2o2ovisi on - northsydney.nsw.gov.au · our vision, mission and values 6 council’s charter 7...
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ASPIRATIONS OF THE PEOPLE OF NOR TH SYDNEY
North Sydney Community Strategic Plan2009-2020
2O2OVISIONL I V I N G S U S T A I N A B L Y
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2O2OL I V I N G S U S T A I N A B L Y
The 2020 Vision LogoThe “Sustainability Compass” symbolises setting the compass on the path towards sustainability. The fourpoints of the compass describe the different dimensions - environment, society, economy and governance, of sustainability.
This is the third edition of the 2020 Vision Community Strategic Plan for North Sydney.
Prepared by North Sydney Council in consultation with the North Sydney community.
We acknowledge and thank the community of North Sydney who have significantly shaped the 2020 Vision Community Strategic Plan through their involvement in the ‘Help Shape Our Future’ project.
This plan reflects our intentions at the time of publication. As with any plan or budget, the actual results may vary from that forecast.
View the document online at www.northsydney.nsw.gov.au/2020vision
For further information contact Council’s Corporate Planning and Governance Coordinator on 9936 8270 or email [email protected]
Adopted 30 November 2009Amended 21 June 2010
Printed on recycled paper.
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ContentsForeword 2
Introduction 3
Our Councillors 5
Our Vision, Mission and Values 6
Council’s Charter 7
North Sydney in Profile 8
Living Sustainably 11
Our Community Strategic Plan 13
Direction 1: Our Living Environment 16
Direction 2: Our Built Environment 21
Direction 3: Our Economic Vitality 27
Direction 4: Our Social Vitality 30
Direction 5: Our Civic Leadership 37
Resourcing the Community Strategic Plan 42
Appendix 1: Terms Used in the Plan 44
Appendix 2: Summary of Community Priorities 47
Appendix 3: Links with NSW State Plan 2009 49
Appendix 4: Links with Draft North Sub Regional Strategy 2007 53
Appendix 5: Sustainability Indicators 56
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Our new 2020 Vision, Community Strategic Plan sets out where the North Sydney community wants to be in 10 years time, how we will get there and how we will know we’ve arrived.
North Sydney Council acknowledges that we are here today on the land of the Cammeraygal people, who were the traditional owners of this land and are part of the oldest surviving continuous culture in the world. The 2020 Vision recognises North Sydney’s Indigenous heritage and culture.
This is the third long term plan Council has developed in consultation with our community. In this revised plan, we have streamlined our directions to five key areas.
While it is appropriate that Council should initiate and develop a community plan for North Sydney, it is important that the plan reflects the aspirations of all in our community. We have therefore consulted with a wide range of people to ensure we have identified the issues and priorities of the many different groups within our community.
We have embraced the State Government’s new Integrated Planning and Reporting Framework and we are proud to be one of the first councils to prepare our community plan in accordance with the guidelines.
The new planning framework recognises that communities do not exist in isolation - they are part of a larger natural, social, economic and political environment that shapes their direction. Similarly, Council’s land use, infrastructure planning, social, environmental and economic plans are also all interconnected. The new planning framework draws our plans together, allowing us to plan holistically for the future.
We have adopted the tagline of “Living Sustainably” for the new 2020 Vision as sustainability underpins all aspects of the plan. The plan is founded on principles of social justice, ecologically sustainable development and a quadruple bottom line approach that addresses environmental, social, economic and civic leadership considerations. 2020 Vision also encompasses the community concerns identified during the preparation of our Social Plan for North Sydney 2008-2012.
Our accompanying Resourcing Strategy, that focuses on long term financial, workforce and asset management planning, will allow Council and our community to consider a range of options for delivering the strategic outcomes in this plan.
The 2020 Vision reflects the North Sydney community’s aspirations. While Council is the key driver of this plan, the responsibility for implementing and resourcing it is shared by the whole community.
Foreword
Genia McCafferyMayor
Penny HollowayGeneral Manager
2 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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32020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
IntroductionThe 2020 Vision, North Sydney Community Strategic Plan2009-2020 sets out where the community of North Sydneywants to be in the year 2020, by asking four key questions:
Where are we now?Where do we want to be in 10 years time?How will we get there?How will we know we’ve arrived?
Previously reviewed in 2004 following extensive community consultation, the 2020 Vision has been renewed to ensure that its directions and goals remain reflective of the aspirations of the wider North Sydney community. The Plan has been prepared by North Sydney Council in partnership with local residents, our business community, other levels of government, educational institutions, non-government community and cultural organisations and neighbouring councils. The Planhas been designed to assist these community aspirations become a reality.
The State Government’s new Integrated Planning and Reporting Framework recognises that communities do not exist in isolation - they are part of a larger natural, social, economic and political environment that influences and, to a large extend shapes their future direction. Neither do council plans exist in isolation - land use and infrastructure planning procedures, social, environmental and economic outcomes, and visa versa - they are connected. The new integrated planning and reporting system encourages councils to draw their various plans together, to better understand how they interact and to get the maximum leverage from their efforts by planning holistically for the future.
Figure 1 - Planning and Reporting Framework
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4 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
There have been some alterations to the ‘Directions’ and goals of the 2004 version of the Plan. In developing the new 2020 Vision, consultations found that the Directions strongly overlapped. Because of this we have simplified the updated Plan by combining the Directions to now have five instead of the previous ten. The directions are interlinked and interdependent:
The 2020 Vision is North Sydney Council’s most important strategic document. Council will use the 2020 Vision to guide and inform its decision making and planning for the next eleven years.
Council is the key driver of the 2020 Vision, but its implementation is also the responsibility of all community stakeholders. Council does not have full responsibility for implementing or resourcing all the community’s aspirations. Other stakeholders, including government agencies, non-government organisations, community groups and individuals also have a role to play in delivering these outcomes.
Council’s Resourcing Strategy that focuses on long term financial planning, workforce planning and asset management planning, will assist Council to translate the strategic objectives of the 2020 Vision, for which it is responsible for, into actions.
The 2020 Vision is deliberately broad in scope. Specific items, services or activities of Council are not contained in the Plan,but rather are outlined in Council’s four year Delivery Program and the supporting Operational Plan.
Council’s Integrated Planning and Reporting Framework is designed to cascade the strategic objectives into measurable actions at all levels of the organisation.
Direction 1: Our Living Environment
Direction 2: Our Built Environment
Direction 3: Our Economic Vitality
Direction 4: Our Social Vitality
Direction 5: Our Civic Leadership
Strategies
Projects and Services
Figure 2 - Relationship between Plans
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52020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
MAYOR Councillor Genia McCaffery
We, the Councillors of North Sydney Council (2008-2012), share the goals, objectives, indicators and strategies in this Plan and will
work together to achieve them during our term of office.
(Home) 9955 1560(Council) 9936 8100 9 Priory RoadWaverton NSW 2090
CREMORNE WARD
Councillor Sarah Burke Councillor Craig Carland Councillor Richard Pearson
(Mobile) 0403 551 153 2 Green Street Cremorne PointNSW 2090
(Home) 9953 4834(Fax) 9953 483477 Ben Boyd RoadNeutral Bay NSW 2089
(Mobile) 0405 193 555 c/-North Sydney Council PO Box 12 North Sydney NSW 2059
[email protected] [email protected] [email protected]
TUNKS WARD
Councillor Stephen Barbour Councillor Véronique Marchandeau Councillor Caroline Raymond
(Mobile) 0411 105 760 c/-North Sydney Council PO Box 12 North Sydney NSW 2059
(Mobile) 0414 683 185 c/-North Sydney Council, PO Box 12 North Sydney NSW 2059
(Mobile) 0412 754 860 66/237 Miller Street North Sydney NSW 2060
[email protected] [email protected] [email protected]
VICTORIA WARD
Councillor Jillian Christie Councillor Jilly Gibson Councillor Michel Reymond
(Home) 9955 2489 (Mobile) 0412 995 858 c/-North Sydney Council, PO Box 12 North Sydney NSW 2059
(Mobile) 0412 456 842 c/-North Sydney Council, PO Box 12 North Sydney NSW 2059
(Home) 9955 4330 78 Carabella Street Kirribilli NSW 2061
[email protected] [email protected]
WOLLSTONECR AFT WARD
Councillor Zoë Baker Councillor Andrew Robjohns Councillor Trent Zimmerman
(Mobile) 0438 857 547c/-North Sydney Council, PO Box 12 North Sydney NSW 2059
(Mobile) 0428 187 047 44/1-11 Bridge EndWollstonecraft NSW 2065
(Home) 9460 1175(Mobile) 0419 690 617 11/102 Bay RoadWaverton NSW 2060
[email protected] [email protected] [email protected]
Our Councillors
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Our Vision North Sydney is a vibrant community with a major and unique commercial centre surrounded by related villages and neighbourhoods. We celebrate community harmony, respect and diversity and our locality is recognised for its excellence in innovation, business and sustainability.
Our residents, workers and students are proud to belong to this community and we welcome those who visit and enjoy the area. Our community supports environmental, social, economic and sustainability through civic leadership and local and practical solutions.
Our MissionTo be leading edge in serving the community of North Sydney by caring for its assets, improving its appearance and delivering services to its people in a financially, socially and environmentally responsible manner.
Our Core ValuesSustainability equity, preservation, justice
and precaution
Community service efficiency, effectiveness and responsiveness
Open government transparency and accountability
Ethical conduct honesty and integrity
Justice fairness and equity
Quality innovation and excellence
Teamwork cooperation and respect
Our Vision, Mission and Values
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72020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
In addition to the Council’s Charter under Section 8 of the LocalGovernment Act, 1993, North Sydney Council has adopted its own Charter:
than we inherited. Sustainability will be a call to action across our community. In partnership with our community, we will ensure that responsible stewardship of the local environment is a guiding principle in all our activities. We will develop new local parks and sporting facilities, broaden the use of our existing open space and recreation resources and improve how we care for and manage them. We will work with other organisations, locally and regionally, to realise these ends. The importance of providing opportunities for community health and wellbeing will be central to all of our open space and recreation planning.
environment that is well designed, welcoming, safe, accessible and beautiful and which truly reflects our local heritage. We will protect the character of our urban environment whilst managing growth. We ensure that North Sydney’s networks of roads, footpaths, seawalls and other local infrastructure is maintained to a standard that meets our community’s expectations. Funding formajor new infrastructure will be spread over the life of the asset. We will bring together other levels of government in sharing responsibility for our local infrastructure. We will make North Sydney pedestrian and bike friendly. The use of public transport and other alternatives to the private car will be encouraged through the improvement and expansion of sustainable transport options and the encouragement of car sharing options.
Sydney Central Business District and unique commercial centres. From a strong commercial heart, our CBD will host a thriving business community, provide diverse social and cultural activities and work in harmony with surrounding residential areas and other commercial centres nearby. The CBD will be internationally recognised as a place for innovation, excellence and ecologically sustainable development. Our commercial centres will remain economically viable, healthy and attractive. Ourneighbourhoods will be strengthened so that there are village centres with shops and places to meet within walking distance of residential areas.
recognition and support to our social and cultural diversity. A safer environment for people who live in and visit North Sydney will be created, and we will promote a sense of community responsibility for our collective wellbeing. We will ensure ‘universal access’ to our community services
and facilities through continuous needs analysis and planning. We will pursue investment opportunities to enhance community assets under Council’s care in the interests of quality of life, amenity and public safety. We will always regard our role in delivering services to the community as vital. We will work in partnership with other levels of government in planning and providing services. Central to our focus will be the needs of youth, families and older people as well as those with special needs.
governance and we will be a leader in ethical, transparent and open government. We will be worthy of and receive the highest level of community confidence in our capacity to govern. We will adopt a sustainable approach to our financial planning, explore additional sources of income and minimise risks to our organisation. Achieving this will ensure that we are able to maintain a healthy and secure financial position whilst providing our community with a high level of service.
Council’s Charter
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8 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
North Sydney in ProfileThe North Sydney local government area (LGA) is located in Sydney’s inner northern suburbs, about 3km from the SydneyGPO and covers ten square kilometres. It is both urban and green in character, comprising two Central Business Districts (CBDs), smaller suburban centres, residential areas, parks and open spaces.
The North Sydney LGA includes the suburbs of Cammeray, Cremorne, Cremorne Point, Crows Nest, Kirribilli, Kurraba Point, Lavender Bay, McMahons Point, Milsons Point,Neutral Bay, North Sydney, St Leonards (part), Waverton and Wollstonecraft. North Sydney is bounded by Willoughby local government area in the north, the Mosman local government area in the east, Port Jackson in the south and the Lane Cove LGA in the west.
LavenderBay Wharf
McMahonsPoint Wharf
LunaPark Wharf
BeulahStreet Wharf
Kirribilli Wharf
High Street Wharf
KurrabaWharf
CremorneWharf
OldCremorne
Wharf
Neutral Bay Wharf
K IRRIBILL IPOINT
BLUES POINT
McMAHONSPOINT
MILSONSPOINT
CAREENINGCOVE
NEUTRAL BAY
WILLOUGHBY BAY
LONG BAY
FOLLY POINT
SHELL COVE
KURRABA POINT
ROBERTSONS POINT
MOSMANBAY
BALLS HEAD
BERRYS BAY
GORECOVE
LAVENDER BAY
BALLS HEAD BAY
PORT JACKSON
NORTH SYDNEYSTATION
MILSONS POINT
STATIONM
ILSONS POINT
STATION
WOLLSTONECRAFT
STATION
WAVERTON
STATION
IREDALE AVE.
VALE STREET
FALCON STREET
MIL
LER
STR
EET
MIL
LER
STR
EET
PACIFIC HIGHW
AY
ClarkPark
CAMMERAY
CREMORNE
NORTHSYDNEY
NEUTRALBAY
MOSMAN
KIRRIBILLI
MILSONSPOINT
McMAHONSPOINT
WAVERTON
WOLLSTONECRAFT
GREENWICH CROWSNEST
ST LEONARDS
CREMORNEPOINT
NorthSydney
Oval
Wollstonecraft Ward
Tunks Ward
Cremorne Ward
Victoria Ward
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92020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
PeopleThe main features of the demographic profile of North Sydney LGA atthe 2006 Census are:
population as at June 2007 was 62,323 people, a 5.9% increase since 2001 and 9.8% since 1996. It is expected to increase to 64,551 people by 2020.
Sydney’s residents are aged between 25 and 49 years. There is a comparatively low proportion of households with children, with 88.6% of the population being over 18 years. North Sydneyhas a larger percentage of 25 to 34 year olds (27.4% compared to 15.3% for the Sydney average).
households earn a high income (those earning $1,700 per week) or more, and 9.5% are low income
households (earning less than $500 per week).
the population hold educational qualifications while 23.6% have no qualifications, compared with 43.0% and 42.8% respectively for the Sydney average.
population reported performing voluntary work, compared with 14.8% for the Sydney average.
the population was born overseas, and 18.2% were from a non-Englishspeaking background, compared with 31.8% and 24% respectively for the Sydney average. Almost 7% speak a language other than English, with dominant language spoken at home, other than English, Cantonese, with 2.7% of the population.
in North Sydney LGA than in other parts of Sydneywith almost 25% residing in a medium density dwelling (semi-detached, row, terrace, townhouses and villa units); while 52.6% live in high density dwellings (flats and apartments).
accounted for 47% of total households in North Sydney LGAwhile lone person households comprised 35.6%, (68.6% and 23.1% respectively for the SydneyStatistical average).
mobile. 46.4% of all
residents rent and, over a five year period 68.6% moved to a new address.
occupations were professionals (14,763 persons or 41.8%), managers (7,114 persons or 20.1%) and clerical and administrative workers (5,157 persons or 14.6%). In combination these three occupations accounted for 76.5% of the employed resident population. Incomparison, the Sydneyaverage employed 23.7% as professionals; 13.2% as managers; and 16.7% as clerical and administrative workers.
BusinessNorth Sydney is home to one of the largest business districts in Australia as well as to several smaller vibrant commercial centres. There are more than 45,000 businesses operating from North Sydney, ranging in size from large corporations to micro enterprises.
The largest commercial district is the North Sydney CBDwhile there are a number of other retail and commercial areas across the local government area. The principal activities in the CBD are advertising, marketing, retail, information technology, finance, telecommunications and property development.
Over 50,000 people travel daily to North Sydney for work and study. There is a high proportion of education facilities in the area, one in five of the 15,000 students attending schools and tertiary institutions lives in the local government area.
North Sydney businesses find it easy to attract and retain good staff, because they appreciate the friendly atmosphere
of our commercial centres, the range of good dining and shopping, and the access to child care, schools and other facilities.
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10 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
RecreationDespite only being ten square kilometres in area there is a wide range of recreation opportunities in North Sydney, including seven parks with multiple sports fields, 188 areas zoned for public open space ranging from larger parklands such as Primrose Park in Cammeray, to pocket parks and smaller garden areas including Wendy Whiteley’s SecretGarden at Lavender Bay as well as distinctive reserves and foreshore parks fronting Sydney and Middle Harbours; making up approximately 15-20% open space.
Of regional significance is the heritage Coal Loader site located on Sydney Harbour Foreshore. The 2.8 hectares of open space includes a community nursery and garden plots and is well placed as a base for exploration of adjacent regional parklands including Balls Head Reserve, the former BP oil storage depot, Gadyan Track Aboriginal heritage track and other key regional walking track routes.
There is a wide range of opportunities for recreation in North Sydney from organised sports activities, through to walking and swimming including North Sydney Olympic Pool and harbour pools and other forms of passive recreation or enjoying a range of shops, cafes and restaurants.
With iconic Luna Park and the Sydney Harbour Bridge, North Sydney is also a popular tourist destination and attracts large numbers of holiday makers and backpackers during event and festival periods.
Urban Amenity North Sydney is well known for its high quality residential character, tree lined streets and range of housing stock. North Sydney enjoys a range of single dwellings, apartments and units to accommodate various lifestyles and life stages.
The Council area is served by the Bradfield Highway, the PacificHighway, the Warringah Freeway and the North Shore railway line with stations at Milsons Point, North Sydney, Waverton and Wollstonecraft.
Major features of the LGA include the commercial and retail areas, St Leonards Park and North Sydney Oval, HMAS Waterhen and HMAS Platypus, Mary MacKillop Place, Admiralty and Kirribilli Houses, and a high proportion of academic facilities including Bradfield and Crows Nest TAFE Colleges, a campus of the Australian Catholic University and high calibre secondary and primary schools.
For more information about North Sydney’s demographic characteristics please refer to the demographic profile on our website at www.northsydney.nsw.gov.au
Source: Australian Bureau of Statistics, Census of Population and Housing, 2006, 2001 and 1996.
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112020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Living SustainablyOn behalf of their communities councils are required to:
and conserve the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development;
decisions¹,
sustainable development (ESD) in carrying out their responsibilities; and
Framework are to adequately address environmental, social, economic and civic leadership considerations. Thisapproach is referred to as “the quadruple bottom line”.
The underpinning ideals of the 2020 Vision are for the North Sydney community to become sustainable. The key message coming from the community over the last few years have been the need to address issues in a sustainable manner. The 2020 Vision encourages the North Sydney community to aspire to a more sustainable future, to provide for integrated decision making and coordinated use of resources; to provide a long term focus for our decisions, as well as ensuring Council is more accountable to the community.
The Quadruple Bottom Line The tagline of “Living Sustainably” has been adopted for the 2020 Vision by the community as sustainability underpins all aspects of the Plan. The new Plan is founded on the guiding principles of sustainability and a quadruple bottom line (QBL) approach. The 2020 Vision adequately addresses environmental, social, economic and civic leadership considerations. Applying a quadruple bottom line approach ensures that community priorities are addressed in a balanced and holistic manner.
Council through its Organisational Sustainability Policy (2009)acknowledges that its decisions and actions have an impact on the quality of life of both present and future generations. The desired result is to balance sustainability considerations to provide positive influences toward community wellbeing while maintaining or enhancing those aspects the community most values in the ecological, social, cultural and economic environments. These sentiments have been endorsed by the wider community and as such each of the five Directions outlined in the 2020 Vision reflect environmental, economic, social and civic leadership considerations.
Council as an organisation has applied a quadruple bottom line approach to its own planning, reporting and decision making. This means that planning, reporting and decision making will include consideration of the environmental, social, economic, and governance implications in the context of the overall aim of working towards sustainability.
Figure 3 - Sustainability at North Sydney Council
Environmental QualityThe natural environment of North Sydney, with its harbour, waterways, precious open space and remnant bushland is one of the main reasons people live here or visit. The North Sydneycommunity has indicated that it is important that we preserve and enhance the natural environment, not just for its own sake but for the contribution that it makes to the wellbeing of the community. This includes conserving native flora and fauna as well as Aboriginal sites; creating cleaner, healthier waterways; reducing waste and improving recycling; reducing greenhouse gas emissions; reducing water consumption, improving water quality and reduction of the volume of stormwater run off from urban areas, minimising our impact on climate change; promoting sustainable transport options; innovative land use and urban design; as well as enhancing our open space.
As an organisation Council will continue to play a leadership role in reducing its own energy and water usage while encouraging the local community to do the same. Council will deliver services and activities, improve overall physical amenity, while protecting and enhancing its natural assets as well as considering the social, economic and governance implications of its decisions.
¹Councils Charter: Section 8 of the Local Government Act, 1993
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12 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Social EquityWhile economic prosperity and the protection of our natural environment tend to be high priorities, there is growing recognition that community wellbeing is also dependent on our social connections and sense of community.
The North Sydney community has identified that social sustainability is a collective responsibility. All stakeholders share responsibility for the community to feel safe, be healthy and active and to promote its unique cultural diversity, local history and heritage including Indigenous heritage. Thecommunity at large is responsible for encouraging a learning culture through access to education and training, fostering strong support networks, building resilient and sustainable community organisations and promoting a sense of belonging.
Council has also drawn on issues and responsive actions outlined in A Social Plan for North Sydney 2008-2012. The SocialPlan was developed in consultation with the local community and service providers and addresses the social issues and needs of North Sydney. The Social Plan identified four key issues - community safety, health and wellbeing, housing and working, learning and volunteering. The objectives and initiatives of the Social Plan have been incorporated into the 2020 Vision.
Council will work with key stakeholders to continue to ensure that local services, facilities and amenities are accessible to the widest extent and that community participation is encouraged.
Economic ProsperityEconomic sustainability is about planning for a prosperous community through sound economic development and expenditure. The North Sydney community has indicated that it is important that Council’s finances are healthy and that expenditure reflects value for money. Externally the community is concerned about global impacts on business confidence, housing affordability and household incomes.
In 2008/09 uncertainty in global financial markets, recession and rising costs of credit and interest rates are having a local impact. Business confidence was down and households, particularly those with mortgages, had less disposable income. This placed additional burden on Council’s resources. While not exposed to direct investments in the risky sub-prime market, our overall investment portfolio was weakened as a result of falling share prices. Revenue from investments contracted. In the short term this was able to be managed but did affect our revenue base and accordingly our capacity to support existing and new programs.
Council’s Long Term Financial Plan developed as part of the accompanying Resourcing Strategy will help Council to determine if Council can afford what the community wants. The Long Term Financial Plan is a decision making and problem solving tool. It is not intended to that the Long Term FinancialPlan is set in concrete - it is a guide for future action.
Good GovernanceEverybody needs to play their part in strengthening local democracy and empowering communities to act not only in their own interests, but for the wider public good. All levels of government and the community need to work in partnership to achieve the community’s vision. Council as a community leader has a significant role to play in this but cannot do it alone. Good governance or civic leadership as it is also known extends beyond the role of Council. Civic leadership relates not only to the way that Council will interact with the 2020 Vision, but the way that members of the community might be involved in delivering some of the Plan’s objectives.
The North Sydney community has identified effective community participation and engagement, high level customer service, satisfaction, involvement and evidence-based decision making as their highest governance priorities. Council will work to continue to uphold its commitment to open government. Council has adapted its integrated planning and reporting framework to ensure the integration of sustainability into the future direction of and planning for North Sydney. Council will use the Vision as the foundation of its ongoing planning and reporting.
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132020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Our Community Strategic PlanThe 2020 Vision, North Sydney Community Strategic Plan 2009-2020 aims to deliver new ways to develop stronger working partnerships between the community, Council and other key stakeholders by linking the community’s aspirations with the direction of Council to achieve the shared vision for North Sydney.
The 2020 Vision outlines the strategic directions, goals, objectives, strategies and progress indicators that address the community’s aspirations for the future.
The community’s aspirations have been grouped under five interrelated themes, known as Directions.
Directions Key Themes
1: Our LivingEnvironment
corridors recreational facilities
services
2: Our BuiltEnvironment
neighbourhoods
managementand planning
3: Our Economic Vitality
and villages worker population
4: Our Social Vitality
Linguistically Diverse communities
and facilities
activities
accommodation
and heritage
5: Our Civic Leadership
management
Note: The Directions are not listed in any order of importance.
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14 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
The Plan is presented in table format. Preceding each Direction is a description of the sort of future our community wants for North Sydney. Under each Direction is a series of goals which outline what needs to be achieved to reach the vision. Under each goal is a series of objectives. Each objective is accompanied by a series of sustainability indicators. These indicators will, over time, show how North Sydney as a community is moving toward a more sustainable future. The sustainability indicators are summarised in Appendix 5: Sustainability Indicators.
Under each objective is a series of strategies that indicate how we will go about working to achieve the Directions. All strategies will be subject to project development including consultation and costing. Council is the driver of the Community Strategic Plan but is not wholly responsible for the implementation of all strategies. This will require collaboration with other key stakeholders.
Development of the Community Strategic PlanNorth Sydney Council is committed both in principle and in practice, to engaging on matters affecting the North Sydneycommunity. Council is required under the Local Government Act 1993 to inform the community of particular issues that potentially affect their way of life.
In 2004 the second strategic plan for North Sydney was prepared. The 2020 Vision was developed as the result of a significant community consultation process conducted in 2004 and a comprehensive review of the Plan commenced in late 2008 to refine the 2020 Vision for 2009 to 2020.
The review process sought to refine the issues raised in the original document and to identify new priorities and issues that may have emerged since the 2004 publication of the 2020 Vision. The review also drew heavily upon findings and actions identified from other recent community consultations conducted by Council, including consultations for A Social Plan for North Sydney 2008-2012.
In accordance with the guiding principles of Council’s Community Engagement Policy, a community engagement strategy was developed to ensure the North Sydneycommunity and relevant stakeholders had the opportunity to contribute and participate in the redevelopment of the Plan.
Who was Involved in Developing the Plan?To ensure as many people as possible had the opportunity to contribute and participate in the review of the Plan,stakeholders were grouped according to their roles and responsibilities. These were classified as councillors, and council staff, government (Federal and State agencies), community
(residents, ratepayers, students, non-resident users as well as Precinct Committees), business (chambers of commerce and developers) and reference groups (environmental, sport, leisure and culture, and education).
The community engagement process included:
the Community Strategic Plan 2004-2008.
outlined the current and emerging issues underpinning each Direction and where Council wants to be in 2020 in addressing the issues.
stakeholders on the Directions Discussion Paper duringMarch and April 2009. Consultation methods included a blog, online feedback form, reply paid postcards, written submissions and a series of workshops for key stakeholders. Council heard from over 860 people, community groups and/or organisations, including Precinct Committees and over 260 interested parties also subscribed to a keep informed newsletter receiving regular updates on the review progress.
findings of the initial consultations. The papers were published in May/June 2009. The key priorities to emerge from the consultations included:
For copies of the ‘Summary of Consultation Outcomes - Part A: Raw Data’ and ‘Summary of Consultation Outcomes - Part B: Analysed Data’ visit www.northsydney.nsw.gov.au/2020vision
Strategic Plan based on the findings of the consultation processes occurred from July to September 2009.
stakeholders on the draft new 2020 Vision Community
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152020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Strategic Plan was held from 28 September to 3 November 2009. Consultation with the community, staff and key stakeholders on the draft new 2020 Vision Community Strategic Plan was held during the public exhibition period, including a community information session on 16 October 2009.
exhibition period. All feedback received was included in the final 2020 Vision. Council conducted a qualitative analysis of all submissions. Submissions received covered a wide range of issues, many already covered by the Draft Plan, single issues relating to specific Council programs, issues outside the scope of Council’s direct responsibility, and some general comments. All those who made a written submission were provided feedback from Council regarding the main points raised in their submission.
the results of financial modelling of the resources needed to implement the Community Strategic Plan. As a result Council’s Long Term Financial Plan will be amended toreflect those things Council has committed to doing.
Sydney Community Strategic Plan on 30 November 2009.
How were Community Priorities identified?Every issue, need and priority raised by the community has been documented throughout the engagement process. An overview of the issues addressed within each Direction is listed in Appendix 2: Summary of Community Priorities. Issuesmay be addressed under more than one Direction.
A number of submitters made suggestions that are not in the Plan however these are still on the agenda for further discussion and investigation. Council regards these issues as important. Some suggestions will be further considered by Councillors, others will be considered by staff as part of their day-to-day delivery of services.
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16 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Direction 1: Our Living Environment
Where will we be in 2020?North Sydney in 2020 is greener and cleaner. As a community we ensure that responsible stewardship of our natural environment is a guiding principle in all our activities. We will leave to future generations a better environment than we inherited. The natural beauty of North Sydney is one of its greatest assets, and in 2020, North Sydney is held up as model of sustainable living.
Council has actively led the way in enhancing the environmental sustainability of North Sydney, particularly the protection of the natural environment, and the promotion of responsible energy use and environmentally sustainable business practices. By 2020, biodiversity programs have led to the improvement of the health and quality of bushland areas and waterways. The major improvements have largely been achieved by local communities, who work with Council to plant, protect and enhance their local environment. Thesustainability of remnant bushland and aquatic habitats along the harbour foreshores and in waterways has been achieved with minimal impact by urban development.
Community knowledge of the natural environmental has been significantly enhanced through a number of initiatives. Thishas included wide ranging environmental education programs including those held through the Coal Loader Sustainability Centre. Negative impacts on air and water quality have been minimised through years of careful monitoring and planning.
Innovative strategies for minimising the consumption
of natural resources and production of waste have been
embraced by the community. The implementation of waste
minimisation and resource recovery strategies, together with
extensive community education programs, has resulted in the
community embracing the concept of a low waste society.
Energy initiatives, such as water reuse schemes and the
promotion and use of clean and renewable energy has created
a cleaner and more energy efficient community. Cogeneration
and trigeneration energy production contributes towards
North Sydney’s energy requirements. North Sydney is well
known for its initiatives in encouraging the use of renewable
energy sources.
The North Sydney community is still at risk from unavoidable
natural hazards as the result of climate change however these
risks have been reduced through mitigation and adaptation.
Our local open space and recreation areas such as Balls Head,
Berry Island, Tunks Parks, Cremorne Reserve and St Leonards
Park are some of our greatest treasures. A range of quality
recreational activities both active and passive is available
to suit all ages, interests and abilities. Management and
maintenance of sporting facilities considers the high demand
for their availability and the impact of drought which may
persist as an issue as a result of climate change. Public access
to the foreshore is maximised.
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172020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
1.1
Enha
nce
the
loca
l na
tura
l env
ironm
ent
and
urb
an g
reen
spac
e
1.1.
1To
pro
tect
, enh
ance
an
d re
hab
ilita
te n
ativ
e ve
geta
tion
com
mun
ities
an
d ec
osys
tem
s
EN01
Prop
ortio
n of
bus
hlan
d un
der a
ctiv
e m
anag
emen
t
EN02
Imp
rove
d co
nditi
on o
f bus
hlan
d
EN03
Num
ber
of p
artic
ipan
ts in
Bus
hcar
e p
rogr
ams
and
com
mun
ity
pla
ntin
g ev
ents
EN04
Num
ber
of p
lant
s p
rovi
ded
thro
ugh
Bush
care
pro
gram
s an
d co
mm
unit
y p
lant
ing
even
ts
EN05
Bio
dive
rsit
y in
vent
ory
upda
ted
EN06
Part
icip
ant s
atis
fact
ion
with
env
ironm
enta
l p
rogr
ams
EN07
Num
ber
of p
est a
nim
al c
ontr
ol p
rogr
ams
un
dert
aken
ann
ually
1.1.
1.1
Con
duct
bas
elin
e m
app
ing
of N
orth
Syd
ney’
s flo
ra s
pec
ies
and
ve
geta
tion
com
mun
ities
and
ass
ess
ecol
ogic
al c
ondi
tion
1.1.
1.2
Reha
bili
tate
bus
hlan
d ar
eas
1.1.
1.3
Inte
grat
e b
iodi
vers
ity
cons
erva
tion
in e
nviro
nmen
tal p
lann
ing
inst
rum
ents
1.1.
1.4
Mon
itor a
nd a
ddre
ss th
reat
s to
bio
dive
rsit
y us
ing
bes
t pra
ctiv
e
1.1.
1.5
Imp
lem
ent c
omm
unit
y ed
ucat
ion
pro
gram
s re
gard
ing
enha
ncem
ent o
f the
nat
ural
env
ironm
ent
1.1.
2To
ens
ure
qual
ity
urb
an g
reen
spac
esEN
08Pe
rcen
tage
of c
anop
y co
ver
EN09
Tota
l lan
d ar
ea p
lant
ed o
r lan
dsca
ped
th
roug
h St
reet
s A
live
pro
gram
and
com
mun
ity
pla
ntin
g ev
ents
EN10
Num
ber
of r
ooft
op g
arde
ns/g
reen
ing
EN11
Num
ber
of n
ew d
evel
opm
ents
that
bre
ach
land
scap
e re
quire
men
ts
1.1.
2.1
Max
imis
e tr
ee p
lant
ings
to e
nhan
ce c
anop
y co
ver i
n de
velo
ped
ar
eas
1.1.
2.2
Imp
lem
ent t
he N
orth
Syd
ney
Stre
et T
ree
Stra
tegy
1.1.
2.3
Dev
elop
an
Urb
an F
ores
tPol
icy
1.1.
2.4
Prom
ote
com
mun
ity
gard
ens,
incl
udin
g th
e St
reet
s A
live
pro
gram
1.1.
2.5
Prom
ote
use
of lo
cal n
ativ
e p
lant
s
1.1.
2.6
Redu
ce n
oxio
us w
eeds
1.1.
2.7
Enco
urag
e ro
ofto
p a
nd h
ard
surf
ace
gree
ning
1.1.
2.8
Ensu
re la
ndsc
ape
requ
irem
ents
on
deve
lop
men
t site
s ar
e m
et
1.2
Imp
rove
the
heal
th
and
clea
nlin
ess
of
loca
l wat
erw
ays
1.2.
1To
imp
rove
cre
ek a
nd
harb
our w
ater
qua
lity
EN12
Perc
enta
ge o
f cre
ek a
nd h
arb
our w
ater
qu
alit
y si
tes
mee
ting
inte
rnat
iona
lly a
ccep
ted
ecol
ogic
al a
nd h
uman
hea
lth
stan
dard
s
EN13
Vol
ume
of li
tter
, sed
imen
ts a
nd o
rgan
ics
rem
oved
by
pol
lutio
n co
ntro
l dev
ices
1.2.
1.1
Cap
ture
and
rem
ove
gros
s p
ollu
tant
s fr
om s
torm
wat
er
1.2.
1.2
Con
duct
com
mun
ity
educ
atio
n p
rogr
ams
rega
rdin
g w
ater
p
ollu
tion
1.2.
1.3
Mon
itor w
ater
qua
lity
1.2.
1.4
Prom
ote
and
imp
lem
ent w
ater
sen
sitiv
e ur
ban
des
ign
1.2.
1.5
Iden
tify,
mon
itor a
nd ta
ke re
gula
tory
act
ion
if re
quire
d ag
ains
t b
reac
hes
1.2.
1.6
Adv
ocat
e fo
r im
pro
ved
sew
erag
e in
fras
truc
ture
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18 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
1.3
Imp
rove
Nor
th
Sydn
ey’s
envi
ronm
enta
l fo
otp
rint a
nd e
ncou
rage
re
spon
sib
le u
se o
f na
tura
l res
ourc
es
1.3.
1To
effec
tivel
y co
mm
unic
ate
and
pro
mot
e su
stai
nab
le e
nerg
y, w
ater
an
d w
aste
pra
ctic
es
to th
e co
mm
unit
y
EN06
Part
icip
ant s
atis
fact
ion
with
env
ironm
enta
l p
rogr
ams
EN14
Kilo
wat
t hou
r of e
lect
ricit
y p
er re
side
nt
per
yea
r
EN15
Kilo
wat
t hou
r of e
lect
ricit
y p
er b
usin
ess
p
er y
ear
EN16
Kilo
gram
s of
was
te s
ent t
o la
ndfil
l per
ca
pita
per
yea
r
EN17
Kilo
gram
s of
reso
urce
s re
cove
red
per
ca
pita
per
yea
r
EN18
Num
ber
of W
aste
Wis
e ev
ents
EN19
Kilo
litre
s of
drin
king
wat
er b
y re
side
nt
per
yea
r
EN20
Kilo
litre
s of
drin
king
wat
er b
y b
usin
ess
p
er y
ear
EN21
Up
take
of w
ater
tank
reb
ates
EN22
Num
ber
of p
artic
ipan
ts in
resi
dent
ial,
sc
hool
, com
mun
ity
grou
ps
and
bus
ines
s
sust
aina
bili
ty p
rogr
ams
1.3.
1.1
Prom
ote
rene
wab
le e
nerg
y
1.3.
1.2
Prom
ote
effici
ent u
se o
f wat
er a
nd u
se o
f rec
ycle
d w
ater
1.3.
1.3
Effec
tivel
y m
anag
e C
ounc
il’s
was
te c
olle
ctio
n an
d di
spos
al
cont
ract
s
1.3.
1.4
Adv
ocat
e fo
r the
intr
oduc
tion
of c
onta
iner
dep
osit
legi
slat
ion
an
d ex
tend
ed p
rodu
cer r
esp
onsi
bili
ty
1.3.
1.5
Purs
ue re
sour
ce re
cove
ry a
nd a
dvan
ced
was
te tr
eatm
ent
tech
nolo
gies
1.3.
1.6
Imp
lem
ent e
nviro
nmen
tal s
usta
inab
ility
pro
gram
s to
faci
litat
e co
mm
unit
y st
ewar
dshi
p
1.3.
1.7
Rede
velo
p th
e C
oal L
oade
r site
as
a ce
ntre
for s
usta
inab
ility
1.3.
1.8
Ensu
re th
at s
usta
inab
le e
nerg
y, w
ater
and
was
te m
anag
emen
t p
ract
ices
are
incl
uded
in a
ll en
viro
nmen
tal p
lann
ing
and
deve
lop
men
t con
trol
s
1.3.
1.9
Prom
ote
loca
l ach
ieve
men
ts in
sus
tain
able
des
ign
1.3.
1.10
Re
cogn
ise
com
mun
ity
cham
pio
ns in
env
ironm
enta
l sus
tain
abili
ty
1.3.
1.11
In
vest
igat
e b
est p
ract
ice
initi
ativ
es to
pre
par
e N
orth
Syd
ney
LGA
for t
he im
pac
ts o
f clim
ate
chan
ge a
nd s
ea le
vel r
ise
1.3.
2To
dem
onst
rate
and
p
rom
ote
envi
ronm
enta
lly
sust
aina
ble
bus
ines
s p
ract
ices
in C
ounc
il’s
own
activ
ities
EN23
Kilo
litre
s of
drin
king
wat
er u
sed
by C
ounc
il
per
yea
r
EN24
Tonn
es o
f gre
enho
use
gas
emis
sion
s ge
nera
ted
by C
ounc
il p
er y
ear
EN25
Kilo
wat
t hou
rs o
f ren
ewab
le e
nerg
y by
C
ounc
il ac
tiviti
es a
nd fa
cilit
ies
per
yea
r
1.3.
2.1
Imp
lem
ent m
easu
res
to im
pro
ve th
e en
viro
nmen
tal
per
form
ance
of C
ounc
il b
uild
ings
1.3.
2.2
Adv
ocat
e fo
r and
inve
stig
ate
effici
ent s
tree
t and
pub
lic d
omai
n lig
htin
g
1.3.
2.3
Inve
stig
ate
the
use
of c
ogen
erat
ion
and
trig
ener
atio
n
1.3.
2.4
Incr
ease
use
of r
ecyc
led
wat
er
1.3.
2.5
Imp
lem
ent C
ounc
il st
aff e
duca
tion
and
cap
acit
y b
uild
ing
to
redu
ce e
nerg
y, w
ater
and
was
te
1.3.
2.6
Intr
oduc
e in
itiat
ives
to d
ecre
ase
gree
nhou
se g
as e
mis
sion
s of
C
ounc
il ve
hicl
e fle
et
1.3.
2.7
Imp
lem
ent s
usta
inab
le p
rocu
rem
ent p
roce
dure
s
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192020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
1.3.
3To
redu
ce a
ir an
d no
ise
pol
lutio
n an
d en
sure
com
plia
nce
with
re
gula
tory
legi
slat
ion
EN26
Num
ber
of d
ays
whe
n ai
rbor
ne
pol
lutio
n ex
ceed
s re
gion
al a
ir qu
alit
y in
dex
EN27
Num
ber
of n
oise
com
pla
ints
resp
onde
d to
1.3.
3.1
Iden
tify,
mon
itor a
nd ta
ke re
gula
tory
act
ion
if re
quire
d ag
ains
t bre
ache
s an
d en
viro
nmen
tal l
egis
latio
n
1.3.
3.2
Ensu
re d
evel
opm
ent d
oes
not d
etrim
enta
lly im
pac
t on
air q
ualit
y an
d no
ise
is m
itiga
ted
1.3.
3.3
Con
duct
pro
gram
of e
nviro
nmen
tal a
udits
of b
usin
esse
s
1.4
Prov
ide
app
rop
riate
p
ublic
op
en s
pac
e,
recr
eatio
n fa
cilit
ies
and
serv
ices
1.4.
1To
ens
ure
exis
ting
par
ks a
nd re
serv
es
mee
t the
com
mun
ity’
s re
crea
tiona
l nee
ds
S01
Use
r sat
isfa
ctio
n w
ith C
ounc
il’s
recr
eatio
n
faci
litie
s
S02
Num
ber
of v
isits
to N
orth
Syd
ney
Oly
mp
icPo
ol p
er y
ear
S03
Use
r sat
isfa
ctio
n w
ith N
orth
Syd
ney
Oly
mp
icPo
ol
1.4.
1.1
Prov
ide
a ra
nge
of re
crea
tiona
l fac
ilitie
s fo
r peo
ple
of a
ll ag
es
and
disa
bili
ties
1.4.
1.2
Prov
ide
a w
elco
min
g an
d vi
bra
nt w
ater
fron
t with
inte
grat
ed
gree
n p
ublic
sp
aces
1.4.
1.3
Secu
re a
dditi
onal
gra
nt fu
ndin
g fo
r the
pro
visi
on a
nd u
pgr
ade
of re
crea
tiona
l fac
ilitie
s
1.4.
1.4
Wor
k w
ith n
eigh
bou
ring
coun
cils
and
oth
er la
nd m
anag
ers
to
acco
mm
odat
e re
gion
al d
eman
d fo
r sp
ortin
g fa
cilit
ies
1.4.
1.5
Imp
rove
equ
ity
of a
cces
s to
op
en s
pac
e an
d re
crea
tion
faci
litie
s
1.4.
2To
pro
vide
new
op
en s
pac
e an
d re
crea
tion
faci
litie
s as
op
por
tuni
ties
aris
e
S04
Tota
l are
a of
new
pub
lic o
pen
sp
ace
S05
Am
ount
of o
pen
sp
ace
acqu
ired
in li
ne w
ith
cont
ribut
ions
from
Sec
tion
94 P
lan
1.4.
2.1
Adv
ocat
e fo
r the
rele
ase
of C
row
n La
nd h
oldi
ngs
for p
ublic
re
crea
tion
1.4.
2.2
Purs
ue la
nd s
wap
and
leas
e ag
reem
ents
1.4.
2.3
Purs
ue p
artn
ersh
ips
to a
cces
s ar
eas
of la
nd n
ot d
edic
ated
as
p
ublic
op
en s
pac
e
1.4.
2.4
Purs
ue o
pp
ortu
nitie
s to
up
grad
e an
d en
hanc
e fo
resh
ore
acce
ss
![Page 22: 2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7 North Sydney in Profile 8 Living Sustainably 11 Our Community Strategic Plan 13 Direction](https://reader035.vdocuments.us/reader035/viewer/2022070906/5f7aabfd4c6721379262965a/html5/thumbnails/22.jpg)
20 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
KEY
CON
TRIB
UTO
RSC
ounc
il w
ill w
ork
with
the
follo
win
g st
akeh
olde
rs to
hel
p im
ple
men
t Dire
ctio
n 1:
Ad
voca
teFu
nd
erSe
rvic
e Pr
ovid
erRe
gul
ator
Part
ner
Nor
th S
ydne
y C
ounc
il
Busi
ness
es
Com
mun
ity
grou
ps
Envi
ronm
enta
l Tru
st
Man
ly-M
osm
an-N
orth
Syd
ney
Bush
fire
Man
agem
ent C
omm
ittee
Nei
ghb
ourin
g co
unci
ls
Nor
ther
n Sy
dney
Reg
iona
lOrg
anis
atio
n of
Cou
ncils
NSW
Dep
artm
ent o
f Env
ironm
ent,
Clim
ate
Cha
nge
and
Wat
er
NSW
Dep
artm
ent o
f Prim
ary
Indu
strie
s
NSW
Dep
artm
ent o
f Wat
er a
nd E
nerg
y
NSW
Fire
Brig
ades
NSW
Nat
iona
l Par
ks a
nd W
ildlif
e Se
rvic
e
NSW
Rura
l Fire
Serv
ice
Scho
ols
Sydn
ey C
oast
al C
ounc
ils G
roup
Sydn
ey M
etro
Cat
chm
ent M
anag
emen
t Aut
horit
y
Sydn
ey W
ater
Volu
ntee
rs
Idea
s to
Mak
e it
Hap
pen
envi
ronm
enta
lly fr
iend
ly p
rodu
cts
that
min
imis
e p
ollu
tion
and
was
te
foot
prin
t sm
alle
r by
shop
pin
g as
loca
l as
pos
sib
le
your
gar
den
to s
ave
wat
er a
nd
pro
vide
hab
itat f
or n
ativ
e fa
una
wal
k or
cyc
le in
stea
d
and/
orSt
reet
s A
live
pro
gram
s
cont
aine
rs, p
olys
tyre
ne p
acka
ging
an
dSt
yrof
oam
pro
duct
s
bui
ldin
g at
nig
ht” p
olic
y
initi
ativ
es s
uch
as c
ar b
oot s
ales
![Page 23: 2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7 North Sydney in Profile 8 Living Sustainably 11 Our Community Strategic Plan 13 Direction](https://reader035.vdocuments.us/reader035/viewer/2022070906/5f7aabfd4c6721379262965a/html5/thumbnails/23.jpg)
212020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Direction 2: Our Built Environment
Where will we be in 2020?An integrated approach to planning and good urban design has been reflected in a built environment that is consistent with sustainability principles, local character and the natural environment.
Council’s planning policies build on the strategic policies set by the State Government. New development to accommodate additional residents and workers as projected under State Government policy is continuing without loss to local amenity or damage to the environment. The community is an integral partner in decisions regarding the built environment in their area.
Commercial and village centres have retained their distinct character and strong identity with a relaxed, pedestrian friendly village atmosphere and a mix of services. North Sydney in 2020 has significant and inviting public spaces. Thecommunity takes pride in North Sydney being an attractive place to live. Active use of public spaces has helped to ensure that there is a range of activities available to different groups of people during both day and night.
North Sydney in 2020 provides a diverse range of affordable housing types important for all ages and lifestyles. Thesehousing options play a valuable role in attracting and retaining specific population groups. Proactive planning decisions have resulted in improving the housing options for the elderly and to meet the needs of disadvantaged residents.
The heritage value of assets is recognised and protected and has strengthened the identity of local communities as well
as provides a point of interest for residents and tourists alike.
More contemporary planning provisions have strengthened
the significance of heritage and allowed redevelopment to
take place.
North Sydney has outstanding examples of good design and
consolidated its reputation as a municipality with a strong
culture of design excellence. Properties are increasingly
energy and water efficient.
Infrastructure is more sustainable, well maintained and
suitable to the community’s needs and is constructed with
the highest principles of urban design. Improved drainage
systems have improved the health of waterways and reduced
the risk of flooding.
Public transport and alternative means of transport are the
mode of choice for trips to, from and within North Sydney. The
community’s reliance on the car has reduced. Considerable
effort has been made to improve public transport and reduce
traffic congestion, particularly through the use of more
innovative and environmentally friendly systems such as car
pooling. Alternatives are readily available and have improved
community access to social activities, services and commercial
centres.
Convenient and equal access to available parking is achieved
keeping North Sydney moving and giving everyone a ‘fair go’.
Residential and environmental amenity is retained.
Pedestrian and cycling paths link commercial centres and
villages, improving access, safety and social connectedness.
![Page 24: 2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7 North Sydney in Profile 8 Living Sustainably 11 Our Community Strategic Plan 13 Direction](https://reader035.vdocuments.us/reader035/viewer/2022070906/5f7aabfd4c6721379262965a/html5/thumbnails/24.jpg)
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-202022 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
2.1
Ensu
re th
e lo
ng
term
sus
tain
abili
ty o
f in
fras
truc
ture
and
ass
ets
2.1.
1To
pro
vide
and
m
aint
ain
app
rop
riate
in
fras
truc
ture
, ass
ets
and
faci
litie
s th
at m
eets
cu
rren
t and
futu
re
com
mun
ity
need
s
S06
Com
mun
ity
satis
fact
ion
with
the
mai
nten
ance
of l
ocal
road
s an
d fo
otp
aths
S07
Com
mun
ity
satis
fact
ion
with
the
clea
nlin
ess
of lo
cal r
oads
and
foot
pat
hs
S08
Ave
rage
roug
hnes
s of
road
net
wor
k
S09
Ave
rage
con
ditio
n of
foot
pat
h ne
twor
k
S10
Ave
rage
con
ditio
n ra
ting
of d
rain
age
ne
twor
k
2.1.
1.1
Prov
ide
and
mai
ntai
n sa
fe, p
ublic
infr
astr
uctu
re in
clud
ing
road
s, fo
otp
aths
, sto
rmw
ater
dra
ins,
sea
wal
ls a
nd b
uild
ings
2.1.
1.2
Exte
nd c
apac
ity
of in
fras
truc
ture
thro
ugh
flexi
ble
, mul
tipur
pos
e de
sign
and
har
ness
ing
of e
xist
ing
com
mun
ity
infr
astr
uctu
re in
ne
w w
ays
2.1.
1.3
Dev
elop
a p
rogr
am o
f inf
rast
ruct
ure
asse
t acq
uisi
tion
and
crea
tion,
m
aint
enan
ce, r
enew
al a
nd d
isp
osal
to m
inim
ise
who
le o
f life
cos
t
2.1.
1.4
Adv
ocat
e fo
r im
pro
ved
stat
e in
fras
truc
ture
2.1.
1.5
Adv
ocat
e fo
r ade
quat
e fu
ndin
g fo
r ass
et m
aint
enan
ce a
nd
imp
rove
men
t
2.1.
2To
redu
ce th
e ris
k an
d im
pac
ts o
f loc
al fl
oodi
ng
S11
Perc
enta
ge o
f non
floo
ding
pro
per
ties
2.1.
2.1
Prov
ide
and
mai
ntai
n st
orm
wat
er in
fras
truc
ture
that
is c
onsi
sten
t w
ith e
colo
gica
lly s
usta
inab
le d
evel
opm
ent (
ESD
) prin
cip
les
2.2
Imp
rove
mix
of
land
use
and
qua
lity
deve
lop
men
t
2.2.
1To
enco
urag
e la
nd u
se th
at m
eets
ec
olog
ical
ly s
usta
inab
le
desi
gn (E
SD) p
rinci
ple
s
S12
Com
mun
ity
satis
fact
ion
with
land
use
and
qu
alit
y of
dev
elop
men
t
S13
Num
ber
and
typ
e of
dw
ellin
gs
2.2.
1.1
Mai
ntai
n a
cont
emp
orar
y Lo
calE
nviro
nmen
t Pla
n (L
EP) f
or
the
Nor
th S
ydne
yLG
A
2.2.
1.2
Com
ple
te s
tand
ard
LEP
tem
pla
te p
roce
ss a
nd re
view
Dev
elop
men
t C
ontr
ol P
lans
(DC
P)
2.2.
1.3
Dev
elop
and
imp
lem
ent d
evel
opm
ent c
ontr
ibut
ion
sche
mes
/agr
eem
ents
to s
upp
ort l
and
use
deve
lop
men
t
2.2.
2To
eff
ectiv
ely
resp
ond
to s
tate
and
regi
onal
p
lann
ing
initi
ativ
es
S14
Num
ber
of a
dditi
onal
dw
ellin
gs
EC01
Net
gro
wth
of c
omm
erci
al fl
oor s
pac
e
2.2.
2.1
Revi
ew p
lann
ing
inst
rum
ents
to re
flect
the
Com
mun
ity
Stra
tegi
c Pl
an
2.2.
2.2
Resp
ond
to s
tate
and
regi
onal
requ
irem
ents
2.2.
2.3
Mon
itor l
egis
lativ
e an
d re
gula
tory
cha
nges
rela
ting
to c
limat
e ch
ange
2.2.
2.4
Mon
itor l
egis
lativ
e an
d re
gula
tory
cha
nges
rela
ting
to la
nd u
se
pla
nnin
g
2.2.
2.5
Part
icip
ate
in th
e N
SRO
C (N
orth
ern
Sydn
eyRe
gion
alO
rgan
isat
ion
of
Cou
ncils
) Sub
Regi
onal
Plan
ning
Stra
tegy
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232020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
2.2.
3To
pro
mot
e an
d ac
hiev
e de
sign
exc
elle
nce
EN28
Perc
enta
ge o
f dev
elop
men
t ap
pro
vals
w
ith 4
sta
r plu
s gr
eenh
ouse
bui
ldin
g ra
ting
G01
Num
ber
of U
rban
Des
ign
Adv
isor
y Pa
nel
and
Des
ign
Exce
llenc
e Pa
nel m
eetin
gs
2.2.
3.1
Prom
ote
sust
aina
ble
des
ign
in fu
ture
priv
ate
and
pub
lic
deve
lop
men
t
2.2.
3.2
Ensu
re n
ew re
side
ntia
l dev
elop
men
t is
wel
l des
igne
d fo
r peo
ple
w
ith a
dis
abili
ty o
r lim
ited
mob
ility
, the
eld
erly
and
is a
dap
tab
le fo
r us
e by
diff
eren
t hou
seho
ld ty
pes
to e
ncou
rage
age
ing
in p
lace
2.2.
3.3
Enco
urag
e re
furb
ishm
ent o
f exi
stin
g b
uild
ings
for b
ette
r en
viro
nmen
tal p
erfo
rman
ce
2.2.
4To
enc
oura
ge v
ibra
nt,
wel
l mai
ntai
ned
and
conn
ecte
d st
reet
scap
es,
neig
hbou
rhoo
ds, v
illag
es,
pub
lic d
omai
ns a
nd
com
mer
cial
cen
tres
that
b
uild
a s
ense
of c
omm
unit
y
S15
Com
mun
ity
sati
sfac
tion
wit
h th
e lo
ok a
nd
amen
ity
of N
orth
Syd
ney
S16
Num
ber
of r
epor
ted
inci
den
ces
of g
raffi
ti
S17
Num
ber
of a
ban
don
ed v
ehic
les
rep
orte
d
2.2.
4.1
Dev
elop
and
imp
lem
ent m
aste
rpla
ns fo
r vill
ages
2.2.
4.2
Mai
ntai
n an
d se
rvic
e vi
llage
faci
litie
s th
roug
h p
lace
man
agem
ent
2.2.
4.3
Imp
rove
ped
estr
ian
light
ing
and
surv
eilla
nce
of th
e vi
llage
s to
re
duce
van
dalis
m a
nd g
raffi
ti
2.2.
4.4
Build
prid
e in
com
mun
ity
asse
ts th
at a
ssis
ts in
mai
nten
ance
as
wel
l as
dete
rrin
g gr
affiti
and
vand
alis
m
2.2.
4.5
Incr
ease
com
mun
ity
enga
gem
ent i
n im
pro
ving
str
eets
cap
es,
neig
hbou
rhoo
ds, v
illag
es a
nd c
omm
erci
al c
entr
es
2.2.
5To
iden
tify,
pre
serv
e an
d p
rom
ote
Nor
th
Sydn
ey’s
herit
age
S18
Num
ber
of i
tem
s on
the
herit
age
sche
dule
S19
Com
mun
ity
satis
fact
ion
with
rete
ntio
n of
he
ritag
e ite
ms
2.2.
5.1
Adv
ocat
e fo
r pla
cing
pow
erlin
es u
nder
grou
nd
2.2.
5.2
Con
tinue
to p
rote
ct a
nd p
rom
ote
the
herit
age
valu
es o
f res
iden
tial
amen
ity
incl
udin
g si
gnifi
cant
arc
hite
ctur
e, o
bje
cts,
pla
ces
and
la
ndsc
apes
2.2.
5.3
Enco
urag
e th
e us
e an
d ad
apta
tion
of h
erita
ge a
nd o
ther
exi
stin
g
bui
ldin
gs
2.3
Prov
ide
effec
tive
com
plia
nce
man
agem
ent
2.3.
1To
adm
inis
ter a
nd
enfo
rce
the
stat
utor
y re
gula
tions
for b
uild
ing
and
deve
lop
men
t wor
ks
S20
Perc
enta
ge o
f bui
ldin
g an
d de
velo
pm
ent
wor
ks c
omp
lain
ts in
vest
igat
ed w
ithin
set
tim
efra
mes
S21
Perc
enta
ge o
f reg
ulat
ed p
rem
ises
insp
ecte
d w
ithin
set
tim
efra
mes
S22
Perc
enta
ge o
f foo
d p
rem
ises
insp
ecte
d
with
in s
et ti
mef
ram
es
2.3.
1.1
Effec
tive
deve
lop
men
t ass
essm
ent a
nd d
eter
min
atio
n p
roce
sses
2.3.
1.2
Prov
ide
resp
onsi
ve c
omp
lianc
e se
rvic
es to
ens
ure
bui
ldin
g w
ork
mee
ts a
pp
rove
d co
nsen
ts
2.3.
1.3
Inve
stig
ate
and
resp
ond
to s
ituat
ions
like
ly to
be
obje
ctio
nab
le,
affec
t hum
an h
ealt
h or
saf
ety
or c
ause
nui
sanc
e
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2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-202024 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
2.3.
2To
adm
inis
ter a
nd
enfo
rce
the
stat
utor
y re
gula
tions
of h
ealt
h an
d sa
fety
of l
icen
sed
activ
ities
S22
Perc
enta
ge o
f reg
ulat
ed p
rem
ises
insp
ecte
d w
ithin
set
tim
efra
mes
2.
3.2.
1 In
vest
igat
e an
d re
spon
d to
situ
atio
ns li
kely
to b
e ob
ject
iona
ble
, aff
ect h
uman
hea
lth
or s
afet
y or
cau
se n
uisa
nce
2.3.
2.2
Insp
ect f
ood
pre
mis
es to
ens
ure
com
plia
nce
with
the
Food
Stan
dard
s C
ode
2.3.
3To
adm
inis
ter a
nd
enfo
rce
the
stat
utor
y re
gula
tions
of t
he k
eep
ing
of c
omp
anio
n an
imal
s
S23
Perc
enta
ge o
f dog
com
pla
ints
resp
onde
d to
w
ithin
agr
eed
serv
ice
leve
l2.
3.3.
1 In
vest
igat
e an
d re
spon
d to
situ
atio
ns li
kely
to b
e ob
ject
iona
ble
, aff
ect h
uman
hea
lth
or s
afet
y or
cau
se n
uisa
nce
2.4
Enco
urag
e su
stai
nab
le tr
ansp
ort
2.4.
1To
incr
ease
the
use
of p
ublic
tran
spor
t and
al
tern
ativ
e tr
avel
mea
ns
and
a re
duct
ion
in th
e us
e an
d re
lianc
e up
on
priv
ate
mot
or v
ehic
les
S24
Num
ber
of r
esid
ents
and
wor
kers
usi
ng
pub
lic tr
ansp
ort
S25
Com
mun
ity
satis
fact
ion
with
pub
lic
tran
spor
t
S26
Num
ber
of c
ars
regi
ster
ed in
Nor
th S
ydne
y
S27
Num
ber
of c
ar p
arki
ng p
erm
its is
sued
S28
Num
ber
of d
evel
opm
ent a
pp
rova
ls th
at
incl
ude
bik
e st
orag
e
S29
Num
ber
of c
ar s
hare
veh
icle
s in
Nor
th
Sydn
ey
2.4.
1.1
Prom
ote
use
of p
ublic
tran
spor
t and
enc
oura
ge u
se o
f alte
rnat
ive
m
odes
of t
rans
por
t eg
car s
hare
sch
emes
2.4.
1.2
Adv
ocat
e fo
r inc
reas
ed in
cent
ives
for t
he u
se o
f pub
lic tr
ansp
ort,
priv
ate
pur
chas
e of
low
er im
pac
t mot
or v
ehic
les
and
chan
ges
to
frin
ge b
enefi
t tax
arr
ange
men
ts
2.4.
1.3
Incr
ease
the
amou
nt o
f str
eet s
pac
e de
dica
ted
to s
usta
inab
le
tran
spor
t mod
es e
g b
us la
nes
and
cycl
e la
nes
2.4.
1.4
Adv
ocat
e fo
r im
pro
ved
afte
r hou
rs tr
ansp
ort s
ervi
ces
to a
ssis
t w
orke
rs a
nd n
ight
tim
e re
crea
tion
2.4.
2To
pro
mot
e su
stai
nab
le tr
avel
for
wor
kpla
ces
and
venu
es
inN
orth
Syd
ney
S30
Num
ber
of a
dditi
onal
bik
e ra
cks/
par
king
in
stal
led
S31
Num
ber
of d
evel
opm
ent a
pp
rova
ls th
at
incl
ude
‘end
of t
rip’ f
acili
ties
for c
yclis
ts a
nd
ped
estr
ians
S32
Num
ber
of C
ounc
il offi
ces,
faci
litie
s an
d ca
r p
arks
with
ele
ctric
veh
icle
rech
arge
faci
litie
s
2.4.
2.1
Imp
rove
‘end
of t
rip’ f
acili
ties
(eg
bik
e p
arki
ng, s
how
ers
and
chan
ge
faci
litie
s) fo
r wal
kers
and
cyc
lists
2.4.
2.2
Prov
ide
rech
arge
faci
litie
s fo
r ele
ctric
veh
icle
s at
Cou
ncil
office
s,
faci
litie
s an
d ca
r par
ks
2.4.
2.3
Regu
late
Gre
en T
rave
l Pla
ns fo
r maj
or d
evel
opm
ents
2.4.
3To
pro
vide
a n
etw
ork
of a
cces
sib
le, s
afe
and
linke
d p
edes
tria
n an
d cy
cle
pat
hs th
roug
hout
N
orth
Syd
ney
S33
Com
mun
ity
sati
sfac
tion
wit
h p
edes
tria
n an
d
cycl
e p
aths
S34
Leng
th o
f ped
estr
ian
and
cycl
ing
pat
hs
S35
Num
ber
of b
us s
helt
ers
S36
Num
ber
of p
edes
tria
n an
d cy
clin
g ne
twor
ks
2.4.
3.1
Imp
rove
acc
ess
and
conn
ectio
ns b
etw
een
open
sp
ace,
vill
ages
an
d re
crea
tiona
l fac
ilitie
s fo
r ped
estr
ians
and
cyc
lists
2.4.
3.2
Adv
ocat
e fo
r fun
ding
for w
alki
ng a
nd c
yclin
g fa
cilit
ies
2.4.
3.3
Imp
rove
dire
ctio
nal s
igna
ge fo
r ped
estr
ians
and
cyc
ling
netw
orks
in
Nor
th S
ydne
y
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252020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
2.5
Imp
rove
traffi
c m
anag
emen
t2.
5.1
To m
anag
e tr
affic
to re
duce
con
gest
ion
on lo
cal r
oads
S37
Num
ber
of v
ehic
les
on lo
cal r
oads
S38
Traffi
c sp
eed
and
volu
me
aver
ages
on
loca
l ro
ads
in re
side
ntia
l are
as
S39
Com
mun
ity
satis
fact
ion
with
traffi
c flo
w
thro
ugho
ut N
orth
Syd
ney
2.5.
1.1
Prov
ide
pla
nnin
g, d
esig
n, in
vest
igat
ion
and
man
agem
ent o
f tra
ffic
and
tran
spor
t in
acco
rdan
ce w
ith s
afet
y an
d co
mm
unit
y p
riorit
ies
2.5.
1.2
Wor
k w
ith th
e St
ate
Gov
ernm
ent t
o de
velo
p a
nd im
ple
men
t lon
g-te
rm tr
ansp
ort s
trat
egy
for t
he S
pit
Road
/Mili
tary
Roa
d co
rrid
or to
th
eN
orth
ern
Beac
hes
2.5.
1.3
Secu
re a
dditi
onal
gra
nt fu
ndin
g fo
r the
up
grad
e of
traffi
c fa
cilit
ies
2.5.
2To
man
age
on s
tree
tan
d off
str
eet c
ar p
arki
ngS4
0N
umb
er o
f ‘re
side
nt e
xcep
ted
’ res
tric
ted
p
arki
ng s
pac
es
S41
Num
ber
of C
BD o
ff s
tree
t priv
ate
(non
-re
side
ntia
l and
non
-com
mer
cial
) car
par
king
sp
aces
S42
Com
mun
ity
satis
fact
ion
with
par
king
p
rovi
sion
S43
Num
ber
of c
ar p
arki
ng s
pac
es fo
r car
sha
re
and
low
imp
act v
ehic
les
S44
Num
ber
of d
evel
opm
ent a
pp
rova
ls th
at
incl
ude
‘car
sta
cker
s’
2.5.
2.1
Con
tinue
to im
ple
men
t and
revi
ew th
e Re
side
ntPa
rkin
g Pe
rmit
Polic
y an
d on
str
eet r
esid
ent p
arki
ng s
chem
es
2.5.
2.2
Use
tech
nolo
gy to
man
age
par
king
2.5.
2.3
Prov
ide
inte
grat
ed a
nd e
ffici
ent p
arki
ng o
ptio
ns in
vill
ages
and
re
tail
area
s
2.5.
2.4
Con
tinue
to m
anag
e off
str
eet p
arki
ng in
new
dev
elop
men
ts
thro
ugh
the
Dev
elop
men
t Con
trol
Pla
n
![Page 28: 2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7 North Sydney in Profile 8 Living Sustainably 11 Our Community Strategic Plan 13 Direction](https://reader035.vdocuments.us/reader035/viewer/2022070906/5f7aabfd4c6721379262965a/html5/thumbnails/28.jpg)
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-202026
KEY
CON
TRIB
UTO
RS
Cou
ncil
will
wor
k w
ith th
e fo
llow
ing
stak
ehol
ders
to h
elp
imp
lem
ent D
irect
ion
2:
Ad
voca
teFu
nd
erSe
rvic
e Pr
ovid
erRe
gul
ator
Part
ner
Nor
th S
ydne
y C
ounc
il
Busi
ness
es
Cit
y Ra
il/Ra
ilCor
p
Com
mun
ity
grou
ps
Dep
artm
ent o
f Inf
rast
ruct
ure,
Tra
nsp
ort,
Regi
onal
Dev
elop
men
t and
Loc
alG
over
nmen
t
Dev
elop
ers
NSW
Dep
artm
ent A
rts,
Sp
orts
and
Rec
reat
ion
NSW
Dep
artm
ent o
f Env
ironm
ent a
nd C
limat
e C
hang
e
NSW
Dep
artm
ent o
f Pla
nnin
g
NSW
Food
Aut
horit
y
NSW
Min
istr
y of
Tra
nsp
ort
NSW
Polic
e
Road
s an
d Tr
affic
Aut
horit
y
Scho
ols
Stat
e Tr
ansi
t Aut
horit
y - S
ydne
y Bu
ses/
Sydn
eyFe
rrie
s
Idea
s to
Mak
e it
Hap
pen
eg fi
t wat
er e
ffici
ent s
how
er
head
s, ra
inw
ater
tank
s, ta
p fl
ow
regu
lato
rs a
nd u
se e
nerg
y an
d w
ater
effi
cien
t ele
ctric
al g
oods
com
pet
ition
s in
Nor
th S
ydne
y
shop
s, w
ork
or s
choo
l
pan
els,
sol
ar h
ot w
ater
sys
tem
s an
d w
ater
tank
s an
d en
ergy
and
w
ater
effi
cien
t fixt
ures
and
fitt
ing
whe
n re
nova
ting
your
hou
se
Busi
ness
- En
ergy
$av
ing’
p
rogr
am to
redu
ce y
our
ener
gy b
ills
and
min
imis
e gr
eenh
ouse
gas
em
issi
ons
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
![Page 29: 2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7 North Sydney in Profile 8 Living Sustainably 11 Our Community Strategic Plan 13 Direction](https://reader035.vdocuments.us/reader035/viewer/2022070906/5f7aabfd4c6721379262965a/html5/thumbnails/29.jpg)
27
Direction 3: Our Economic Vitality
Where will we be in 2020?By 2020, North Sydney is reinforced as one of Australia’s largest commercial centres. North Sydney CBD is a hub for industries such as telecommunications, banking and finance, information technology and media and advertising.
Business confidence is high, and the local economy is thriving. Business networks have been a successful tool in improving coordination and cooperation among small local businesses. Our CBD hosts a prosperous business community, contributes to a vibrant lifestyle and works in harmony with the surrounding natural environment, residential areas and other commercial centres nearby. Local commercial centres are also healthy with sufficient capacity provided to support economic activity in centres outside the CBD.
North Sydney is a premier retail destination and recognised activity hub with a great variety of offerings for meeting, shopping, cultural activities and after hours dining. Functionalimprovements to the commercial centres such as pedestrian path networks, improved community meeting places and better public transport have strengthened the commercial centres, making them a crucial element of the sustainability of North Sydney.
North Sydney has a national and worldwide recognition as a tourism icon. Tourism has served to preserve and enhance natural resources that can be used and enjoyed by residents and visitors alike.
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
![Page 30: 2O2OVISI ON - northsydney.nsw.gov.au · Our Vision, Mission and Values 6 Council’s Charter 7 North Sydney in Profile 8 Living Sustainably 11 Our Community Strategic Plan 13 Direction](https://reader035.vdocuments.us/reader035/viewer/2022070906/5f7aabfd4c6721379262965a/html5/thumbnails/30.jpg)
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-202028 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
3.1
Ensu
re a
vib
rant
, st
rong
, and
sus
tain
able
lo
cal e
cono
my
3.1.
1To
incr
ease
the
cap
abili
ty o
f bus
ines
s in
N
orth
Syd
ney
EC02
Offi
ce a
nd re
tail
occu
pan
cy a
nd v
acan
cy
rate
s
EC03
Num
ber
of b
usin
esse
s by
indu
stry
div
isio
n
EC04
Loca
l est
imat
es o
f une
mp
loym
ent
(une
mp
loye
d p
erso
ns a
nd u
nem
plo
ymen
t ra
te) b
y ag
e an
d ge
nder
EC05
Bus
ines
s co
mm
unit
y sa
tisfa
ctio
n w
ith
Nor
th S
ydne
y as
a g
ood
pla
ce to
do
bus
ines
s
3.1.
1.1
Inve
stig
ate
way
s to
furt
her e
ngag
e la
ndow
ners
, bus
ines
ses
and
ot
her s
take
hold
ers
to s
tren
gthe
n ec
onom
ic a
ctiv
ity
3.1.
1.2
Ensu
re th
e de
sign
of m
ajor
infr
astr
uctu
re a
nd p
ublic
dom
ain
cont
ribut
es to
Nor
th S
ydne
y’s
bus
ines
s ne
eds
3.1.
1.3
Enha
nce
rela
tions
hip
s/p
artn
ersh
ips
with
Cha
mb
ers
of C
omm
erce
3.1.
1.4
Incr
ease
com
mun
ity
enga
gem
ent i
n im
pro
ving
Nor
th S
ydne
y C
BDan
d re
tail
and
com
mer
cial
cen
tres
3.1.
2To
cre
ate
exp
ande
d op
por
tuni
ties
for b
usin
ess
thro
ugh
a ra
nge
of
pla
nnin
g in
itiat
ives
EC06
Net
gro
wth
of c
omm
erci
al fl
oor s
pac
e in
th
e C
BD
EC07
The
dolla
r val
ue o
f com
mer
cial
con
stru
ctio
n
3.1.
2.1
Revi
ew o
pp
ortu
nitie
s fo
r com
mer
cial
cen
tre
grow
th
3.1.
2.2
Stre
amlin
e an
d si
mp
lify
deve
lop
men
t ap
pro
val a
nd li
cens
ing
pro
cess
es
3.1.
3To
ens
ure
the
reta
il an
d ho
spita
lity
sect
or is
th
rivin
g, d
iver
se a
nd u
niqu
e
EC08
Perc
enta
ge m
ix o
f ret
ail u
ses
3.1.
3.1
Mon
itor a
nd a
ssis
t in
the
imp
lem
enta
tion
of n
ew li
quor
lice
nsin
g la
ws
3.1.
3.2
Enco
urag
e th
e de
velo
pm
ent o
f div
erse
mix
of b
usin
esse
s
3.1.
3.3
Stre
ngth
en o
pp
ortu
nitie
s fo
r sho
pp
ing,
din
ing
and
ente
rtai
nmen
t p
artic
ular
ly a
fter
hou
rs a
nd o
n w
eeke
nds
3.1.
3.4
Imp
lem
entN
orth
Syd
ney
Pub
licD
omai
nSt
rate
gy
3.1.
3.5
Iden
tify
opp
ortu
nitie
s fo
r cul
tura
l, en
tert
ainm
ent a
nd p
ublic
art
ac
tiviti
es in
the
com
mer
cial
cen
tres
3.2
Ensu
re N
orth
Sy
dney
CBD
is o
ne
of A
ustr
alia
’s la
rges
t co
mm
erci
al c
entr
es
3.2.
1To
ackn
owle
dge
the
CBD
’s ro
le a
s a
maj
or
emp
loym
ent c
entr
e w
ithin
m
etro
pol
itan
Sydn
ey
EC09
Bus
ines
s co
mm
unit
y sa
tisfa
ctio
n w
ith
the
look
and
am
enit
y of
the
pub
lic d
omai
n.
EC10
Rank
ing
of N
orth
Syd
ney
CBD
aga
inst
ot
her m
ajor
com
mer
cial
cen
tres
3.2.
1.1
Ensu
re th
e LE
P p
rovi
des
cap
acit
y fo
r em
plo
ymen
t gro
wth
in N
orth
Sy
dney
3.2.
1.2
Dev
elop
crit
eria
to a
ttra
ct a
nd e
ncou
rage
bus
ines
ses
in th
e N
orth
Sy
dney
CBD
3.2.
1.3
Incr
ease
nat
iona
l and
inte
rnat
iona
l exp
osur
e as
a p
refe
rred
lo
catio
n fo
r bus
ines
s th
roug
h ap
pro
pria
te b
rand
ing
3.2.
1.4
Ensu
re th
at d
ecis
ion
mak
ing
in re
fere
nce
to th
e C
BD re
spec
ts th
e ne
eds
of s
urro
undi
ng re
side
nts
and
the
natu
ral e
nviro
nmen
t
3.2.
2To
del
iver
eco
nom
ic
ben
efits
to N
orth
Syd
ney
by h
ostin
g ev
ents
EC11
Num
ber
of n
atio
nal o
r int
erna
tion
al
even
ts h
oste
d in
Nor
th S
ydne
y p
er y
ear
EC12
Num
ber
of m
ajor
sp
orti
ng e
vent
s he
ld in
Nor
th S
ydne
y p
er y
ear
3.2.
2.1
Mar
ket N
orth
Syd
ney
as a
des
tinat
ion
of c
hoic
e to
inte
rnat
iona
l and
do
mes
tic v
isito
rs
3.2.
2.2
Man
age
the
imp
act o
f vis
itors
to N
orth
Syd
ney
to b
alan
ce th
e eff
ect o
n re
side
nts’
lifes
tyle
s an
d ec
onom
ic d
evel
opm
ent
3.2.
2.3
Con
tinue
to s
ourc
e m
ajor
regi
onal
and
sp
ortin
g ev
ents
3.2.
2.4
Fost
er fo
rmal
par
tner
ship
s w
ith o
ther
gov
ernm
ents
and
bus
ines
ses
to c
oord
inat
e su
pp
ort f
or a
n ev
ents
cal
enda
r for
Nor
th S
ydne
y
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292020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
KEY
CON
TRIB
UTO
RS
Cou
ncil
will
wor
k w
ith th
e fo
llow
ing
stak
ehol
ders
to h
elp
imp
lem
ent D
irect
ion
3:
Ad
voca
teFu
nd
erSe
rvic
e Pr
ovid
erRe
gul
ator
Part
ner
Nor
th S
ydne
y C
ounc
il
Busi
ness
es
Cha
mb
ers
of C
omm
erce
Nei
ghb
ourin
g co
unci
ls
NSW
Dep
artm
ent o
f Pla
nnin
g
Oth
er g
over
nmen
t age
ncie
s an
d p
artn
ers
Prop
erty
Cou
ncil
of N
SW
Tour
ism
NSW
Idea
s to
Mak
e it
Hap
pen
Com
mer
ce a
nd n
etw
orks
stud
ents
, tra
inee
s an
d ap
pre
ntic
es
bus
ines
ses
and
mar
kets
loca
l med
ia a
war
e of
you
r ach
ieve
men
ts
such
as
achi
evin
g a
‘firs
t’ fo
r you
r in
dust
ry, s
ucce
ssfu
lly te
nder
ing
for a
la
rge
cont
ract
, sig
nific
ant a
nnua
l gro
wth
, a
larg
e in
crea
se in
you
r em
plo
ymen
t nu
mb
ers,
or b
eing
reco
gnis
ed th
roug
h a
regi
onal
and
nat
iona
l aw
ards
pro
gram
s
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2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-202030
Direction 4: Our Social Vitality
Where will we be in 2020?In 2020, North Sydney offers a strong sense of local community
based on networks of neighbourhoods. Properly planned,
designed and managed public spaces have provided meeting
places and brought communities together.
Arts and cultural activities and events help retain, support and
strengthen the cultural heritage of North Sydney. The arts are
thriving in North Sydney and the community has numerous
opportunities to express its creativity. Well managed events
draw the community together and bring financial, social and
environmental benefits. Council has been successful in gaining
corporate sponsorship for many of North Sydney’s events.
In 2020, ‘learning’ is a lifelong experience in North Sydney
and the organisations that facilitate learning are an integral
part of our community. Learning is seen as a valuable activity
for people of all ages and is available in many forms and a
variety of settings, both formal and informal. Stanton Library
is reinforced as a centre of excellence. North Sydney has a
strong and diverse volunteer culture and volunteers feel
valued for what they contribute. In 2020, there is greater
intergenerational exchange. The knowledge and experience
of retired ‘baby boomers’ is a potential resource to be utilised
by the community.
The community enjoys an active and healthy lifestyle.
Accessible health services and an increase in the availability of
activities and programs especially for youth and older persons
have contributed to the improvements in community health
and community connectedness. North Sydney is a community
where the socially isolated, disadvantaged and residents
under stress are cared for.
Community services and facilities are well planned, well
located, accessible and meet a variety of uses. They reflect the research and planning undertaken by North Sydneyinto the needs of specific groups. Council has maintained and expanded partnerships with government sectors and community organisations to ensure the ongoing delivery of community services and programs.
In 2020, North Sydney is a place where people are safe and feel safe. An increased sense of community has contributed to a greater feeling of personal and neighbourhood safety. Itis safer to move around North Sydney. Council in consultation with the community has implemented a range of initiatives to cater for the needs of pedestrians and drivers. Council’s commitment to road maintenance and successful lobbying for funds to upgrade roads has made car travel around North Sydney safer. Community based transport solutions have improved particularly in servicing neighbourhoods.
Over the past 20 years the history of North Sydney has continued to be carefully preserved and documented. This has included the history of the traditional indigenous custodians of the land. Valuing and preserving local heritage has strengthened the identity of local communities as well as building a sense of community.
North Sydney in 2020 provides a diverse range of affordable housing types important for all ages and lifestyles. Thesehousing options play a valuable role in attracting and retaining specific population groups. Proactive planning decisions have resulted in improving the housing options for the elderly and meeting the needs of disadvantaged residents.
With a strong, healthy, connected and vibrant community we are better able to care for our environment, promote harmonious living and effectively address economic sustainability, locally and regionally.
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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31
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
4.1
Prom
ote
dive
rse,
dy
nam
ic a
nd c
onne
cted
lo
cal c
omm
uniti
es
4.1.
1To
incr
ease
the
com
mun
ity
feel
ing
of c
onne
cted
ness
S45
Perc
enta
ge o
f res
iden
ts w
ho fe
el a
sen
se o
f co
mm
unit
y in
Nor
th S
ydne
y an
d th
eir
neig
hbou
rhoo
d
4.1.
1.1
Fost
er a
nd b
uild
com
mun
ity
par
tner
ship
s an
d ne
twor
ks
4.1.
1.2
Dev
elop
pro
gram
s to
dec
reas
e so
cial
isol
atio
n
4.1.
2To
pro
vide
, sup
por
t an
d in
crea
se a
war
enes
s of
com
mun
ity
even
ts
S46
Num
ber
of s
tree
t act
iviti
es
S47
Com
mun
ity
even
t par
ticip
atio
n le
vels
S48
Aud
ienc
e sa
tisfa
ctio
n w
ith C
ounc
il ru
n
com
mun
ity
even
ts
4.1.
2.1
Dev
elop
and
imp
lem
ent a
coo
rdin
ated
ap
pro
ach
to e
vent
s
4.1.
2.2
Prom
ote
activ
e an
d di
vers
e st
reet
life
, inc
ludi
ng m
arke
ts, s
tree
t p
artie
s an
d fa
irs u
sing
str
eets
, lan
eway
s an
d p
ublic
sp
aces
4.1.
3To
pro
mot
e an
d su
pp
ort s
ocia
l and
cu
ltur
al d
iver
sity
S49
Num
ber
of c
ultu
ral g
roup
s an
d or
gani
satio
ns
sup
por
ted
S50
Num
ber
of p
rogr
ams
spec
ifica
lly d
esig
ned
for C
ALD
gro
ups
4.1.
3.1
Faci
litat
e an
d su
pp
ort l
ocal
cul
tura
l gro
ups
and
com
mun
ity
orga
nisa
tions
4.1.
3.2
Cel
ebra
te d
iver
sity
with
in th
e co
mm
unit
y
4.1.
3.3
Prov
ide
tran
slat
ed c
omm
unit
y in
form
atio
n
4.1.
4To
iden
tify,
pre
serv
e an
d p
rom
ote
Nor
th
Sydn
ey’s
hist
ory
S51
Num
ber
of A
bor
igin
al c
ultu
ral h
erita
ge s
ites
S52
Com
mun
ity
awar
enes
s of
the
sign
ifica
nce
of h
isto
ric s
ites
4.1.
4.1
Prot
ect a
nd m
aint
ain
sacr
ed a
nd h
isto
ric s
ites
4.1.
4.2
Cel
ebra
te lo
cal h
isto
ry a
nd h
erita
ge
4.1.
4.3
Prom
ote
acce
ss to
loca
l his
tory
thro
ugh
Nor
th S
ydne
yH
erita
ge C
entr
e, lo
cal m
useu
ms
and
sign
age
4.1.
4.4
Pres
erve
loca
l site
s of
Ab
orig
inal
sig
nific
ance
4.1.
4.5
Prom
ote
hist
oric
al a
nd c
ultu
ral i
cons
to lo
cals
and
dom
estic
and
in
tern
atio
nal t
ouris
ts
4.1.
5To
faci
litat
e a
rang
e of
art
s an
d cu
ltur
al
pro
gram
s an
d fa
cilit
ies
S53
Cus
tom
er s
atis
fact
ion
with
art
s an
d cu
ltur
al
serv
ices
and
pro
gram
s
S54
Num
ber
of p
erfo
rmin
g an
d vi
sual
art
s
venu
es in
Nor
th S
ydne
y
S55
Num
ber
of p
erm
anen
t pub
lic a
rts
wor
ks
4.1.
5.1
Dev
elop
and
imp
lem
ent a
div
erse
rang
e of
art
s ed
ucat
ion
and
cu
ltur
al p
rogr
ams
4.1.
5.2
Prom
ote
per
form
ing
arts
faci
litie
s an
d p
rogr
ams
4.1.
5.3
Prov
ide
acce
ss to
vis
ual a
rts
stud
io a
nd e
xhib
ition
sp
aces
4.1.
5.4
Exp
lore
tem
por
ary
use
of u
nuse
d co
mm
erci
al s
pac
es a
s aff
orda
ble
ex
hib
ition
sp
aces
for a
rtis
ts a
nd c
ultu
ral g
roup
s
4.1.
5.5
Esta
blis
h p
artn
ersh
ips
with
oth
er le
vels
of g
over
nmen
t and
loca
l co
unci
ls a
s w
ell a
s b
usin
esse
s an
d co
mm
unit
y gr
oup
s to
coo
rdin
ate
and
sup
por
t cul
tura
l dev
elop
men
t
4.1.
5.6
Imp
lem
ent p
ublic
art
initi
ativ
es
4.1.
5.7
Iden
tify
opp
ortu
nitie
s fo
r del
iver
y of
cul
tura
l pro
gram
s th
roug
h
com
mun
ity
cent
res
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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32
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
4.1.
6To
sup
por
t and
en
cour
age
phi
lant
hrop
yS5
6Th
e do
llar v
alue
of b
enefi
ts d
eliv
ered
to
the
com
mun
ity
per
yea
r tho
ugh
phi
lant
hrop
y4.
1.6.
1 In
vest
igat
e es
tab
lishm
ent o
f a b
eque
st p
rogr
am to
enc
oura
ge th
e do
natio
n of
land
, bui
ldin
gs a
nd re
sour
ces
for c
omm
unit
y us
e
4.2
Enco
urag
e lif
elon
g le
arni
ng
and
volu
ntee
ring
4.2.
1To
pro
vide
adu
lt
and
tert
iary
edu
catio
nal
opp
ortu
nitie
s
S57
Com
mun
ity
satis
fact
ion
with
the
rang
e of
le
arni
ng o
pp
ortu
nitie
s
S58
Num
ber
of p
eop
le c
omp
letin
g ed
ucat
iona
l/tr
aini
ng a
ctiv
ities
thro
ugh
com
mun
ity
cent
res
4.2.
1.1
Enco
urag
e ac
tiviti
es a
nd p
rogr
ams
to a
ddre
ss th
e ed
ucat
iona
l ne
eds
of th
e co
mm
unit
y
4.2.
1.2
Sup
por
t pro
visi
on o
f cou
rses
and
act
iviti
es a
vaila
ble
thro
ugh
com
mun
ity
cent
res
and
othe
r edu
catio
nal i
nstit
utio
ns.
4.2.
1.3
Prov
ide
netw
orki
ng o
pp
ortu
nitie
s an
d lin
ks b
etw
een
the
educ
atio
n se
ctor
and
com
mun
ity
serv
ices
4.2.
2To
sup
por
t a
dive
rsit
y of
prim
ary
and
seco
ndar
y sc
hool
s
S59
Perf
orm
ance
of N
orth
Syd
ney
stud
ents
co
mp
ared
to S
tate
ben
chm
arks
4.2.
2.1
Prom
ote
the
dive
rsit
y of
edu
catio
n ch
oice
s av
aila
ble
in
Nor
th S
ydne
y
4.2.
2.2
Prov
ide
netw
orki
ng o
pp
ortu
nitie
s an
d lin
ks b
etw
een
the
educ
atio
n se
ctor
and
com
mun
ity
serv
ices
4.2.
3To
pro
vide
a p
ublic
lib
rary
ser
vice
that
mee
ts
info
rmat
ion,
lear
ning
an
d le
isur
e ne
eds
S60
Num
ber
of l
ibra
ry lo
ans
per
yea
r
S61
Perc
enta
ge o
f res
iden
ts w
ho a
re a
ctiv
e
libra
ry m
emb
ers
S62
Num
ber
of v
isits
to S
tant
on L
ibra
ry p
er y
ear
S63
Stan
ton
Lib
rary
boo
k st
ock
per
cap
ita
S64
Num
ber
of p
artic
ipan
ts in
Sta
nton
lib
rary
p
rogr
ams
S65
Stan
ton
Lib
rary
use
r sat
isfa
ctio
n w
ith
serv
ices
and
info
rmat
ion
4.2.
3.1
Con
tinue
to re
view
lib
rary
col
lect
ion
Man
agem
ent G
uide
lines
4.2.
3.2
Prom
ote
Stan
ton
Lib
rary
as
a ce
ntre
of e
xcel
lenc
e
4.2.
3.3
Prom
ote
outr
each
lib
rary
ser
vice
s an
d on
line
data
bas
es
4.2.
3.4
Off
er a
cces
s to
glo
bal
com
mun
icat
ions
4.2.
3.5
Dev
elop
and
enh
ance
qua
lity
of li
bra
ry s
ervi
ces
and
even
ts
4.2.
4To
pro
mot
e an
d in
crea
se c
omm
unit
y vo
lunt
eerin
g
S66
Perc
enta
ge o
f com
mun
ity
volu
ntee
ring
S67
Ave
rage
num
ber
of v
olun
teer
hou
rs p
er w
eek
S68
Num
ber
of v
olun
teer
s in
volv
ed in
Cou
ncil
vo
lunt
eer p
rogr
ams
4.2.
4.1
Prom
ote
volu
ntee
ring
and
com
mun
ity
invo
lvem
ent
4.2.
4.2
Reco
gnis
e th
e va
lue
of v
olun
teer
con
trib
utio
ns th
roug
h lo
cal
awar
ds p
rogr
ams
or fu
nctio
ns
4.2.
4.3
Dra
w o
n th
e di
vers
ity,
ski
lls a
nd e
xper
tise
of th
e co
mm
unit
y
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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332020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
4.3
Enco
urag
e he
alth
an
d w
ellb
eing
4.3.
1To
pro
mot
e an
d su
pp
ort a
hea
lthy
and
ac
tive
com
mun
ity
S69
Num
ber
of w
ellb
eing
pro
gram
s co
nduc
ted
by
com
mun
ity
cent
res
S70
Use
r sat
isfa
ctio
n w
ith w
ellb
eing
pro
gram
s
and
serv
ices
S71
Com
mun
ity
bus
ser
vice
pat
rona
ge
S72
Num
ber
of i
mm
unis
atio
ns c
linic
s he
ld
4.3.
1.1
Prov
ide
a ra
nge
of re
crea
tion
and
leis
ure
activ
ities
for p
eop
le o
f all
ages
and
ab
ilitie
s
4.3.
1.2
Enco
urag
e in
dep
ende
nt li
ving
for o
lder
peo
ple
and
peo
ple
with
sp
ecia
l nee
ds
4.3.
1.3
Inve
stig
ate
optio
ns to
imp
rove
acc
ess
to h
ealt
h an
d w
ellb
eing
se
rvic
es, i
nclu
ding
incr
ease
d se
rvic
es fo
r old
er p
eop
le a
nd
and
peo
ple
with
a d
isab
iltiy
4.3.
1.4
Esta
blis
h p
artn
ersh
ips
and
pro
gram
s to
imp
rove
soc
ial
cond
ition
s an
d ou
tcom
es a
mon
g p
artic
ular
com
mun
ities
4.3.
1.5
Dev
elop
pro
gram
s to
pro
mot
e a
heal
thy
lifes
tyle
(eg
stre
ss
man
agem
ent,
men
tal h
ealt
h an
d he
alth
y ea
ting)
4.3.
1.6
Sup
por
t ear
ly c
hild
hood
hea
lth
4.3.
1.7
Con
tinue
pro
visi
on o
f com
mun
ity
tran
spor
t ena
blin
g ol
der p
eop
le
and
peo
ple
with
dis
abili
ties
to a
cces
s se
rvic
es a
nd le
isur
e ac
tiviti
es
4.3.
1.8
Inve
stig
ate
com
mun
ity
bus
sys
tem
to s
ervi
ce v
illag
es
4.4
Enha
nce
com
mun
ity
serv
ices
, fac
ilitie
s an
d in
form
atio
n
4.4.
1To
pro
vide
equ
itab
le
and
affor
dab
le a
cces
s to
com
mun
ity
serv
ices
, in
form
atio
n, p
rogr
ams
and
faci
litie
s
S73
Util
isat
ion
of c
omm
unit
y ce
ntre
s an
d
com
mun
ity
faci
litie
s
S74
Com
mun
ity
satis
fact
ion
with
com
mun
ity
fa
cilit
ies
S75
Util
isat
ion
of c
hild
car
e se
rvic
es
S76
Com
mun
ity
satis
fact
ion
with
Cou
ncil’
s p
rovi
sion
of c
hild
ren’
s se
rvic
es
S77
Clie
nt s
atis
fact
ion
at e
ach
Cou
ncil
oper
ated
ch
ildca
re c
entr
e
S78
Num
ber
of F
amily
Day
Car
e p
rogr
ams
S79
Part
icip
atio
n ra
tes
in V
acat
ion
Car
e p
rogr
ams
S80
Num
ber
of y
outh
invo
lved
with
pro
gram
s fo
r yo
ung
peo
ple
S81
Num
ber
of p
artic
ipan
ts in
pro
gram
s fo
r ol
der p
eop
le a
nd p
eop
le w
ith d
isab
ilitie
s
4.4.
1.1
Prov
ide
and
pro
mot
e w
idel
y ac
cess
ible
info
rmat
ion
on s
upp
ort
serv
ices
, bot
h fa
ce to
face
and
onl
ine
4.4.
1.2
Prov
ide
child
care
ser
vice
s in
clud
ing
Fam
ilyD
ay C
are
and
Vaca
tion
C
are
pro
gram
s
4.4.
1.3
Faci
litat
e eq
ual a
cces
s to
com
mun
ity
serv
ices
and
faci
litie
s
4.4.
1.4
Incr
ease
acc
ess
to s
ervi
ces
and
info
rmat
ion
sup
por
t for
fam
ilies
, yo
ung
peo
ple
and
old
er p
eop
le
4.4.
1.5
Prep
are
stra
tegi
es to
ens
ure
serv
ices
mee
t loc
al c
omm
unit
y ne
eds
fo
r all
stag
es o
f the
life
cyc
le
4.4.
1.6
Prov
ide
sup
por
t and
fund
ing
for c
omm
unit
y gr
oup
s
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2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-202034
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
S82
Car
e gi
ver a
nd u
ser s
atis
fact
ion
with
p
rogr
ams
for o
lder
peo
ple
and
peo
ple
with
di
sab
ilitie
s
S83
Num
ber
of h
its o
n on
line
com
mun
ity
di
rect
ory
(LIN
CS)
G02
Num
ber
of c
omm
unit
y gr
oup
s w
ho re
ceiv
e fin
anci
al s
upp
ort f
rom
Cou
ncil
each
yea
r to
fa
cilit
ate
com
mun
ity
goal
s
G03
Am
ount
of g
rant
fund
ing
or s
pon
sors
hip
re
ceiv
ed b
y C
ounc
il ea
ch y
ear t
o fa
cilit
ate
co
mm
unit
y go
als
4.5
Imp
rove
com
mun
ity
safe
ty a
nd a
cces
sib
ility
4.5.
1To
ens
ure
Nor
th
Sydn
ey is
a p
lace
whe
re
peo
ple
feel
saf
e
S84
Perc
enta
ge o
f com
mun
ity
who
feel
saf
e in
N
orth
Syd
ney
S85
Loca
l Gov
ernm
ent A
rea
Crim
e Ra
nkin
gac
ross
off
ence
typ
es
S86
Com
mun
ity
satis
fact
ion
with
str
eet l
ight
ing
S87
Num
ber
of l
icen
sed
pre
mis
es p
artic
ipat
ing
in
Liqu
or A
ccor
d
S88
Num
ber
of r
epor
ted
inci
denc
es o
f dom
estic
vi
olen
ce
S89
Num
ber
of c
omm
unit
y sa
fety
aud
its p
er y
ear
4.5.
1.1
Dev
elop
pro
gram
s to
dec
reas
e dr
ug a
nd a
lcoh
ol a
bus
e
4.5.
1.2
Prom
ote
anti-
disc
rimin
atio
n an
d p
rovi
de ‘s
afe
spac
es’ a
nd in
clus
ive
pro
gram
s fo
r gay
, les
bia
n, b
isex
ual a
nd tr
ansg
ende
r peo
ple
4.5.
1.3
Dev
elop
pro
gram
s to
dec
reas
e do
mes
tic v
iole
nce
4.5.
1.4
Regu
late
urb
an d
esig
n to
mai
ntai
n an
d im
pro
ve p
ublic
saf
ety
4.5.
1.5
Imp
rove
str
eet l
ight
ing
4.5.
1.6
Prov
ide
info
rmat
ion
on s
afet
y at
hom
e eg
falls
pre
vent
ion
4.5.
1.7
Prov
ide
app
rop
riate
pla
nnin
g fo
r lar
ge s
cale
em
erge
ncie
s
4.5.
2To
imp
rove
the
safe
ty
of p
edes
tria
ns a
nd ro
ad
user
s
S90
Num
ber
of r
oad
acci
dent
dea
ths
and
inju
ries
S91
Num
ber
of e
ach
typ
e of
traffi
c co
llisi
on w
ithin
Nor
th S
ydne
y p
er y
ear
S92
Perc
enta
ge o
f the
com
mun
ity
who
feel
saf
ety
for p
edes
tria
ns a
nd c
yclis
ts is
ade
quat
e or
bet
ter
S93
Num
ber
of p
artic
ipan
ts in
road
saf
ety
p
rogr
ams
4.5.
2.1
Imp
lem
ent r
oad
safe
ty e
duca
tion
pro
gram
s
4.5.
2.2
Adv
ocat
e fo
r roa
d sa
fety
imp
rove
men
ts
4.5.
3To
pro
vide
acc
essi
ble
p
ublic
bui
ldin
gs, s
pac
es
and
faci
litie
s
S94
Com
mun
ity
satis
fact
ion
with
acc
ess
arou
nd
Nor
th S
ydne
y an
d to
the
area
’s b
uild
ings
, sp
aces
, an
d fa
cilit
ies
4.5.
3.1
Prom
ote
Cou
ncil’
s U
nive
rsal
Cha
rter
for A
cces
s
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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352020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
4.6
Prom
ote
affor
dab
le
hous
ing
and
acco
mm
odat
ion
4.6.
1To
sup
por
t aff
orda
ble
an
d ac
cess
ible
hou
sing
S95
Ratio
of a
ffor
dab
le h
ousi
ng a
s a
pro
por
tion
of to
tal h
ousi
ng w
ithin
Nor
th S
ydne
y
S96
Num
ber
of a
dditi
onal
age
d ca
re fa
cilit
ies
S97
Num
ber
of n
ursi
ng h
ome
bed
s in
Nor
th
Sydn
ey
4.6
.1.1
Pro
vide
a ra
nge
of a
ffor
dab
le h
ousi
ng a
nd a
ccom
mod
atio
n
typ
es, i
nclu
ding
low
cos
t, em
erge
ncy
and
shor
t ter
m
hous
ing
to s
uit a
cha
ngin
g p
opul
atio
n
4.6.
1.2
Exp
lore
op
por
tuni
ties
for i
ncre
ased
hou
sing
div
ersi
ty to
m
eet a
rang
e of
nee
ds e
spec
ially
old
er p
eop
le, p
eop
le w
ith
disa
bili
ties
and
key
wor
kers
4.6.
1.3
Sup
por
t old
er re
side
nts
thro
ugh
acce
ss to
loca
l nur
sing
ho
mes
and
retir
emen
t vill
ages
4.6.
1.4
Imp
lem
ent p
rogr
ams
and
serv
ices
to s
upp
ort p
eop
le in
p
ublic
hou
ring
4.6.
1.5
Exp
lore
fund
ing
opp
ortu
nitie
s fo
r a re
gion
al h
ousi
ng w
orke
r
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36
KEY
CON
TRIB
UTO
RS
Cou
ncil
will
wor
k w
ith th
e fo
llow
ing
stak
ehol
ders
to h
elp
imp
lem
ent D
irect
ion
4:
Ad
voca
teFu
nd
erSe
rvic
e Pr
ovid
erRe
gul
ator
Part
ner
Nor
th S
ydne
y C
ounc
il
Ab
orig
inal
Her
itag
e O
ffice
Art
s N
SW
NSW
Att
orne
y G
ener
al’s
Dep
artm
ent
Com
mun
ity
grou
ps
and
resi
dent
s
Com
mun
ity
orga
nisa
tions
Cul
tura
l ins
titut
ions
and
gro
ups
Hou
sing
NSW
Liqu
or A
ccor
d
Low
er N
orth
Sho
re C
omm
unit
y Tr
ansp
ort
Nei
ghb
ourin
g co
unci
ls
Nor
th S
hore
Com
mun
ity
Hou
sing
Nor
th S
ydne
y C
entr
al A
rea
Hea
lth
Serv
ice
Nor
th S
ydne
yH
isto
rical
Soc
iety
NSW
Dep
artm
ent A
rts,
Sp
ort a
nd R
ecre
atio
n
NSW
Dep
artm
ent o
f Age
ing,
Dis
abili
ty a
nd H
ome
Car
e
NSW
Dep
artm
ent o
f Com
mun
ity
Serv
ices
NSW
Dep
artm
ent o
f Hea
lth
NSW
Dep
artm
ent o
f Pre
mie
r and
Cab
inet
NSW
Div
isio
n of
Loc
al G
over
nmen
t
NSW
Polic
e
NSW
Stat
e Li
bra
ry
Road
s an
d Tr
affic
Aut
horit
y
Volu
ntee
rs
Idea
s to
Mak
e it
Hap
pen
day,
or a
loca
l str
eet b
arb
ecue
or o
rgan
isat
ions
invo
lved
in v
ario
us
com
mun
ity
pro
ject
s ac
ross
Nor
th S
ydne
y
your
loca
l hos
pita
l, sc
hool
, age
d ca
re fa
cilit
y or
sp
ortin
g cl
ub
gard
en; a
nd s
hare
fres
h p
rodu
ce
with
loca
l res
iden
ts a
nd s
choo
ls
neig
hbou
rs -
exch
ange
ski
lls, c
reat
e a
bab
ysitt
ing
club
or o
rgan
ise
a ca
re d
ay fo
r th
e ag
ed p
erso
ns in
you
r com
mun
ity
inN
orth
Syd
ney’
s C
omm
unit
y D
irect
ory
so th
at o
ther
s kn
ow a
bou
t you
heal
thy
food
, enj
oy lo
ts o
f exe
rcis
e,
stay
men
tally
act
ive
- get
invo
lved
in
a lo
cal c
omm
unit
y ga
rden
cont
act S
tant
on L
ibra
ry
and
teac
h th
em th
e im
por
tanc
e of
lif
elon
g le
arni
ng a
nd e
duca
tion
cent
re o
r com
mun
ity
neig
hbou
rhoo
d ce
ntre
pre
scho
ols,
kin
derg
arte
ns a
nd s
choo
ls
in re
side
ntia
l str
eets
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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372020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Direction 5: Our Civic Leadership
Where will we be in 2020?Council in 2020 is an employer of choice. Council has a highly skilled and motivated workforce committed to providing the community with a high level of service. Council has maintained its strong reputation as an effective, efficient, ethical and transparent organisation through good governance, sound financial management and strong community leadership. It functions in accordance with its values, sound business practices and a comprehensive understanding of community needs and aspirations.
Council has improved governance by empowering communities to take responsibility for identifying and providing solutions to their concerns. The community has the ability to collectively work with Council and other partners to achieve the 2020 Vision. North Sydney is a leader in innovative strategies for partnering with the community in planning, service delivery and decision making. The community is encouraged to take an active interest in the issues of North Sydney. Information is managed and coordinated effectively as well as being available in real time.
Council has enhanced its communication mechanisms including online communications making North Sydney a more informed community.
Council continues to address sustainability within its planning, reporting and decision making processes by considering the environmental, social, economic and governance implications across all Council activities.
North Sydney is a leader in financial and asset management and has expanded revenues and diversified its income base to achieve a sustainable financial footing for delivering strategic priorities. Council effectively manages risk to minimise threats and maximise opportunities.
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38 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
5.1
Lead
Nor
th S
ydne
yin
to a
sus
tain
able
futu
re5.
1.1
To p
rovi
de a
cle
ar
stra
tegi
c di
rect
ion
for t
he
futu
re o
f Nor
th S
ydne
y
G04
Com
mun
ity
awar
enes
s of
the
Com
mun
ity
St
rate
gic
Plan
G05
Com
mun
ity
satis
fact
ion
with
Nor
th S
ydne
y’s
stra
tegi
c di
rect
ion
5.1
.1.1
In
corp
orat
e C
omm
unit
y St
rate
gic
Plan
dire
ctio
ns,
goal
s, o
bje
ctiv
es a
nd s
trat
egie
s in
to C
ounc
il’s
Del
iver
y Pr
ogra
m a
nd O
per
atio
nal P
lans
/bud
gets
5.1.
1.2
Man
age
fund
ing
and
reso
urce
s eff
ectiv
ely
and
effici
entl
y to
ach
ieve
b
ette
r com
mun
ity
outc
omes
5.1.
2To
inte
grat
e su
stai
nab
ility
as
a co
re
par
t of C
ounc
il’s
corp
orat
e p
lann
ing
and
rep
ortin
g
G06
Perc
enta
ge o
f rep
orts
to C
ounc
il th
at
pro
vide
a s
usta
inab
ility
ass
essm
ent
G07
Num
ber
of C
ounc
il’s
pla
ns, s
trat
egie
s an
d p
olic
ies
revi
ewed
to re
flect
the
Com
mun
ity
St
rate
gic
Plan
5.1.
2.1
Imp
lem
ent a
qua
drup
le b
otto
m li
ne a
pp
roac
h to
Cou
ncil’
s p
lann
ing,
rep
ortin
g an
d de
cisi
on m
akin
g p
roce
sses
5.1.
2.2
Dev
elop
and
mai
ntai
n eff
ectiv
e re
por
ting
syst
ems
that
ena
ble
C
ounc
il to
mea
sure
and
rep
ort o
n p
erfo
rman
ce
5.1.
2.3
Con
duct
com
mun
ity
educ
atio
n p
rogr
ams
rega
rdin
g Q
BL
5.1.
3To
bui
ld a
nd fo
ster
re
latio
nshi
ps,
str
ateg
ic
netw
orks
and
wor
k co
llab
orat
ivel
y w
ith a
ll le
vels
of g
over
nmen
t, no
n-go
vern
men
t org
anis
atio
ns,
the
priv
ate
sect
or a
nd
com
mun
ity
grou
ps
G08
Num
ber
of M
emor
anda
of U
nder
stan
ding
5.1.
3.1
Initi
ate
new
par
tner
ship
op
por
tuni
ties
to a
chie
ve th
e C
omm
unit
y
Stra
tegi
c Pl
an g
oals
and
ob
ject
ives
5.1.
3.2
Con
tinue
to e
ngag
e w
ith n
eigh
bou
ring
coun
cils
, oth
er le
vels
of
gove
rnm
ent,
natio
nal a
nd g
lob
al c
ities
5.1.
3.3
Esta
blis
h p
roje
ct a
nd lo
catio
n b
ased
par
tner
ship
s
5.1.
4To
lob
by fo
r ref
orm
s to
loca
l gov
ernm
ent
G09
Num
ber
of s
ucce
ssfu
l lob
byin
g ac
tiviti
es5.
1.4.
1 Le
ad p
ublic
deb
ate
on th
e fu
ture
of l
ocal
gov
ernm
ent i
n N
SW
5.1.
4.2
Wor
k to
war
ds a
sys
tem
of F
eder
al G
over
nmen
t fun
ding
to
loca
l cou
ncils
for a
chie
vem
ent o
f agr
eed
stra
tegi
c ou
tcom
es
5.2
Enha
nce
com
mun
ity
par
ticip
atio
n,
colla
bor
atio
n an
d en
gage
men
t
5.2.
1To
pro
vide
com
mun
ity
enga
gem
ent a
nd
cons
ulta
tion
opp
ortu
nitie
s
G10
Com
mun
ity
satis
fact
ion
with
Cou
ncil’
s co
mm
unit
y en
gage
men
t pro
cess
es
G11
Num
ber
of c
omm
unit
y en
gage
men
t/
cons
ulta
tion
opp
ortu
nitie
s p
rovi
ded
by C
ounc
il
5.2.
1.1
Imp
lem
ent a
nd e
ffec
tivel
y re
sour
ce C
ounc
il’s
Com
mun
ity
En
gage
men
t Pol
icy
5.2.
1.2
Prov
ide
a p
rogr
am o
f War
d Fo
rum
s
5.2.
1.3
Sup
por
t the
Com
mun
ity
Prec
inct
Sys
tem
5.2.
1.4
Initi
ate
web
bas
ed c
onsu
ltat
ion
to b
road
en th
e ra
nge
of
com
mun
ity
par
ticip
atio
n
5.3
Enab
le th
e co
mm
unit
y to
be
info
rmed
and
aw
are
5.3.
1To
imp
rove
co
mm
unit
y aw
aren
ess
of
Cou
ncil’
s ac
tiviti
es a
nd
serv
ices
thro
ugh
targ
eted
co
mm
unic
atio
ns
G12
Com
mun
ity
awar
enes
s of
act
iviti
es
unde
rtak
en b
y C
ounc
il
G13
Com
mun
ity
satis
fact
ion
with
co
mm
unic
atio
ns fr
om C
ounc
il
G14
Num
ber
of v
isits
to C
ounc
il’s
web
site
G15
Num
ber
of s
ubsc
riptio
ns to
onl
ine
ne
wsl
ette
rs a
nd p
anel
s
5.3.
1.1
Enha
nce
Cou
ncil’
s ex
istin
g ex
tern
al c
omm
unic
atio
n m
etho
ds
5.3.
1.2
Enha
nce
Cou
ncil’
s w
ebsi
te c
apab
ilitie
s an
d p
rom
ote
as a
key
co
mm
unic
atio
n m
etho
d
5.3.
1.3
Div
ersi
fy th
e us
e of
dig
ital c
omm
unic
atio
ns
5.3.
1.4
Incr
ease
the
pro
mot
ion
of C
ounc
il ac
tiviti
es a
nd a
chie
vem
ents
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392020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
5.4
Ensu
re th
at
the
orga
nisa
tion
is
effec
tive
and
effici
ent
5.4.
1To
pro
vide
eth
ical
, op
en, a
ccou
ntab
le a
nd
tran
spar
ent d
ecis
ion
mak
ing
pro
cess
es
G16
Perc
enta
ge o
f com
mun
ity
mem
ber
s w
ho
feel
Cou
ncil
oper
ates
und
er e
thic
al, o
pen
, ac
coun
tab
le a
nd tr
ansp
aren
t pro
cess
es
G17
Perc
enta
ge o
f com
mun
ity
satis
fied
that
C
ounc
il m
akes
dec
isio
ns in
the
bes
t int
eres
t of
Nor
th S
ydne
y
G18
Perc
enta
ge o
f com
mun
ity
mem
ber
s w
ho
feel
they
can
influ
ence
dec
isio
ns a
ffec
ting
thei
r lo
cal a
rea
5.4.
1.1
Ensu
re re
leva
nt C
ounc
il p
roce
sses
and
dec
isio
ns a
re a
cces
sib
le
5.4.
1.2
Prom
ote
com
mun
ity
acce
ss a
nd p
artic
ipat
ion
at C
ounc
il m
eetin
gs
5.4.
1.3
Mai
ntai
n co
mm
unit
y ac
cess
and
eff
ectiv
e p
artic
ipat
ion
in C
ounc
il Re
fere
nce
Gro
ups
5.4.
2To
imp
lem
ent b
est
pra
ctic
e go
vern
ance
G19
Com
mun
ity
satis
fact
ion
with
acc
ess
to
info
rmat
ion,
key
doc
umen
ts a
nd m
eetin
gs
G20
Com
mun
ity
satis
fact
ion
with
cou
ncill
or
and
orga
nisa
tiona
l per
form
ance
G21
Com
plia
nce
with
sta
tuto
ry re
quire
men
ts
G22
Com
plia
nce
with
priv
acy
requ
irem
ents
5.4.
2.1
Mai
ntai
n th
e cu
rren
cy o
f Cou
ncil’
s Po
licy
Man
ual
5.4.
2.2
Imp
lem
ent b
est p
ract
ice
gove
rnan
ce s
trat
egie
s
5.4.
2.3
Revi
ew C
ounc
il’s
com
pla
int h
andl
ing
pro
cess
es
5.4.
2.4
Mon
itor a
nd m
anag
e p
erso
nal a
nd p
rivat
e in
form
atio
n
5.4.
3To
del
iver
cus
tom
er
focu
sed
Cou
ncil
serv
ices
G23
Com
mun
ity
satis
fact
ion
with
Cou
ncil’
s
serv
ice
deliv
ery
G24
Num
ber
of o
nlin
e se
rvic
es
5.4.
3.1
Imp
lem
ent s
trat
egie
s to
ens
ure
exce
llenc
e in
cus
tom
er s
ervi
ce
5.4.
3.2
e-En
able
all
rele
vant
Cou
ncil
serv
ices
5.4.
3.3
Mon
itor s
ervi
ce le
vels
in k
ey s
ervi
ce a
reas
5.4.
3.4
Con
duct
a c
omp
rehe
nsiv
e b
ienn
ial c
usto
mer
sur
vey
rega
rdin
g sa
tisfa
ctio
n w
ith C
ounc
il’s
per
form
ance
and
ser
vice
pro
visi
on
5.4.
4To
be
an
emp
loye
r of c
hoic
eG
25St
aff tu
rnov
er ra
tes
G26
Perc
enta
ge o
f sta
ff s
atis
fied
with
the
orga
nisa
tion
5.4.
4.1
Att
ract
, dev
elop
and
reta
in h
ighl
y sk
illed
sta
ff a
nd p
rovi
de a
saf
e w
ork
envi
ronm
ent
5.4.
4.2
Imp
lem
ent b
est p
ract
ice
Hum
anRe
sour
ce p
olic
ies
and
stra
tegi
es
5.4.
5To
min
imis
e ris
kas
soci
ated
with
Cou
ncil’
s ac
tiviti
es
G27
Ann
ual P
ublic
Liab
ility
Aud
it ra
ting
5.4.
5.1
Imp
lem
ent b
est p
ract
ice
risk
man
agem
ent s
trat
egie
s
5.4.
5.2
Faci
litat
e tr
aini
ng a
nd e
duca
tion
awar
enes
s p
rogr
ams
rega
rdin
g ris
k m
anag
emen
t
5.4.
5.3
Mai
ntai
n an
ap
pro
pria
te in
sura
nce
pro
gram
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40
GO
AL
OBJ
ECTI
VEIN
DIC
ATO
RSST
RATE
GY
Wha
t do
we
wan
t to
ach
ieve
?W
hat i
s to
be
atta
ined
to
acco
mp
lish
the
goal
?H
ow w
ill w
e m
easu
re p
rogr
ess?
Wha
t will
we
do?
5.4.
6To
ens
ure
the
cont
inui
ty o
f Cou
ncil’
s cr
itica
l bus
ines
s fu
nctio
ns
G28
Perc
enta
ge o
f bus
ines
s co
ntin
uity
test
s co
nduc
ted
with
in a
gree
d se
rvic
e le
vel
G29
Com
plia
nce
with
reco
rd k
eep
ing
re
quire
men
ts
G30
Perc
enta
ge o
f com
mun
ity
satis
fied
with
ea
se o
f acc
ess
to in
form
atio
n
G31
Perc
enta
ge o
f sys
tem
s av
aila
ble
on
a
24 h
our,
7 da
y a
wee
k b
asis
5.4.
6.1
Imp
lem
ent b
est p
ract
ice
reco
rds
man
agem
ent
5.4.
6.2
Imp
lem
ent a
nd p
erio
dica
lly te
st C
ounc
il’s
bus
ines
s co
ntin
uity
st
rate
gies
5.4.
6.3
Dev
elop
and
imp
lem
ent t
he K
now
ledg
e M
anag
emen
t Pla
n
5.4.
6.4
Prov
ide
suita
ble
info
rmat
ion
tech
nolo
gy h
ardw
are
and
soft
war
e
acro
ss th
e or
gani
satio
n
5.5
Ensu
re th
e lo
ng te
rm
finan
cial
sus
tain
abili
ty o
f N
orth
Syd
ney
5.5.
1To
ens
ure
Nor
th
Sydn
ey C
ounc
il is
fina
ncia
llysu
stai
nab
le
EC13
Op
erat
ing
bal
ance
ratio
EC14
Rate
s an
d A
nnua
l Cha
rges
cov
erag
e ra
tio
EC15
Unr
estr
icte
d cu
rren
t rat
io
EC16
Bui
ldin
g an
d in
fras
truc
ture
rene
wal
ratio
EC17
Deb
t ser
vice
ratio
EC18
Bro
ad li
abili
ties
ratio
5.5.
1.1
Mai
ntai
n an
Inve
stm
ent S
trat
egy
and
Polic
y
5.5.
1.2
Imp
lem
ent b
est p
ract
ice
finan
cial
pla
nnin
g
5.5.
1.3
Inve
stig
ate
opp
ortu
nitie
s to
exp
and
reve
nue
from
com
mer
cial
op
erat
ions
, pro
per
ty p
ortf
olio
and
oth
er in
com
e ge
nera
ting
asse
ts
5.5.
1.4
Ap
ply
the
“use
r pay
s p
rinci
ple
” as
the
bas
is fo
r ful
l cos
t rec
over
y
5.5.
1.5
Revi
ew th
e ra
ting
stra
tegy
to re
flect
an
equi
tab
le d
istr
ibut
ion
of
cost
s an
d b
enefi
ts
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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41
KEY
CON
TRIB
UTO
RS
Cou
ncil
will
wor
k w
ith th
e fo
llow
ing
stak
ehol
ders
to h
elp
imp
lem
ent D
irect
ion
5:
Ad
voca
teFu
nd
erSe
rvic
e Pr
ovid
erRe
gul
ator
Part
ner
Nor
th S
ydne
y C
ounc
il
Com
mun
ity
mem
ber
s
Inte
rnat
iona
l Sta
ndar
ds O
rgan
isat
ion
Loca
l Gov
ernm
ent a
nd S
hire
s A
ssoc
iatio
n of
NSW
Loca
l Gov
ernm
ent M
anag
ers
Aus
tral
ia
Nei
ghb
ourin
g co
unci
ls
Nor
ther
n Sy
dney
Regi
onal
Org
anis
atio
n of
Cou
ncils
NSW
Div
isio
n of
Loc
al G
over
nmen
t
Stan
dard
s A
ustr
alia
2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Idea
s to
Mak
e it
Hap
pen
and
sugg
estio
ns fo
r im
pro
ving
Nor
th S
ydne
y
Cou
ncil
as a
com
mun
ity
rep
rese
ntat
ive
peo
ple
suc
h as
new
resi
dent
s to
get
invo
lved
pro
mot
e N
orth
Syd
ney
and
cele
bra
te th
e p
ositi
ve
‘goo
d ne
ws’
stor
ies
in y
our l
ocal
are
a. T
alk
to th
e lo
cal m
edia
ab
out p
rom
otin
g ac
hiev
emen
ts
of c
omm
unit
y gr
oup
s, s
por
ting
activ
ities
, in
divi
dual
ach
ieve
men
ts a
nd s
pec
ific
grou
ps
in o
ur c
omm
unit
y in
the
loca
l new
spap
ers
com
mun
ity
cons
ulta
tion
data
bas
e. Y
ou w
ill
be
cont
acte
d p
erio
dica
lly to
par
ticip
ate
in c
omm
unit
y co
nsul
tatio
n an
d re
sear
ch
activ
ities
rele
vant
to th
e co
mm
unit
y
unde
rsta
ndin
g ot
her p
eop
le’s
per
spec
tives
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42 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Resourcing the Community Strategic Plan
Making the Vision a RealityIt is envisaged that the majority of strategies will be completed over the 11 year period between 2009 and 2020, subject to available funding and resources.
The development of the 2020 Vision is the first step in an ongoing process of making North Sydney sustainable. The Vision cannot be achieved by Council alone, and the involvement of residents, businesses, community groups, organisations and all levels of government is important in ensuring that the Vision becomes a reality.
While many of the objectives relate directly to Council activities, some can only be achieved with help from the community, businesses, service providers, government agencies, other organisations, the education sector and other stakeholders. Some relate to areas Council has very limited ability to influence.
The full financial impact of the Community Strategic Plan is currently under review to determine the affordability of the wants, needs, and expectations of our community and to ensure a final outcome which is financially sustainable.
For its part in putting the Community Strategic Plan into practice, Council will:
Financial Plan, Asset Management Plan and Workforce Planning Strategy. The Resourcing Strategy will be made available on Council’s website at www.northsydney.nsw.gov.au
role and commitment to actions that it will take to meet the goals. The Delivery Program will describe the actions required of Council to achieve the objectives outlined in the 2020 Vision.
the services and projects to be carried out over a 12 month period, the associated expenditure, and the key performance targets and measures that will be used to report progress.
A Social Plan for North Sydney 2008-2012.
North Sydney Local Environment Plan - the strategic land use policy and development framework for the municipality, to also reflect the Community Strategic Plan.
vision of the Community Strategic Plan is achieved. Futuredocuments produced by Council and subsequent decisions made by Council will be tested against the 2020 Vision to ensure that Council is working towards the achievement of its vision.
encourage a sharing of ideas, awareness and openness
and non-government organisations to align plans with community aspirations.
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432020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
How you can be Involved? If you or your organisation, community group or committee want to help to achieve the vision:
community group or committee should be an implementation party.
committee will adopt under appropriate goals.
group or committee is interested in promoting.
closer fit with the 2020 Vision is possible.
achieve our community’s aspirations (see the ‘Ideas to Make it Happen’ section under each Direction).
activities happening in your local area.
How do we Know if we have Achieved our Goals? Monitoring and reporting is vital to the success of the 2020 Vision and the achievement of sustainable outcomes. Council will continually track and assess our progress towards the 2020 Vision. Council is committed to monitoring North Sydney’s social, environmental, economic and governance performance to see how North Sydney is working towards the vision of sustainability.
Progress towards implementation of the priorities and strategies in the Plan will be monitored and reported by Council to the community every four years. The report tracks a range of sustainability indicators - social, environmental, economic and governance, allowing us to see whether we are actually making progress towards our vision.
Quarterly Reviews and Annual ReportCouncil reviews and reports quarterly to the community on Council’s progress against the Delivery Program by measuring performance against specific indicators and progress of current projects outlined in the annual Operational Plan. The Annual Report reports on Council’s performance for the financial year. These plans and reports are available at Council’s Customer Service Centre and Stanton Library and are also available at www.northsydney.nsw.gov.au
Customer Satisfaction SurveyCouncil conducts a Customer Satisfaction Survey every two years, to determine community satisfaction with its services and views on a number of key local issues. This feedback is used in the development of the Community Strategic Planincluding the development of relevant and measurable indicators and targets. The survey findings are available at www.northsydney.nsw.gov.au
Reviewing the 2020 VisionWhilst the goals and objectives are firmly established, the appropriateness and effectiveness of planned strategies need to be continually assessed over the lifespan of the Community Strategic Plan and changed if necessary.
A review of the Community Strategic Plan is undertakenwithin one year of each Council election. The Plan is a living document that is reviewed every four years to take account of changing local issues and will involve further community consultation to ensure that it remains reflective of the community’s aspirations. The targets and measures will also reviewed every four years to ensure we are on the right track for moving towards the vision, as we gradually improve our capacity to set, measure, achieve and report against targets.
Community involvement in the Community Strategic Planning process will remain ongoing with a framework being established for further consultation and input. Community members will be given the opportunity to be involved in delivering the strategies. They will also ensure that the 2020 Vision remains relevant as we progress towards 2020. Inaddition community members will be able to provide feedback and assess progress towards the vision via Council’s Customer Satisfaction Survey.
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44 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Appendix 1 - Terms Used in this Plan
In the context of this Community Strategic Plan the following definitions apply:
Advocate A stakeholder acts as an advocate when they make representations on behalf of the community to a range of organisations such as other levels of government.
Affordable Housing Low cost housing for sale or rent, often provided by a housing association.
Alignment The correct position or positioning of different components with respect to each other or something else, so that they perform properly.
Annual Report The annual review of Council’s performance as measured against the Operational Plan.
Biodiversity The diversity of plant and animal life in a particular habitat (or in the world as a whole).
Budget The annual financial activities and financial statements Council has adopted to monitor its performance. The budget is subject to an annual audit at the end of the financial year.
CBD Refers to the Central Business District in the suburb of North Sydney, which is the economic centre of the North Sydney local government area.
Charter Outlines Council’s commitment to the community and what the community can expect from Council.
Civic Leadership In the Integrated Planning and Reporting Framework the fourth element in quadruple bottom line, known as ‘governance’ is described as “civic leadership”. This term has been chosen to indicate it relates not only to the way that Council will interact with the Community Strategic Plan, but also the way that members of the community might become involved in delivering some of the Plan’s objectives.
Community Broadly refers to any specific socially or geographically defined sectors of the North Sydneycommunity that may have an interest in or be affected by the workings of Council. These mayinclude residents and ratepayers/land owners, business owners and operators, people who work in the local government area, visitors (including tourists and shoppers), government agencies, users of Council services, local community groups and associations (including sporting, church and charity groups).
Community engagement The process of purposeful and timely information exchange between the Council and the community, where input/feedback is gathered through consultation mechanisms is taken into consideration in Council’s decision making processes. Community consultation in developing the Community Strategic Plan and Delivery Program is a prerequisite of the plans.
Community Strategic Plan The Community Strategic Plan (known as the 2020 Vision) is the highest level plan that a council is required to prepare. The Community Strategic Plan outlines the goals, objectives and strategies for achieving the long term vision for North Sydney. The Community Strategic Plan guides decision making and resource allocation to achieve the vision. Council’s Community Strategic Plan covers a 20 year outlook and is reviewed every four years.
Community Transport Vehicular movements of people by not for profit organisations and bodies, refers most often to bus services provided by Council and community service providers.
Council Describes North Sydney Council
Customer Satisfaction Survey The results of qualitative and quantitative research undertaken to ascertain customer satisfaction with a number of aspects of Council’s service provision. Conducted biennially.
Delivery Program A plan that complies with the relevant provisions of the Local Government Act and identifies Council’s strategic direction and objectives for at least four years into the future. It summarises the projects, performance measures and resources required to deliver these activities for the years of the plan.
Directions The five primary areas Council is focused on to achieve the vision. They represent the major challenges and opportunities that the community has identified as needing to be addressed in North Sydney. However, they do not set specific milestones or determine ways to get there. TheDirections are reviewed every four years.
Diversity Variety in people and community members, of different ages, origins, backgrounds, sexes, religions and culture.
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452020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Ecologically Sustainable Development (ESD)
Using, conserving and enhancing the community’s resources so that ecological processes, on which life depends, are maintained, and the total quality of life, now and in the future, can be increased.
Ecosystems A specific area of size in which climate, landscape, animals and plants share the same habitat. Ecosystems can be permanent or temporary.
Financial year The financial year is between 1 July to 30 June. This is also the accounting period for which annual financial statements are regularly prepared, covering a period of 12 months.
Funder Contribute funds and/or resources towards a project or service that is delivered with other parties which help to achieve the objectives for North Sydney. Council’s funding role includes funding of core business and providing financial assistance to a range of organisations for various projects and programs through grants.
Goal An outcome that needs to be achieved in the longer term in order to achieve the community vision. A goal is broad. Goals are broken down into more precise, focused objectives. It states what is to be achieved but not how it is to be achieved.
Governance The values, policies and procedures a council and its staff adopt, to provide ethical, transparent and accountable local governance.²
Green Travel Plan A package of projects aimed at reducing car travel.
Greenspace All vegetated land within the local government area, including bushland and natural areas, parkland and sportsfields, road verges and traffic islands, backyards, courtyards, gardens and plazas.
Infrastructure Typically large, interconnected networks of portfolios of assets such as roads, drainage and recreational facilities. They are generally comprised of components and sub-components that are usually renewed or replaced individually to continue to provide the required level of service from the network. These assets are generally long lived, are fixed in place and often have no market value.
Key Performance Indicators (KPIs) Quantitative and qualitative information that measures progress toward achievement of goals and objectives and strategies. While they are based on the service under discussion, they also relate to the relevant strategy.
Leader Lead by example through best practice.
Levels of Service The standard to which services are provided and performance may be measured. Service levels usually relate to productivity, quality, quantity, reliability, responsiveness, acceptability and cost.
Local Environment Plan The plan (made under the Environmental Planning and Assessment Act 1979) that establishes the framework for future development within the local government area of North Sydney.
Mission The purpose of Council and what it should be doing and for whom it does it.
North Sydney Describes the entirety of the North Sydney local government area.
Objective Objectives are similar to goals as they are desired positions for achievements. However objectives have more specific aims that suggest a course of action or actions.
Open Space A spatial concept that typically includes parks, gardens, trials, habitat corridors, foreshore area, waterways, utility reserves, sportsgrounds and conservation areas.³
Operational Plan Annual Operational Plans document the services, projects and performance targets and measures that Council will undertake to contribute towards the goals, objectives and strategies set out in the Community Strategic Plan.
Owner/Custodian Manage community assets including buildings, facilities, public space and reserves.
Partner Collaborator or associate engaged in the delivery of strategies, projects or programs which help to achieve the objectives for North Sydney.
Performance Reviews Council reports achievement against its Operational Plan and budget each quarter. The report includes indicators aligned to strategies and financial results.
Policies and Procedures Statements of Council’s principles in relation to a specific activity/issue, supported by procedures which are guidelines to be followed in the achievement of policy.
Projects A specific initiative that Council proposes to implement to achieve an objective. Projects have a short term focus, generally within a set budget and having a finite duration defined by planned start and finish dates.
² Local Government Association of South Australia
³ Moran, J (2001), Strategic Framework for Open Space Planning in Parks and Leisure Australia, Vol 4, No. 3
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46 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Quadruple Bottom Line (QBL) Quadruple Bottom Line acknowledges that an organisation has impacts on society, the environment and financially on its stakeholders. Local government’s governance responsibilities provide a fourth area of impact.
QBL is a reporting device and an approach to decision making (eg the use of reporting and decision making tools) to understand the social, environmental, economic and governance implications of decisions across council activities.⁴
Recreation Activities that people undertake for enjoyment in their own free time; not based on formal competition and/or organised administration; and that lack formal sets of rules.
Regulator The stakeholder responsible for control and supervision of a particular activity or area of public interest. Council’s regulatory role is to operate under and enforce a range of legislation.
Resourcing Strategy Financial and non-financial resources for the next ten years that are required to achieve the objectives.
Service Provider Fully or partially fund and provide a service.
Services The services Council carries out on an ongoing basis. How the outputs (the actual deliverables of services) will be achieved.
Social Plan The Social Plan guides Council and community stakeholders in the provision of appropriate and accessible services and facilities to meet the social needs of people within North Sydney in a fair and equitable manner.
Strategic Having a carefully devised plan of action to achieve a goal, or possessing the skill of developing or carrying out such a plan.
Strategic direction A broad statement of what the community would like to see happen in the long term. At North Sydney Council they are referred to as “Directions”. They chart direction, show where the organisation is going, and point toward a broad destination. However, they do not set specific milestones or determine ways to get there.
Strategies A way of achieving the objectives, goals or target. Each objective or goal will be supported by one or more strategies. Some strategies may support more than one objective or goal. A strategy should be achievable within a timeframe, measurable and resourced.
Streetscapes The appearance of the street as a whole incorporating the road, curb and gutter, verges, fences, trees and house frontages.
Sustainability Maintaining and enhancing quality of life, while ensuring the viability of the community, now and in the future, through an integrated consideration of social, environmental, economic and governance factors.
Sustainability Indicators High level measures that measure progress toward achievement of goals, objectives and strategies. They are influenced by many factors outside of Council control. This measuring provides information for North Sydney as a whole.
Target A realistic, attainable and quantifiable level of performance assigned to an activity or indicator to be attained at a specific future date, the attainment of which will indicate good performance in working towards the goals identified in the Community Strategic Plan.
Values The beliefs, commitments, principles and philosophies that underpin how Council conducts itself in carrying out its day to day business and guide Council’s everyday decision making.
Vision An image of where the community wants to be. It is a common picture of a community’s environmental, social and economic future that is sufficiently long term to allow substantial change from past and current patterns. Focuses the attention and resources of Council on some desired future which can be visualised but not yet realised. It outlines what Council is committed to. All aspects of Council business should contribute towards achieving the vision.
List of Acronyms
CALD – Culturally and Linguistically Diverse LEP – Local Environmental Plan
CBD – Central Business District LGA – Local Government Area
CSP – Community Strategic Plan LTFP – Long Term Financial Plan
DCP – Development Control Plan NSROC – North Sydney Regional Organisation of Councils
DP – Delivery Program OH&S – Occupational Health and Safety
ESD – Ecologically Sustainable Development OP – Operational Plan
KPI – Key Performance Indicator QBL – Quadruple Bottom Line
⁴ Adapted from ICLEI and City of Melbourne Triple Bottom Line Toolkit
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472020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Major community issue Council’s response by objective - refer to pages 16-41
Aboriginal culture and site management
2.2.5, 4.1.3, 4.1.4
Access - universal/disability 2.2.3, 4.4.1, 4.5.1
Access to information 4.4.1, 5.4.2
Active ageing 4.3.1, 4.4.1
Active recreation 1.4.1, 4.3.1
Active transport 2.4.1, 2.4.2, 2.4.3
Affordable housing 2.2.1, 4.6.1
After hours activity 3.1.2, 3.1.3
Aged/seniors services 2.2.3, 4.3.1, 4.4.1
Ageing infrastructure 2.1.1, 2.1.2
Alternative transport 2.4.1, 2.4.3
Arts and culture 4.1.5
Asset management 2.1.1, 2.1.2
Beautification 1.1.2, 2.2.4
Bike facilities 2.4.2
Bushland management 1.1.1
Carbon footprint/reduction 1.3.1, 1.3.2
CBD marketing 3.1.1, 3.2.2
CBD planning 2.2.2, 3.1.1, 3.1.2, 3.2.1
Children’s services 4.3.1, 4.4.1
Climate change 1.3.1, 2.1.2, 2.2.2
Commercial centres 3.1.1, 3.1.3
Communications 4.2.2, 4.4.1, 5.3.1
Community development 4.4.1
Community engagement 5.2.1
Community facilities 4.3.1, 4.4.1, 4.5.3
Community gardens 1.1.1, 1.1.2
Community grants/funding 4.4.1
Community participation 1.1.1, 1.2.1, 1.3.1, 2.1.1, 4.1.1, 4.1.2, 4.2.5, 4.4.1, 5.2.1, 5.4.1
Community safety 2.2.4, 4.5.1, 4.5.2
Community transport 2.4.1, 4.3.1
Compliance 2.3.1, 2.3.2, 2.3.3
Corporate planning 5.1.1, 5.1.2, 5.1.3
Cost of living 4.3.1, 4.4.1
Major community issue Council’s response by objective - refer to pages 16-41
Councillor interaction 5.1.1, 5.4.1
Council’s performance 5.1.3
Cultural diversity 4.1.3, 4.1.5
Customer service 5.4.3
Cycleways 2.4.1, 2.4.3
Design excellence 2.2.3
Development applications 2.3.1
Economic development 3.1.1
Education 4.2.1, 4.2.2, 4.2.3, 4.4.1
Employment 3.1.1
Environmental programs 1.1.1, 1.2.1, 1.3.1, 1.3.2
Event management 3.2.2, 4.1.2, 4.1.5
Facilities for dogs 1.4.1
Fees and charges - levies 5.5.1
Festivals and events 3.2.2, 4.1.2, 4.1.5
Financial management 5.5.1
Footpaths 2.1.1, 2.4.4
Foreshore access 1.4.1, 1.4.2
‘Friends of’ concept 4.1.1
Governance 5.4.1, 5.4.2
Greenspace 1.1.2, 1.4.1, 1.4.2
Health and wellbeing 4.3.1, 4.4.1
Heritage conservation 2.2.5
Historical buildings 2.2.5, 4.1.4
Housing and accommodation 4.6.1, 2.2.3
Infrastructure 2.1.1, 2.1.2, 2.4.3, 2.5.1
Interagency networks 4.4.1
Land use planning, policy and design
2.2.1, 2.2.2, 2.2.4, 3.2.1
Lifelong learning 4.2.1
Lighting 1.3.1, 4.5.1
Library services 4.2.2
Lobbying/advocacy 5.1.3, 5.1.4
Local history 4.1.4
Locality 2.2.4
Markets 4.1.2
Mix of businesses 3.1.1, 3.1.2
Motor vehicle impact 2.4.1, 2.5.1
Online engagement 5.2.1
Online forms and services 5.4.3
Open government 5.1.1, 5.2.1, 5.4.1
Open space 1.4.1, 1.4.2
APPENDIX 2 - Summary of Community Priorities
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48 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Major community issue Council’s response by objective - refer to pages 16-41
Parking 2.5.2
Passive recreation 1.4.1, 4.3.1
Pedestrians 2.4.3, 4.5.2
Performance spaces 4.1.5
Philanthropy 4.1.6
Planning controls 2.2.2, 3.1.2
Pollution - air, noise and water 1.2.1, 1.3.3
Public art 4.1.5
Public space/domain 1.4.1, 1.4.2, 2.2.4, 3.1.3, 4.5.1
Public transport 2.3.1, 2.4.1, 2.4.2
Rating structure 5.5.1
Recreation programs 1.4.1, 4.3.1
Recycling/reuse 1.3.1, 1.3.2
Reduced energy and water consumption
1.3.1, 1.3.2
Referral services 4.4.1
Rehabilitation services and facilities
4.3.1
Retail centres 2.2.4, 3.1.1
Risk management 2.1.1, 2.1.2, 5.4.5, 5.4.6
Roof top gardens 1.1.2
Sense of community 2.2.4, 4.1.1, 4.1.2, 4.1.3, 5.2.1
Service partnerships 4.4.1, 5.1.2, 5.1.4
Shop locally 1.3.5, 3.2.1
Social activities 4.1.2, 4.1.3
Social isolation 4.3.1, 4.4.1, 4.5.1
Social media 5.2.1, 5.3.1
Sports facilities 1.4.1, 1.4.2, 3.2.2
Strategic partnerships 5.1.4
Major community issue Council’s response by objective - refer to pages 16-41
Street furniture/picnic tables 1.4.1, 2.1.1, 2.2.4
Streetscapes 2.2.4
Sustainability measures 1.1.1, 1.3.1, 1.3.3, 1.3.4, 2.2.1, 2.2.3, 2.4.1
Technology 1.3.1, 5.3.1, 5.2.1, 5.4.6
Tourism 3.2.2, 4.1.4
Traffic congestion 2.4.1, 2.5.1
Traffic management 2.4.1, 2.5.1, 2.5.2
Transport interchange 2.4.1, 2.5.1
Trees and canopy cover 1.1.2
Underground cabling 2.2.4
Urban consolidation 2.2.1, 2.2.2
Villages 2.2.4, 3.1.1
Volunteers 1.1.1, 4.2.3
Walkable communities 2.4.4, 4.3.1
Waste management 1.2.1, 1.3.1, 1.3.2
Wildlife 1.1.1
Young people 4.1.2, 5.2.1, 5.3.1
Youth services 1.1.1, 1.3.5, 1.4.1, 4.1.5, 4.2.1,4.3.1, 4.4.1
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Dir
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1:
Our
Livi
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Dir
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2:
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Bui
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Vi
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4:
Our
Soci
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:O
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Lea
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Goa
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1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
5.1
5.2
5.3
5.4
5.5
1.1
Mai
ntai
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d in
vest
in
infr
astr
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1.2
Incr
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bus
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s in
vest
men
t an
d su
pp
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1.3
Spee
d up
pla
nnin
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1.4
Driv
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nova
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to g
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p
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ctiv
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1.5
Cut
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tap
e
1.6
Mai
ntai
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AA
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1.7
Ensu
re a
relia
ble
ele
ctric
ity
su
pp
ly
2.1
Incr
ease
sha
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f jou
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to w
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tr
ips
on a
saf
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d re
liab
le p
ublic
tr
ansp
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m
2.2
Con
sist
entl
y m
eet p
ublic
tr
ansp
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elia
bili
ty ta
rget
s
2.3
Imp
rove
the
effici
ency
of t
he
road
net
wor
k
2.4
Mai
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n ro
ad in
fras
truc
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2.5
Imp
rove
road
saf
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2.6
Incr
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wal
king
and
cyc
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APP
END
IX3
-Lin
ks w
ith N
SW S
tate
Pla
n 2
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The
follo
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sho
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how
the
com
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as o
utlin
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to
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he p
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he 2
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1. Supporting Business and Jobs 2. Better Transport
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50 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Dir
ecti
on
1:
Our
Livi
ngEn
viro
nmen
t
Dir
ecti
on
2:
Our
Bui
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Vi
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Goa
l
1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
5.1
5.2
5.3
5.4
5.5
3.1
Mak
e su
re c
hild
ren
have
the
skill
s fo
r lea
rnin
g by
sch
ool e
ntry
3.2
Sup
por
t stu
dent
s to
reac
h th
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full
pot
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l at s
choo
l
3.3
Enga
ge s
tude
nts
in le
arni
ng fo
r lo
nger
3.4
Imp
rove
acc
ess
to jo
bs
and
trai
ning
3.5
Incr
ease
acc
ess
to k
now
ledg
e an
d sk
ills
in p
artn
ersh
ip w
ith
univ
ersi
ties
4.1
Imp
rove
and
mai
ntai
n ac
cess
to
qual
ity
heal
thca
re in
the
face
of
incr
easi
ng d
eman
d
4.2
Imp
rove
sur
viva
l rat
es a
nd q
ualit
y of
life
for p
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le w
ith p
oten
tially
fa
tal o
r chr
onic
illn
ess
4.3
Imp
rove
hea
lth
in th
e co
mm
unit
y
4.4
Redu
ce p
oten
tially
pre
vent
able
ho
spita
l adm
issi
ons
4.5
Imp
rove
out
com
es in
men
tal
heal
th
3. Clever State 4. Healthy Communities
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512020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Dir
ecti
on
1:
Our
Livi
ngEn
viro
nmen
t
Dir
ecti
on
2:
Our
Bui
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1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
5.1
5.2
5.3
5.4
5.5
5.1
Tack
le c
limat
e ch
ange
5.2
Dev
elop
a c
lean
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futu
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5.3
Secu
re s
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upp
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of
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land
, riv
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and
co
asta
l wat
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5.5
Imp
rove
air
qual
ity
5.6
Redu
ce w
aste
6.1
Incr
ease
the
num
ber
of j
obs
clos
er
to h
ome
6.2
Gro
w c
ities
and
cen
tres
as
fu
nctio
nal a
nd a
ttra
ctiv
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lace
s to
liv
e, w
ork
and
visi
t
6.3
Imp
rove
hou
sing
aff
orda
bili
ty
6.4
Incr
ease
the
num
ber
of p
eop
le
usin
g p
arks
6.5
Incr
ease
the
num
ber
of p
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par
ticip
atin
g in
sp
ortin
g ac
tiviti
es
6.6
Incr
ease
the
num
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of p
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par
ticip
atin
g in
the
arts
and
cu
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al a
ctiv
ity
6.7
Incr
ease
the
num
ber
of p
eop
le
enga
ged
in v
olun
teer
ing
5. Green State 6. Urban Environment and Lifestyle
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52 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Dir
ecti
on
1:
Our
Livi
ngEn
viro
nmen
t
Dir
ecti
on
2:
Our
Bui
lt E
nviro
nmen
tD
irec
tio
n
3:O
ur
Econ
omic
Vi
talit
y
Dir
ecti
on
4:
Our
Soci
al V
italit
yD
irec
tio
n 5
: O
ur C
ivic
Lea
ders
hip
Goa
l
1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
5.1
5.2
5.3
5.4
5.5
7.1
Stre
ngth
en A
bor
igin
al c
omm
uniti
es
7.2
Incr
ease
em
plo
ymen
t and
co
mm
unit
y p
artic
ipat
ion
for
peo
ple
with
dis
abili
ties
7.3
Redu
ce th
e nu
mb
er o
f NSW
peo
ple
w
ho a
re h
omel
ess
7.4
Imp
rove
chi
ld w
ellb
eing
, hea
lth
and
safe
ty
8.1
Redu
ce ra
tes
of c
rime,
par
ticul
arly
vi
olen
t crim
e
8.2
Redu
ce le
vels
of a
ntis
ocia
l b
ehav
iour
8.3
Redu
ce re
-off
endi
ng
8.4
Imp
rove
the
effici
ency
of t
he c
ourt
sy
stem
7. Strengthening Communities 8. Keeping People Safe
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53
Dir
ecti
on
1:
Our
Livi
ngEn
viro
nmen
t
Dir
ecti
on
2:
Our
Bui
lt E
nviro
nmen
tD
irec
tio
n
3:O
ur
Econ
omic
Vi
talit
y
Dir
ecti
on
4:
Our
Soci
al V
italit
yD
irec
tio
n 5
: O
ur C
ivic
Lea
ders
hip
Goa
l
1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
5.1
5.2
5.3
5.4
5.5
1.1
Prov
ide
suita
ble
site
s an
d em
plo
ymen
t lan
ds
in s
trat
egic
are
as
1.2
Incr
ease
d in
nova
tion
and
skill
s de
velo
pm
ent
1.3
Imp
rove
op
por
tuni
ties
and
acce
ss to
job
s fo
r di
sadv
anta
ged
com
mun
ities
2.1
Prov
ide
pla
ces
and
loca
tions
fo
r all
typ
es o
f eco
nom
ic
activ
ity
and
emp
loym
ent
acro
ss th
e Sy
dney
regi
on
2.2
Incr
ease
d de
nsiti
es in
cen
tres
w
hils
t im
pro
ving
live
abili
ty
2.3
Clu
ster
bus
ines
ses
and
know
ledg
e-b
ased
act
iviti
es
inSt
rate
gic
Cen
tres
2.4
Con
cent
rate
act
iviti
es
near
pub
lic tr
ansp
ort
2.5
Prot
ect a
nd s
tren
gthe
n th
e p
rimar
y ro
le o
f ec
onom
ic c
orrid
ors
APP
END
IX 4
-Li
nks
with
Dra
ft N
ort
h S
ub
Reg
ion
al
Stra
teg
y 20
07Th
e fo
llow
ing
mat
rix s
how
s ho
w th
e co
mm
unit
y’s
long
term
goa
ls, a
s ou
tlin
ed in
the
2020
Vis
ion
cont
ribut
e to
the
achi
evem
ent o
f the
p
riorit
ies
of th
e 20
07 D
raft
Nor
th S
ubRe
gion
alSt
rate
gy. t
o vi
ew th
e D
raft
Str
ateg
y vi
sit
ww
w.m
etro
stra
teg
y.n
sw.g
ov.a
u/S
ub
reg
ion
s/In
ner
No
rth
sub
reg
ion
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54 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Dir
ecti
on
1:
Our
Livi
ngEn
viro
nmen
t
Dir
ecti
on
2:
Our
Bui
lt E
nviro
nmen
tD
irec
tio
n
3:O
ur
Econ
omic
Vi
talit
y
Dir
ecti
on
4:
Our
Soci
al V
italit
yD
irec
tio
n 5
: O
ur C
ivic
Lea
ders
hip
Goa
l
1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
5.1
5.2
5.3
5.4
5.5
3.1
Ensu
re a
dequ
ate
sup
ply
of l
and
and
site
s fo
r res
iden
tial
deve
lop
men
t
3.2
Plan
for a
hou
sing
mix
nea
r job
s,
tran
spor
t and
ser
vice
s
3.3
Rene
w lo
cal c
entr
es
3.4
Imp
rove
hou
sing
aff
orda
bili
ty
3.5
Imp
rove
the
qual
ity
of n
ew
deve
lop
men
t and
urb
an re
new
al
4.1
Imp
rove
tran
spor
t bet
wee
n Sy
dney
’s ce
ntre
s
4.2
Imp
rove
the
exis
ting
tran
spor
t sy
stem
4.3
Influ
ence
trav
el c
hoic
es to
en
cour
age
mor
e su
stai
nab
le
trav
el
4.4
Imp
rove
tran
spor
t dec
isio
n-
mak
ing
4.5
Ensu
re s
uffici
ent p
ort c
apac
ity
is a
vaila
ble
to s
erve
Syd
ney
4.6
Imp
rove
effi
cien
cy o
f all
typ
es o
f fr
eigh
t mov
emen
ts in
Syd
ney
4.7
Con
nect
the
regi
ons
and
econ
omic
gat
eway
s w
ithin
GM
R
4.8
Min
imis
e th
e ad
vers
e im
pac
ts
from
frei
ght m
ovem
ents
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552020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
Dir
ecti
on
1:
Our
Livi
ngEn
viro
nmen
t
Dir
ecti
on
2:
Our
Bui
lt E
nviro
nmen
tD
irec
tio
n
3:O
ur
Econ
omic
Vi
talit
y
Dir
ecti
on
4:
Our
Soci
al V
italit
yD
irec
tio
n 5
: O
ur C
ivic
Lea
ders
hip
Goa
l
1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
5.1
5.2
5.3
5.4
5.5
5.1
Esta
blis
h ta
rget
s fo
r sus
tain
able
gr
owth
5.2
Prot
ect S
ydne
y’s
natu
ral
envi
ronm
ent
5.3
Ach
ieve
sus
tain
able
use
of n
atur
al
reso
urce
s
5.4
Prot
ect v
alua
ble
rura
l act
iviti
es
and
reso
urce
land
s
6.1
Incr
ease
acc
ess
to q
ualit
y p
arks
an
d p
ublic
sp
aces
6.2
Prov
ide
a di
vers
e m
ix o
f par
ks a
nd
pub
lic p
lace
s
6.3
Imp
rove
Syd
ney’
s m
ajor
sp
ortin
g an
d cu
ltur
al e
vent
faci
litie
s
7.1
Alig
n su
bre
gion
al a
nd lo
cal
pla
nnin
g w
ith s
trat
egy
aim
s
7.2
Imp
rove
Sta
te in
volv
emen
t in
stra
tegi
c p
lace
s an
d p
roje
cts
7.3
Con
side
r fun
ding
, pric
ing
and
pro
ject
del
iver
y
7.4
Ensu
re s
take
hold
er in
volv
emen
t
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56 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
APPENDIX 5 - Sustainability IndicatorsIndicators have been grouped according to the element of sustainability (quadruple bottom line) to which they most relate:
EN01 Proportion of bushland under active management
EN02 Improved condition of bushland
EN03 Number of participants in Bushcare programs and community planting events
EN04 Number of plants provided through Bushcare programs and community planting events
EN05 Biodiversity inventory updated
EN06 Participant satisfaction with environmental programs
EN07 Number of pest animal control programs undertaken annually
EN08 Percentage of canopy cover
EN09 Total land area planted or landscaped through Streets Alive program and community planting events
EN10 Number of rooftop gardens/greening
EN11 Number of new developments that breach landscape requirements
EN12 Percentage of creek and harbour water quality sites meeting internationally accepted ecological and human health standards
EN13 Volume of litter, sediments and organics removed by pollution control devices
EN14 Kilowatt hour of electricity per resident per year
EN15 Kilowatt hour of electricity per business per year
EN16 Kilograms of waste sent to landfill per capita per year
EN17 Kilograms of resources recovered per capita per year
EN18 Number of Waste Wise events
EN19 Kilolitres of drinking water by resident per year
EN20 Kilolitres of drinking water by business per year
EN21 Uptake of water tank rebates
EN22 Number of participants in residential, school, community groups and business sustainability programs
EN23 Kilolitres of drinking water used by Council per year
EN24 Tonnes of greenhouse gas emissions generated by Council per year
EN25 Kilowatt hours of renewable energy by Council activities and facilities per year
EN26 Number of days when airborne pollution exceeds regional air quality index
EN27 Number of noise complaints responded to
EN28 Percentage of development approvals with 4 star plus greenhouse building rating
S01 User satisfaction with Council’s recreation facilities
S02 Number of visits to North Sydney Olympic Pool per year
S03 User satisfaction with North Sydney Olympic Pool
S04 Total area of new public open space
S05 Amount of open space acquired in line with contributions from Section 94 Plan
S06 Community satisfaction with the maintenance of local roads and footpaths
S07 Community satisfaction with the cleanliness of local roads and footpaths
S08 Average roughness of road network
S09 Average condition of footpath network
S10 Average condition rating of drainage network
S11 Percentage of non flooding properties
S12 Community satisfaction with land use and quality of development
S13 Number and type of dwellings
S14 Number of additional dwellings
S15 Community satisfaction with the look and amenity of North Sydney
S16 Number of reported incidences of graffiti
S17 Number of abandoned vehicles reported
S18 Number of items on the heritage schedule
S19 Community satisfaction with retention of heritage items
S20 Percentage of building and development works complaints investigated within set timeframes
S21 Percentage of regulated premises inspected within set timeframes
S22 Percentage of food premises inspected within set timeframes
S23 Percentage of dog complaints responded to within agreed service level
S24 Number of residents and workers using public transport
S25 Community satisfaction with public transport
S26 Number of cars registered in North Sydney
S27 Number of car parking permits issued
S28 Number of development approvals that include bike storage
S29 Number of car share vehicles in North Sydney
S30 Number of additional bike racks/parking installed
S31 Number of development approvals that include ‘end of trip’ facilities for cyclists and pedestrians
SOCIALENVIRONMENT
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572020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
S32 Number of Council offices, facilities and car parks with electric vehicle recharge facilities
S33 Community satisfaction with pedestrian and cycle paths
S34 Length of pedestrian and cycling paths
S35 Number of bus shelters
S36 Number of pedestrian and cycling networks
S37 Number of vehicles on local roads
S38 Traffic speed and volume averages on local roads in residential areas
S39 Community satisfaction with traffic flow throughout North Sydney
S40 Number of ‘resident excepted’ restricted parking spaces
S41 Number of CBD off street private (non-residential and non-commercial) car parking spaces
S42 Community satisfaction with parking provision
S43 Number of car parking spaces for car scheme and low impact vehicles
S44 Number of development approvals that include ‘car stackers’
S45 Percentage of residents who feel a sense of community in North Sydney and their neighbourhood
S46 Number of street activities
S47 Community event participation levels
S48 Audience satisfaction with Council run community events
S49 Number of cultural groups and organisations supported
S50 Number of programs specifically designed for CALDgroups
S51 Number of Aboriginal cultural heritage sites
S52 Community awareness of the significance of historic sites
S53 Customer satisfaction with arts and cultural services and programs
S54 Number of performing and visual arts venues in North Sydney
S55 Number of permanent public arts works
S56 The dollar value of benefits delivered to the community per year though philanthropy
S57 Community satisfaction with the range of learning opportunities
S58 Number of people completing educational/training activities through community centres
S59 Performance of North Sydney students compared to State benchmarks
S60 Number of library loans per year
S61 Percentage of residents who are active library members
S62 Number of visits to Stanton Library per year
S63 Stanton Library book stock per capita
S64 Number of participants in Stanton library programs
S65 Stanton Library user satisfaction with services and information
S66 Percentage of community volunteering
S67 Average number of volunteer hours per week
S68 Number of volunteers involved in Council volunteer programs
S69 Number of wellbeing programs conducted by community centres
S70 User satisfied with health and wellbeing services
S71 Community bus service patronage
S72 Number of immunisations clinics held
S73 Utilisation of community centres and community facilities
S74 Community satisfaction with community facilities
S75 Utilisation of child care services
S76 Community satisfaction with Council’s provision of children’s services
S77 Client satisfaction at each Council operated childcare centre
S78 Number of Family Day Care programs
S79 Participation rates in vacation care programs
S80 Number of youth involved with programs for young people
S81 Number of participants in programs for older people and people with disabilities
S82 Care giver and user satisfaction with programs for older people and people with disabilities
S83 Number of hits on online community directory (LINCS)
S84 Percentage of community who feel safe in North Sydney
S85 Local Government Area Crime Ranking across offence types
S86 Community satisfaction with street lighting
S87 Number of licensed premises participating in LiquorAccord
S88 Number of reported incidences of domestic violence
S89 Number of community safety audits per year
S90 Number of road accident deaths and injuries
S91 Number of each type of traffic collision within North Sydney per year
S92 Percentage of the community who feel safety for pedestrians and cyclists is adequate or better
S93 Number of participants in road safety programs
S94 Community satisfaction with access around North Sydney and to the area’s buildings, spaces, and facilities
S95 Ratio of affordable housing as a proportion of total housing within North Sydney
S96 Number of additional aged care facilities
S97 Number of nursing home beds in North Sydney
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58 2020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
EC01 Net growth of commercial floor space
EC02 Office and retail occupancy and vacancy rates
EC03 Number of businesses by industry division
EC04 Local estimates of unemployment (unemployed persons and unemployment rate) by age and gender
EC05 Business community satisfaction with North Sydneyas a good place to do business
EC06 Net growth of commercial floor space in the CBD
EC07 The dollar value of commercial construction
EC08 Percentage mix of retail uses
EC09 Business community satisfaction with the look and amenity of the public domain
EC10 Ranking of North Sydney’s CBD against other major commercial centres
EC11 Number of national or international events hosted in North Sydney per year
EC12 Number of major sporting events held in North Sydneyper year
EC13 Operating balance ratio
EC14 Rates and Annual Charges coverage ratio
EC15 Unrestricted current ratio
EC16 Building and infrastructure renewal ratio
EC17 Broad liabilities ratio
G01 Number of Urban Design Advisory Panel and DesignExcellence Panel meetings
G02 Number of community groups who receive financial support from Council each year to facilitate community goals
G03 Amount of grant funding or sponsorship received by Council each year to facilitate community goals
G04 Community awareness of the Community Strategic Plan
G05 Community satisfaction with North Sydney’s strategic direction
G06 Percentage of reports to Council that provide a sustainability assessment
G07 Number of Council’s plans, strategies and policies reviewed to reflect the Community Strategic Plan
G08 Number of Memoranda of Understanding
G09 Number of successful lobbying activities
G10 Community satisfaction with Council’s community engagement processes
G11 Number of community engagement/consultation opportunities provided by Council
G12 Community awareness of activities undertaken by Council
G13 Community satisfaction with communications from Council
G14 Number of visits to Council’s website
G15 Number of subscriptions to online newsletters and panels
G16 Percentage of community members who feel Council operates under ethical, open, accountable and transparent processes
G17 Percentage of community satisfied that the Council makes decisions in the best interest of North Sydney
G18 Percentage of community members who feel they can influence decisions affecting their local area
G19 Community satisfaction with access to information, key documents and meetings
G20 Community satisfaction with councillor and organisational performance
G21 Compliance with statutory requirements
G22 Compliance with privacy requirements
G23 Community satisfaction with Council’s service delivery
G24 Number of online services
G25 Staff turnover rates
G26 Percentage of staff satisfied with the organisation
G27 Annual Public Liability Audit rating
G28 Percentage of business continuity tests conducted within agreed service level
G29 Compliance with record keeping requirements
G30 Percentage of community satisfied with ease of access to information
G31 Percentage of systems available on a 24 hour, 7 day a week basis
ECONOMIC
GOVERNANCE
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592020 VISION NORTH SYDNEY COMMUNIT Y STRATEGIC PLAN 2009-2020
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North Sydney Council, 200 Miller Street, North Sydney NSW 2060
Telephone (02) 9936 8100 | Facsimile (02) 9936 8177 | Email [email protected]
Website www.northsydney.nsw.gov.au
June 2010 | Printed on recycled paper