The Randwick City Plan - A 20 year Plan - AWS
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The Randwick
City Plan
A 20 year Plan
FT
R A
D
Sydney Harbour
The
Circular Quay
Wynyard
Randwick
St James
Kings Cross
SYDNEY CENTRE Edgecliff
City Plan
Central
themes
Bondi Junction
Redfern
Bondi Beach
Macdonaldtown Moore Park
Newtown
Erskineville Centennial Park
Avoca S
Green Square
DrCross
T T
t
St Peters Messages4
Arden S
Kensington
F F
Alison R Introduction6
Southern
d
Randwick
Clovelly Bay
t
About Randwick City 7
A A
UNSW Cooge Coogee Gordons Bay
e Bay
Randwick Rd Our local area 8
R R
Mascot Kingsford Hospitals The Spot Coogee Beach About the plan 9
Acomplex
Our City
Our city and
and
nz
Measuring success 10
D D
Bunn
ac
Pd
Surrounds
surrounds
e Engaging with the community 11
erong
Demographics16
Rd
Maroubra State and regional influences 18
Regional context Lurline Bay
Junction
Maroub Guiding principals 19
Randwick City Eastgardens ra Rd
SYDNEY Themes and outcomes 20
ald Av
Centennial Park, Heffron Park AIRPORT Fitzger
and Botany Bay National Park Responsible management 20
Maroubra
Heffron p Rd
Port and port-related land Park eaucham Beach A sense of community 28
B
Commercial centre Places for people 40
Adjacent recreation facilities Fores A prospering City 56
hore Matraville
Rd Bo
Adjacent major centres ta Moving around 62
ny
Rd
Malabar Looking after our environment 70
Long Bay
0 300m 1.2km Our City – a closer look 80
PORT
BOTANY
Our finances – a closer look 78
Yarra Bay Little Bay
La Perouse
Frenchmans
Bay
Congwong Botany Bay
Bay National Park
Botany Bay
Cape Banks
3
© Randwick City Council
Mayor’s message General Manager’s message
Our City Plan, first developed The Randwick City Plan
in 2006 in close consultation provides the long-term
with the community, is a 20- vision and directions for
year guide for planning for a practical approach to
our City’s future. planning for the future
of our City.
This updated Plan reflects the achievements we have
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made according to the directions outlined in the Plan,
and demonstrates that we are on track and delivering It outlines how Council will continue to work with our
F F
on the priorities we identified with the community. community to ensure our City’s bright future – for our
City, our people, our environment, and our economy.
A A
By aligning our four-year Delivery Program with the
updated City Plan this clearly outlines how our projects This revised Plan, reflects the opinions and changing
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and activities fit within the broader vision for the future needs of our community, and provides an update on
of our City. our ambition to achieve our objectives.
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I would like to thank all members of our community for The strong partnerships and networks within our
their input and interest, as well as my fellow Randwick community allow us to continue to build on and work
City councillors for their continued enthusiasm and towards the needs and aspirations of our community.
willingness to work together and make Randwick City
Ray Brownlee
an even more wonderful place to live and work.
General Manager
Councillor Tony Bowen
Mayor
4 RANDWICK CITY COUNCIL CITY PLAN 2012 5
Introduction About Randwick City
Our history
At the time of the first encounters with Europeans, Aboriginal
people of different clan groups were living in the area now
included in the Botany Bay National Park.
The Randwick area is also important in the history of
Australia’s European settlement. Captain James Cook landed
at Botany Bay in April 1770. When the First Fleet arrived in
1788, Captain Arthur Phillip landed at Yarra Bay before moving
on to Port Jackson. One week later an expedition led by the
French explorer, La Perouse, arrived in Botany Bay and set up
camp for six weeks in the area which now bears his name.
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White settlement was sparse in the area for many years, Aboriginal people have
F F
owing to the poor soil and swamps. However, in 1838 Coogee lived on the land on which
was pronounced a township, and in 1855 the new village of Randwick City stands for
A A
Long Bay was established. In 1859 the Randwick Municipality tens of thousands of years.
was proclaimed and the first council elections held making it
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one of the first local government areas in Australia. Randwick
municipality grew rapidly after the tramline was built in 1880.
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Randwick hosted two nationally significant celebrations: the
Centenary of Australia in 1888, and Federation of Australia in
1901, both of which were held in Centennial Park. After each of
the two World Wars Randwick municipality continued to grow
rapidly until the 1970s, with population growth only returning
to the levels of that time by the year 2000. Randwick was
proclaimed a city in 1990 and is a highly desirable place to live,
work, visit and study.
Randwick City is a diverse community made up of many cultural groups and a significant The Randwick City Plan celebrates our rich history and bright future. Our rich history has
Aboriginal and Torres Strait Islander population. More than one third of our residents formed who we are, and by establishing a vision for the future and working together, we
were born overseas, coming from more than 100 countries and speaking more than 60 will create a bright future.
different languages. Our City is subject to many local, regional, national and international
influences. The Randwick City Plan aims to direct these influences and manage This plan reflects our community’s long term aspirations and needs, and outlines the clear
environmental, social and economic change across our City during the next 20 years directions we will take to shape our city’s future. The success of this plan lies with the
for the benefit of our community. strong working partnerships Council creates with our community and key organisations.
6 RANDWICK
RANDWICK
CITYCITY
COUNCIL
COUNCIL
CITYCITY
PLANPLAN
20122012 7
Our local area About the plan
Randwick City has an area of 37.4 The Randwick City Plan is a 20-year strategic plan reflecting our
square kilometres (3742 hectares), community’s vision and long term goals for the health and well being
and contains the suburbs of Chifley, of our people, our economy and the natural and built environment.
Clovelly, Coogee, Kensington,
Kingsford, La Perouse, Little Bay, The plan is the community’s plan. It is prepared Our four year Delivery Program is formed
Malabar, Maroubra, Matraville, by Council through engagement and collaboration within The Randwick City Plan and outlines
South Coogee, Phillip Bay and with residents and ratepayers, local community our directions within each theme. The annual
Randwick. groups and businesses, other levels of Operational Plan details what we will do to
government and major institutions within the City. achieve the goals outlined in the Randwick City
Plan. We produce publicly available quarterly
Our City has extensive parkland and open space The plan is an update of The Randwick City reports on our progress.
areas including Centennial Park, Malabar Headland, Plan that was first adopted by Council in 2006
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Heffron Park and Botany Bay National Park that and revised in 2009. It is based on the extensive The outcomes and directions in The Randwick
provide opportunities for recreation, relaxation and research, input from the ongoing and well thought City Plan direct any specific strategies we develop
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community interaction. These large areas of open out community engagement processes that are or review, such as our crime prevention and
space provide a habitat for more than 500 species in place and reflects the changes in community cultural plans. The actions outlined in our one
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of indigenous plants and 250 species of terrestrial expectations as captured through biennial year Operational Plan and the four year Delivery
native vertebrate animals, including several remnant Randwick City is located in community surveys. It is also based on Council’s Program are also prepared in line with these
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communities of threatened flora and fauna species. the eastern suburbs of the knowledge of our community and the local area. outcomes and directions.
Sydney metropolitan area. It reflects NSW 2021, the ten year State Plan, the
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Randwick City has a strong artistic and cultural, To the north it is bounded by Metropolitan Plan for Sydney 2036 and other key
educational, health and recreation focus with Centennial Park, its eastern relevant State and regional plans and integrates
considerable education and medical facilities, boundary is the Pacific with key Council documents such as the new
including schools, University of NSW, Randwick Ocean, and its southern Local Environmental Plan (LEP).
hospitals complex, National Institute of Dramatic boundary is Botany Bay.
Arts (NIDA) and Randwick TAFE College. The western boundary is The Randwick City Plan is an overarching
generally defined by the document underpinned by a suite of medium
Randwick City is also host to regionally significant line of open space largely term plans and the Resourcing Strategy that
recreational facilities, including Randwick occupied by golf courses explains how we will meet our obligations
Racecourse, a number of golf courses, coastal inlets that were developed over now and in the future, taking into account our
and surf beaches. These facilities and our proximity low lying land that is known workforce, our finances and our assets. The
to the Sydney Central Business District(CBD), historically as the Lachlan Resourcing Strategy enables us to deliver our
Sydney Airport and Port Botany strengthen Swamp and Botany wetlands services to the community in a cohesive and
Randwick’s relationship with Sydney’s economy. sustainable way and includes:
• a long term financial plan
• an asset management strategy and
Randwick’s 29 kilometres
• a workforce plan
of coastline is one of its
great natural assets.
The coastal environment
strongly influences the area’s
character and functions, with
uses ranging from tourist
destinations, beachside
residences and open spaces
to industrial developments
and port facilities.
8 RANDWICK CITY COUNCIL CITY PLAN 2012 9
Measuring success Engaging with the community
We are committed to implementing the plan We report on the implementation of the The Randwick City Plan reflects
and reporting its progress to the community. Delivery Program and Operational Plan the priorities and aspirations of
through our Annual Report. Within each the community, as required by the
four-year electoral cycle we undertake
We have determined some key performance indicators that will a major review to measure the Plan’s
Integrated Planning and Reporting
effectively monitor the impact of the strategies and our success progress and consider the changes in framework. It is based on the results
in achieving the outcomes. Through the analysis of data collected the community’s priorities, demographic of a well thought out community
over time, we can see our progress towards achieving the information, technological advances engagement strategy.
outcomes in the Plan. Indicators for each outcome are detailed and ongoing studies and modify the
in the City Plan and annual Operational Plans and include planning documents accordingly.
measures such as: This review includes a report from the Randwick Council’s strong commitment to ‘an
outgoing council on the implementation The consultation for the 2006 Randwick City Plan
• community satisfaction ratings informed and engaged community’ is reflected
and effectiveness of the City Plan in was extensive and included community reference
• economic indicators such as employment trends in our Community Consultation Principles and
achieving its outcomes during the past groups, focus groups, public seminars, workshops,
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• participation in cultural activities Consultation Planning Guide. The Planning Guide,
four years. writing and art competitions for local students, a
• housing diversity and affordability an evolving document, has expanded to incorporate
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travelling program that visited shopping centres,
• ecological footprint calculations interactive websites dedicated to particular
The Randwick City Plan reflects the beaches and local parks as well as surveys, fact
• transport usage modes project consultations and the use of social media,
A A
community’s aspirations for the future sheets and displays at libraries and community
including Twitter and Facebook. The application of
The indicators provide quantifiable data and the biennial including the wider and more complex centres.
these varied, innovative and effective consultation
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community satisfaction survey gauges the level of community aspirations over which Council has mechanisms has fostered a culture where the
satisfaction with Council services and progress. We use this little or no control. We will take the The consultation and engagement strategy for the
community is continuously engaged and this
to identify where priorities could or should be assigned to lead role in implementing the plan, 2012 City Plan review has kept the same community
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has contributed substantially to the review of the
particular programs in the future. but other levels of government will be intent by using additional input, feedback,
Randwick City Plan.
required to fulfil their obligations in community contributions and information gathered
The diagram below captures the overall integrated respect to issues beyond the scope of since 2006 through:
planning process. local government. Randwick Council • community satisfaction survey undertaken in 2012
will provide leadership by acting as an • the ‘Your say Randwick’ interactive websites
advocate for the community and by • social media including Twitter and Facebook
building effective relationships with • Precinct Committees
other levels of government and service • economic development forums
r Randwick City Pl providers.
0 yea an • consultative and advisory committees
2 • consultation around preparation of Council’s Local
The Randwick City Plan also addresses Environmental Plan (LEP 2012)
l
issues across the social, environmental,
P) nta
• consultation on our annual Operational Plan and
e
m
As
economic and civic leadership delivery program
Pla iron
se
LE
Lo nagem orce Plan
Re Term F Strategy & Plans
t M Wo
nv
Range of 5-10 year Plans (governance) spheres of community
n(
ng
al E
sou
a
i.e. Recreational Needs Study
life and is based on the social
Loc
rcin ancial Plan
justice principles of equity, access,
rkf
ent
g Stra
in
participation and rights.
tegy
4 year Delivery Program / 1 year Operational Plan
and budget Strong partnerships, whether made
through formal arrangements such
as Memoranda of Understanding or
less formal agreements, are crucial to
Quarterly and Annual Reports
the successful implementation of the
as per City Plan outcomes strategies outlined in the City Plan.
The Randwick City Plan belongs to all
Randwick City residents and relies on
Mo
nit o ri n ie w everyone in the community working
g and rev
together to make it happen.
10 RANDWICK CITY COUNCIL CITY PLAN 2012 11
Continued
Engaging with the community
Community survey The survey data in the following table illustrates that were either satisfied or very satisfied) and
the overall progress during a six year period and the Mean (the average rating across five levels of
Every two years we undertake a community satisfaction survey show we are achieving The Randwick City Plan. satisfaction) displayed in the table. The Council has
to obtain residents’ views on Council services and facilities. The The results of the last four Community Satisfaction set target mean scores for the future, expressed
survey gathers information on what residents see as the most Surveys have been summarised into categories, as a percentage based on the five level satisfaction
important priorities for the next three years. with both the Satisfaction (High %) (those people scoring system.
The 2012 survey which involved telephoning 1,000 residents
showed that residents have a high satisfaction with the 2006 2008 2010 2012 2012-13 2025
performance of Council. This result is consistent with the 2010 Theme Satisfaction 2006 Satisfaction 2008 2010 2012
Mean Satisfaction Satisfaction Mean Mean
Mean Mean Mean
(High %) (High %) (High %) (High %) target target
results. The survey indicates that residents are happy with the
quality of the local services and facilities provided by Council. Overall satisfaction 59.40% 3.47 67.17% 3.70 67.33% 3.74 68.33% 3.75
and customer service
The 2012 community satisfaction survey revealed: Responsible Management 59.40% 3.47 67.17% 3.70 67.33% 3.74 68.33% 3.75
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• development, traffic management, congestion
Agreement with
and parking are the highest priority issues facing Randwick n/a n/a 86.00% 4.13 87.50% 4.12 87.00% 4.24
F F
specific statements
in the next three years
Overall quality of life rating n/a n/a 96.00% 4.34 94.00% 4.30 95.00% 4.34
• priority services for improvement include:
A A
– maintaining local roads A Sense of Community n/a n/a 91.00% 4.24 90.75% 4.21 91.00% 4.29
– traffic management
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Sport, recreation
– availability of car parking in town centres 58.98% 3.67 71.40% 3.86 71.00% 3.88 73.38% 3.97
and culture
– maintaining footpaths
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Caring for the community 34.95% 3.17 49.85% 3.45 55.50% 3.54 56.00% 3.61
– long term planning for the City
– how Council plans for and assesses development Urban and economic 37.80% 3.17 43.40% 3.27 41.00% 3.02 43.50% 3.33
• Council needs to continue to focus on informing and col- development
laborating with the community, and experimenting with ways Strategic planning 21.20% 2.85 36.20% 3.12 29.00% 3.10 33.00% 3.13
to optimise the traditional approaches to embrace innova-
tion opportunities Places for People 38.23% 3.21 50.21% 3.43 49.13% 3.38 51.47% 3.51
Results of the community satisfaction survey are reported Caring for the community 35.80% 3.15 48.60% 3.40 54.50% 3.51 55.00% 3.53
to Council and used to inform our programs, policies and Urban and economic 27.10% 2.92 34.73% 3.06 32.67% 3.28 35.33% 3.08
services. development
Public place waste services 42.45% 3.23 52.65% 3.49 54.25% 3.53 59.75% 3.61
Council’s regulatory services n/a n/a 56.90% 3.60 53.00% 3.52 56.00% 3.60
Strategic planning 21.20% 2.85 36.20% 3.12 29.00% 3.10 33.00% 3.13
A Prospering City 31.64% 3.03 45.82% 3.34 44.68% 3.39 47.82% 3.39
The 2012 survey which involved Transport, roads and drainage 20.30% 2.61 28.03% 2.87 29.67% 2.91 32.33% 2.92
telephoning 1,000 residents Urban and economic
development 32.20% 3.08 35.70% 3.17 39.00% 3.26 43.00% 3.32
showed that residents have a high Strategic planning 21.20% 2.85 36.20% 3.12 29.00% 3.10 33.00% 3.13
satisfaction with the performance Moving Around 24.57% 2.85 33.31% 3.05 32.56% 3.09 36.11% 3.12
of Council. This result is consistent Caring for our environment 40.33% 3.23 52.37% 3.50 58.00% 3.62 58.33% 3.65
with the 2010 results. Looking after our 40.33% 3.23 52.37% 3.50 58.00% 3.62 58.33% 3.65
Environment
Randwick City Plan 38.83% 3.16 56.65% 3.54 57.07% 3.57 58.84% 3.62
Mean percentage 63.2% 70.8% 71.4% 72.3% 70.00% 85.00%
12 RANDWICK CITY COUNCIL CITY PLAN 2012 13
Continued
Engaging with the community
Community survey
Your Say Randwick Precinct, Business and Advisory
Committees
Your Say Randwick (www.yoursayrandwick.com.
au) is a special website for residents and ratepayers Randwick Council has a number of established
to let us know what they think of proposed projects advisory and consultative committees which provide
and plans. It gives residents the opportunity to specialist advice on a range of areas. The following
participate in the decisions that affect their lives committees are consulted on a regular basis on a
and their environment. The online discussions and range of plans that drive the implementation of the
feedback give residents and ratepayers opportunities City Plan. The committees include:
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to discuss issues, share ideas and give feedback • Aboriginal Consultative
on issues critical to the City Plan. Special Your Say • Multicultural
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Randwick websites are developed for selected • Road Safety
consultations including: • Sports
A A
• open space • Cultural
• waste survey • Older Persons’
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• light rail • Randwick Access
• Maroubra Beach Commercial Centre • Greening Randwick
D DCouncil and
• traffic management
• flood studies Residents and property owners make regular
• draft comprehensive Local Environmental contributions to Council’s decision making through
Plan 2012 one of the 12 local precinct groups in the City of
Randwick.
Comprehensive Local Environmental
Plan (LEP) preparation
Randwick
The comprehensive LEP preparation and exhibition
was supported by an extensive consultation process
social media
undertaken from 2010 to 2012. Key elements of this
process included:
• public exhibition of six land use discussion papers
and the draft LEP
• a dedicated web page (3,585 site visits) Randwick City Council is embracing social media policies, events, jobs, participate in competitions
• notification to all 55,000 households in the City as an effective way of communicating and talking and also interact with other local residents.
• regular advertising and communication with residents, businesses and visitors.
• five open days and two public hearings The Mayor’s Twitter column gives residents the
• presentations to committees and advisory groups Given one in two Australians use social media chance to speak directly with the Mayor or follow
• provision of summary documents and quarterly sites such as Facebook, Council has made social what he’s up to each day.
updates media an important part of the organisation’s
communication strategy. Council’s Youtube channel contains some
interesting videos about local projects including
In December 2011 Council adopted a Social the upgrade of the Des Renford Aquatic Centre
Media Policy committing the organisation to the in Maroubra and local kids talk about the newly
use of social media both as a communication and completed playground in Bangor Park Coogee.
discussion tool.
www.facebook.com/randwickcitycouncil
Council’s corporate Facebook page is a great way www.twitter.com/randwickmayor
to keep up to date with the latest Council news, www.youtube.com/randwickcouncil
14 RANDWICK CITY COUNCIL CITY PLAN 2012 1515
Demographics
Randwick Council uses information about the our website in these languages. The prominence Although our population mix varies
composition of our population and projections of Chinese languages (Mandarin and Cantonese)
throughout the different suburbs, the
to plan services to meet the needs of our led us to consult the local Chinese community
community. Knowing the ages and geographical in developing Chinese language sections in our population is largely reflective of both
location of our children, for instance, helps us plan libraries. our proximity to the Sydney CBD and
the best locations and type of play equipment for our many places of education. The second release of data
our children’s playgrounds. Analysing the nature This represents a steady growth of 7.6% in total
from the ABS is scheduled
of our multicultural community has enabled us population between 2006 and 2011.
for late 2012 and will
to identify our five key non-English speaking At the 2011 census, compared with the Greater further detail demographic
communities (Greek, Chinese, Indonesian, This growth rate is comparable with the growth of Sydney average, our population had: information relating to
Russian and Spanish) and produce information on the Sydney Metroplitan Region.
• a higher proportion of young adults our diverse community
• a larger proportion of people who rent including education levels,
• a larger proportion of people living in group local economy, our aging
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households or alone population and internet
• a smaller percentage of young children capabilities.
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• fewer cars per household (1.2 vs Sydney average
of 1.5)
A A
“Knowing the ages and geographical location Our community is made up of diverse groups from a
of our children, for instance, helps us plan the wide range of cultural backgrounds, age groups and
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For more information
household composition. Individuals often belong to a
best locations and type of play equipment for number of different groups according to their changing
about Randwick
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City’s demographic
our children’s playgrounds” needs and interests. We have significant Chinese, characteristics, please
Greek and Indonesian communities. More than 30 refer to the demographic
per cent of our residents speak a language other profile on our website:
than English at home. www.randwick.nsw.gov.au
Compared with the Sydney Metropolitan average we have:
Randwick Population 2001 vs 2006 vs 2011 • a larger proportion of people renting (42.9% vs Counting the population
31.6%) including a higher proportion in social The Australian Bureau of
14,000
housing (7.5% vs 5.2%) - (both Government and Statistics (ABS) produces
12,000
cooperative housing) ‘Estimated Resident
• a larger proportion of people living in a single person Population’ (ERP) numbers
Number of people
10,000 household (13% vs 8.4%) that are updated annually
to take into account births,
8,000
• a lower proportion of people in younger age groups deaths, and migration.
(0 to 17years) (17.6% vs 22.9%)and a similar
proportion of people in the older age groups (60+ Randwick Council uses
6,000
years) (17.6% vs 18%) the Census figures for
forward planning, and ERP
4,000 • a higher proportion of people with a university figures for service delivery.
qualification (Bachelor or higher) (27.9% vs 19.5%)
2,000 According to the ABS,
• a larger proportion of the 18-24 age group (13.1% at 30 June 2011 the
0 vs 9.5%) and 25-34 age group (18.9% vs 15.4%) Estimated Resident
100 and over
Population of Randwick
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
• a slightly higher proportion of people who are
75-79
80-84
85-89
90-94
95-99
0-4
5-9
Aboriginal or Torres Strait Islander (1.4% vs 1.2%) City was 137,757.
Planning NSW projects
• a slightly larger proportion of residents who were
the resident population
2001 2006 2011 Age - Years born in a non-English speaking country (14.0% vs
will increase to 141,100
12.3%). The most commonly spoken language at
by 2021.
home other than English is Mandarin (4.7%), Greek
(3.8%) and Cantonese (3.4%).
16 RANDWICK CITY COUNCIL CITY PLAN 2012 17
State and regional influences Guiding principles
As required by the Integrated Planning and This City Plan is based on sound principles.
Reporting framework guidelines many of the
outcome statements and strategies in this Principles of Principles for
Plan are aligned very closely with the main
objectives of the NSW 2021 State Plan and
social justice Sustainable Cities
other relevant state and regional plans.
Our plan is based on the principles of social justice Devised within the United Nations Environment
as outlined in the Department of Local Government’s Program (UNEP), the principles assist cities in
One of the five key strategies in the NSW 2021 Plan is to
Social Justice Framework 2008–2012: achieving sustainable development. These provide
‘strengthen our local environment and communities. Using this
• there is equity in the distribution of resources a sound way forward and closely align with our own
strategy, the State Government and local councils will work
• rights are recognised and promoted themes and outcomes.
towards giving communities increased control and decision making
• people have fairer access to the economic
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on issues relating to the natural and built environment.
resources and services essential to meet their The overarching vision for these principles is to
basic needs and to improve their quality of life “Create an environmentally healthy, vibrant and
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We are working with the NSW Government towards achieving the
• people have better opportunities for genuine sustainable city where people respect one another
relevant priorities of the NSW 2021 State Plan and its associated
and nature, to the benefit of all.”
A A
plans including the State Infrastructure Strategy and the NSW Long participation and consultation about decisions
term Transport Master Plan. The Sydney Metropolitan Plan which affecting their lives.
The principles are:
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is currently being updated to align with the priorities and timeframe Light rail – Partnering with These principles are intrinsic to our work. We 1. Provide a long-term vision based on:
of the NSW 2021 classifies us as part of the East subregion, and other organisations to acknowledge the rights of all individuals to equal sustainability; intergenerational, social, economic
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provides us with frameworks for planning as well as creating lobby State Government access to services and facilities within the City, and and political equity; and each city’s individuality.
targets for the provision of jobs and housing in our area.
We have entered into a Rail we are committed to identifying and addressing 2. Achieve long-term economic and social security.
Transport Infrastructure physical, communication and attitudinal barriers that 3. Recognise the intrinsic value of biodiversity and
The City Plan aligns with the Destination 2036 guidelines
Memorandum of exist in the delivery of services and facilities to the natural ecosystems, and protect and restore
demonstrating our understanding of the crucial role local
Understanding to advocate community. them.
government plays in delivering better outcomes for our community.
The City Plan outlines how we will ensure the highest standard of for rail transport with the 4. Enable communities to minimise their ecological
civic leadership to attract and retain high quality councillors and University of NSW, Prince of footprint.
staff to serve and lead our community. Wales Hospitals Complex, 5. Build on characteristics of ecosystems in the
Australian Turf Club, (Royal development and nurturing of healthy and
• Actions from the Destination 2036 action plan are in the City
Randwick Racecourse), sustainable cities.
Plan including:
Centennial / Moore Park 6. Recognise and build on the distinctive
• efficient and effective service delivery
Trust, the City of Sydney characteristics of cities, including their human
• quality governance
and Sydney Cricket Ground and cultural values, history and natural systems.
• financial sustainability
Trust. We have also been 7. Empower people and foster participation.
• appropriate structures
instrumental in the formation 8. Expand and enable cooperative networks to work
• strong relationships
of a partnership group towards a common, sustainable future.
We work with our neighbouring councils within the Southern consisting of the Council, 9. Promote sustainable production and
Sydney Regional Organisation of Councils (SSROC) to deal with Australian Turf Club and consumption, through appropriate use of
common issues, particularly those that cross boundaries. Key UNSW to investigate and environmentally sound technologies and effective
issues include planning, transport, environment, sustainability, confirm the feasibility of a demand management.
procurement and waste management. light rail service to Randwick/ 10. Enable continual improvement, based on
Kensington from the City of accountability, transparency and good
Other agencies, such as the Sydney Metropolitan Catchment Sydney. Council is now part governance.
Management Authority (SMCMA), also affect our planning and of a round-table working
direction. The SMCMA is working with other agencies, including group, working with the NSW
councils, for natural resource management of the Sydney Government and other key
catchment to establish NSW targets for biodiversity, water, land stakeholders to expand light
and community wellbeing. rail in Sydney.
18 RANDWICK CITY COUNCIL CITY PLAN 2012 19Responsible management
Responsible A snap shot
management
Responsible management is about
achieving excellence through leadership,
innovation and sustainability in all areas
under our control. As a values-based
organisation, we respect our community
and demonstrate strong and effective
civic leadership.
We are achieving sustainability in our finances through our
long-term financial strategy. This places us in a very sound
position to continue to deliver core services and programs that
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meet our high service standard levels as well as maintaining
and developing our community’s assets. How we act as
F F
guardians of the community’s assets is detailed in the theme
‘Places for people’.
A A
Our internal systems of governance and administration fall
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under the theme of ‘Responsible management’. We are
systematically reviewing and testing our plans and strategies to
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ensure accountability, transparency and civic leadership. Some
aspects of civic leadership around democratic governance,
particularly community engagement, are included in the theme
‘A sense of community’.
Our staff are essential to the success of the organisation and
we focus on attracting, retaining and developing the best staff
and building both organisational and individual capability.
Central to responsible management is the development
of a workplace culture that values and encourages ethical
behaviours and safe working practices.
We demonstrate leadership both within our own boundaries
and within the wider region. We regularly provide submissions
and contribute to the development of a range of state-
Responsible management underpins all of Randwick City wide plans. We are active in the Southern Sydney Regional
Council’s activities. It is about the integrity we apply to our Organisation of Councils (SSROC), which covers a resident
financial management and governance and the way we value base of nearly one million people in the south-eastern area of
Sydney. SSROC provides a forum for councils to deal with the
our staff. It is about leadership and sustainability and is the issues that they have in common, particularly those that cross
platform through which we deliver the other themes in this plan. council boundaries, and for making joint submissions to the
relevant government authorities on matters that affect local
government.
20 RANDWICK CITY COUNCIL CITY PLAN 2012 21Key issues
A sustainable long-term vision: Focus on our customers:
Providing sustainability through financial, Providing quality customer service
organisational, environmental, social and
planning strategies Our Customer Service Charter states our commitment
to “ensure that our customers and stakeholders receive
efficient, responsive and friendly service”.
Working sustainably means that we are meeting present needs
while taking into account future needs or costs. We believe that
We have in place a Customer Service Request System
it is implicit in the role of government at any level to consider
that ensures we operate to established service standards
the generations to come, as well as the needs of the current
in responding to customer requests and carrying out
population. For this reason we aim for sustainability in all of Using technology to
maintenance on assets such as roads, footpaths and
our strategies. In partnership with our community we will work improve customer
public spaces.
service and efficiency
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towards achieving the long term vision for the City of Randwick
as outlined in this plan. We have installed tablet
In 2012 Randwick Council set out to improve its delivery
F F
of customer services and provide the capability for any computers in council trucks
Our early adoption of the Business Excellence Framework
resident, business owner or visitor to engage with Council to more efficiently allocate
A A
provided a systematic and structured approach to develop
without the need to come into a Council office if they jobs while our crews are
and improve our management and leadership systems. Our
choose. A new GIS and Online Services department on the road. This means
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organisational environment is flexible, responsive to change and
was established to provide the required technological requests from customers can
willing to engage in self assessment and ongoing review. With We implement best resources and infrastructure. We will provide a customer- be actioned in real time to
this strong focus on continuous improvement we will continue
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practice through focused web site with improved online services, GIS our crews on the road. The
to review our systems, procedures, policies and practices and innovative programs mapping services; and use emerging social technologies tablets use special programs
concentrate on getting the basics right for the community.
like the Futurist Forum. such as apps and social media to continue engaging local and GPS technology enabling
residents and providing opportunities for input into our supervisors to allocate jobs
The 20-year Long-term Financial Plan is updated twice a The General Managers of
decision making processes. to the most relevant and
year on the adoption of the budget and the completion of the Randwick City Council and
closest vehicle, track the
annual Financial Reports. The Long-Term Financial Plan draws Sutherland Shire Council
We undertake regular surveys about projects, events or progress of the work and
on information contained within our Operational Plan, current established The Futurist
processes to gauge whether we are meeting the needs of follow up on any problems.
budget and several short, medium and long-term costed plans. Forum in 2011. This innovative
the community. Our crews can easily view
These plans are updated annually and include the Information forum brings key staff from the
work tasks assigned to them,
Technology Strategic Plan, Plant Replacement Strategy, Property two councils together to look
check vehicle information
Development Strategy and the Domestic Waste Strategy. at the past social, technical,
and perform safety checklists
economical, environmental
for operating machinery.
Our planning includes a comprehensive Local Environmental and political factors that
The innovative technology is
Plan (LEP). There is more information about this in the theme influence our communities
called IMOWS or Integrated
‘Places for people’. and explore global trends.
Management Of Works
Leading futurist and trend System .
spotter Tim Longhurst
It has streamlined the
facilitated the inaugural forum.
allocation of maintenance
During the past year this
works providing for the
Futurist Forum has regularly
efficient management of
met to apply his futurist toolkit
council assets and real
to our local government
productivity gains. Work
environment and a number
is completed more quickly
of innovative initiatives
and more accurately with all
have been explored and
the paper work processes
implemented.
eliminated.
22 RANDWICK CITY COUNCIL CITY PLAN 2012 23Continued
Key issues
Good governance with demonstrated accountability Democratic governance:
and transparency:
Ensuring that we support
Applying high standards of ethics and councillors within a democratic
integrity throughout all our activities governance framework Council has an online system that instantly
delivers all relevant Council related plans, policies,
procedures and information to the councillors.
A strong approach to continuous improvement is
Councillors are the elected representatives of This system is constantly updated with the latest
achieved through the review of key processes (using
the community and it is our role to both support available information so that both councillors and
the Division of Local Government’s Promoting Better
and work with them in the implementation of the community are kept informed of developments in
Practice Checklist), organisational risk review profiling
the Council’s plans and strategies by providing matters of community interest and civic importance.
and external peer reviews. These major activities are
reports, advice and information. A councillor’s civic
undertaken on a four-yearly cycle and provide the Values at Work - a good leadership role includes their involvement in the We have a strong commitment to community
basis for a suite of improvements such as the internal governance initiative
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development and implementation of this City Plan. engagement and participation, including support
communications and customer service project that
In 2010 Council’s Internal of a range of specific advisory groups, precinct
included the re-development of Council’s intranet site.
F F
Audit and Business Planning We further support the governance framework by groups and chambers of commerce. Our community
Coordinator, received the efficient and effective running of council and engagement practices are outlined in the theme ‘A
The reviews continue to reflect that we are delivering
A A
an ICAC (Independent committee meetings for the benefit of councillors sense of community’.
services to our community at a standard exceeding
Commission Against and the community. An online training program on
many other council areas, that key systems and
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Corruption) scholarship relevant legislation, policy and council operations Regular briefings are provided for the councillors on
processes are operating effectively and that we are
to undertake an Anti- is available for prospective and new councillors critical matters and major programs to ensure that
clearly demonstrating good governance and ethical
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Corruption Executive to maximise their effectiveness as an elected they are fully informed and have all the resources
conduct.
Program at the Australian representative of the community. required to help them make decisions.
We have implemented a number of initiatives to maintain National University. As a
our position as an industry leader in the performance result an interactive training
of our systems and processes. The ongoing reviews by module, Values at Work was
our Internal Auditor has strengthened governance and developed to prevent fraud
management across the organisation and has led to and corruption, encouraging
the development of an online risk management function staff to look at Council’s
which is monitored by external insurers to ensure ‘values’ system and consider
maximum effectiveness. how it applies to their day-
to-day work. Staff were
Council’s Internal Audit Committee, consisting of invited to make a short film
the Mayor and three external specialists, continues on what the Council’s values
to oversee the strategic direction of Councils mean to them as individuals.
Risk Management and Internal Audit functions. A This initiative was a first for
Procurement Committee, with both internal and external the public sector and was
membership reviews Councils purchasing policy, promoted widely by ICAC
procedures and systems on an ongoing basis to ensure and shared with rural and
optimum transparency and accountability on spending metropolitan councils.
ratepayers money. A key document, Probity
in Randwick City Council
Council’s Corporate Obligations Package detailing our
provides an insight on
employees obligations such as delegations, conflict of
Council’s probity measures
interest and Customer Service Charter is provided to
in place for all staff and we
all new employees. These obligations are reinforced
are held as best practice for
through annual corporate training activities.
the local government sector.
24 RANDWICK CITY COUNCIL CITY PLAN 2012 25Continued
Key issues
Attract, retain and develop a high performing workforce:
Outcomes
Developing and supporting a culture The outcome that most relates to this theme is leadership in sustainability.
of staff excellence
OUTCOME 1: Leadership in sustainability
We value our staff and acknowledge that they are essential
to the success of the organisation. Our human resources
care We will demonstrate leadership and achieve a sustainable future through applying best practice
Workforce Plan, provides a strategic framework for developing financial, administrative, environmental, social and planning strategies and rigorous internal systems
our workforce so that it is multi-skilled, flexible and able to of governance. Through our staff we will build a strong platform for productivity, customer focus and
work with constantly evolving equipment, information and achievement and fulfil our responsibilities to the whole community.
communication technologies.
Directions Four year delivery program actions (2013-17)
At the individual level we focus on developing the skills,
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knowledge and motivation of all staff members. At the Our corporate values
1a. Council has a long- • Implement the Integrated Planning and Reporting framework including the Randwick City
organisational level we are building capability by focusing on illustrate how we wish to term vision based on Plan, medium term plans and the Resourcing Strategy across the four year cycle.
F F
recruitment, selection, learning and professional development, conduct ourselves as an sustainability. • Ensure sound long term financial strategies underpin the Council’s asset management
career development, performance management and workforce organisation and shows policies and strategic vision.
A A
planning. We aim to achieve a reputation as a workplace of how we wish to engage • Review and incorporate the financial strategies, underpinning all short and medium term
plans into the long term financial plan.
choice that attracts, develops and retains quality staff. with our customers and
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the community. 1b. Council is a leader • Demonstrate best practice and leadership in local government.
In keeping with our leadership in principles of social justice, in the delivery of social, Contribute to protecting the Council’s reputation and enhancing its positive public image.
Our corporate values ICARE
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•
we are committed to equal opportunity in employment. We financial and operational Maintain a high performing workforce that is responsive to the needs of the organisation.
are made of five key values: activities.
•
aim to foster a culture that values and responds to the cultural • Provide good governance and administrative support for the Council and organisation.
Integrity: Ensuring
and linguistic diversity of our staff, providing a workplace that • Effectively and efficiently manage financial operations, systems and information.
transparency and honesty
is based on equity and merit and free from discrimination • Be recognised as providing quality internal and external customer service and call centre
in all our activities. services.
and harassment. To achieve this aim we have policies and
procedures in place to ensure that we protect the rights of Customer focus: Delivering • Continue to improve and implement business process systems and information technology
infrastructure.
individuals and promote ethical behaviour. prompt, courteous and helpful
• Provide a safe and healthy environment for staff, contractors and the community.
service and being responsive
• Support the community and organisation through the improvement and expansion of online
All new staff complete training on equal employment to people’s changing needs. systems and GIS mapping.
opportunity and anti-discrimination issues within their first
Accountability: Accepting 1c. Continuous
week at Council. We have a strong focus on providing a safe • Apply the four-year Continuous Improvement Strategy within the organisation.
our responsibility for the improvement in
workplace and encouraging best practice safe working habits. • Implement a systematic and structured approach to obtaining feedback from customers and
provision of quality services service delivery based managing existing data and information.
and information which meet on accountability, • Proactively manage enterprise risks within Council’s integrated risk management system.
agreed standards. transparency and good
governance.
Respect: Treating everyone
with courtesy, dignity and
fairness regardless of our own
feelings about the person or Our measures for this theme are:
the issue. RM01 Percentage of required annual maintenance RM10 Number of public liability claims settled
expenditure on public works actually expended RM11 Percentage of Service Requests completed within
Excellence: Being RM02 Debt servicing costs as a percentage of total revenue Service Level Agreement targets
recognised for providing RM03 Percentage of the target balance for the employee RM12 Percentage of phone calls answered within 30
services, programs and leave entitlements reserve actually held in reserve seconds
RM04 Operating surplus ratio RM13 Percentage of Customer Service Centre enquiries
information which consistently RM05 Unrestricted Current Ratio excluding internal and managed at the first point of contact
meet and exceed standards external restrictions (Working Capital Ratio) RM14 Percentage of written correspondence actioned
through the use of best known RM06 Percentage of rates revenue outstanding at year end within deadline
RM07 Percentage return on investment portfolio less UBSA RM15 Overall community satisfaction with the Council
practices and innovation. Bank Bill Index RM16 The amount of cost shifting by other levels of
RM08 Percentage of staff assessed as proficient and above government to the Council as a percentage of total
in annual performance review revenue (before capital contributions)
RM09 Percentage of workforce incurring a lost time workers
compensation claim
26 RANDWICK CITY COUNCIL CITY PLAN 2012 27A sense of community
A sense of A snap shot
community
This theme describes our aim to Council also works closely with
create a feeling of inclusiveness, the institutions that are located
wellbeing and involvement so within our City to enable them
that people feel that they belong to deliver a high level of service
and are an integral part of our to our residents. Educational,
community. Council wants to cultural and medical facilities
encourage a more inclusive that are important both locally
and cohesive community where and regionally include the
individuals are able to participate University of NSW, the Randwick
and be actively involved in hospitals complex, the National
community life. Institute of Dramatic Arts (NIDA)
and Randwick TAFE.
We see the Council’s role as
providing the opportunity for Other features that benefit our
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people to interact with others community include the beaches,
by fostering the Randwick rock pools, bushland, open
F F
City community as a whole space, Centennial Parklands,
and supporting the smaller Heffron Park, Coastal Walkway,
A A
distinct communities that exist golf courses, Botany National
throughout our City. We want Park and Royal Randwick
R R
people to be able to identify with Racecourse.
and have pride in our City.
D D
While most of Randwick City
We promote a sense of experiences high levels of
community and a feeling of pride advantage relative to other
in the locality by providing and areas of Sydney, we have some
An Inclusive Randwick
maintaining facilities and parks communities experiencing high
City is the Council’s 10 year
and by running community levels of social and economic
strategic plan to enhance
festivals, events and cultural disadvantage. We are committed
opportunities for people
programs. The improvements to making sure they have
living within Randwick City
that we make to commercial equitable access to services
to participate and be actively
centres foster a distinct City and facilities that support their
involved in community life.
character. We provide venues needs.
It is aimed primarily at those
where resident groups can meet
who experience social
for activities, and make sure our Although many of the issues that
The theme ‘A sense of community’ • celebrating our cultural diversity and exclusion and disadvantage.
community can participate in the impact on the overall wellbeing
encompasses our social planning and encouraging harmony The plan is part of a suite of
Council’s decision-making. of Randwick City residents are
communications responsibilities. It outlines • providing community and cultural facilities social community related
not within our direct control or
how we will support our community, and and activities strategies directed at
Randwick City is home to authority to resolve, we will,
encourage a sense of community by: • advocating and developing partnerships addressing the social issues
a range of facilities and where appropriate, advocate on
• creating the opportunities and means for between the Council, our community and identified in our City. The
recreational and natural features behalf of our residents. To this
people to participate in community life and community service providers plan describes the work
that all contribute significantly end our social planning policy
engage in our decision-making • providing access to information and referral we will do in collaboration
to our City’s cultural and document An Inclusive Randwick
• focusing on addressing the needs and to community services and facilities. with local service providers,
community development. sets our policy and approach.
wellbeing of the people in our community government agencies and
Our City has multi-purpose
community members during
community centres at Randwick,
the next 10 years.
Maroubra, Malabar and Little
Bay; we have senior citizens’
centres at Coogee and
Maroubra, while the Des Renford
Leisure Centre is a significant
regional facility.
28 RANDWICK CITY COUNCIL CITY PLAN 2012 29What our community tells us Key issues
Every two years A range of community services:
we commission an Providing assistance to service providers
to meet the needs of our community
independent body to
conduct a community Our primary role in community service provision is to support
satisfaction survey. specific agencies and organisations to deliver support services.
These services are generally funded by the Commonwealth
We use the survey to and State Governments as part of their responsibilities
for community services. We work with community service
understand how the providers to create and/or promote programs, services,
community is faring,
activities and events that enhance employment, social
inclusion, address existing housing issues, health issues,
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how it perceives
improve quality of life and enhance life opportunities. We
also focus on ensuring the community is well informed about
F F
Council is performing the existence of services that they can access from these
A A
community service providers.
and the key issues and We manage the Moverly Children’s Centre and lease six other Meeting the needs
services. The survey
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facilities to community-based organisations for child care. of our community:
results influence our
Our libraries provide a focal point for community activities,
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programs and events aimed at addressing social isolation, Challenging social
planning and budget
particularly for senior citizens and people from culturally and disadvantage
linguistically diverse backgrounds. We also provide children Lexington Place is in
allocations. and youth vacation programs as well as holiday activity
programs for the whole family.
the centre of the largest
public housing estate
in Randwick City. To
We provide more than $1.1 million worth of rental subsidies to encourage participation
The 2012 community satisfaction survey was conducted community organisations every year through the Community in cultural and social
with 1000 residents and told us that: Facilities Management Policy. Service providers using activities we developed the
• 67 per cent of the residents are very satisfied or Council-owned buildings at a substantially reduced rent Lexington Place Busking
satisfied with the performance of Council include baby health and childcare centres, kindergartens, Competition for local
• 97 per cent of people agreed that Randwick City youth services, and family day care. We also subsidise the residents to come together
is a good place to live rent for a number of community services within our city. to create entertaining acts,
• 84 per cent preferred to shop in their local The subsidies include capital maintenance of the buildings, have fun, make friends
neighbourhood, and insurance and waiver of rates. and to showcase hidden
• 77 per cent felt they were part of their local talents to an appreciative
Further subsidies in the form of reduced or free hall hire are audience in an enjoyable
community.
given to not-for-profit groups that operate for the benefit of setting. In 2010 24
This clearly demonstrates the residents of Randwick local residents, such as seniors groups, various health services, competitors displayed their
City have a strong attachment to their community and church groups, playgroups, neighbourhood centre services, talents in singing, rap, and
local area. The fact that the majority of residents do feel multicultural groups and precinct committees. dance. Following this initial
part of their community confirms that we are achieving success the competition
our commitment to building a ‘sense of community’. has now become an
annual event.
30 RANDWICK CITY COUNCIL CITY PLAN 2012 31You can also read
