operations committee meeting business paper · 2015-01-30 · minutes of operations committee...

OPERATIONS COMMITTEE MEETING

BUSINESS PAPER

7.00PM, TUESDAY, 3 FEBRUARY 2015

Athanasios (Arthur) Kyron General Manager

Waverley Council PO Box 9

Bondi Junction NSW 1355 DX 12006 Bondi Junction

Tel. 9369 8000 E-mail: [email protected]

Delegations of Waverley Operations Committee Committee Delegations

On 10 December 2013, Waverley Council delegated to the Waverley Operations Committee the authority to determine any matter other than: 1. Those activities designated under S377(1) of the Local Government Act which are as follows:

(a) The appointment of a general manager, (b) The making of a rate, (c) A determination under section 549 as to the levying of a rate, (d) The making of a charge, (e) The fixing of a fee, (f) The borrowing of money, (g) The voting of money for expenditure on its works, services or operations, (h) The compulsory acquisition, purchase, sale, exchange or surrender of any land or other

property (but not including the sale of items of plant or equipment), (i) The acceptance of tenders which are required under this Act to be invited by the council, (j) The adoption of an operational plan under section 405, (k) The adoption of a financial statement included in an annual financial report, (l) A decision to classify or reclassify public land under Division 1 of Part 2 of Chapter 6 of the Act, (m) The fixing of an amount or rate for the carrying out by the council of work on private land, (n) The decision to carry out work on private land for an amount that is less than the amount or

rate fixed by the council for the carrying out of any such work, (o) The review of a determination made by the council, and not by a delegate of the council, of an

application for approval or an application that may be reviewed under section 82A of the Environmental Planning and Assessment Act 1979,

(p) The power of the council to authorise the use of reasonable force for the purpose of gaining entry to premises under section 194,

(q) A decision under section 356 to contribute money or otherwise grant financial assistance to persons,

(r) A decision under section 234 to grant leave of absence to the holder of a civic office, (s) The making of an application, or the giving of a notice, to the Governor or Minister, (t) This power of delegation, (u) Any function under this or any other Act that is expressly required to be exercised by

resolution of the council.

2. The adoption of a Community Strategic Plan, Resourcing Strategy and Delivery Program as defined under Sections 402, 403, and 404 of the Local Government Act.

3. The determination of urgent matters raised in the Committee without prior notice. Committee decisions will be made by majority vote of the quorum present. The Committee’s Minutes will be confirmed at the following committee meeting in line with the provisions of Clause 266 of the Local Government Regulation 2005 which are:

(1) Each committee of a council must ensure that full and accurate minutes of the proceedings of its meetings are kept.

(2) As soon as the minutes of an earlier meeting of a committee of the council have been confirmed at a later meeting of the committee, the person presiding at the later meeting must sign the minutes of the earlier meeting.

http://www.legislation.nsw.gov.au/xref/inforce/?xref=Type%3Dact%20AND%20Year%3D1979%20AND%20no%3D203&nohits=y

Operations Committee Meeting 3 February 2015

AGENDA

WAVERLEY OPERATIONS COMMITTEE MEETING

A meeting of the OPERATIONS COMMITTEE will be held at Waverley Council Chambers, Bondi Road, Bondi Junction at:

7.00pm, Tuesday, 3 February 2015

PRAYER AND ACKNOWLEDGEMENT OF INDIGENOUS HERITAGE

The Chair will read the following Opening Prayer and Acknowledgement of Indigenous Heritage: “God,we pray for wisdom to govern with justice and equity. That we may see clearly and speak the truth and that we work together in harmony and mutual respect. May our actions demonstrate courage and leadership so that in all our works thy will be done. Amen. Waverley Council respectfully acknowledges our Indigenous heritage and recognises the ongoing Aboriginal traditional custodianship of the land which forms our Local Government Area.” 1. Apologies/Leave of Absence

2. Declarations of Pecuniary and Non-Pecuniary Interests

3. Addresses to Council by Members of the Public


4. Confirmation of the Minutes

OC/4.1/15.02 Operations Committee Meeting – 2 December 2014 ............................................... 5

5. Reports Requiring Determination

OC/5.1/15.02 My Amazing Library Strategic Plan .......................................................................... 16 OC/5.2/15.02 ANZAC Centenary 2015 ........................................................................................... 67


Confirmation of Minutes No. OC/4.1/15.02 Subject: Operations Committee Meeting – Minutes – 2

December 2014 – Confirmation

Trim File No.: A14/0063

Author: Michael Simmons – Governance Officer Recommendation That the minutes of the Operations Committee Meeting of 2 December 2014 be received and noted, and that these minutes be confirmed as a true record of the proceedings of that meeting. 1. Executive Summary The minutes of the Operations Committee Meeting held on 2 December 2014 are submitted to the Operations Committee for confirmation, in accordance with Section 375 of the Local Government Act 1993, which provides that Council must ensure that full and accurate minutes are kept of the proceedings of its meetings and be confirmed at the subsequent meeting. 2. Introduction/Background In accordance with Section 17.2(4) of Council’s Code of Meeting Practice the minutes of the Operations Committee meeting held on 2 December 2014 have been issued subject to confirmation at a subsequent meeting. 3. Discussion Nil. 4. Conclusion Council is required to confirm the minutes of the Operations Committee meeting held on 2 December 2014. 5. Relationship to Waverley Together 3 & Delivery Program 2013-17 The relationship to Waverley Together 3 and Delivery Program 2013-17 is as follows: Direction: G4 – Coordinated, efficient and effective services are delivered through the most

appropriate agencies and partnerships. Strategy: G4b – Provide a range of efficient and effective corporate support services. Deliverable: Professional and timely support and assistance to Councillors and meetings of

Council and Council committees.

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6. Financial impact statement/Timeframe/Consultation Financial Impact statements, timeframes and consultation are detailed within the individual reports attached to the agenda and where amended by the minutes. 7. Attachment/s:

1. Operations Committee Meeting – Minutes – 2 December 2014.

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MINUTES OF THE OPERATIONS COMMITTEE MEETING OF WAVERLEY COUNCIL HELD AT WAVERLEY COUNCIL CHAMBERS ON TUESDAY, 2 DECEMBER 2014

Present: Councillor Bill Mouroukas (Chair) Waverley Ward Councillor Joy Clayton Bondi Ward Councillor Dominic Wy Kanak Bondi Ward Councillor John Wakefield Bondi Ward Councillor Sally Betts (Mayor) Hunter Ward Councillor Leon Goltsman Hunter Ward Councillor Miriam Guttman-Jones Hunter Ward Councillor Angela Burrill Lawson Ward Councillor Andrew Cusack Lawson Ward Councillor Paula Masselos Lawson Ward Councillor Tony Kay (Deputy Mayor) Waverley Ward Councillor Ingrid Strewe Waverley Ward At the commencement of proceedings at 7.00pm, those present were as listed. Officers Present: Arthur Kyron General Manager Cathy Henderson Director, Waverley Life Peter Monks Director, Waverley Futures Mark Wood Director, Waverley Renewal

This is page 1 of the Minutes of the Operations Committee Meeting held on 2 December 2014

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Minutes of Operations Committee Meeting 2 December 2014 Opening Prayer and Acknowledgement of Local Indigenous Heritage The Chair read the following Opening Prayer and Acknowledgement of Indigenous Heritage: God, we pray for wisdom to govern with justice and equity. That we may see clearly and speak the truth and that we work together in harmony and mutual respect. May our actions demonstrate courage and leadership so that in all our works thy will be done. Amen. Waverley Council respectfully acknowledges our Indigenous heritage and recognises the ongoing Aboriginal traditional custodianship of the land which forms our Local Government Area. 1. Apologies/Leave of Absence The Chair Called for Apologies and none were received 2. Declarations of Pecuniary and Non-Pecuniary Interests 1. Cr Cusack declared a less than significant non-pecuniary interest in Item

OC/5.5/14.12 - Bronte Park Dog Exercise Trial and informed the meeting that he is a dog owner.

2. Cr Masselos declared a less than significant non-pecuniary interest in Item

OC/5.3/14.12 -Demolition of existing structures and construction of five residential flat buildings, including basement parking and restoration of the heritage listed Scarba House at 30 Wellington Street and 18 - 22 Ocean Street, Bondi, and informed the meeting that she has a close working relationship with some of the community members that have an interest in this item.

3. Addresses to the Committee by Members of the Public 1. J Freer (in support of the recommendation) – Item OC/5.1/14.12 - 105 Wellington

Street – Post Exhibition Report on the Planning Proposal. 2. C Boyd (in support of the recommendation) – Item OC/5.1/14.12 - 105 Wellington

Street – Post Exhibition Report on the Planning Proposal.

3. F Sartor (SPP Services) – Item OC/5.1/14.12 - 105 Wellington Street – Post Exhibition Report on the Planning Proposal.

4. A Duggan (on behalf of the applicant) - Item OC/5.3/14.12 - Demolition of existing structures and construction of five residential flat buildings, including basement


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Minutes of Operations Committee Meeting 2 December 2014

parking and restoration of the heritage listed Scarba House at 30 Wellington Street and 18 - 22 Ocean Street, Bondi.

4. Confirmation of the Minutes OC/4.1/14.12 Operations Committee Meeting – 4 November 2014 (A14/0063) MOTION / UNANIMOUS DECISION Mover: Cr Cusack Seconder: Cr Clayton That the minutes of the Operations Committee Meeting of 4 November 2014 be received and noted, and that these minutes be confirmed as a true record of the proceedings of that meeting. 5. Reports OC/5.1/14.12 Post Exhibition Report on the Planning Proposal for 105 Wellington Street

(PP-5/2013/1) MOTION / UNANIMOUS DECISION Mover: Cr Betts Seconder: Cr Clayton That Council: 1. Notes the nature of submissions made on the Planning Proposal. 2. Notes the findings of the Bondi Beach Suburb Recreation Needs Assessment. 3. Notes that there is an unresolved objection from Sydney Water. 4. Notes that Waverley Council is only 9.2sqm, has 17 schools, some without any

playing fields, and of our 70,000 residents, 8,300 are under the age of 11. 5. Notes that as a comparison against “the standard”, our studies found we had 1.74

hectares of open space per 1,000 people against the benchmark for open space planning, which is 2.38 hectares.

6. Notes that the community has on more than one occasion overwhelmingly asked

Council to reject this proposal. 7. Does not support the proposed rezoning of 105 Wellington Street for the following

reasons:

a) There is a demonstrated deficiency in the availability of recreational spaces and facilities throughout Waverley and this will be exacerbated if the rezoning proceeds.


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b) There are pressing recreation needs for the community for outdoor sports courts, indoor sports courts, indoor aquatic facilities, and local parks which can be accommodated successfully on the Wellington Street site, for example Futsal, and which can provide a financial return(except for local parks).

c) If the Wellington Street courts are redeveloped or permanently unavailable for

tennis, there would be a demand for additional courts in the area. This demand is likely to be exacerbated by population growth;

d) The loss of six courts will leave Waverley with a court to population ratio of

1:11,784, one of the worst in the state, even including three multipurpose courts that are planned for Waverley Park.

e) The proposal has received a significant number of objections which have been

based on valid strategic planning concerns.

f) The premise put forward by the applicant that this Proposal should be approved is flawed as Waverley Council is already meeting its housing targets without these additional dwellings being provided on this site which plays a crucial role in providing recreational opportunities for the Waverley community.

g) The proposal is inconsistent with a number of local and state policy directions.

8. Agrees to forward this report and any other relevant information to the Department

of Planning and Environment (DPE) as a basis for the Minister to make a final decision regarding the rezoning proposal.

9. Agrees that the Mayor write to the Minister for Sport and Recreation, Hon. Stuart

Ayers and ask for his support in requesting the Department of Planning to reject this Planning Proposal.

10. Separately writes to the Minister for Planning and Environment, the DPE and the

Planning Institute of Australia outlining the issues Waverley has experienced in relation to the operation of Pre-Gateway Review Process with a view to assist the DPE in their review of the process.

DIVISION For the Motion: Crs Betts, Burrill, Clayton, Cusack, Goltsman, Guttman-Jones, Kanak,

Kay, Masselos, Mouroukas, Strewe, Wakefield. Against the Motion: Nil. J Freer, C Boyd (in support of the recommendation) and F Sartor (against the recommendation) addressed the meeting.


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Minutes of Operations Committee Meeting 2 December 2014 OC/5.2/14.12 Section 96 modification application for the approved mixed use building

at 253-255 Oxford Street, Bondi Junction (DA-539/2013/A) MOTION / UNANIMOUS DECISION Mover: Cr Burrill Seconder: Cr Cusack That Council endorses the Officer’s report and determines not to provide a separate submission to the Joint Regional Planning Panel in relation to this Section 96 modification application as it only relates to minor corrections and alterations within the building envelope. DIVISION For the Motion: Crs Betts, Burrill, Clayton, Cusack, Goltsman, Guttman-Jones, Kanak,

Kay, Masselos, Mouroukas, Strewe, Wakefield. Against the Motion: Nil. OC/5.3/14.12 Demolition of existing structures and construction of five residential flat

buildings, including basement parking and restoration of the heritage listed Scarba House at 30 Wellington Street and 18-22 Ocean Street, Bondi (DA-203/2014)

Cr Masselos declared a less than significant non-pecuniary interest in this item and informed the meeting that she has a close working relationship with some of the community members that have an interest in this item. MOTION / UNANIMOUS DECISION Mover: Cr Kay Seconder: Cr Betts That a submission be made to the JRPP advising that Council supports approval of the application, subject to the following comments and changes: 1. That the applicant is requested to consider a further increase in on-site car parking

over and above that provided in the amended plans, say additional basement level car parking under Buildings D and E, and/or Building A, for around 70 extra car spaces (being the difference between what is being provided by the amended plans and the maximum car parking generation rates for Parking Zone A in Council's Draft WDCP), and if the applicant is willing to provide these extra car spaces that the application be conditioned to provide this additional on-site residential car parking for the following reasons:

a. Council acknowledges that the community has made strong representation for

the proposal to provide additional on-site residential car parking due to on-street car parking being close to capacity with occupancy high.

b. Council notes that the amended plans do provide for a small reduction in unit

numbers across the site and additional on-site car parking for residents (than the original plans), which is greater than that required by the WDCP. This additional car parking is supported by Council officers. It is noted that the amended plans provide for increased visitor car parking that now aligns with the WDCP.


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c. Council further notes that the Draft WDCP provides an opportunity for a greater increase in on-site residential car parking spaces than that provided by the amended plans, whilst acknowledging that the Draft WDCP has limited weight during this assessment.

d. Council believes that the number of on-site residential car parking spaces are

still insufficient for the number and mix of units being proposed. It recognises that although Bondi Road is a busy arterial road with a well serviced bus route, the buses along Bondi Road are often full. Since the Denham Street bus service along Bondi Road has been cancelled, patrons wishing to go to Bondi Junction or further by getting on a bus mid-block between Bondi Beach and Bondi Junction have limited opportunity to do so, especially at peak times. Also, getting on a bus during peak times at Bondi Junction for those alighting along Bondi Road creates conflict with the large number of patrons going to the beach, and is especially problematic for the elderly and mobility impaired. There is therefore a greater need of car ownership for residents of the proposed development versus the assumption that there will be a modal shift to public transport. These vehicles should be parked off-street within the site, rather than on-street where capacity is unavailable. The Draft WDCP recognises this situation by increasing the residential car parking generation rates for Parking Zone A.

2. In regard to the roof of buildings A, D and E:

a. All roof screening, parapets, and safety balustrades be deleted to ensure that

potential view loss from adjoining residential buildings is more acceptably mitigated, whilst acknowledging LEP height compliance of the amended plans and noting a condition of consent is to be added to ensure the roof of each building is non-trafficable and only accessed for maintenance purposes. It is noted that BCA requirements would need to be satisfied.

b. The condensers be relocated to further reduce visual impacts and view loss. In

this regard, the condensers are to be relocated behind and in line with the lift overrun.

3. The footprint of building C is to match the footprint of the previously approved Land

and Environmental Court building to be more sensitive to the heritage listed Scarba House, reduce bulk and reveal more of the eastern elevation of Scarba House from the public domain.

4. The developer, following discussions with Council’s planners, makes a contribution to

the improvement to road and pedestrian safety in Wellington Street in the School Zone, and at the intersection of Wellington Street and Bondi Road.

DIVISION For the Motion: Crs Betts, Burrill, Clayton, Cusack, Goltsman, Guttman-Jones, Kanak,

Kay, Masselos, Mouroukas, Strewe, Wakefield Against the Motion: Nil.

A Duggan (on behalf of the applicant) addressed the meeting. This is page 6 of the Minutes of the Operations Committee Meeting held on 2 December 2014

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Minutes of Operations Committee Meeting 2 December 2014 OC/5.4/14.12 Planning Proposal to amend Waverley Local Environmental Plan 2012 -

Repeal of Clause 4.4B Incentives for providing affordable housing (PP-2/2014)

MOTION / UNANIMOUS DECISION Mover: Cr Kay Seconder: Cr Betts That Council: 1. Endorses the Planning Proposal to amend Waverley Local Environmental Plan 2012 -

repeal of Clause 4.4B Incentives for providing affordable housing. 2. Forwards the Planning Proposal to Parliamentary Counsel for finalisation. 3. Notes that affordable housing contributions in Waverley are now incorporated in

Council’s Planning Agreement Policy 2014. OC/5.5/14.12 Bronte Park Dog Exercise Trial (A11/0440-02) MOTION / DECISION Mover: Cr Cusack Seconder: Cr Kay Cr Cusack declared a less than significant non-pecuniary interest in this item and informed the meeting that he is a dog owner. That Council: 1. Approves dog exercise zones on leash and off leash (off leash limited to 3pm-10am

daily), as implemented in the amended trial at Attachment 2.

2. Notes that dog walking signage at Bronte Park is under review as part of the Council-wide Signage Strategy and also notes that it is important to retain signage that protects the bushcare area from dogs.

3. Installs a ‘dog tidy’ station to the west of Bronte House and a ‘dog tidy’ station for

the on-leash area at the back of Hewlett Reserve, preferably where the lane between 55 and 57 Murray Street meets the park.

OC/5.6/14.12 Alcohol Free Zone – Bondi Beach (A08/1100) MOTION / UNANIMOUS DECISION Mover: Cr Clayton Seconder: Cr Wakefield That Council:

1. Receives and notes this report. This is page 7 of the Minutes of the Operations Committee Meeting held on 2 December 2014

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2. Endorses the extension of an alcohol free zone for four years within the Bondi Beach

area as indicated on the attached map (Attachment 1) but excluding areas that are defined as ‘Exempt Premises’ in accordance with the Liquor Act 1982.

3. Authorises the Mayor and General Manager to finalise the extension of the alcohol

free zone once the statutory consultation obligations have been completed.

4. Authorises the Executive Manager, Safe Waverley to complete the necessary extension of statutory notification in accordance with the Local Government Act 1993.

5. Subsequently investigates future Alcohol Free zones including the golf course and a

wider neighbourhood around the Beach Road Hotel. OC/5.7/14.12 Environmental Sustainability Advisory Committee (ESAC)

recommendations (A10/0022) MOTION / UNANIMOUS DECISION Mover: Cr Goltsman Seconder: Cr Burrill That the Council takes the following actions with regard to the recommendations arising from the meeting of the Environmental Sustainability Advisory Committee held on 12 November 2014: 1. Endorses the incorporation of recommendations 1411.1a, 1411.1b, 1411.1c, 1411.1d,

1411.1e, 1411.1f 1411.g into the social research for urban ecology.

2. Endorses the incorporation of recommendations 1411.2a and 1411.2b into the social research for urban ecology.

3. Endorses the incorporation of recommendation 1411.3a and 1411.3b into Council’s

‘Sustainable Schools’ Framework once the water and waste trial are finalised. 4. Explores recommendation 1411.3b with potential partnering schools in February-

March 2015. 5. Supports the integration of recommendation 1411.4a and 1411.5b into Council’s

Green Infrastructure engagement strategy. 6. Endorses the development of a report by Waverley Life to consider the feasibility of

developing and implementing a stormwater education/enforcement program for buildings.

Cr Wakefield was not present for the consideration and vote on this item. This is page 8 of the Minutes of the Operations Committee Meeting held on 2 December 2014

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Minutes of Operations Committee Meeting 2 December 2014 OC/5.8/14.12 Waverley Public Art Master Plan (A05/0416) MOTION / UNANIMOUS DECISION Mover: Cr Burrill Seconder: Cr Goltsman That Council: 1. Endorses the Draft Waverley Public Art Master Plan for the purposes of community

consultation, noting that photographs of the sites will be inserted into the document, subject to the following amendments:

a. On pages 81-82, reorder the sites so that Gould & Roscoe Street becomes Site

1, and Waverley Mall becomes Site 2 (and the order of remaining sites to be unchanged)

b. Under Gould & Roscoe Street, "Opportunities for Public Art" section, add a

final sentence to read "Artwork should be integrated into the plaza upgrade for the site, which is scheduled for 2015-16."

c. On page 92, re-order the sites for commissioning of artworks so that the Gould

& Roscoe Street site will be commissioned in 2014-15, and Waverley Mall in 2016-17, and Oxford Street Mall in 2018-19.

2. Notes that a report on the community consultation will be provided to the

Operations Committee or Council in the first quarter of 2015. THE MEETING CLOSED AT 8.49.PM.

............................................................ SIGNED AND CONFIRMED CHAIRPERSON 3 FEBRUARY 2015


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Report No. OC/5.1/15.02 Subject: My Amazing Library Strategic Plan


Author: Heather Davis Manager, Library and Learning Futures Recommendation: That Council: 1. Receives and notes the consultation feedback the Library has received on the draft My

Amazing Library Strategic Plan.

2. Endorses the My Amazing Library Strategic Plan. 1. Executive Summary • In August 2014 the Operations Committee approved the My Amazing Library Strategic Plan for

consultation.

• This report provides a summary of feedback collected during public consultation on the My Amazing Library Strategic Plan which took place between 21 October 2014 and 16 December 2014.

• Consultation took place via a number of mechanisms including online and in person, with copies of the strategy widely available. Feedback was analysed against strategic outcomes of the plan and found to be supportive of the future directions of the Library.

• It is recommended that the Committee receive and note the consultation feedback and endorse the strategic plan.

2. Introduction/Background The ‘My Amazing Library’ Strategy has been developed to position Waverley Library as a key cultural and community hub in the Eastern Suburbs and to implement a library culture that meets the mission ‘to enrich the Waverley community through creative, future focused library services, supporting lifelong learning and strong community connections.’ Waverley Library’s My Amazing Library strategic plan was endorsed for consultation by the Operations Committee in August 2014. Key outcomes of the consultation are:

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• Feedback and suggestions collected aligned with the directions identified in the strategy, including creating a Library space and collection that is inspirational to the community; and balancing traditional services with digital

• Relationships were built and embraced between the Library and Waverley community, with many respondents pleased to participate in planning the Library’s future

• Most respondents expressed a love for the Library and consider it a valuable Council resource

• It was identified that Library staff are much loved amongst the community and that it is important to respondents that staff skills be continually built upon

The consultation process was conducted over six weeks from 4 November to 16 December 2014. Methods for feedback collection included:

• A digital copy of the document on the ‘Have Your Say’ Waverley website with accompanying questionnaire

• Hard copies of the document at three library service points with accompanying questionnaire • Hard copies of the document available Reuse + Celebrate! Art and Family Fun Day on 25

October event with staff members leading discussion on strategy themes with passing members of the general public

• Hard copies of the document distributed to participants of focus groups representing key community groups

The digital and hard copy surveys were promoted via the Library’s ‘What’s On’ newsletter as well as the Council and Library websites. Council’s Twitter account was also used to invite participation and remind of closing date for feedback. Library staff were consulted via staff meetings in the consultation period.

Council or Committee Meeting & Date

Resolution No.

Resolution

2/9/14

OCRD.26/14

That: 1. The “My Amazing Library” draft strategy 2014-2017 be

endorsed for the purposes of further consultation. 2. Following endorsement of the draft strategy, a

community consultation process is developed and implemented

3. Discussion METHODOLOGY Library staff took the consultation process as an opportunity to encourage community participation in Library decision making. Focus groups and Library presence at external Council events to discuss

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the strategy and collect feedback were particularly well received by the community and community groups. Discussions were conducted with members of the Multicultural Advisory Committee, members of Rose Bay Secondary College P&C and Council’s Youth Officer for suggestions for further opportunities to collaborate and consult. A broad range of organisations were approached to provide feedback including local high schools, language schools and creative groups. Within the Library and Information sector, the State Library was approached for feedback and a copy of the strategy was shared with the International Network of Emerging Library Innovators. Feedback received during consultation was positive toward the staff led focus groups that targeted different types of library users and non users. (see attachment 2) Sessions were run with:

• Friends of Waverley Library • Waverley Historical Society • Parents of young children • Representatives of the Shalom Institute • Case workers of Norman Andrews House • Bondi Toy Library • The general public (visitors to Reuse + Celebrate! Art and Family Fun Day)

ANALYSIS Seven focus groups were held with groups of up to 12 respondents. One session was held with members of the general public that had five respondents. 18 responses were received via survey. (see attachment 3) The majority of respondents felt that the library is providing a quality service. Feedback on recent changes to layout and look are positive, and themes emerging from the strategy are on track with the community vision of future library services. Feedback was very positive toward the Library and the strategy, particularly the ‘atmosphere’ within the building, and in access to the collections and to technology. The Library staff also received a lot of praise, with one respondent saying they are ‘like family.’ Responses are summarised into the five themes indentified in the library strategy. Community Connections: Feedback indicates that the Community Connections action plan has identified appropriate avenues to build relationships with the Waverley community and community groups. It also indicates that the strategy is on target in identifying the community’s desire to participate in growing library services.

• Customers are excited about new service options arising from changing technology, but also wish to retain traditional services and access to physical books and quiet space. Achieving this balance is reflected as an action in the strategic plan (see attachment 2 and 3)

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• Respondents appreciate communication on library products and services within the library (see attachment 2)

• A range of opportunities for collaboration have been identified with community groups such as Shalom Institute, Norman Andrews House, Bondi Toy Library, Multicultural Advisory Committee and Rose Bay Secondary College (via focus group process)

• Respondents value the trust from the library in lending out such a valuable collection (see attachment 3)

• Respondents in the focus groups were very pleased that the library was seeking to build relationships in the community (see attachment 2)

Spaces: Feedback indicates that respondents see the Library as an evolving space that is responsive to the needs of the community. The balance between loud and quiet areas is an important consideration for the Library, with a number of respondents commenting on the noise levels from the children’s library. Based upon this feedback, management of the balance between places for quiet study and for activity based learning will be addressed as an action in the strategic plan (see attachment 1). This also indicates that the library has an important role in engaging the community in any plans for expansion of programs and alternative use of space.

• The library is seen as a welcoming, safe and inclusive space by respondents. It is also seen as a social space where parents can meet other parents and children can interact with other children (see attachment 2 and 3)

• Parents of young children appreciate the new spaces and toys in the childrens library. That children are being urged to see the library as a fun place (see attachment 2)

• Many respondents asked for access to coffee and food in proximity to the library (see attachment 2 and 3)

• Community groups are interested in using library spaces and collaborating with the library to deliver events and services (see attachment 2)

• The Library collections remain a significant definer of Library spaces and add to the inspirational atmosphere of the library (see attachment 2 and 3)

Technology: Feedback indicates that the community and the strategy identify similar suggestions for improvement to the Library’s technology offering.

• Internet access is highly valued by respondents (see attachment 2 and 3) • Respondents require that technology be balanced with traditional library services (see

attachment 2 and 3) • It is important that the library keeps up with the technology that customers are using,

particularly what children are exposed to at school (see attachment 2) • Library staff need to be skilled, approachable and available to help library users navigate

technology advances (see attachment 2 and 3) • The library provides both recreational and educational services and needs to balance services

to meet these needs (see attachment 2 and 3) • Respondents recognize that the library has an important role to play in providing technology

access to the disadvantaged (see attachment 2) • Respondents are supportive of improvements to library technology suggested in the strategy

including creative and design suite (see attachment 2)

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Collections: Feedback indicates that the Collections action plan is on target in identifying the balance of physical and electronic media.

• Library collections remain a significant reason to visit the Library (see attachment 2 and 3) • Feedback on the access to library collections was generally positive (see attachment 2 and 3) • Positive feedback was gathered about displays in the library that allow ‘discovery’ of the

library collections to occur. This can extend to less visible elements of the collection such as stack and historical collections (see attachment 2)

• Respondents desire improvement to the range of the current ebook collection as well as improved management of long overdue items (see attachment 2 and 3)

• Books are still strongly associated with libraries and remain relevant to respondents (see attachment 2 and 3)

Learning Culture: Feedback indicates that the strategy has appropriately recognised the importance of building a culture of excellence within the Library.

• Respondents are very positive about the service received from library staff (see attachment 2 and 3)

• Consistency of service was identified as important, with respondents identifying differences in staff skills in some areas (see attachment 2 and 3)

• Respondents identified that enthusiasm, approachability and availability, and being tech savvy were important attributes of the library staff (see attachment 2 and 3)

4. Conclusion The My Amazing Library Strategic Plan identifies five strategic priorities to expand opportunities for service improvement and public value creation. The priorities within the plan will ensure the Library grows services and is at the forefront of new trends for even better services. This report provides an overview of the feedback during the strategy’s public consultation period and an analysis of how this feedback relates to the actions identified in the strategy, and seeks the Council’s endorsement of the My Amazing Library Strategic Plan. Implementation of this strategy will position the Library to work towards creative new services, thoroughly understand dynamic customer needs, and be a leader in a changing library world. 5. Relationship to Waverley Together 3 & Delivery Program 2013-17 The relationship to Waverley Together 3 and Delivery Program 2013-17 is as follows: Direction: C1 Waverley’s cultural heritage and diversity is recognized, protected and respected Strategy: C1a Support programs that celebrate and strengthen our multicultural and indigenous culture and cultivate a sense of community appreciation of our cultural heritage and diversity Deliverable: A coordinated program of social, recreational and cultural events targeting diverse groups and provide a program celebration of local history and heritage

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Direction: C2 The community is welcoming and inclusive and people feel they are connected and belong Strategy: C2b Provide a socially inclusive, vital and welcoming library service that supports the educational, social and recreational needs of the community Deliverable: A vibrant and relevant library space that meets user needs, programs/events and activities that meet the community needs and interests, current and relevant library collections and services, a range of relevant and reliable information and technology services Direction: C6 Arts and cultural activities foster an involved community and a creative environment Strategy: C6a Enrich the community’s cultural life and support lifelong learning through a variety of cultural events and activities, balancing the needs of residents and visitors Deliverable: A diverse and exciting range of cultural events across Waverley, stronger connections and partnerships with the community that encourage participation in the Library and its services and promote the Library as a community learning hub. 6. Financial impact statement/Timeframe/Consultation

• Financial impact: The majority of projects identified in the strategy will be funded from Library operational budgets. Grant opportunities from the State Library will be pursued to support existing funding.

• Timeframe: This report is the end result of a consultation process running from October to December 2014. Planning began in September 2014 following Council’s endorsement for the My Amazing Library Strategy to go for consultation. Between September and October 2014, key groups were identified to provide feedback and strategic questions were developed. Focus groups were arranged and conducted between October and December. A general survey accompanied the strategy and was on display via the website and in the Library between November and December 2014. The strategy will run from 2014 to 2017. Actions in the strategy are labeled immediate, short term, medium term, long term.

• Consultation: Has been completed December 2014. 7. Attachment/s:

1. My Amazing Library Strategic Plan (including marked up amendments based on feedback) 2. Focus group responses 3. Survey responses 4. Summary of survey results

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Waverley Library Strategic Plan 2014 – 2017 Page 1

My amazing library

August 2014

Waverley Library Strategic Plan2014 to 2017

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ContentsSummary 3

1. Introduction 4

1.1 Outcomes from the Way Forward Strategy 2010 to 2014 4

2. Strategy Development 5

2.1 Community Strategic Plan 5

2.2 Library Vision 6

2.3 Consultation 6

2.4 Current Statistics 6

3. Strategic Priorities 8

3.1 Cultural Connections 8

3.1.1 Cultural Connections Action Plan 9

3.2 Spaces 9

3.2.1 Spaces Action Plan 10

3.3 Technology 10

3.3.1 Technology Action Plan 11

3.4 Collections 11

3.4.1 Collections Action Plan 12

3.5 Learning Culture 13

3.5.1 Learning Culture Action Plan 14

4. Performance Indicators 15

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SummaryWaverley Library is a bustling and lively community space that is highly valued by the half a million visitors who walk through the doors each year. The Library aspires to position itself as a leading cultural and learning resource in the Eastern Suburbs, building upon its already strong reputation for excellent services. Through thoughtful programming, service delivery and strategic promotions, the Library seeks to shift community and stakeholder perceptions on the value and purpose of library services.

The Library has conducted a review and benchmarking exercise to inform new strategic directions and to assess capacity to meet changes in the library and local government industries. Libraries across the world have been redefining service delivery in response to new technologies and increased community expectations.

The Library is in a strong position to deliver on its vision and aspirations, with Council support, via the strategic priorities outlined in this document. These priorities summarise the technology, resources, partnerships and confidence that the Library requires to deliver an influential service as part of an ‘Amazing Waverley’.

The My Amazing Library strategy has the overarching objective:

To enrich the Waverley Community through creative, future focused library services, supporting lifelong learning and strong community connections.

To achieve this objective, My Amazing Library focuses on the following strategic priorities:

CULTURAL CONNECTIONS: to build strong connections and partnerships and encourage participation in the library and its services and promote the library as a community learning hub

SPACES: to create multipurpose areas where possibility, creativity and innovation are fostered through cutting edge technologies, inspirational spaces and functional universal design

TECHNOLOGY: to position Waverley Library at the forefront of educating the community through digital resources and leading technologies

COLLECTIONS: to deliver inspiring, contemporary and relevant collections for all users

LEARNING CULTURE: to sustain a culture of capability, life-long learning and innovation through an expert and customer focused workforce

To ensure accountability, the My Amazing Library strategy includes a range of performance indicators against which the Library will measure itself during the implementation of the strategy.

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1. IntroductionWaverley Library is an important community service operated by Waverley Council, providing a range of community events as well as traditional library services.

In 2009, the Library developed and implemented its Way Forward strategic plan which identified the following priorities:

• Services delivered in a cost effective manner with a focus on customer needs

• Collections & Services

• Information Technology

• Connect with the Community

• Staff & People

This new strategy seeks to strengthen the outcomes of the previous plan and position the Library as a cultural icon in the community and a leading organisation of best practice in the library industry.

The purpose of the My Amazing Library strategy is:

• To align Library operations and programs to community expectations and to demonstrate a working 21st century library model and effectively position the service over the next four years

• To provide a mechanism to inform the Waverley community of Council’s plans for the Library

• To generate focused, relevant annual operating plans to guide the use of financial and human resources

1.1 Outcomes from the Way Forward Strategy 2009 to 2014The Library achieved significant outcomes under the Way Forward strategy, including:

• Major changes to staff rostering, aligning rostering with service delivery priorities and improving access for customers

• Up-skilling of Library staff to ensure continuing relevance to meet requirements for modern libraries

• The introduction of RFID as a major step toward service improvement

• An upgrade of the library management system to ensure that our technology continues to support all Library operations

• Development of library branding and promotions to assist in rightly positioning the Library as a community hub.

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2. Strategy Development2.1 Community Strategic PlanA starting point for the development of this strategy is Council’s community strategic plan, the Waverley Together 3 (WT3). The WT3 articulates the following goals, which are supported by defined goals in the delivery plans, as follows:

GOAL:

C1a: Support programs that celebrate and strengthen our multicultural and indigenous culture and cultivate a sense of community appreciation of our cultural heritage and diversity.

DELIVERABLE/S:

A coordinated program of social, recreational and cultural events targeting diverse groups.

Provide a program celebration of local history and heritage.

GOAL:

C2b: Provide a socially inclusive, vital and welcoming library service that supports the educational, social and recreational needs of the community.

DELIVERABLE/S:

A vibrant and relevant library space that meets user needs.

Programs/events and activities that meet the community needs and interests.

Current and relevant library collections and services.

A range of relevant and reliable information and technology services.

GOAL:

C6a: Enrich the community’s cultural life and support lifelong learning through a variety of cultural events and activities, balancing the needs of residents and visitors.

DELIVERABLE/S:

A diverse and exciting range of cultural events across Waverley.

Stronger connections and partnerships with the community that encourage participation in the Library and its services and promote the Library as a community learning hub.

All strategic initiatives, performance targets and action plans contained in the My Amazing Library strategy are designed to achieve the WT3 goals and the action items in the delivery plan.

The strategy also aims to align with place making concepts outlined in Council’s Complete Streets project, such as a public space providing cultural and leisure experiences and providing inspiration through spontaneous activity and public art. The Library must also position itself to provide added value to the West Oxford Street Precinct project whose aims include bringing culture to the precinct and make it a destination in itself.

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2.2 Library VisionThis My Amazing Library strategy has been developed to facilitate the continuing achievement of Council’s vision for an ‘Amazing Waverley’ and to build library capacity to meet future directions.

Taking this vision, the planning process created a Library mission as its overarching objective for the My Amazing Library strategy, being:

To enrich the Waverley community through creative, future focused library services, supporting lifelong learning and strong community connections.

2.3 ConsultationThe strategy was developed in consultation with a range of stakeholders and reference to relevant information, including:

• Library staff consultations

• Exit survey of Library customers

• Waverley Community Profile

• Future of the Library and information sciences profession: public libraries(ALIA report)

• State Library NSW reports and guidelines

These consultations resulted in a range of suggestions for future service and articulation of what is valued most about the Library. Collections and programs emerged as highly valued by library customers. Access to a variety of programs and niche collections was identified as a key focus area for excellent customer experience.

2.4 Current StatisticsIn formulating the My Amazing Library strategy, the following statistics were referenced from the Library’s Benchmark Report & Investigation of Best Practice in Public Libraries 2013:

MEETS OR EXCEEDS BENCHMARK BELOW BENCHMARK

qualified staff with (17.7 FTE staff eligible for professional membership of ALIA)

turnover of stock (3.11 for lending collection)

visits per capita (7.5 per capita) age of collection (24.65% purchased in past five years, 44.28% purchased in past ten years)

items in the collection per capita (3.28 items per capita)

targeted services (gaps include technology and digital resources)

loans per capita (8.26 per capita) targeted programs (gaps include CALD programs, cross generational, programs for men, young adults)

access to PCs and internet (26 PCs with internet access)

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The My Amazing Library strategy seeks to add meaning to these statistics so that the Library can make an informed assessment of how and why they meet or do not meet the standards and form an understanding of future directions. The Library will also acknowledge gaps in current services and use the information to develop new ideas.

Occasionally the information taken from these benchmarks can be misleading and must be further interrogated for a proper understanding to be formed. For example, the Library exceeds the standards for the number of publicly accessible internet terminals, however the recently upgraded software is still behind the latest software releases with Microsoft Office 2007 the current standard and limited capacity for the Library to explore alternatives such as Opensource systems or Apple products. For the Library to build its reputation as a leading organisation and service and to meet the needs and expectations of its customers, benchmark data such as this must be interrogated and used to build relationships with the Digital Waverley Project for service improvement.

Similarly, the Library collection statistics must be interpreted with the extensive ‘stack’ collection of rare and out of print books. This collection skews the collection age statistic, and also turnover of stock. However, the existence of this collection is important to the Library’s services, providing customers excellent access to rare titles that other libraries do not provide. The My Amazing Library strategy identifies actions for the library to improve access and awareness of this collection.

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3. Strategic PrioritiesThe strategy development process identified a series of priorities which will be the focus of the development of the Library and its services for the next three to four years. These priorities build on the achievements from the Way Forward strategy and will ensure that the Library continues to provide a relevant service to the community in the context of an increasing use of technology in all aspects of daily life.

The strategic priorities for the next chapter in the life of Waverley Library are:

• Cultural Connections• Space• Technology• Collections• Learning Culture

3.1 Cultural ConnectionsOBJECTIVE:

To build strong connections and partnerships that encourage participation in the library and its services and promote the library as a community learning hub.

Strong positive relationships with the Waverley community are key to the library’s success and future services. Library customer expectations have changed in the past ten years with more people expecting libraries to stock titles as soon as they are released, have the latest software and hardware and to provide value added services such as workshops and learning programs. The Library has a role to play in promoting social inclusion and a sense of belonging among the community.

The Library aims to be a place that community members want to go to – for a variety of purposes such as solving information problems, having new learning experiences or socialising and playing. With an increased focus on the arts and cultural role of the Library, new opportunities exist for the community to connect with each other and with the Library.

Library staff have an understanding of customer trends and preferences through everyday interactions. This understanding will be strengthened by initiating and maintaining communication mechanisms with the community of library users as well as non-users. The Library will be in a strong position for continuous improvement of services and will be able to identify emerging needs. With the help of community participation, current services such as multicultural and young adult collections and programs can be improved and the library can move toward a culture of enabling the community to reach the goals expressed in WT3, building capacity through partnerships. Opportunities also exist through participation and partnerships for the library to act as a facilitator and help community groups to run their own programs with varying levels of assistance from the Library.

The Executive Manager of the Library also has carriage of Council’s cultural services and therefore there is the opportunity to collaborate with the Bondi Pavilion and create new programs, as well as promoting, guest hosting and sharing events over multiple sites. This will create a strong place making connection between Bondi Beach and Bondi Junction.

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3.1.1 Cultural Connections Action Plan

CULTURAL CONNECTIONS

Strong connections and partnerships that encourage participation in the library and its services and promote the library as a community learning hub.

ACTION TIMEFRAME

Develop a program of community participation and customer feedback, utilising this intelligence to strategically enhance service offerings

Medium term

Develop an outreach plan for moving the library service beyond Library walls

Short term

Identify staff skills in multicultural access and services, young adult services and develop program to address current service gaps in these areas

Short term

Work with Cultural Programs team to assist community to facilitate their own programs

Medium term

Maintain a positive and mutually beneficial relationship with FOWL

Immediate

Utilize social media for promotion of services and two way feedback mechanism on Library services

Short term

Investigate feasibility of outreach via Library scholarships, internships or residency programs

Medium term

Develop strong partnerships with Cultural Programs to share, split and swap programs between the Library and the Bondi Pavilion and other sites as identified

Immediate

Partner with Cultural Programs to reinvigorate The Nib Waverley Library Award for Literature

Immediate

Raise the profile of Local Studies resources and collections via Public Programming and digital access

Short term

3.2 SpacesOBJECTIVE:

To create multipurpose areas where possibility, creativity and innovation are fostered through cutting edge technologies, inspirational spaces and functional universal design.

The role of libraries is now commonly recognised to have shifted from being a place of only holding and lending books, towards being a place of inspiration and ideas, where people can connect to curated information such as exhibitions and talks or can inspire their curiosity to discover new ideas and guide their own learning. The Library welcomes different learning styles by providing space for social interactions, labs and workshops for testing out new technology and access to wifi and areas to sit quietly and think. The Library service is committed to providing a space that is convenient, inclusive and responsive to evolving community needs.

The Library has new opportunities for partnerships and sponsorship as services and spaces are developed or adjusted to encourage new interactions with information. This includes technologically supported group learning and meeting spaces, social spaces such as a cafe, and hands on

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learning spaces such as maker spaces and technology labs. There are a host of opportunities for the Library to make its spaces relevant, vibrant and inviting such as:

• Incorporating smartboards, data projectors and other tools to facilitatethe use of space by a variety of groups

• Expanding the use of the Library theatrette, eg. as a musical rehearsal space

• More dedicated areas for loud and quiet study

• Alternative learning experiences such as Massively Open Online Course(MOOC) hosting

• Designated areas for experimenting and creating with technology

3.2.1 Spaces Action Plan

SPACES

Multipurpose areas where possibility, creativity and innovation are fostered through cutting edge technologies, inspirational spaces and functional universal design

ACTION TIMEFRAME

Investigate alternative uses of Library spaces to create and meet demand

Long term

Establish a ‘coffee culture’ in the Library either through the running of a cafe in library space, or through creating cafe like spaces where customers can meet to chat and exchange ideas

Medium term

Incorporate technology to learning spaces Medium term

Commence long term space planning in consultation with relevant Project Teams

Long term

3.3 TechnologyOBJECTIVE:

To be at the forefront of educating the community through digital resources and leading technologies

The library industry will continue to be enhanced by advances in technology and it is important that Waverley Library remains proactive in taking a leading role in educating and enabling access to new software, media and devices.

Access to the internet and confidence in using computers and devices have positive impact on a person’s ability to participate fully in the society in which they live. The Library already plays a role in providing access and learning opportunities to members of the community. This role can be strengthened to provide current software and hardware and the freedom and support to explore emerging technology in the library context.

Introducing access to cutting edge technology in the Library will also attract a new audience of tech enthusiasts excited to try out the latest products through a technology loans program, programmers and coders looking for space and access to develop new solutions, and an online following who connect with the Library through social media and the Library website and online services. Through initiating relationships, the Library will be in an interesting position to explore and develop experimental technologies for library services with community groups.

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The increasing acceptance of self-service concepts offers the Library opportunity to move some systems and procedures online and make it easier for customers to interact with the Library and access services and resources they want and need. The Library Management System is a key element in customer service and for promoting Library collections and providing access to resources. Library staff use it to create efficiencies in their jobs and participate in customer focused projects. Potential efficiencies include automated services reducing the need for staff intervention, digital signage and social media over print promotional material, and an improved Library website for meaningful access to Library information.

3.3.1 Technology Action Plan

TECHNOLOGY

The Library at the forefront of educating the community through digital resources and leading technologies

ACTION TIMEFRAME

Evaluate service delivery against post-internet customer attitudes with the aim of facilitating easy self-service to Library services /enhance opportunities for customer self service within Library services

Short term

Develop a digital strategy covering an increase in digital platforms, digital signage and social media and align strategic directions with the Digital Waverley Project

Short term

Conduct feasibility study of virtual exhibitions and interactive Local Studies resources

Medium term

Establish partnerships with technology experts for experimental service provision

Medium term

Develop reporting measures for library online presence and participation

Short term

3.4 CollectionsOBJECTIVE:

To provide inspiring, contemporary and relevant collections for all users

Changes to the publishing industry and technological advances have increased the information formats that libraries can offer their customers. Ebooks have been introduced and embraced by some customers, while others prefer traditional formats for their reading. The Library Collections Strategy needs to balance these preferences as well as explore new options for different demographics.

Keeping with the ALIA Future of the Profession discussion paper, the Library acknowledges the 50:50 by 2020 recommendation- that we aim to provide an even balance of physical and electronic collections by 2020. There is much potential for the Library to reach out to members of the community who are not regular visitors to the Library but who can benefit from library collections. Further development and promotion of collections such as ebooks and emagazines can cater to young professionals or working parents who are not regular visitors to the Library.

The Library will also develop new ways to engage with the community to work toward a shared vision of what the Library collects. This can be as direct as inviting the community in to choose items to go into the collection

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or as big as developing new alternative collections of items to meet community needs, such as ipads, musical instruments or bike repair kits.

The Library also has an important role to play through its collecting guidelines as a collector and creator of local content. Part of this aim can be met through the Local Studies role and the digitisation of existing collections. Digitising photographs and vertical files provides better access and exposure to the collection. The Library also aspires to lead the active collection of new content, providing the community opportunities to showcase their own artefacts and encourage involvement in the curation process for the community to tell their stories.

3.4.1 Collections Action Plan

COLLECTIONS

An inspiring, contemporary and relevant collection for all users

ACTION TIMEFRAME

Establish collecting guidelines and priorities for publication on Library website

Short term

Commit appropriate budget to non traditional collection development, such as digital, electronic, experimental (eg power tools, bike maintenance kit, art materials)

Medium term

Develop a plan for community participation in Library collection activities

Medium term

Identify and build upon staff skills in negotiating new contracts for library materials and identify alternative models of content licencing

Long term

Implement a two yearly refresher training cycle for Readers Advisory across all library service points

Short term

Develop a clear, relevant set of collection benchmarks Short term

Develop guidelines for the maintenance and promotion of the stack collection

Medium term

Explore opportunities for Waverley Library and community to generate new content (eg through library programs, Local Studies)

Short term

Explore opportunities to collaborate with self publishers to contribute to excellence in literature

Long term

Work with Cultural Programs and External Events teams to showcase and promote Local History

Short term

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3.5 Learning CultureOBJECTIVE:

To sustain a culture of capability, life-long learning and innovation through an expert and customer-focused workforce

In 2013, the Library developed its own vision for its contribution to the Waverley community. This vision is for the Library workforce to be:

FearlessSwitched OnSmilingValued

The Library workforce needs to be empowered and supported to deliver the items in this strategy and an investment in continuous skills development is paramount to its success. The Library workforce consists of many passionate, enthusiastic and highly qualified professionals who want to deliver the best service to bring the Library to a leadership position in the profession. It is important that the team is equipped to deliver responsive and proactive service and are empowered to take control of their professional development.

By focusing on professionalism and workforce capability, the Library aims to develop itself into a centre of excellence for librarianship. Its aspiration is to be the reference point for other public libraries, as a library on the front foot of innovation in library services and a source of information and know-how. The Library envisages using its already strong skills in analysing trends, generating new ideas and implementing them to improve services and participate in professional discussions. Activities such as presenting at industry conferences and creating library blogs will assist in developing a high-profile within library circles. Visible leadership by the Library will also help shift perceptions of the value of the library to the community.

Through this strategy, facilitated by a recent organisational restructure which saw the merging of library and cultural services, the Library aims to re-position itself as a pivotal and central service to the community.

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3.5.1 Learning Culture Action Plan

LEARNING CULTURE

Culture of capability, life-long learning and innovation through an expert and customer-focused workforce

ACTION TIMEFRAME

Undertake a skills audit for the Library workforce Short term

Strengthen succession planning, deploying expertise to fill vacancies or cover absences

Medium term

Develop the Library Workforce Development Plan to address skills gaps, plans for emerging skills and links to organisational imperatives

Short term

Embrace and implement organisation wide staff reward and recognition programs

Short term

Develop project based teams within the Library for service de-livery and for sharing responsibilities throughout library team and building skills

Long term

Investigate opportunities to partner or share services or spe-cialisations with neighbouring LGAs, seeking skills not tradi-tionally associated with librarianship

Medium term

Implement system of rostered time to explore new technology and programs, promote self directed learning on site

Short term

Create opportunities for Library staff to raise their professional profile eg. through professional blogs, other on-line activities and conference presentations

Medium term

Actively engage with Council’s New Directions project Immediate

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4. PerformanceIndicatorsThe Library will implement a process to regularly measure and report on its achievement of its strategic initiatives. The performance indicators for the My Amazing Library strategic plan are as follows:

STRATEGIC OBJECTIVE HIGH-LEVEL PERFORMANCE INDICATORS

Cultural ConnectionsTo build strong connections and partnerships that encourage participation in the library and its services and promote the library as a community learning hub

Increase in the number of library users (of collections, resources, space and online)Increase in the number of targeted programsIncrease in partnerships with Council Project Teams and community groupsIncrease in positive feedback and community interaction with library

SpacesTo create multipurpose areas where possibility, creativity and innovation are fostered through cutting edge technologies, inspirational spaces and functional universal design

Increase in specific-use spacesGrowth in visitors to the LibraryGrowth in bookings for different spacesIncreased breadth of creative programs

TechnologyTo be at the forefront of educating the community through digital resources and leading technologies

Internal efficiency gainsIncreased use of self-service optionsGrowth in workforce capacityIncreased customer satisfactionIncreased community awareness of library services

CollectionsTo provide inspiring, contemporary and relevant collections for all users

Increase in collection use Expansion of relevant formats availableIncreased positive feedbackIncrease in Local Studies collection access and useIncrease in collection of items of local community and cultural significance

Learning CultureTo sustain a culture of capability, life-long learning and innovation through an expert and customer-focused workforce

Increase in participation in professional development activities among library workforceIncreased staff satisfaction

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Library Strategy Community Consultation- Focus groups

21 October 2014, 1st session

Question 1 – What are the first things that come to mind when you think of the library?

• Storytime and the fact that the library is part of the weekly routine

Question 2 – What might you see in an inspiring library space?

• Want open spaces so that can keep an eye on kids more easily. This is pretty good in kidslibrary, but not the case in Adults when parents wanting to borrow items for themselves

• Don't like the YA collecting in Adult area. This is tricky for parents who have children ofdifferent ages as they cannot keep them in sight when they go to look at this collectoion.Or the younger children misbehave and cause issues in Adults

• Really like the new toys etc. that have been added to childrens e.g. Jenga blocks, butwould like to see more of this.

• Very happy with recent changes, as the new areas, toys and relaxation of rules re: noisemake the library an enjoyable place for the children. They want to come to the library,and see the library as a fun place and not just where you get books from.

Question 3 – What are the activities you wish you could do at the library?

• School holiday programmes are good, but the parents wish we still ran the regularprogrammes.

• Very happy with Tales of Tykes and Books Babies, but would still like to see more regularprogrammes. Suggested that Tales for Tykes is a maybe a bit simple for children about togo to school.

• Would like more craft programmes, and activities that have more tactile elements foryounger children. Such as painting, clay etc.

• Would like a version of Arternoons for younger age group• More family (for parents and different aged kids) activities during the school holidays, as

this is something that is missing from not running our regular activities.

Question 4 – How could staff enhance your library experience

• Children's library staff are great with children, not being too strict with noise or Jengaconstructions. Letting the parents monitor their behaviour.

• Staff are fantastic and almost feel like family

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Question 5 – Participation • Parents already feel that they are participating in activities but would like more.

Dissapointed when missing out on tickets

Question 6 – Alternative Collections

• Would prefer to have less technology, as children get this at home and school. It's nice to have a place with other learning facilities (books) and get away from that. The participants did note that this is coming from a home where this technology is available, and that disadvantaged families made need these facilities.

• Would like to be able to borrow toys, Lego etc.

Question 7 – The library in 10 years

• See the future library as much the same, just with more and different types of technology. However, they really don't want to lose books, especially in children's.

Question 8 – What are the kinds of technology you would come to the library to use

• Would like to have access to a laminator, as teachers and parents could both use this hardware to make things for children. 3D printing

• Would like Wi-Fi/Bluetooth printing option.

Question 9 – If you were library manager for a day, what would be the first thing you would change?

• MORE children's programmes. • Really like that our 'booking' system for Tales for Tykes and Book Babies in not online.

Stated that it would be too much of a hassle with trying to find eh time and having to remember to book. They have visited other libraries that have online booking, and have stopped going for that reason. Like the fact that you can decide on the day and ‘drop in’ if it suits.

• Would be great if we could have some author talks and other adult events during the day for parents. Even better if could run simultaneous adult and children programmes, therefore allowing the parents a break and to do some with other adult, and the children are entertained.

• Would like to see the sensors for the automatic doors height raised. This would stop small children being able to get out of the library without an adult present. Would also like other ways to keep the children within the children's library, but no suggestions were made other than gates.

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• Longer parking, up to 2 hours would make a big difference.

21 October 2014, 2nd session

Q1

• When the group first think of the library they think of borrowing books, DVDs and it being a relaxing and safe community environment. Parents know they can have their children here with little worry, and they can meet other adults. The kids know what they are expected to do and can find items on their own.

Q2&3

• Already really happy with all the services we offer and the collections. • Would like more comfortable chairs for breast feeding, especially in the activity room. • Would like more ways for us to engage children with physical books, rather than

technology. • Would like to see a hybrid of Tales for Tykes and Book Babies, where we don't use the

AV to show a movie. • Would like to be able to get coffee!

Q4

• Very happy with staff. But would like to see more enthusiasm from all the staff that run storytime, as some staff come across as not interested in the programme. Also, some staff seem to struggle a little with room control, and might need additional training in this area of storytime.

• MORE children's activities. • New movies for Tales of Tykes, as some are 'crackly' and have been seen a few times

already.

Q6

• Don't want the library to change too much in the future, all participants like the 'traditional' library services. Especially books.

• Would like to be able to borrow toys. • Suggested that it would be great to be able to borrow one-off/seasonal items. Such as

costumes, Easter hats, party supplies, decorations, school supplies etc.

Q7

• Would like to see a better way of us communicating we have new stock, especially books and DVDs.

• Suggested that we have a display for items that we have brought as suggested through stock suggestions.

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Q8

• They see the library in the future having a lot more technology, touch-screen devices and downloaded content. Probably a more self-serve/mobile library.

• Would like to have hardware to be able to laminate, bind, more printing, colour printing. Possibly photo kiosk like in OfficeWorks.

• Could have supplies for purchase such as pens, paper, magazines, newpapers etc. Though the group didn't feel very strongly about this.

• Suggested that we run programme for adults similar to Lane-Way Learning and Workshops. These groups run short courses were they teach people 'lost' skills such as knitting, book binding etc.

Q9

• Would like faster internet, better Wi-Fi and more reliable computers. Also, more staff who can help people use the computers.

• A more user-friendly OPAC, especially for ELS borrowers. Would like to see it be able to be display in multiply languages.

• Run a book amnesty and have staff more on-top of long over-dues and replacing these items. Borrowers don't like seeing a book was due back several months and not knowing if/when it will be available.

6/11/14

• The Library is the hub of the community, they know things are changing in libraries, with an increase focus on technology but still thinks they are important and relevant especially to any historical society.

• Changes to the use of space has been positive – likes the revamp and feels the library to be a much more welcoming space.

• Collection – access is important to the Historical Society. They feel their members and volunteers should be more trusted to access archival material (and the stack itself) without supervision. Sometimes you are not quite sure of what you are looking for and the opportunity to browse would be appreciated. It is agreed that digitising would make this easier as appointments with Local Studies Officer would then not need to be scheduled. There is a push by the committee of the Historical Society to try and engage more members in research.

• First things that come to mind when thinking about the library – It is an airy and attractive space, nice and light. A generally positive experience in a busy but happy place. Would like to know how our computers work and what programs etc are on them but feels like they do not want to interrupt busy staff and would basically prefer to ask familiar faces on desk ie. Local Studies. Time has also not permitted

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further exploration of the PC services. They would like to be able to spend more time in lending also.

• Space – Ref Library seems less cluttered now. Many windows in the library which means there is less potential for display spaces – especially upstairs. The library has little heritage or historical material on display. Displays may need to go over windows or hang from the ceiling.

• Why visit? – To find information/research historical material for own writing. Not really much of a borrower. Would prefer to be able to sit and work in Local Studies rather than the reference library and have easy access to research material. Has come to events such as Bob Carr author talk and has done a writers course. Would like to have a historical society film night.

• Would like to have Genealogy /Family history events. Information sessions and how tos that are more in depth than the other general introductory talks we have run. Sees the Library as a place where volunteers can come and help members of the public do family research. – Perhaps run on a similar basis to the “Geek program”.

• Staff – perception that staff are too busy to spend in depth time with people. Need some help looking at digitised photos but would not ask general desk staff.

• Museum/Heritage Centre – as per previous proposals they are clearly advocating for a museum or space with a dedicated historical focus to display heritage items. This should be separate from an Art Gallery – which the area also needs. Would be very reluctant to use Bondi Pavilion as a heritage space due to salty conditions at the beach making it inappropriate for archival material.

• Collections? – Perhaps we could consider lending: cameras, oral history recording equipment, laminators, laptops. Access to LS archive is very important.

• Library Manager for a day? – Likes the fact that the items in the gallery are being changed on a regular basis. Sees a need for exhibitions to fill the space and be above eye level.

• Large common study room in reference is not a preferred use for this space. It is a light bright area which could be used as a display space (with a heritage focus). Feels that it is wasted on students doing their own work. Students could be moved to theatrette or dispersed throughout the building and the study room reserved for exhibitions and events.

10/11/14

• Eddie Dixson House closed down nearly 12 months ago, They remember the library reporting more rough sleepers around the area around that time.

• They know there are a few NAH clients who come to the library to use the internet and as another place to go when NAH closes. Another safe place.

• They have previously used the library gallery space for art exhibition, but not for a couple of years now since they have access to gallery space in Chapel by the Sea.

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• NAH staff did often refer clients to the library to use wifi but they now have a computer that people can access internet on at certain times throughout the week.

• They receive book packages from The Footpath Library, which is great because clients can take the books and not give them back, it doesn’t matter if anything were to happen to them.

• They were aware that some people were coming into the library to access the DVD collections, they now have a DVD collection as well that people can access.

• There are a lot of avid readers amongst their clients, and people with an excellent general knowledge. ‘What people forget or don’t realise about homelessness is that you have a lot of time to read’ They run a trivia night on Mondays and are constantly impressed by the depth and breadth of knowledge.

• NAH runs cooking, gardening, art and board games classes/sessions. They particularly encourage activities that get the mind working. We might be able to help them by supplying material that supports their programs – in a similar fashion to how HLS supply material to diversional therapists

• When one staff member started at NAH 5 years ago there was quite low engagement and unwillingness to participate. This has been rising.

• If we were interested in sending library items down they suggested that they would set up a controlled environment, just in case anything were to get damaged. They have a high trust that anything we sent would be looked after very well, but can’t guarantee. They would be more comfortable knowing our situation for writing things off.

• We discussed the option of developing a book club program and supporting NAH clients to facilitate their own programs. They mentioned that they do have some former clients who continue to come to the space to help out or are involved with the Men’s Shed

• There are many different reasons why people don’t keep appointments or are intimidated by making appointments. They may be low on confidence and fearful of going new places or of being out in society. Sometimes we might need to start building that confidence up in them- we could start by bringing people on a special excursion to the library to build some initial relationships. Perhaps a taster session of library programs?

• We asked what skills they thought might be needed from library staff- they agreed listening skills. NAH clients are rarely heard, and don’t trust that they will be heard. We can start with small talk, being friendly, not judgemental or condescending, ask people what their name is, what they are reading etc.

• Perhaps to build understanding the library staff could visit NAH to see how it works and to break down assumptions and barriers.

• Need to find the balance- have boundaries but not too strict- like with any of our customers.

• Opportunity to help them with their Christmas non perishable food drive and collection point for donations of material for their 2 op shops.

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19/1/14

• Interviewees involved in the PJ Library- a program of the Shalom Institute . Supported by the Harold Grinspoon foundation, based upon Dolly Parton’s Imagination Library, the PJ Library sends out a selection of quality, age appropriate books with values based messages to Jewish families each month. For free. They currently only have funding to cater for 0-6 year olds. They also run activities under Beyond the Books- read the book, do an activity and some craft around the theme. Also values based.

• They are also a part of the Network team, running programs for young adults 18-39

• They aim to get the names of these two programs out and visible

• Interested in using library spaces for activities, collaborating with the library on programs and events, and supplying books to the library via the PJ Library – it would be their vision to have these books on a special display stand where they could also display their promotional material.

• Ideas included being a part of the Jewish Writers Festival and running a program to get young people into writing, publishing a collection of stories. Also do intergenerational stuff- taking Beyond the Books to Montefiore home for residents to read to the children. Photography competitions where young people take or reflect upon pictures of their grandparents.

• They are very book focused and the books were the thing that they thought of when they thought about libraries. She hopes that libraries retain their focus on books- it’s great that they are looking at other services, but books should be the core.

• When we asked about inspiring library spaces, they mentioned a coffee shop. They also asked if there were meeting rooms that could be hired out. They liked the ‘librarians pick’ feature of Randwick library collection presentation. Access to the collection also came up in conversation, with focus being on the books, dislike using the State Library where a lot of stock is held in stack and is not browseable. They suggested such a system could be enhanced if there were an Amazon style ‘preview’ – eg contents page and first chapter for customers to browse before pursuing via the stack. We then discussed our stack collections and efforts to promote it- ideas included a ‘night time stack tour’ where people had a torch and were shown the ‘bowels’ of the library (with wine) ala Sydney Museum.

• When we asked about different activities that people would be interested in doing one mentioned that they are busy so often comes to the library to get books and go. They brought their kids to an activity when they were little (they are 10 and 12 now) that was kind of slow moving and where the kids got bored pretty quickly. They emphasised that this was years ago, and that they don’t know how things run now. Other suggestions included yoga classes that could be linked to the collection-

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people could come to the class and be talked through a meditation with information on a yogis life eg, and then see a selection of books afterwards for further reading. Another suggestion was baby massage classes where people learn how to do the massage, we could perhaps link it in to a library lullabies activity. First aid for new parents is another idea.

• They had no problems with levels of service from library staff, and not so much experience with them when asked how staff could enhance their experience.

• When asked what might inspire them to become involved with library activities and decision making they talked about having a good variety of activities to get people in. They said that people get very busy with work and the kids and are probably in no position to be involved due to juggling commitments. They did ask if we had a writers group as something that they would be interested in joining. They suggested a program idea of writing in many formats- not just stories or poems, but music, scripts etc.

• When asked about alternative items that could be collected and borrowed from the library, they asked about our software packages, mentioning that Photoshop for example is expensive and not everyone has access to it, that we could look into the creative suite and graphic design. We would then also need good hardware to go with the software so that people could access it in the most useful way.

• We asked about access to the library- Some said they use the website a bit and are able to find what was needed. Others had not used it before and asked if you could search the catalogue online.

• We asked about what a visit might be like in 10 years and they went back to the ideas around non traditional collections and the opportunities that could come from that. However some emphasised the importance of the traditional library model and said it is still important to come in to get a book. ‘Don’t change’ was a final comment – they also recommended that we keep the public involved and ask for feedback before making changes.

• When asked about future technology that might be used in the library they mentioned the rapid rate at which new technology comes out. They said it was important for the library to keep up to date with what people were using- talk to schools and universities to find out what they are teaching people and make sure we have the resources to support.

• We asked what they might change about the library, they suggested that we don’t remove the focus on the books. Technology is good, but there is something so special about the experience of interacting with a book.

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25/10/14

1. Parent of 4 children • You should put more funding toward the school holiday program. I sometimes can’t

get my kids in to activities. I can’t get them into storytime either. We have missed out on a few things in the school holidays, it can be hard to juggle between the age groups in the program.

• Ebooks- I’d encourage my kids to use ebooks, but I find there is not many high quality kids ebooks in the library

• We love the library! We love the new furniture and the new cushions! • I used wifi for the first time just the other week and it was great. Our home pc was

down and it was great to be able to come to the library. • I love the staff- but there are a couple in the kids library who don’t seem up to

speed- they are not so helpful. I’m not sure how the staff training works, but that might be something to focus on. Most staff are really great though.

• What other things could we borrow from the library? A babysitter! Or community things, like tables for a kids party. We wouldn’t want to keep it ourselves. Technology- ipads maybe. But I don’t know how you’d go managing the safety of those things- the DVDs are in pretty bad shape. Musical instruments? It’d be great if there were a music room where kids could try an instrument out before we commit to buying one.

• I’d love to see a coffee shop • The opening hours on the weekend could be improved- they are different from

Saturday to Sunday. I’ve turned up at the wrong end of the day because I’ve forgotten

• I forget my card a lot- with 4 kids and heaps of other kinds of cards to keep track of. I would like more options to borrow without it.

• Renewing library cards is annoying- could there be a way that I could do it online and a form that tells me exactly what I need to do?

• Technology- it would be great to run some more classes for the community. My kids are always coming to me to ask things like ‘how do I use Prazi?’ I have no idea! Maybe you could talk to the schools and see what they are teaching the kids and develop something from there.

• I’m also in the small business community. We can access a space in the Junction, but I don’t like it. I find it cold, clinical and not welcoming. I’d much prefer to come to the library for that.

• My kids are doing a lot of group projects online now- they definitely need internet access.

• In the collection I find that there are a lot of non general reading- for example there is a heavy Jewish collection, and a bit of Aboriginal stuff. I’m not in either of those communities and there is not many other communities represented in the collection.

• I’ve looked for stuff like Julia Donaldson, but I can never get it. Maybe authors like that would be opportunities for ebooks.

2. Senior lady

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• I come in for the talks that happen-not much else. • I use the library socially, I go where my other friends are meeting, which could be the

beach, the park or other buildings. If the library provided a good social space, that would draw us there.

• I’d be interested in using the library for activities such as meditation classes. • I am interested to find out about how to go about having work hung in the gallery

space.

3. Male parent of teenage/young adult children and local school P&C representative • Waverley is a well run library. I find the staff are professional. • It is convenient to me. I used Woollahra Library when I lived over there, I found that

convenient. • When I think of the library I think of all the shelves, lots of shelves. And a lot of

content. It is a plausible library with lots of books. The kids books are great. It would be really interesting to put a dollar value on what the library is worth to me. The money I have saved using it and the value I have received from it.

• I have no problems with the library. I want it to stay in the community, I want it to be the same next time I visit.

• Internet access is really valued- I’d like to make sure that is improved • It’s valuable to schools. My wife is a masters holder- I never did that kind of thing

because I never learned how to study, to research. My kids are studying now, do they know what they are doing? We just assume they know how to use the technology. It would be good if the library could go to the school and run a class on research, to make sure the students have the help and support they need.

4. Toy Library staff • We find people only come to the toy library if they live within walking distance

because the parking is so bad where we are. It would be great if we could do something with the library to offer the service in other areas. Maybe up at the Junction once or twice a week.

5. Ex Local Business owner- bookseller • You’ve gone through some huge changes in the past 5-10 years- I’m not sure what

else you could do. The reference library is always full and well used • The kids library is great • It’s a shame to reduce the books in adults- I’m an ex bookseller though... • A cafe in the bottom, that would be great! In the big foyer. It would have to be

something well run, not shabby • Lending other kinds of items- the digital stuff would be good to work on. I found the

ebook loans complicated

6. Member of the Multicultural Advisory Committee • Multicultural resources and the library’s archives are very important to sustain. I

grew up here and really value the role we have of preserving history.

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• I’m on the Multicultural committee and I want people to be able to tell their stories. Working on the multicultural base is important- we need to appreciate where we are going as well as where we have been.

• I’d like to partner with the library, I have a project idea about the multicultural community being able to ‘tell my story’

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Attachment 3

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SURVEY RESULTS Total responses 18

• Waverley Have Your Say- 4• Library service points- 14

Strategic theme Support Improvement Comments Strategy general 111111 1 ‘by all accounts it

sounds extraordinary’ ‘love it’ ‘it’s good’ ‘maybe a dot point summary (of the strategy)’

Collections- layout 111 ‘stop moving the collections around’

Collections- depth and breadth

1111111111 111 ‘have more copies of popular books’ ‘plenty of books/dvds to borrow, the sense of trust and public responsibility implicit in access to public resources’ ‘more high quality magazines and dvds, some more academically challenging non fiction books’

Staff- interaction 11 111 ‘attitude of your staff can enhance or dampen the experience of your customers’ ‘everyone is so nice’ ‘asking funds for reserves and overdue charges for rate payers should be exempt’

Library -access 1111 1 ‘location’ Spaces- atmosphere, noise

11 111111111 ‘a quiet place where the public can visit to read and educate themselves’ ‘great space with great resources’ ‘uncontrolled very small kids running amok while mum chatters away’ ‘loud, uncontrolled kids who are not here to read’ ‘tell the parents to

Attachment 4

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take responsibility for their kids’ ‘ban mobile phones completely within the building’

Community Connections- participation

1 11 ‘put a suggestion box on the floor so that people can (suggest books)’

Technology-access 1111111 11 ‘make sure that the library provided more training to the community on digital programs...’ ‘more pcs that work/mac access’

Programs and events 11 ‘I’d like to see implemented far more cultural events...’ ‘prioritise young adult/adult programs- free and affordable’

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Report No. OC/5.2/15.02

Subject: ANZAC Centenary 2015


Author: Meredith Graham, Executive Manager Positioning Waverley

Recommendation:

That Council endorses the schedule of proposed events and activities associated with Waverley Council's support for the Anzac Centenary.

1. Executive Summary

Anzac Day is widely commemorated throughout the Local Government Area and 2015 will hold special significance as it will be the Centenary of Anzac. Waverley Council has developed a program of events and activities to engage the community in the celebrations. The program includes exhibitions, remembrance services, a school's competition and a film festival event.

2. Introduction/Background

2015 marks the centenary of ANZAC and 100 years since Australia's involvement in the First World War. The traditional ANZAC Day services that occur throughout the country and within the LGA are likely to be well attended and of increased scale. In addition Waverley Council is looking to mark the significance of the Centenary in a number of ways that provide the Waverley community with opportunities to participate in activities focused on remembrance, education, cultural engagement and honoring local connections. To this end, a program has been developed that offers an inclusive approach to the community to participate in celebrations and commemorations of the ANZAC Centenary.

3. Discussion

Outlined below is the proposed program of activities and events that Waverley Council is planning to undertake for the ANZAC Centenary.

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Date Event / Activity Details Cost

From April LGA Street Flags

Display street flags with ANZAC Centenary design

Council changes the design of street flags in Bondi Junction and at Bondi Beach periodically, usually seasonally. For the seasonal change of flags an ANZAC design is proposed.

Cost is negligible as the design costs can be built into the seasonal schedule

From April Waverley Historical Society commemorative tour and display

The Historical Society has proposed two tours, one on Thursday, 16th April and one on Friday, 8th May from 10-11.30am. The tours would incorporate a small display at Council Chambers and a walking tour of memorials in Waverley Park with a talk on the history and ceremonies held during the year.

Nil

22 April - May 2015

Anzac Library Exhibition 'Women of Empire'

The Women of Empire display will feature the stories of WWI Australian service women. The exhibit will include a display of costumes with their accompanying story. A launch event will be held on 22 April 2015. The event is co-presented with Randwick City Council.

$3,500

Sunday 19 April 2015

Anzac Sunday service in Waverley Park

Incorporating rededication of Waverley Park Cenotaph and award of prizes for schools research competition

Anzac Sunday - Council holds a modest ceremonial event every year on the Sunday prior to Anzac Day (Anzac Sunday) for RSL members and veterans. The proposal is for this year to be a wider, more publicised and more inclusive community event.

Waverley Park Cenotaph rededication - Waverley Council has contributed significantly to restoration works of the Waverley Park Cenotaph. It is proposed that the Anzac Sunday service incorporate a rededication of the cenotaph now that the works are complete.

Costs relate to advertising and promotion, and prizes. Sponsorship will be sought for prizes.

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Anzac Schools Competition - 'Waverley Remembers WW1' - The research project will ask local school students to research the life of one of Waverley’s World War I servicemen listed on the Waverley Park Cenotaph and celebrate their life story and service history in a creative and innovative way. The competition will be communicated to schools in February with prizes awarded on 19 April at the Anzac Sunday service. Support will be provided to schools and students by the Local History Research and Engagement Officer in the Library.

Saturday 25 April (Anzac Day)

Waverley Cemetery dawn service The event commemorates Anzac Day through a service at Waverley Cemetery and by marking war graves and memorials in Waverley Cemetery for the day with Australian flags. Also part of the project is a brochure with a map showing the location of war graves and memorials in the cemetery, the associated names, and some historical information. The brochure will be launched for visitors on Anzac Day. The information on the brochure will be placed on the Council's website. Guided tours will be conducted on Anzac Day.

Council was successful in securing a small grant for this project through the Anzac Centenary Local Grants Program

Saturday 25 April (Anzac Day)

Anzac Day Services in the LGA The following services are run annually and are scheduled for 2015.

05:10 AM - 06:00 AM Bronte Anzac Day dawn service at Waverley Cemetery

06:00 AM - 07:00 AM North Bondi Sub-Branch RSL Anzac Day dawn service at Memorial adjacent to the Club premises, 118-120 Ramsgate Avenue, North Bondi

07:30 AM - 09:00 AM Waverley/Bondi Junction Anzac Day service - Waverley Park Cenotaph

Council is liaising with RSLs to ensure logistical requirements are supported e.g. through DAs and road closures.

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10:00 AM - 12:00 PM Bronte Surf Life Saving Club - Anzac Day memorial service and wreath laying

Sunday 26 April

Anzac Historic Film evening at Tamarama Park

The Anzac Day film evening in Tamarama Park would be a free community event with food, beverages and outdoor film screening to take place in the late afternoon and early evening. The film screenings would centre on two historic films - The Hero of the Dardenelles (1915), a historically significant film given it was the first film made about the Gallipoli landing released only 3 months after the actual Gallipoli landings and was shot on Tamarama Beach in 1915. The second film, 40,000 Horsemen (1940), is a story about the Australian Light Horse cavalry, directed by Charles Chauvel and was shot using the Australasian Film Studios in Bondi Junction (Centennial Roller Skating Rink site at 65 Ebley Street, Bondi Junction).

The program for the day would include speeches that would place the films in context for the audience. Support has already been expressed from the RSLs and North Bondi RSL is the location in the event of wet weather.

A detailed budget has been developed with costs for the event estimated at $10,000.

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4. Conclusion

Waverley Council is planning to commemorate the Centenary of Anzac through a series of events and activities designed to provide the community with opportunities for remembrance and cultural engagement. The program includes events that showcase Waverley’s unique connection for the history of Anzac.

5. Relationship to Waverley Together 3 & Delivery Program 2013-17

The relationship to Waverley Together 3 and Delivery Program 2013-17 is as follows:

• Direction: C6 Arts and cultural activities foster an involved community and a creativeenvironment.

Strategy: C6a - Enrich the community's cultural life and support lifelong learning through avariety of cultural events and activities, balancing the needs of residents and visitors

Deliverable: Council provides a program of events and activities for Anzac Day 2015 that isinclusive, educational and vibrant.

6. Financial impact statement/Timeframe/Consultation

The program is due to start in February with the launch of the school's competition. Some costs can be absorbed by Council, e.g. communications and promotions costs, however some costs are not budgeted and will need to be allocated. Primarily this relates to the film screening event. Costs are estimated at $15,000 with a detailed budget developed that covers outdoor screen equipment hire, security, toilet facilities, rubbish removal etc.

The costs will be accounted for in a budget adjustment made in Q3.

7. Attachment/s:

Nil

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operations committee meeting business paper · 2015-01-30 · minutes of operations committee...

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