewithin CouncilSD1.5.1 - Develop a Corporate Risk Managementplan that includes all risks to CouncilSD1.5.2 - Maintain the OH&S program QualityCertification to AS/NZS: 4801 standardHuman Resources; andInformation ManagementHuman Resources; andInformation ManagementHuman Resources; Fleet andSupply; Media and PublicAffairs; and Finance andAdminHuman Resources;Information Management; andMedia and Public AffairsHuman ResourcesSD1.6 - Maintain agovernance frameworkthat ensures transparencyand accountabilitySD1.6.1 - Implement the Corporate Governanceframework with relevant policies updated andawareness program implementedSD1.6.2 - Manage the business to ensure compliancewith all statutory requirementsSD1.6.3 - Establish Corporate Internal AuditframeworkAssistant General Manager;Finance and Admin; and Fleetand Supply;Assistant General Manager;Information Management;Finance and Admin; andEnvironmental BusinessServicesAssistant General ManagerRockdale City Plan | 54

A City with a Sense of PrideTime frameOngoingOngoingDelivery Program Performance Measures and TargetsPerformance MeasuresMeasured Target Council welcomes and facilitateseffective consultation and evidencebased research to inform Council’sdecision-making Percentage of plans/policies that were prepared inaccordance with Council’s community engagement policy Percentage of community views received throughsubmissions that are reported to Council on draft plans/policies30 June 2010 Percentage of respondents to survey/s who rated Council’scommunity engagement strategies as very effectiveTarget100%100%Upwardtrend30 June 2010 Council is a leader in advocatingto government, business and thebroader community on behalf ofOngoing the City’s constituent communities Number of submissions made on relevant legislation, policy,or procedure by Council on behalf of the community Number of issues raised formally by Council with externalstakeholders on behalf of the communityN/AN/A30 June 2010 Principles of responsiblegovernance, environmental,economic, social and culturalsustainability underpin Council’sdecision-making30 June 2010 Council’s service levels andperformance reflect community andcustomer expectations, as verifiedby ongoing consultation, satisfaction30 June 2010 ratings and benchmarking Achievement of Integrated Management Quality Systems(Quality Certification) Percentage of respondents to survey/s who rated Council’sperformance as very goodExternalaudit reflectscontinuedaccreditationUpwardtrend30 June 201030 June 2010 Council’s organisational culture is Percentage of Councillors who attended induction 100%30 June 2010based on trust, ethical conduct,accountability, innovation andcommitment to public service Percentage of respondents to Employee Survey who ratedCouncil’s culture as being trustworthy, ethical, accountableUpwardtrendand innovative Number of complaints upheld against staff/Councillors forunethical behaviourNil30 June 2010 Business practices, technology andinformation systems maximiseeffectiveness, efficiency andresponsiveness Percentage compliance with Governance Health Check 90%Self Assessment Percentage compliance with Financial Health Check 100% Number target actions completed in Internal Audit Plan 90% Percentage achievement of priority projects in CommunityStrategic Plan31 Dec 2009 Number of days lost, time/hours due to workerscompensation100% forgiven yearDownwardtrendDelivery Program 2009-2012 | 55

Strategic Direction 1 (cont.)Outcome: Corporate Priorities Delivery Program Actions ResponsibilityCommunity wellbeingis enhancedPositive City ImageSD1.7 - Public health andsafetyprograms areimplemented, monitoredand improvedSD1.8 - Proactivecommunication ofall Council and Cityachievements to thewider communitySD1.7.1 - Ensure compliance with relevantenvironmental and public health standards throughoutthe CitySD1.7.2 - Improve Public SafetySD1.8.1 - The Community is informed aboutCity projects and programs through all forms ofcommunication channelsEnvironmental BusinessServicesEnvironmental BusinessServices; Community andCustomer Service; UrbanStrategy and Design; andDevelopment Assessmentand ComplianceMedia and Public AffairsCommunity activitiescelebrate the richnessof our CitySD1.9 - Facilitatecommunity events andactivities that recognisethe City’s diversity,maximise participationand builds a sense ofcommunitySD1.9.1 - Prepare an annual program of communityevents and activitiesSD1.9.2 - Develop award programs to recognisecommunity contribution that benefits the CityCommunity and CustomerServiceBusiness Development andMarketing and EventsFinancially sustainableCity planning anddevelopmentSD1.10 - Achieve soundfinancial managementSD1.10.1 - Facilitate the timely processing ofdevelopment applicationsDevelopment Assessmentand ComplianceSD1.10.2 - Advance the Financial Sustainability ProjectSD1.10.3 - Prepare a strategic plan for furtherdevelopment of Council’s property assets tosustainably foster economic growth and communitybenefitSD1.10.4 - Develop fees and charges policy to ensurefees and charges are at market rates or cost recoverywhere possibleStrategic Infrastructure andFinancial PlanningEconomic Strategy andProperty Services; andStrategic Infrastructure andFinancial PlanningFinance and AdminSD1.10.5 - Monitor progress against budgetFinance and AdminRockdale City Plan | 56

A City with a Sense of PrideTime frameOngoing Safety issues and crime ‘hot spots’are identified and strategiesimplemented to improve publicsafety through Council’s CrimePrevention Action PlanOngoing Local communities takeresponsibility for the safety oftheir neighbourhoods and theprevention of crime in collaborationwith Police and relevant authoritiesthrough community safety projects30 June 2010 Multiple communication channelsare implemented to engage withthe communityOngoingDelivery Program Performance Measures and TargetsPerformance MeasuresMeasured Target Residents feel a strong sense ofbelonging to, and involvement with,their community There is an increase in involvementby residents and business incommunity groups, communitybased events and volunteeractivities Events and activities that celebrateand respect our community arewell attended Percentage of respondents to survey/s who rate their localarea as being a safe place Crime statistics for the City Percentage of safety audits that include communityrepresentatives Number of neighbourhood watch houses in the City Number of editions published of the CommunityNewsletter, Rockdale Review Number of media releases sent to different media outletsthat reflect a positive image of the City Number of website hits Percentage of respondents to survey/s who rate RockdaleCity as a desirable community to live in Number of community based and voluntary organisationsoperating in the City Number of participants at Council initiated communityengagement activities compared to number targetedTargetUpwardtrendDownwardtrend50%Upwardtrend11 perannumUpwardtrendUpwardtrendUpwardtrendUpwardtrendUpwardtrendOctober 2009 Number of events and activities (Council or communityorganised) that bring our community togetherN/AOngoingSept 2009to Jun 2013Dec 2009to Dec 2010April 2010 Council’s reputation for strongfinancial management and equitableresource allocation is maintainedand strengthened Successful achievement of budgetobjectives Financial result in line with budget objectives. Achievement of satisfactory or higher rating by externalfinancial auditBudgetachievedUpwardtrendMonthly andQuarterlyDelivery Program 2009-2012 | 57

Strategic Direction 2Outcome: Corporate Priorities Delivery Program Actions ResponsibilityThe City’s naturalenvironment isenhancedAppropriate provisionand optimum use ofcommunity facilitiesand servicesSD2.1 - Demonstrateleadership inenvironmental planningand managementSD2.2 - Manage Council’sservices and assets atappropriate levels tooptimise benefits to thecommunitySD2.1.1 - Develop and maintain appropriaterelationships to ensure Council is notified ofdevelopments and given the opportunity to participate.Review and update planning instruments to ensuresustainable social, economic and environmentalobjectives are achievedSD2.2.2 - Investigate and implement best practiceinitiatives to improve the quality of the City ofRockdale’s natural environmentSD2.2.3 - Implement Council’s Transport StrategySD2.2.4 - Investigate and implement practical andachievable initiatives to prepare the City for the socialand environmental impacts of climate changeSD2.2.1 - Prepare sustainable asset managementstrategyEconomic Strategy andProperty Services; andUrban Strategy and DesignUrban Strategy and DesignTechnical ServicesSD2.2.2 - Implement strategies to improve servicedeliveryCommunity and CustomerService

A Liveable City with Lifestyle QualityTime frameMarch 2010Oct 2009Delivery Program Performance Measures and TargetsPerformance MeasuresMeasured Target Council has an EnvironmentalManagement Plan which includesstrategies and clear sustainabilitymeasures against which it reportsannually Achieve DECC resource recovery target for municipalwaste stream by 2014Target66%by 2014Oct 2009 The environmental achievementsof City residents and businesses areencouraged and recognised Community environmental achievements are celebratedby reporting in the Community Newsletter or featuring onCouncil’s websiteN/ADec 2009Ongoing ‘Whole of Life’ asset strategies,infrastructure plans and capitalworks programs that guide thecreation, renewal, maintenance anduse of assets are developed Council provides appropriateservices Completion of Asset Management Plan in compliance withthe integrated planning and reporting requirements30 June2010 Number of projects completed on time and in budget in 90%the Delivery Program and Operational Plan Percentage of community groups who rate Council’s90%community facilities as being of a satisfactory or betterstandard Percentage of customers who rate Council’s services as Upwardbeing of a satisfactory or better standardtrend Services delivered on time and in budget 90%Delivery Program 2009-2012 | 59

Strategic Direction 2 (cont.)Outcome: Corporate Priorities Delivery Program Actions ResponsibilityA vibrant andexciting CitySD2.3 - Develop andsupport local communities,the local economy andemploymentSD2.4 - Ensure allplanning instrumentsaddress social, economicand environmentalprinciples whilst reflectingthe current and futurecommunity’s needsSD2.3.1 - Coordinate delivery and implementation ofthe Destinations Rockdale program and CorporateStrategic ProjectsSD2.3.2 - Develop the Community Strategic PlanSD2.3.3 - Prepare an integrated strategic infrastructureand financial planSD2.3.4 - Implement the Community PlanSD2.3.5 - Allow a range of uses on Council’s footwaysthat contribute to the vibrancy of the City’s TownCentres and VillagesSD2.3.6 - Prepare public domain plans and technicalmanuals for key centresSD2.3.7 - Prepare best practice urban design controlsfor town centre developmentSD2.3.8 - Promote high quality urban designSD2.4.1 - Prepare a comprehensive LEP that achievesthe new City Vision and Thriving Town CentreoutcomesSD2.4.2 - Review and update DCPs and preparecomprehensive DCPEconomic Strategy andProperty ServicesDirector City StrategyStrategic Infrastructure andFinancial PlanningCommunity and CustomerServiceBusiness Development andMarketingUrban Strategy and DesignUrban Strategy and DesignUrban Strategy and DesignUrban Strategy and DesignUrban Strategy and DesignA City withrecreational andlifestyle opportunitieswhich are accessibleand valued by ourcommunitySD2.5 - Ensureappropriate provision, useand management of allopen space and recreationfacilitiesSD2.5.1 - Prepare the Open Space and RecreationStrategy and develop and monitor the ImplementationPlanSD2.5.2 - Provide life-long learning opportunitiesSD2.5.3 - Review all Plans of ManagementSD2.5.4 - Implement the Recreation and CommunityFacilities Management PolicyEconomic Strategy andProperty Services; and CityStrategyCommunity and CustomerServceTechnical ServicesEconomic Strategy andProperty ServicesSD2.6 - Provide lifestyleopportunities to enrichthe community’s wellbeingSD2.6.1 - Implement the Community PlanSD2.6.2 - Appropriate and timely maintenance ofcommunity facilitiesEconomic Strategy andProperty Services; andCommunity and CustomerServiceOperationsRockdale City Plan | 60

A Liveable City with Lifestyle QualityTime frameMay 2010Delivery Program Performance Measures and TargetsPerformance MeasuresMeasured Target Vibrant local business districts andmain streets provide a broaderrange of services includingopportunities for community eventsand social interaction Number of businesses providing outdoor diningUpwardtrendJune 2010April 2010 Number of events sponsored by local businesses UpwardtrendOngoingTargetDec 2009 Number of businesses in the main town centres open fortrading on Thursday nights and weekendsUpwardtrendAug 2009Oct 2009OngoingOct 2009Oct 2009OngoingOngoing Council’s Local Environment Planand Development Control Plansinclude provisions that achieve highquality development outcomesconsistent with Council’s vision forthe City’s villages, town centres andtourism precincts Development assessment outcomesare continuously improved andassessments are completed withinestablished benchmarks Community infrastructure gapsand deficiencies across the City arerecognised and solutions identifiedin Council’s overall plans Number of amendments required annually to Council’sLEPs and DCPs Average days (gross and net) taken to processDevelopment Applications Median and average days taken to process ConstructionCertificate Applications Median and average days taken to process ComplyingDevelopment Applications Completion of City Open Space and Recreation Strategy Completion of Community PlanDownwardtrendEqual to orless than thatrequiredunder lawEqual to orless than thatrequiredunder lawBetter thanindustrybenchmarks30 June201031 December2009Dec 2009Jun 2010Ongoing Open space and recreation facilitiesprovide opportunities for everyonein the City to enhance their qualityof life Council develops and promotes thecultural life of the City and its villages Council’s sporting and community facilities utilised (allowingfor field rest periods) Completion of Cultural Plan for the City100%utilisationSeptember2009OngoingDelivery Program 2009-2012 | 61

Strategic Direction 3Outcome: Corporate Priorities Delivery Program Actions ResponsibilitySafe and efficientmovement of peopleand goods within andthrough the CitySD3.1 - Provide advocacyto the appropriate Stateand Federal authorities tosupport safer and effectiveroad network throughoutthe CitySD3.1.1 - Implement Council’s Transport StrategySD3.1.2 - Develop a regional transport strategySD3.1.3 - Continue to lobby State Government on theunderground construction of the F6 Transport CorridorUrban Strategy and DesignUrban Strategy and DesignUrban Strategy and DesignSD3.2 - Plan andimplement effectivetraffic measures and roadnetworks in conjunctionwith all relevantstakeholdersSD3.2.1 - Continue Council’s Traffic Committee, whichworks with the RTA and Police, to ensure safe andeffective traffic and transport networksSD3.2.2 - Develop, improve and maintain Citytransport networkDevelopment Assessment andComplianceTechnical ServicesRockdale City Plan | 62

A Connected and Accessible CityTime frameJul 2009Jun 2010OngoingDelivery Program Performance Measures and TargetsPerformance MeasuresMeasured Target The City works in partnership withthe State Government to deliver asustainable transport strategy thatwill result in quick, affordable,reliable, clean, safe, accessible andfrequent transport for the future Completion of Council’s Transport and Access Strategy Number of submissions made on relevant issues includingconstruction of the F6 Transport CorridorTarget30 June2010N/AOngoing Transport gaps are identifiedand solutions addressed inCouncil’s plans Number of Pedestrian Access and Mobility Plans completedin annual program100%Ongoing Number of reported accidents on local roadsDownwardtrend Dollar value of traffic grants received by Council comparedto value of grants soughtUpwardtrendDelivery Program 2009-2012 | 63

Strategic Direction 4Outcome: Corporate Priorities Delivery Program Actions ResponsibilityAppropriate viablebusinesses and jobgrowthSD4.1 - Develop andimplement initiativesto promote the localeconomySD4.1.1 - Implement the Annual Place ManagementProgramBusiness Development andMarketingAttraction ofinvestments in the CitySD4.2 - Promoteinvestment opportunitiesfor the City, its projectsand its local economySD4.2.1 - Identify and promote investment opportunitysites throughout the CityBusiness Development andMarketingEnhanced tourismopportunitiesSD4.3 - Develop andimplement strategies toattract tourists and tourismdevelopmentSD4.3.1 - Develop strategies to progress recreationaland tourist opportunities throughout the CityBusiness Development andMarketingRockdale City Plan | 64

A City with Viable Business & Employment OpportunitiesTime frameOngoingDelivery Program Performance Measures and TargetsPerformance MeasuresMeasured Target Partnership programs with thebusiness community are in place Implementation of the Annual Place Management Programprojects completedTarget100% Dollar value of sponsorship by business sector for targetedprojects in the Place Management ProgramUpwardtrend The character of the City’s villagesare identified, promoted andenhanced One feature article published each year for each towncentre/village in Council’s Community Newsletter and onCouncil’s website100%Sept 2009 Council capitalises on existingstrong industries and sectors withinthe City as the basis for furtherinnovation and growth Dollar value of investment in the City Number of vacant properties in town centresUpwardtrendDownwardtrend Median dollar value of commercial floor spaceStableJun 2010 Council works collaboratively withthe tourism industry, local businessand other government agenciesto promote and develop BrightonLe Sands/City of Rockdale as anattractive tourist destination Community attendance at major events held at Brighton Number of businesses ancillary to tourism activities inBrighton Le SandsUpwardtrendUpwardtrend Number of businesses in the CityUpwardtrendDelivery Program 2009-2012 | 65