OUR FUTURE IN DETAIL - Amazon Web Services
Transcript of OUR FUTURE IN DETAIL - Amazon Web Services
Revised Delivery Program 2017–2021 and Operational Plan 2018–2019
OUR FUTURE IN DETAIL
DRAFT
2 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
3Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
Mayor’s introduction 4
Chief Executive Officer’s introduction 5
Introduction 6
Snapshot of our City 6
Vision and Values 8
Our Councillors 12
Funding at a glance 14
Our Plan 16
About this Plan 17
Integrated Planning and Reporting Framework 18
Involving our community 19
How to read this Plan 22
Unique landscape 24
Lifestyle and wellbeing 28
Mobility and accessibility 34
Diverse economy 38
Connected communities 42
Creativity 47
Shared decision making 50
Works program 2018-2019 54
Business activities 60
Introduction 61
Property and Business Development 62
CiviLake 64
Organisational support 66
Introduction 66
Financial management 68
Rates 69
Fees and charges for goods and services 71
Proposed borrowings 73
Projected financial statements and ratios 74
CONTENT
4 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
MESSAGE FROM THE MAYOR, KAY FRASER
Our Future in Detail, Council’s four-year Delivery Program and Operational Plan 2018-2019, sets out many exciting projects Council is planning to deliver for our community over the next financial year.This delivery program and operational plan reflects the seven focus areas that make up the City’s Community Values, developed through a comprehensive community consultation program and adopted by Council in 2016.Our Values prioritise Lake Macquarie’s unique landscape, our lifestyle and wellbeing, diverse economy, connected communities, creativity, mobility and accessibility and shared decision-making. The values form the basis of Council and the community’s shared vision for the City and guide our planning for facilities and services.There is a strong focus on recreational infrastructure in this Delivery PIan and one of the projects I am looking forward to seeing come to fruition is the new Belmont Baths. There is so much enthusiasm among the community for this project and the baths will become a real drawcard for Belmont and Lake Macquarie. Improvements to public swimming facilities are also planned elsewhere, with a major upgrade to Toronto Swim Centre set to be delivered by mid 2019 and the installation of a sustainable solar-powered heating system at Speers Point that will allow patrons to enjoy longer operating hours and warmer water during shoulder periods.One of our most exciting works projects is unfolding at Cameron Park, where construction of a new sports and recreational hub is entering
the final stages. The sprawling Pasterfield Sports Complex includes a football field, netball and multi-courts, playgrounds, exercise equipment, cricket nets, cycleways and paths, skate park and a new community amenities building, laid out across an eight-hectare site. Rejuvenation of the popular and well-used Warners Bay foreshore will continue and construction of the new, improved Pelican Boat Ramp will begin. Council is also excited about the transformation of the grand old Rathmines Community Hall into a new, modern performing arts space for western Lake Macquarie.Design and construction of contemporary, multi-purpose parks will begin at Morisset’s Bernie Goodwin Reserve and Thomas H Halton Park in Croudace Bay, and the community will see significant progress on new skate parks in both places, as well as at Windale and Charlestown.We will continue to deliver a diverse program of festivals and community events, including the Lake Mac Big Weekend, Float Your Boat, Carols by Candlelight, Living Smart and NAIDOC Week activities.The establishment of a foreshore public art trail will get under way with the installation of the first commissioned artworks. The trail will visually enhance our lakeside environment and drive tourism, stimulating the local economy.There is much to look forward to as together we continue to shape a diverse, liveable and dynamic Lake Macquarie.
Councillor Kay Fraser Mayor
5Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
MESSAGE FROM THE CEO, MORVEN CAMERON
I am delighted to present, for the first time in my role as Chief Executive Officer, Lake Macquarie City Council’s Delivery Program and Operational Plan. It is an exciting time to live and work in Lake Macquarie. Already, we are a city of choice for people who value lifestyle and opportunity and Council has a vision to build on those assets to enhance even further our reputation as a thriving, dynamic regional centre.Our Future in Detail sets out a plan of action for the delivery of services and facilities that will help us work with the community in the short to medium term to realise that vision.From neighbourhood actions to projects with City-wide and regional benefits, the plan outlines the resources Council will commit to meeting our planning objectives in seven focus areas.At a big-picture level, we will continue to advance planning for major projects such as the development of the North West Lake Macquarie precinct, a catalyst area for regional growth that promises to deliver thousands of homes, jobs and new industries in coming decades, creating an economic and lifestyle hub. Within this precinct, we will work with State Government to prepare a strategic business case for the Lake Macquarie Transport Interchange and further our proposal to extend the Hunter Region Sports Centre. The construction of Munibung Road will create a new link between Boolaroo and Cardiff, improving connectivity and travel times in
this increasingly busy part of the City while simultaneously boosting opportunities for exciting new retail and commercial investment. The expansion of the Awaba Waste Management Facility and introduction of kerbside collections for food and garden waste will continue our sustainable ‘360–degree approach’ to waste management – encouraging the community to ‘reduce, reuse and recycle’ in order to achieve our goal of diverting waste from landfill. We will advance our evolution as a Smart City by embarking on a bold and groundbreaking revitalisation of Pearson Street Mall at Charlestown, transforming this under-used public space into a lively, modern meeting place where people can connect to wi-fi and experiment with emerging technologies. These are just some of the strategies and projects we will develop over the course of this plan as we continue to drive positive change in Lake Macquarie. The future is bright, and Council is committed to building on the solid foundation and momentum that Lake Macquarie has enjoyed in recent years to deliver for our community.
Morven Cameron Chief Executive Officer
6 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
SNAPSHOT OF OUR CITY
CITY AREA: 757km2
LAKE CIRCUMFERENCE: 174km
POPULATION: 205,748
PROJECTIONS TO 2036: 29,220 people
13,991 new dwellings
WORKFORCE: 82,075
BUSINESSES: 12,610
GROSS REGIONAL PRODUCT:
$9.93 billion
Lake Macquarie City’s population is more than 205,000, making it the largest city in the Lower Hunter. People who live in the 95 communities that dot our landscape are blessed with an enviable lifestyle – a superb natural environment, world-class infrastructure and facilities, engaged and connected communities, the potential for significant economic growth and a positive outlook for our future. The City’s centrepiece is a vast blue water expanse, twice the size of Sydney Harbour.
Lake Macquarie was first inhabited by the Awabakal tribe, Awabakal meaning ‘people of the calm surface’, more than 8000 years ago. European settlement dates from 1826 where land was used mainly for timber production and farming. Council acknowledges the Awabakal People as the traditional custodians of the land, lake and waterways of our City.
Cardiff
Morisset Swansea
Toronto
Charlestown
Warners Bay
Wyee
Glendale
WEST WARD
NORTH WARD
EAST WARD
Belmont
7Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
SNAPSHOT OF OUR CITY The northern part of the City was
developed from the 1870s primarily for the establishment of coal mining, and development in the southern part of the City in the early 1900s was aided by the construction of the railway line to Sydney. The most rapid development occurred in the years after the two World Wars especially from the 1960s.Lake Macquarie is uniquely positioned, 60 minutes to Sydney on the M1, 10 minutes to Newcastle, 35 minutes to Hunter Valley Wine Country and 40 minutes to Newcastle airport and is just two hours by car from Sydney’s international airport. With an eye on the past and present, we are keenly focused on the future of the City and the challenges and opportunities that lie ahead.
Our people and life
Population growth and change are challenges and opportunities for the City. The City’s population is expected to increase by 29,220 between now and 2036, creating demand for 13,991 new dwellings and 11,741 new jobs. Like many coastal areas, we have an ageing population although we also have a large proportion of our population under 15 years of age. Responding to growth in the number of people over 65 and younger people presents different challenges and opportunities. More than 8000 people identified as Aboriginal or Torres Strait Islander People in the 2016 Census.Transport choice and convenience is one of the most important issues for our residents, including having a transport network that allows us to move around our City safely and easily. North west Lake Macquarie has been identified as a focal point for transport connectivity, with plans for a transport interchange to improve public transport connections and improve road and rail links with other centres such as Newcastle, Sydney and the Hunter Valley. The growth in shared pathways connecting our key
destinations continues to make walking and cycling a more viable option. Using technology and creativity to our advantage and incorporating new ways of connecting with each other are important issues for our City. Having safe vibrant spaces and places for our residents will enable our towns and suburbs to foster involvement, cohesion and a strong sense of community that we all desire.
Lake, bush, coast and mountains
The Lake, bushland, coast and mountains are important features of our City. The City enjoys 38,000 hectares of bushland. How we manage growth and change will be vital to the long-term preservation of our natural assets.Climate change is perhaps the greatest challenge facing the globe and Lake Macquarie is not immune to its impacts. How the City responds and adapts to this challenge will have a major bearing on our quality of life.
Prosperity and success
Lake Macquarie’s economic strength is built upon its diverse landscape and natural resource base, with key industries developing out of timber, agriculture, water and minerals. The City has developed into a hub for small- to medium- sized businesses with professional services, knowledge, healthcare and technology-based industries exhibiting strong growth. With a labour force of more than 82,000 people and roughly 12,500 businesses along with fluctuations in the growth and decline in various industries, providing jobs within the City for our residents is a key challenge. Development in response to population growth and change continues to be a significant driver of economic activity in the City.
8 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
OUR VISION AND VALUES
9Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
OUR VISION AND VALUES
Vision is applied imagination
– Stephen Covey
OUR VISION Lake Macquarie is a City with a lake at its heart encircled by distinctive towns and villages.
We balance our cherished environments with our need for great spaces to live and visit, smart transport options and a thriving economy; which adapt
and strive to be fair for all.
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OUR VALUES
We value
LIFESTYLE AND WELLBEING a place that encourages safe, active and social opportunities.
We value
MOBILITY AND ACCESSIBILITYeffective transport systems that provide choices to conveniently move people, goods and services.
We value our
UNIQUE LANDSCAPEa place where the natural environment (bushland, coast, lake and mountains) is protected and enhanced; where our existing urban centres are the focus of our growth, maintaining their unique characteristics.
Lake Mac’s new City Vision and Community Values, developed by the community in 2016, will guide future planning and provide direction for how the City responds to change and growth.This new direction reflects the priorities of our residents and will shape policies and plans prepared by Council, including this plan.
11Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
We value a
DIVERSE ECONOMYwhich is resilient and adaptable to change, making the best use of the unique advantages of our location and lifestyle.
We value
CONNECTED COMMUNITIESthat support and care for all and provide a sense of belonging.
We value
CREATIVITYworking together with creative process and outcomes that bring together history, culture, knowledge and expertise that supports new technologies and ways of thinking.
We value
SHARED DECISION-MAKINGLake Macquarie communities continue shared responsibility for governance.
12 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
ELECTORAL WARDS
OUR COUNCILLORS
Lake Macquarie City Council is divided into three wards: North, East and West.
All Lake Macquarie ratepayers and residents over the age of 18 are eligible to enrol and vote in the local government elections. Residents who are enrolled can vote to elect a Mayor and four Councillors to represent their respective ward.
Cardiff
Morisset Swansea
Toronto
Charlestown
Warners Bay
Wyee
Glendale
WEST WARD
NORTH WARD
EAST WARD
Belmont
13Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
OUR COUNCILLORS
YOUR ELECTEDCOUNCILLORS
MA
YO
R
Councillor Kay Fraser (ALP) 4921 0223 [email protected]
Councillor Brian Adamthwaite (ALP)
0417 061 433 badamthwaite@
lakemac.nsw.gov.au
Councillor Colin Grigg (LM IND)
0429 908 747 cgrigg@
lakemac.nsw.gov.au
Councillor David Belcher (ALP)
0429 914 623 dbelcher@
lakemac.nsw.gov.au
Councillor Luke Cubis (LM IND) Deputy Mayor
0429 939 475 lcubis@
lakemac.nsw.gov.au
Councillor Adam Shultz (ALP)
0429 931 044 ashultz@
lakemac.nsw.gov.au
Councillor Kevin Baker (LIB)
0429 867 935 kbaker@
lakemac.nsw.gov.au
Councillor Jason Pauling (LIB)
0417 416 577 jpauling@
lakemac.nsw.gov.au
Councillor Nick Jones (LIB)
0429 889 781 njones@
lakemac.nsw.gov.au
Councillor Barney Langford (ALP)
0417 137 758 blangford@
lakemac.nsw.gov.au
Councillor Wendy Harrison (IND)
0409 775 432 wharrison@
lakemac.nsw.gov.au
Councillor Christine Buckley (ALP)
0428 546 549 cbuckley@
lakemac.nsw.gov.au
Councillor John Gilbert (LM IND)
0429 945 243 jgilbert@
lakemac.nsw.gov.au
NO
RTH
WA
RD
WES
T W
AR
DEA
ST W
AR
D
14 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
Property
Expenditure $27MPercentage of total 7.15%
CiviLake
Expenditure $5MPercentage of total 1.39%
Unique Landscape
Expenditure $68MPercentage of total 18.41%
Lifestyle and Wellbeing
Expenditure $136MPercentage of total 36.53%
Organisational Support
Expenditure $34MPercentage of total 9.27%
Shared Decision-making
Expenditure $3MPercentage of total 0.92%
Creativity
Expenditure $7MPercentage of total 1.79%
Mobility and Accessibility
Expenditure $65MPercentage of total 17.51%
Connected Communities
Expenditure $24MPercentage of total 6.48%
Diverse Economy
Expenditure $2MPercentage of total 0.54%
FUNDINGAT A GLANCEExpenditure by focus area
Includes operating expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.
Total expenditure
$372M
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Budget by source of funds
Includes operating and capital revenue, sale of assets, loan borrowings and utilisation of external and internal reserves. Excludes depreciation and dedications.
Total source of funds
$372M
Rates
Budget $131MPercentage of total 35.08%
Utilisation of Reserves
Budget $62MPercentage of total 16.57%
Annual Charges
Budget $39MPercentage of total 10.40%
Interest on Investments
Budget $7MPercentage of total 1.98%
Sale of Assets
Budget $6MPercentage of total 1.63%
Loans Utilised
Budget $32MPercentage of total 8.69%
Other Revenue
Budget $13MPercentage of total 3.41%
User Charges & Fees
Budget $17MPercentage of total 4.62%
Grants & Contributions - Capital
Budget $38MPercentage of total 10.20%
Grants & Contributions - Operating
Budget $28MPercentage of total 7.41%
Budget by expenditure
This table and pie chart show a breakdown of our spending, which includes operatiing expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.
Total expenditure
$372M Materials & Contracts
Budget $39MPercentage of total 10.51%
Capital - New
Budget $52MPercentage of total 12.89%
Transfers to Restricted Cash
Budget $92MPercentage of total 25.04%
Capital - Replacement
Budget $49MPercentage of total 13.44%
Employee Costs
Budget $99MPercentage of total 26.96%
Loan Repayments
Budget $4MPercentage of total 1.06%
Borrowing costs
Budget $7MPercentage of total 1.98%
Other Operating Expenses
Budget $30MPercentage of total 8.12%
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OUR PLAN
17Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
ABOUT THIS PLANThe Delivery Program 2017-2021 and Operational Plan 2018-2019 form part of Council’s Integrated Planning and Reporting Framework. This document outlines actions and strategies Council will undertake to achieve the objectives defined in the Lake Macquarie City Community Strategic Plan 2017-2027.The Delivery Program is a four-year plan that covers the term of an elected Council. To create the Program, we looked at the Community Strategic Plan and asked what could we achieve over the next four years to bring us closer to the community’s vision and values. With limited resources – skills, labour, time and money – we cannot achieve everything at once.The four-year Delivery Program is reviewed annually to determine which objectives set out in the Community Strategic Plan can be achieved within Council’s available resources, and an Operational Plan of actions for the coming financial year is created. This ensures that Council’s long-term planning is consistent with the current and future needs of the community.
The Operational Plan 2018-2019 is the second year of the Delivery Program 2017-2021. It outlines the actions that will be undertaken for each strategy, determines who has primary responsibility and highlights related Council plans that coincide with each action.Progress against actions identified in the Operational Plan is reported quarterly. An annual report is also prepared that reflects and reports on Council’s overall performance for the financial year.The progress and achievements of the Delivery Program are reported every four years at the last meeting of an elected Council’s term.This planning process allows Council to prioritise projects based on the needs and direction provided by our community, and ensure our actions align to our community’s vision and values for the City.
OUR PLAN
18 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
INTEGRATED PLANNING AND REPORTING FRAMEWORKOur Integrated Planning and
Reporting FrameworkLake Macquarie City Council Integrated Planning and Reporting Framework
Community Strategic Plan• City Vision and Community Values
• 10+ year objectives
Supporting strategies and plans
Delivery Program and Operational Plan• Four year strategies
• One year actions
Monitoring and reporting• Annual Report
• State of the Environment Report• Four-yearly End of Term Report
Resourcing Strategy• Long-term Financial Plan• Asset Management Plan
• Workforce Management Plan• Information Technology and Information Management Plan• Plant and Fleet Management
Community engagement
State and regional plans
Community Strategic Plan• City Vision and Community Values
• 10+ year objectives
Supporting strategies and plans
Delivery Program and Operational Plan• Four year strategies
• One year actions
Monitoring and reporting• Annual Report
• State of the Environment Report• Four-yearly End of Term Report
Resourcing Strategy• Long-term Financial Plan• Asset Management Plan
• Workforce Management Plan• Information Technology and Information Management Plan• Plant and Fleet Management
Community engagement
State and regional plans
Community Strategic Plan• City Vision and Community Values
• 10+ year objectives
Supporting strategies and plans
Delivery Program and Operational Plan• Four year strategies
• One year actions
Monitoring and reporting• Annual Report
• State of the Environment Report• Four-yearly End of Term Report
Resourcing Strategy• Long-term Financial Plan• Asset Management Plan
• Workforce Management Plan• Information Technology and Information Management Plan• Plant and Fleet Management
Community engagement
State and regional plans
19Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
INVOLVING OUR COMMUNITY
Engaging with key stakeholders and the community is fundamental to Council’s operations, as it helps to improve and guide decision-making by collecting and collating multiple perspectives and ideas from members of the community and people or groups potentially affected by those decisions.The end result is not necessarily about gaining universal support for a project or a decision. It is about fairness, transparency and involving key stakeholders in Council processes, as appropriate, so they understand the drivers of projects and what they mean for them as individuals and for their community or the City as a whole.Council recognises that engagement is an integral part of modern business operations and seeking the views of stakeholders provides valuable commentary, opinion, support and insight for large organisations such as Council to make better informed decisions.This Plan has been developed based on a range of feedback from stakeholders and the community including the 2018 Lake Macquarie City Council Community Survey, the 2016 Lake Macquarie City Vision and Values Survey and feedback received as part of the ‘Shape Your Future’ project.
Stakeholder engagement frameworkCouncil’s stakeholder engagement structure and principles are based on the public participation spectrum developed by the International Association for Public Participation (IAP2) (see Figure 1 over page).A key component of all projects undertaken by Council involves identifying stakeholders and selecting appropriate and relevant methods to engage with them. Council uses many methods to reach people including an online engagement portal that allows stakeholders to provide input and feedback on projects that affect them or they have an interest in. For more information about engagement for this Plan and other projects, go to shapelakemac.com.au.
20 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
IAP2’S PUBLIC PARTICIPATION SPECTRUM
INFORM CONSULT INVOLVE COLLABORATE EMPOWER
PU
BLIC
PA
RTIC
IPATIO
N G
OA
L To provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.
To obtain public feedback on analysis, alternatives and/or decisions.
To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.
To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.
To place final decision making in the hands of the public.
PR
OM
ISE
TO
TH
E P
UB
LIC
We will keep you informed.
We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision. We will seek your feedback on drafts and proposals.
We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.
We will work together with you to formulate solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.
We will implement what you decide.
© IAP2 International Federation 2014. All rights reserved.
The IAP2 Federation has developed the Spectrum to help groups define the public’s role in any public participation process. The IAP2 Spectrum is quickly becoming an international standard.
Figure 1: IAP2’s Public Participation Spectrum
Community survey
One of the ways we engage our community is through a Citywide community survey, conducted every two years. The last community survey was undertaken during February and March 2016.The 2016 sample consisted of 1002 residents with 842 of these selected by a computer-based random selection process using the electronic White Pages. The remaining 160 were recruited via face-to-face interactions at a number of areas around the City. A sample size of 1002 residents provides a maximum sampling error of plus or minus 3.1 per cent at 95 per cent confidence.Survey respondents rated importance and satisfaction for more than 60 services and facilities.
Overall, 93 per cent of respondents were either somewhat satisfied, satisfied or very satisfied with Council’s performance over the last 12 months (see Figure 2).The survey also revealed that the top priority for our community is to maintain road surfaces. This is based on the gap between importance and satisfaction ratings, that is, where importance is high and satisfaction is low. Table 1 shows the top 10 community priorities based on this calculation. Council staff ensured that these priorities were included in the development of this Plan.
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2%
5%
32%
47%
14%
0% 25% 50%
Not at all satisfied
Not very satisfied
Somewhat satisfied
Satisfied
Very satisfied
Figure 2: Overall satisfaction with Council’s performance
(number of respondents = 1002). Source: LMCC Community Survey, April 2016.
Ranking Service/ FacilityImportance
Mean*Satisfaction
Mean*Performance
Gap
1 Maintaining road surfaces 4.83 2.79 2.05
2 Public toilet cleaning 4.76 2.97 1.80
3 Generating local employment opportunities 4.70 2.99 1.72
4
Footpaths 4.49 2.96 1.52
Illegal dumping control 4.75 3.23 1.52
6 Maintaining drains 4.70 3.20 1.50
7 Overall appearance of City roads 4.43 2.94 1.49
8 Public transport 4.40 3.12 1.28
9 Community safety/Crime prevention 4.74 3.48 1.26
10 Council’s response time to requests 4.36 3.12 1.25
Table 1: Performance gap analysis. Source: LMCC Community Survey, April 2016. * Out of a maximum score of 5
22 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
HOW TO READ THIS PLAN
23Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
24 Lake Macquarie CityOperational Plan 2018-2019
UNIQUE LANDSCAPE
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Undertake works to protect and enhance the health of aquatic and terrestrial environments
Commence transition of Coastal Zone Management Plan to Coastal Management Program
Sustainability
Complete priority on-ground works projects at: Crockers Creek - streambank rehabilitation Nine Mile - beach rehabilitation Ruttleys Road - illegal dumping deterrence Black Neds Bay - wetland rehabilitation
Sustainability
Regenerate eight hectares of natural bushland through the Lake Macquarie Landcare Program, including weeding and planting activities
Asset Management
Ensure Council-owned land is managed to protect and enhance natural environments
Ensure 100 per cent of bulk material at or from CiviLake worksites is not subject to adverse audit findings
CiviLake
Continue rehabilitation of west McDonalds Quarry at Glendale, in accordance with the Quarry Rehabilitation Program
Asset Management
Undertake rehabilitation of contaminated land at priority sites in accordance with the works program
Asset Management
Provide sustainable waste management services that meet community needs and expectations
Continue Awaba Waste Management Facility expansion project
City Projects
Investigate establishment of Community Recycling Centre for east side of the City
Sustainability
Respond to 100 per cent of illegal dumping incidents, investigate 100 per cent of service requests prioritised as high impact and/or with the potential to identify an offender
Sustainability
RELATED PLANS
Coastal Zone Management Plan
Environmental Sustainability Action Plan
OBJECTIVE
Natural environments are protected and enhanced
The following information helps to explain the headings used in this document.
Strategies
These are the four-year activities and plans Council will undertake that contribute to achieving the long-term objectives, and ultimately the City vision.
Actions
The Operational Plan actions detail the activities and projects Council will undertake during 2018-2019. Each action relates to a Delivery Program strategy.
Primary responsibilityThe responsible Council department that will oversee and report on the relevant action.
Key focus area
The Delivery Program and Operational Plan are structured around key focus areas, which are the same as the community values that were adopted by Council in November 2016 following extensive community engagement.
Related plans
Council prepares and implements a range of other plans and strategies that support the Integrated Planning and Reporting Framework. Many of the actions in the Operational Plan are derived from these plans.
Objectives
These are the community’s long-term priorities and aspirations for the City. They contribute to achieving the City vision. The City vision was adopted by Council in November 2016 following extensive community engagement. Council has a custodial role in working towards realising these outcomes;
however, it is not wholly responsible for achieving them. Other partners, such as state agencies and community groups have an important role to play in achieving the objectives.
24 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
UNIQUE LANDSCAPE
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Undertake works to protect and enhance the health of aquatic and terrestrial environments
Commence transition of Coastal Zone Management Plan to Coastal Management Program
Sustainability
Undertake environmental enhancement projects in accordance with the works program
Sustainability
Regenerate eight hectares of natural bushland through the Lake Macquarie Landcare Program, including weeding and planting activities
Asset Management
Ensure Council-owned land is managed to protect and enhance natural environments
Ensure 100 per cent of bulk material at or from CiviLake worksites is not subject to adverse audit findings
CiviLake
Continue rehabilitation of west McDonalds Quarry at Glendale, in accordance with the Quarry Rehabilitation Program
Asset Management
Provide sustainable waste management services that meet community needs and expectations
Continue Awaba Waste Management Facility expansion project
City Projects
Investigate establishment of Community Recycling Centre for east side of the City
Sustainability
Respond to 100 per cent of illegal dumping incidents, investigate 100 per cent of service requests prioritised as high impact and/or with the potential to identify an offender
Sustainability
RELATED PLANS
Lake Macquarie Coastal Zone Management Plan
Environmental Sustainability Action Plan
Waste Strategy
OBJECTIVE
Natural environments are protected and enhanced
25Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
UNIQUE LANDSCAPEOBJECTIVE
We have vibrant town centres and villages
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Plan for and implement improvements to town centres and villages
Complete stage one of the Charlestown Pearson Street Mall revitalisation project incorporating actions from the Lake Mac Smart City, Smart Council Digital Economy Strategy
Asset Management
RELATED PLANS
Lake Macquarie Development Control Plan 2014
Town Centre Streetscape Master Plans
OBJECTIVE
New development and growth complements our unique character and sense of place
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Optimise land use to meet social, environmental and economic needs of the City
Prepare the West Wallsend Heritage Master Plan for public exhibition
Integrated Planning
Update Environmental Sustainability Action Plan Sustainability
RELATED PLANS
Lake Macquarie Local Environmental Plan 2014
Lake Macquarie Development Control Plan 2014
Waste Strategy
Better Buildings Strategy
Lake Macquarie Coastal Zone Management Plan
26 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
UNIQUE LANDSCAPEOBJECTIVE
Our natural landscape is an integral part of our City’s identity
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Promote high quality development
Commence enforcement action concerning unauthorised development within 21 days of identifying a breach
Development Assessment and Compliance
Implement Lead Expert Working Group recommendations assigned to Council within available resources
Sustainability
Commence a review of planning controls in the Development Control Plan to provide a more place-specific emphasis
Integrated Planning
Report on development application processing times for all development types
Development Assessment and Compliance
RELATED PLANS
Lake Macquarie Development Control Plan 2014
Contaminated Land Policy and Procedure
27Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
UNIQUE LANDSCAPE FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022
$’000 $’000 $’000 $’000
Operational Revenue 16,045 16,375 16,545 16,863
Capital Revenue - - - -
Total Revenue 16,045 16,375 16,545 16,863
Operational Expenditure (40,923) (41,695) (42,491) (43,461)
Operating Result (24,878) (25,320) (25,946) (26,598)
Operating Result before Capital (24,878) (25,320) (25,946) (26,598)
Capital - New (14,560) (628) (645) (663)
Capital - Replacement (241) (248) (255) (266)
Dedications - - - -
Transfer to Restricted Cash (13,212) (13,494) (13,610) (13,849)
- - - -
Total Capital (28,013) (14,370) (14,510) (14,778)
Funds Required (52,891) (39,690) (40,456) (41,376)
Funded by:
Loans Utilised 14,510 628 645 663
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation 241 248 255 266
Restricted Cash - Other 13,590 13,573 13,718 13,962
BUDGET SURPLUS / (DEFICIT) (24,550) (25,241) (25,838) (26,485)
Capital Works
Capital - New $’000 $’000 $’000 $’000
Awaba Extension 13,200 0 0 0
Foreshore Stabilisation And Littoral Vegetation 382 393 403 414
Stormwater Treatment Devices 107 59 61 62
Creek Stabilisation And Riparian Vegetation Works 172 177 182 186
Geotechnical Risk Management Mapping 698 0 0 0
Total 14,560 628 645 663
Capital - Replacement $’000 $’000 $’000 $’000
Lake Foreshore Rehabilitation 0 0 0 4
Noxious Weed Mapping - Tablet Replacement 131 135 138 141
SQIDS Replacement 110 114 117 121
Total 241 248 255 266
28 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
OBJECTIVE
Our community has access to adaptable and inclusive community and health services
LIFESTYLE AND WELLBEING
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Support and continue to develop services to promote community health and wellbeing
Deliver the water safety program ‘A Matter of Seconds’ to a minimum of 50 Lake Macquarie primary schools
Leisure Services
Maintain a sustainable Lake Macquarie Family Day Care service
Community Planning
Provide ocean lifeguard services at patrolled locations seven days a week for seven months of the year
Leisure Services
Provide initial response to reports of dog attacks within 12 hours
Waste Environment and Rangers
Undertake 12 education and awareness programs including microchipping days and responsible pet ownership programs
Waste Environment and Rangers
Implement actions from supporting plans and strategies that support community health and wellbeing
Deliver 2018-2019 actions, as outlined in:1. Youth Strategy 2. Ageing Population Strategy3. Disability Inclusion Action Plan4. Children and Family Strategy5. Aboriginal Community Plan
Community Planning
Deliver actions in the Crime Prevention Strategy to address residential burglary, theft from motor vehicle, malicious damage and domestic violence
Community Planning
29Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Ensure public health premises and related services meet legislative requirements and community expectations
Inspect all food and regulated premises, including public pools, tattooists and cooling towers, in accordance with food authority partnership and relevant legislative requirements
Waste Environment and Rangers
Deliver improved amenity cleaning services and response times by implementing, monitoring and reviewing a system to provide information to residents on amenity cleaning activities, including time and date of the last clean for each public toilet
Waste Environment and Rangers
RELATED PLANS
Waste Strategy
Disability Inclusion Action Plan
Lake Macquarie Youth Strategy
Lake Macquarie Crime Prevention Strategy
Ageing Population Strategy
Children and Family Strategy
Aboriginal Community Plan
City of Lake Macquarie Multicultural Plan
30 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
OBJECTIVE
Our public spaces help us feel healthy and happy
LIFESTYLE AND WELLBEING
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Ensure sports and recreational facilities and services are available to meet community needs and expectations
Undertake sports facility capital projects in accordance with the works program
Community Planning
Undertake parks and playgrounds capital projects in accordance with the works program
Community Planning
Undertake Lake aquatic capital projects in accordance with the works program
Community Planning
Undertake swim centre capital projects in accordance with the works program
Asset Management
Attract more than 300,000 visits to Lake Mac Swim Centres
Leisure Services
Maintain operational cost recovery of Council-managed swim centres at 50 per cent or higher
Leisure Services
Commence preparation of a City-wide parks strategy Community Planning
Ensure future development supports the growth of our community
Complete a review of the Morisset Catchment Development Contributions Plan and report to Council for adoption
Community Planning
Complete a review of the Northlakes Development Contributions Plan and report to Council for adoption
Community Planning
Undertake stormwater drainage construction projects in accordance with the works program
Asset Management
Ensure public spaces and community buildings meet the needs of the community
Undertake community buildings capital projects in accordance with the works program
Asset Management
Undertake cemeteries capital projects in accordance with the works program
Community Planning
Undertake libraries and cultural facility capital projects in accordance with the works program
Asset Management
Commence preparation of a master plan and plan of management for Rathmines Park
Community Planning
RELATED PLANS
Forward Capital Works Program Asset Management Plans
Coastal Zone Management Plan Community Facilities Strategy
Sports Facility Strategy Better Buildings Strategy
Lake Macquarie City Council Development Contributions Plan
31Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
OBJECTIVE
Our vibrant City has events and festivals that enhance our lifestyle
LIFESTYLE AND WELLBEING
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Host and support a diverse range of festivals and events
Hold events including: 1. Carols by Candlelight 2. Living Smart Festival 3. Lake Mac Festival (Australia Day) 4. Float Your Boat 5. Lake Macquarie Australia Day Awards 6. Lake Macquarie Sports Awards 7. activities to recognise and celebrate various national and international days and weeks (e.g. NAIDOC Week) 8. small-scale community and cultural events
Community Planning
Administer the Corporate Sponsorship program to expend allocated budget
Customer Service and Communications
Administer community grants and the Lake Macquarie Games programs to expend allocated budget
Community Planning
RELATED PLANS
Multicultural Plan
Aboriginal Community Plan
32 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
LIFESTYLE AND WELLBEING FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 40,169 42,029 43,034 44,349
Capital Revenue 15,209 12,203 12,198 12,192
Total Revenue 55,378 54,232 55,232 56,541
Operational Expenditure (77,279) (78,250) (81,345) (84,372)
Operating Result (21,901) (24,018) (26,113) (27,831)
Operating Result before Capital (37,110) (36,221) (38,311) (40,023)
Capital - New (10,473) (43,970) (22,215) (15,637)
Capital - Replacement (10,497) (7,383) (9,603) (5,379)
Dedications (500) (500) (500) (500)
Transfer to Restricted Cash (45,156) (43,583) (44,351) (45,190)
Loan Repayments - - - -
Total Capital (66,626) (95,436) (76,670) (66,706)
Funds Required (88,527) (119,454) (102,783) (94,537)
Funded by:Loans Utilised 3,063 1,787 8,675 573
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation 8,902 5,560 8,303 5,087
Restricted Cash - Other 36,355 70,391 41,479 42,547
BUDGET SURPLUS / (DEFICIT) (40,207) (41,716) (44,326) (46,330)
CAPITAL WORKS SUMMARY CAPITAL - NEW Eastern Batterslope Works - Awaba Landfill Disposal Facility 125 0 0 0
Cardiff Mens Shed 710 0 0 0
Community Facility Windale 80 2000 0 0
Toronto Meals On Wheels Car Park 75 0 0 0
Caves Beach - Amenities Upgrade 500 0 0 0
Hunter Sports Centre New Works 55 56 57 59
Hunter Sports Centre Extension 0 23000 7869 0
Parks Improvement - Citywide 156 157 161 165
Vehicle Control - Community Land 24 25 25 26
S94 Capital Expenditure 0 11898 11890 14754
Cameron Park Masterplan - Sports Fields And Parks 1000 0 0 0
Fernleigh Track - Continue Implementation Of Implementation Plan Projects
100 0 0 0
Barton & Lumsden Fields Belmont - Masterplan 70 0 0 0
Swansea Crown Reserve Program 100 150 150 200
Croudace Bay Sporting Complex 100 1000 0 0
Thomas Halton Park - Park Upgrade 200 1870 0 0
Thomas Halton Park - Bmx Track 432 0 0 0
TC Frith Ave Boolaroo Open Space 1000 2246 0 0
Lakelands Tennis - Amenities & Pathways 663 0 0 0
Lake Macquarie Variety Playground 452 0 0 0
Martinsville Oval 0 150 0 0
Pelican Boat Ramp - Land Based Works 947 0 0 0
Rathmines Park Masterplan 50 50 1500 0
33Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
LIFESTYLE AND WELLBEING FINANCIAL RESOURCES CONTINUED
CAPITAL - NEW CONTINUED $’000 $’000 $’000 $’000
Balcolyn Street Balcolyn Jetty 0 0 61 432
Car & Trailer Parking Swansea Boat Ramp 639 0 0 0
Community / Recreation Infrastructure 250 0 500 0
Morisset Skate Park 50 666 0 0
Pontoon Jetty Bennet Park Valentine 239 0 0 0
Pontoon Jetty Rathmines Park 239 0 0 0
Speers Point Park Jetty Replacement 905 0 0 0
Toronto Foreshore Masterplan 80 0 0 0
Wangi Rsl Jetty 635 672 0 0
Wyee West - Saltro Recreation Area 0 30 0 0
Redhead Beach - Lifeguard Observation Room 115 0 0 0
Catherine Hill Bay - Lifeguard Observation Room 75 0 0 0
Photovoltaic System 60Kw & Double Glazed Windows & Insulation 407 0 0 0Total 10,473 43,970 22,215 15,637
CAPITAL - REPLACEMENT Acquisition Of Infringement Devices 0 11 19 0
Capital Equipment Parking Patrol Officers 0 0 7 0
Replacement Of Pool Testing Kits 0 2 0 0
Replacement Of Water Quality Meter 0 6 0 0
Asset Replacement - Essential Services Compliance 112 112 112 112
Community Development & Facilities - Replacement Works 708 731 751 771
Public Cemeteries - Replacement Works 105 107 110 112
Parks Building Replacement Works 618 632 647 662
Parks Facilities Replacement Works 1077 1103 1130 1157
Lake Foreshore Replacement Works 611 395 404 414
Rathmines Community Hall Rejuvenation 600 0 0 0
Hunter Sports Centre Replacement Works 142 146 150 153
Croudace Bay Rugby League Fields - Upgrade Floodlights 0 220 0 0
Thomas Halton Park - Skate Park Upgrade 324 0 0 0
Thomas Halton Park - Playground Upgrade 0 1710 0 0
Belmont Baths 457 0 0 0
Optimising Sports Turf Surfaces - Carrying Capacity, Playability And Durability 300 220 280 0
Martinsville Oval 101 472 0 0
Balcolyn Street Balcolyn Boat Ramp 0 0 0 58 Bernie Goodwin Reserve Morisset - Upgrade Playground & Neighbourhood Centre 818 0 0 0
Bill Bower Oval Glendale Floodlighting 579 0 0 0
Douglass St Oval Dora Creek - Upgrade Sportsfields 0 0 0 246
Lenaghan Oval Belmont North - Upgrade Floodlighting 0 0 45 250
Ulinga Oval Cardiff - Amenities & Carpark 0 72 1500 0
Ulinga Sports Complex & Community Hall 0 138 3155 0
Surf Club Replacement Works 198 203 209 213
Beach Lifeguard Service Equipment Replacement 18 8 5 9
Swansea Swim Centre Replacement Works 0 1045 0 0
Swansea Swim Centre Equipment Replacement 4 33 2 9
Charlestown Swim Centre Equipment Replacement 4 8 4 0
Speers Point Swim Centre Replacement Works 616 0 1073 0
Speers Point Swim Centre Equipment Replacement 4 8 0 102
West Wallsend Swim Centre Equipment Replacement 4 0 0 9
Morisset Swim Centre Replacement Works 400 0 0 0
Essential Upgrade To Toronto Indoor Swim Centre Plant Room 2698 0 0 0
Swim Centre Replacement Works 0 0 0 1102
Total 10,497 7,383 9,603 5,379
34 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Ensure roads, drainage and associated infrastructure meets community needs and service levels
Undertake kerb and gutter construction projects in accordance with the works program
Asset Management
Undertake sealing of gravel roads in accordance with the works program
Asset Management
Undertake road resurfacing and rehabilitation projects in accordance with the works program
Asset Management
Maintain roads, drainage and associated infrastructure in accordance with the annual maintenance program
CiviLake
Complete construction of Munibung Road, connecting Boolaroo and Cardiff
City Projects
Ensure active transportation infrastructure meets community needs and service levels
Undertake footpath projects in accordance with the works program
Asset Management
Undertake off-road cycleway projects in accordance with the works program
Asset Management
Undertake local traffic and transport infrastructure projects (e.g. bus shelters) in accordance with the works program
Asset Management
Prepare the Charlestown Transport Management Plan for public exhibition
Integrated Planning
Update works programs associated with the footpath and cycleway strategies to incorporate active transport objectives
Asset Management
RELATED PLANS
Asset Management Plans
Coastal Zone Management Plan
Footpath Strategy
Energy Resilience Plan
Cycling Strategy
MOBILITY AND ACCESSIBILITYOBJECTIVE
It is safe and easy to connect with others and get around our City
35Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
MOBILITY AND ACCESSIBILITYOBJECTIVE
People of all abilities use and enjoy our places and spaces
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Ensure community and transportation infrastructure are accessible for people with a wide range of abilities
Work with Transport NSW to improve accessibility of bus stops and supporting infrastructure, in conjunction with changes to the regional transport network
Asset Management
Commence construction of a Changing Places facility at Caves Beach as part of the Disability Inclusion Action Plan, and as part of a broader refurbishment of the amenities building at Caves Beach Reserve
Community Planning
Complete construction of a Changing Places facility at Toronto Swim Centre as part of the Disability Inclusion Action Plan, and as part of a broader refurbishment of the Toronto Swim Centre
Community Planning
Complete designs for improved beach access to Redhead and Blacksmiths beaches, as part of the Disability Inclusion Action Plan
Community Planning
RELATED PLANS
Disability Inclusion Action Plan
36 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
MOBILITY AND ACCESSIBILITYOBJECTIVE
User-friendly and direct public transport connects our towns and villages
OBJECTIVE
New technology supports our transport choices
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Plan and advocate for the provision of State public transport facilities and services that meet community needs and service levels
Advocate for improved public transport infrastructure and services across the City
Executive
Advocate for State and Federal support for the Lake Macquarie Transport Interchange and north west Lake Macquarie area
Executive
RELATED PLANS
Energy Resilience Plan
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Ensure contemporary technology is utilised for managing the City’s transportation infrastructure assets and operations
Implement strategic asset management systems including mobile capital works tools
Corporate Information
Implement technology to allow staff to access and action customer requests in the field
Corporate Information
37Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
MOBILITY AND ACCESSIBILITY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 1,839 1,865 1,892 1,919
Capital Revenue 13,848 13,853 13,857 13,862
Total Revenue 15,687 15,718 15,749 15,781
Operational Expenditure (58,817) (59,622) (63,186) (64,848)
Operating Result (43,130) (43,904) (47,437) (49,067)
Operating Result before Capital (56,978) (57,757) (61,294) (62,929)
Capital - New (15,929) (10,371) (11,108) (11,421)
Capital - Replacement (25,566) (32,949) (33,542) (34,139)
Dedications (13,500) (13,500) (13,500) (13,500)
Transfer to Restricted Cash (1,661) (1,680) (1,699) (1,718)
Loan Repayments - - - -
Total Capital (56,656) (58,500) (59,849) (60,778)
Funds Required (99,786) (102,404) (107,286) (109,845)
Funded by:Loans Utilised 8,447 8,934 9,666 9,974
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation 24,412 32,543 33,132 33,726
Restricted Cash - Other 10,288 3,218 3,519 4,031
BUDGET SURPLUS / (DEFICIT) (56,639) (57,709) (60,969) (62,114)
Capital Works Capital - New $’000 $’000 $’000 $’000 Minor Works 234 241 247 252
Subdivision Compliance - Project Management 675 695 716 737
Citywide Suburb Signs 51 52 0 0
Charlestown Smart Mall 1,000 0 0 0
Kerb & Gutter Construction 1,409 2,226 2,292 2,361
Sealing Gravel Roads 1,196 1,256 1,293 1,332
Traffic Facilities Improvement 1,017 1,057 1,576 1,611
Munibung Road Extension 4,944
Capital Expenditure - Urban Drainage 2,470 2,544 2,620 2,699
Bonnells Bay/Morisset - Bonnells Bay & Morisset Peninsula Cycleways - 880 0 0 0
Footpath & Cycleway Program 2,054 2,301 2,364 2,429
Total 15,929 10,371 11,108 11,421
Capital - Replacement $’000 $’000 $’000 $’000 Asset Replacement - Roads 1,945 2,015 2,067 2,121
Regional Roads Heavy Patching 222 225 229 232
Asset Replacement - Traffic & Transport 679 703 724 746
Asset Replacement - Retaining Walls 205 211 218 223
Road Resurfacing & Rehabilitation 21,860 29,120 29,609 30,102
Asset Replacement - Drainage 546 563 579 597
Additional Footpath Replacement Works 109 113 116 119
Total 25,566 32,949 33,542 34,139
38 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Raise the City’s profile as a desirable visitor destination
Implement the 2018-2019 actions as outlined in the Lake Macquarie Destination Management Plan
Cultural Services
Initiate a minimum of 60 nationally-focused tourism media and editorial opportunities to promote the City
Cultural Services
Assist industry in the development of four quality tourism products for the City, for example, on lake activities and tours
Cultural Services
Develop and implement quarterly online tourism destination marketing campaigns to key priority markets including families, visiting friends and relatives, over 55s and special interest groups
Cultural Services
Initiate two visitor economy research projects within the sporting and adventure tourism markets to assess growth and economic opportunities
Cultural Services
Partner with surf clubs to deliver high priority business development opportunities
Leisure Services
Build a strong City identity
Implement the City’s identity, image and positioning Customer Service and Communications
RELATED PLANS
Lake Macquarie Destination Management Plan
Coastal Zone Management Plan
DIVERSE ECONOMYOBJECTIVE
Our City is a popular destination with a wide variety of experiences
39Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Promote an environment where start-ups, small and medium businesses are encouraged
Consider annual progress reports from Dantia to ensure continued alignment with the City’s vision
Executive
Support businesses to build capability to use new technology in order to realise economic opportunities
Support implementation of the 1 Gigabyte City initiative to provide a high-speed, high-performance data network
Executive
Partner with Service NSW to complete a pilot project to reduce red tape for development and construction
Organisational Performance
RELATED PLANS
Lake Mac Smart City, Smart Council Digital Economy Strategy
DIVERSE ECONOMYOBJECTIVE
We have an adaptable and diverse economy
40 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Ensure land use plans have the appropriate balance of different land uses
Publish key City demographic, development approvals and economic details via Council’s website on an annual basis
Integrated Planning
Exhibit a new long-term land use strategy for the City - Lake Mac 2050
Integrated Planning
Develop evening and night-time economy policy Cultural Services
RELATED PLANS
Lifestyle 2030 Strategy
DIVERSE ECONOMYOBJECTIVE
Our growing population supports a thriving local economy
41Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
DIVERSE ECONOMY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 47 48 49 50
Capital Revenue - - - -
Total Revenue 47 48 49 50
Operational Expenditure (2,022) (2,052) (2,113) (2,146)
Operating Result (1,975) (2,004) (2,064) (2,096)
Operating Result before Capital (1,975) (2,004) (2,064) (2,096)
Capital - New - - - -
Capital - Replacement - - - -
Dedications - - - -
Transfer to Restricted Cash - - - -
Loan Repayments - - - -
Total Capital - - - -
Funds Required (1,975) (2,004) (2,064) (2,096)
Funded by:Loans Utilised - - - -
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation - - - -
Restricted Cash - Other - - - -
BUDGET SURPLUS / (DEFICIT) (1,975) (2,004) (2,064) (2,096)
Capital Works Capital - New $’000 $’000 $’000 $’000Nil - - - -
Total - - - -
Capital - Replacement $’000 $’000 $’000 $’000Nil - - - -
Total - - - -
42 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Empower our community to embrace technology
Implement new technologies, such as 3D printing, coding workshops or audio/digital media, in three library spaces
Cultural Services
Deliver a mobile library program where The Rover attends a minimum of 10 community events with 7000 customer interactions
Cultural Services
Establish community renewable energy projects at two host sites within the City
Sustainability
Eliminate barriers to accessing information and services
Increase to 100 the total number of Council data sets publicly available to increase transparency and provide a resource to catalyse local innovation and app development
Corporate Information
Develop a diverse program of arts, literacy and technology for the new Windale Library and community facility
Cultural Services
Develop a cultural collections strategy and review collection procurement strategies to improve customer requests and access
Cultural Services
Expand free wi-fi at Council facilities and community events
Corporate Information
Enhance community spaces with urban and public art, place making and place activation
Facilitate four urban and public art projects for the City, including those listed in the works program
Cultural Services
Enable meaningful creative learning and cultural experiences
Deliver a minimum of 2800 cultural programs and activities at Lake Mac Libraries and Lake Macquarie City Art Gallery
Cultural Services
RELATED PLANS
Environmental Sustainability Action Plan
Library Service Delivery Model
Lake Mac Smart City, Smart Council Digital Economy Strategy
Arts, Heritage and Cultural Plan
Energy Resilience Plan
CONNECTED COMMUNITIESOBJECTIVE
Public spaces help connect us with each other and the world
43Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Implement and review plans and strategies to support an inclusive community
Hold at least 60 activities in Council’s Over 55s program and 12 activities in the You’re Kidding Me program to educate families and older people, and ensure that they are able to participate in the community
Community Planning
Undertake 10 capacity building initiatives with local services and communities to meet the needs of disadvantaged groups or isolated communities
Community Planning
Implement six actions in Council’s Disability Inclusion Action Plan that develop positive community attitudes and behaviours, and to support meaningful access to employment
Community Planning
Receive at least 20 nominations for the Lake Macquarie Australia Day Awards
Customer Service and Communications
Commence implementation of Aboriginal cultural heritage management reforms as outlined in the Aboriginal Cultural Heritage Act
Integrated Planning
Support volunteer and community groups to increase community capacity
Work with community groups to deliver capital works on at least 10 local facilities
Community Planning
RELATED PLANS
Disability Inclusion Action Plan
Aboriginal Community Plan
Ageing Population Strategy
Multicultural Plan
Children and Family Strategy
CONNECTED COMMUNITIESOBJECTIVE
We are a supportive and inclusive community
44 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Celebrate our Aboriginal and Torres Strait Islander culture and other cultures
Produce and distribute four editions of the Koori Grapevine newsletter to provide information to the Aboriginal community on relevant programs and projects
Community Planning
Administer the NAIDOC Week Grant program to provide funding for schools and community groups to undertake activities and events to celebrate and recognise NAIDOC Week
Community Planning
Seek opportunities to facilitate the interpretation of Aboriginal cultural heritage through the City, for example, artwork and interpretive signage
Cultural Services
Develop and deliver 30 Aboriginal heritage educational and contemporary art programs in consultation with the community through the Lake Macquarie City Art Gallery and Lake Mac Libraries
Cultural Services
RELATED PLANS
Aboriginal Community Plan
Arts, Heritage and Cultural Plan
CONNECTED COMMUNITIESOBJECTIVE
We are proud of our City’s heritage and cultures
45Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Adapt our City to a changing climate
Complete Pelican Blacksmiths Local Adaptation Plan Sustainability
Deliver emergency preparedness workshops to at least five community groups and promote the Early Warning Network across the City
Sustainability
Empower our community to adopt sustainable behaviours
Support the Sustainable Neighbourhoods program to deliver environmental sustainability initiatives and activities that attract at least 4000 attendees and volunteers
Sustainability
Deliver at least three programs to enhance the connection between residents and the natural environment including Explore Our Great Outdoors, Backyard Habitat for Wildlife and Community Ecosystem Monitoring Program
Sustainability
Encourage uptake of smart and sustainable infrastructure
Develop an electric vehicle charging strategy for the City Sustainability
RELATED PLANS
Lake Macquarie Development Control Plan 2014
Lake Macquarie Coastal Zone Management Plan
Environmental Sustainability Action Plan
Lake Macquarie Waterway Floodplain Risk Management Study and Plan
Energy Resilience Plan
CONNECTED COMMUNITIESOBJECTIVE
Our community responds and adapts to change
46 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
CONNECTED COMMUNITIES FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 1,556 1,587 1,568 1,600
Capital Revenue 687 687 687 687
Total Revenue 2,243 2,274 2,255 2,287
Operational Expenditure (20,487) (20,486) (21,137) (21,612)
Operating Result (18,244) (18,212) (18,882) (19,325)
Operating Result before Capital (18,931) (18,899) (19,569) (20,012)
Capital - New (2,510) (1,480) (1,111) (1,040)
Capital - Replacement (1,097) (1,122) (1,146) (1,171)
Dedications (687) (687) (687) (687)
Transfer to Restricted Cash (1,464) (1,477) (1,439) (1,451)
Loan Repayments - - - -
Total Capital (5,758) (4,766) (4,383) (4,349)
Funds Required (24,002) (22,978) (23,265) (23,674)
Funded by:Loans Utilised 2,510 1,480 1,111 1,040
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation 1,589 1,618 1,677 1,707
Restricted Cash - Other 1,348 1,360 1,322 1,334
BUDGET SURPLUS / (DEFICIT) (18,555) (18,520) (19,155) (19,593)
Capital Works Capital - New $’000 $’000 $’000 $’000 Sustainability & Environmental Levy - Capital Works 94 96 99 102
Council Energy Resilience 2,208 1,173 800 725
Aged & Disabled Services New Works 209 210 212 214
Total 2,510 1,480 1,111 1,040
Capital - Replacement $’000 $’000 $’000 $’000 Asset Replacement - Emergency Services 36 36 36 36
Children Services Buildings - Replacement Works 153 157 162 166
Library Stock 570 582 593 605
Digital Collection 163 166 170 173
Speers Point Library Replacement Works 125 180 185 190
Wangi Wangi Library Replacement Works 50 0 0 0
Total 1,097 1,122 1,146 1,171
47Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Create opportunities that provide open communication, partnerships and leadership with the creative and cultural sector
Undertake 2018-2019 actions as outlined in the Arts, Heritage and Cultural Plan
Cultural Services
RELATED PLANS
Arts, Heritage and Cultural Plan
Library Service Delivery Model
CREATIVITYOBJECTIVE
Creative thinking drives our City
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Investigate opportunities for improving income generation in the cultural sector
Identify and develop three income-generating programs within the creative and cultural economy
Cultural Services
RELATED PLANS
Arts, Heritage and Cultural Plan
OBJECTIVE
Our City has a strong creative industry
48 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
CREATIVITY
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Develop a suite of interpretation themes and sites around the City
Host a minimum of four heritage network meetings and deliver engagement and awareness programs within the sector
Cultural Services
Run a cultural volunteer program with a minimum of 50 volunteers actively engaged in cultural programs
Cultural Services
Deliver two virtual space projects that exploit technology to bring to life our history, landscape and oral history
Cultural Services
RELATED PLANS
Arts, Heritage and Cultural Plan
Aboriginal Community Plan
Lake Mac Smart City, Smart Council Digital Economy Strategy
OBJECTIVE
Cultural experiences and public art connect us with the past, present and future
49Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
CREATIVITY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 130 293 302 306
Capital Revenue - - - -
Total Revenue 130 293 302 306
Operational Expenditure (2,065) (2,327) (2,392) (2,469)
Operating Result (1,935) (2,034) (2,090) (2,163)
Operating Result before Capital (1,935) (2,034) (2,090) (2,163)
Capital - New (4,653) (205) (140) (115)
Capital - Replacement (30) (31) (31) (32)
Dedications - - - -
Transfer to Restricted Cash - - - -
Loan Repayments - - - -
Total Capital (4,683) (236) (171) (147)
Funds Required (6,618) (2,270) (2,261) (2,310)
Funded by:Loans Utilised 897 55 55 50
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation 290 31 31 32
Restricted Cash - Other 3,636 325 255 255
BUDGET SURPLUS / (DEFICIT) (1,795) (1,859) (1,920) (1,973)
Capital Works Capital - New $’000 $’000 $’000 $’000 Art Gallery Redevelopment Stage 3 1,818 0 0 0
Public Artworks Citywide 104 115 50 25
Arts Cultual Heritage Strategy Implementation 100 90 90 90
Public Art Tourism Driver 572 0 0 0
Speers Point Multi Arts Centre 2,060 0 0 0
Total 4,653 205 140 115
Capital - Replacement $’000 $’000 $’000 $’000 Art Gallery Replacement Works 30 31 31 32
Total 30 31 31 32
50 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
SHARED DECISION-MAKINGOBJECTIVE
Partnerships between community, government and business benefit our City
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Develop and maintain a network of key agencies, organisations, peak bodies and community groups
Contribute to the regional strategic planning process through the Hunter Joint Organisation
Executive
Facilitate five meetings of the Lake Macquarie Interagency, eight meetings for children’s or family services, and conduct two training sessions for community groups
Community Planning
Influence decisions that impact our region
Provide solutions-focused submissions and attend appropriate workshops and consultation forums regarding Government policy reviews
Executive
51Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
SHARED DECISION-MAKING
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Deliver high quality and informative customer service
Answer 80 per cent of phone calls to Customer Service Centre within 30 seconds
Customer Service and Communications
Greet customers at the Customer Service counter within three and a half minutes on average
Customer Service and Communications
Maintain and improve website content and processes to enhance the customer experience
Customer Service and Communications
Develop a process to close the loop with customers on finalising the outcome of service requests
Customer Service and Communications
Develop a process for benchmarking Council’s quality of customer service
Customer Service and Communications
Provide clear, accessible and relevant information to the community
Increase video content and investigate new tools for Council’s website and intranet
Customer Service and Communications
Use interactive online tools to present progress of Council’s Operational Plan and financial performance
Organisational Performance
RELATED PLANS
Customer Charter
SHARED DECISION-MAKINGOBJECTIVE
We know how and why decisions are made
52 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
SHARED DECISION-MAKINGOBJECTIVE
Our community influences decisions that shape our City
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Actively engage with and seek direction from the community and key stakeholders
Identify new opportunities for community engagement and provide a broad range of engagement tools to ensure accessibility for community participation
Customer Service and Communications
Provide resources to support 10 meetings of the Lake Macquarie Youth Advisory Council, with outcomes of meetings inform Council’s strategies and plans
Community Planning
Provide our customers with simple and convenient ways to access and do business with Council
Increase the number of people registered to receive their rates by email to more than 4000
Customer Service and Communications
RELATED PLANS
Community Engagement Strategy
Customer Charter
Lake Macquarie Youth Strategy
53Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
SHARED DECISION MAKING FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 2 2 2 2
Capital Revenue - - - -
Total Revenue 2 2 2 2
Operational Expenditure (3,227) (3,169) (4,101) (3,197)
Operating Result (3,225) (3,167) (4,099) (3,195)
Operating Result before Capital (3,225) (3,167) (4,099) (3,195)
Capital - New - - - -
Capital - Replacement - - - -
Dedications - - - -
Transfer to Restricted Cash (207) (207) (270) (270)
Loan Repayments - - - -
Total Capital (207) (207) (270) (270)
Funds Required (3,432) (3,374) (4,369) (3,465)
Funded by:Loans Utilised - - - -
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation - - - -
Restricted Cash - Other 282 147 910 -
BUDGET SURPLUS / (DEFICIT) (3,150) (3,227) (3,459) (3,465)
Capital Works Capital - New $’000 $’000 $’000 $’000 Nil - - - -
Total - - - -
Capital - Replacement $’000 $’000 $’000 $’000 Nil - - - -
Total - - - -
54 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
WORKS PROGRAM 2018-2019
PROJECT LOCATION PROJECT TITLE
FOOTPATHS
Caves BeachPark Avenue - footpath from Swansea High School to Northcote Avenue (St Patrick’s Primary School) - 800m
Charlestown Frederick Street - footpath 104m
City-wide various locations - investigations and designs for future works
City-wide various locations - laneway rails and bollards
City-wide various locations - miscellaneous pram ramps construction
City-wide various locations - miscellaneous footpaths
City-wide various locations - miscellaneous footpaths - replacement works
Fishing PointSealand Road - footpath in conjunction with continued stage 2 kerb and gutter construction - 380m
Redhead Collier Street - footpath from Redhead Road to Shortland Street - 300m
Redhead Redhead Road - footpath from Redhead Road to White Cap Close - 150m
Redhead Steel Street - footpath from Collier Street to Liles Lane - 260m
Wangi WangiWatkins Road - footpath in conjunction with Stage 1 road rehabilitation between Short Street and Crescent Road - 640m
Windermere ParkBaldwin Boulevarde and Fishery Point Road - footpath in conjunction with road reconstruction between Pearson Street and Grant Street - 150m
KERB AND GUTTER
City-wide various locations - investigations and designs for future works
Fishing PointSealand Road - continued stage 2 kerb and gutter section between house number 35 and service road - both sides
Fishing PointCarlisle Row - continued construction - kerb and gutter and rehabilitation on both sides between Hereford Rise and Bourneville Road
OFF-ROAD CYCLEWAYS
Bonnells BayBonnells Bay to Brightwaters and Sunshine - final design and commence construction (pending land matters)
City-wide various locations - investigations and designs for future works
Speers Point Speers Point to Glendale cycleway - commence construction
This list outlines the physical works and actions that Council plans to undertake during the 2018/2019 financial year. The list is based on projects identified as a priority. It is Council’s intention to deliver these projects, or equivalent, subject to project feasibility and physical constraints. Council is forecast to spend $102 million on capital works.
55Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
PROJECT LOCATION PROJECT TITLE
ROAD RESURFACING AND REHABILITATION
BalcolynBay Street - road rehabilitation incorporated with kerb and gutter - continued construction of Stage 2 works - section between Helena Street and Queens Street
CardiffJohn Street - road rehabilitation between Macquarie Road and First Street (continued from watermain relocation in 2017-2018)
City-wide various locations - investigations and designs for future works
City-wide various locations - partial asset rehabilitations
City-wide various locations - road resurfacing
City-wide various locations - minor bridge repair and replacement
City-wide various locations - heavy road patching and regional road repairs
Morisset Macquarie Street - road rehabilitation between Hospital Road and Rivergum Drive - construction
RathminesClydebank Road - Stage 2 - road rehabilitation from Stage 1 - Dorrington Street and Letchworth Parade
RathminesAlkrington Avenue - continued construction - the section between Bourneville Road and Hereford Rise
TorontoThe Boulevarde - road rehabilitation from Victory Parade Main Road 217 (continued from watermain relocation in 2017-2018)
Wangi WangiWatkins Road - Stage 1 road rehabilitation (including kerb and gutter) between Short Street and Crescent Road
Windermere ParkBaldwin Boulevarde and Fishery Point Road - road reconstruction between Pearson Street and Grant Street (including kerb and gutter and drainage)
WyeeRuttleys Road - The section between Railway Bridge and 900m towards Government Road (stage 2)
Wyee Wyee Road – Stage 5 road rehabilitation north from Ruttleys Road roundabout for 1.3km
56 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
PROJECT LOCATION PROJECT TITLE
SEALING GRAVEL ROADS
City-wide various locations - investigations and designs for future works
Mandalong Midway Road - seal full length
West Wallsend O’Donnelltown Road - seal from existing seal to end stage 2
STORMWATER DRAINAGE
City-wide various locations - drainage replacement works
City-wide various locations - miscellaneous drainage projects
City-wide various locations - investigations and designs for future works
Fishing Point Alkrington Road - drainage upgrade in conjunction with road reconstruction - continued works
Mount Hutton Ada Street - flood mitigation outside house number 7A - continued works
Wangi Wangi Beach Road - drainage upgrade works behind School Lane
Wangi WangiWatkins Road - drainage improvements in front of house number 102 (to be incorporated with road rehabilitation on Watkins Road)
TRAFFIC AND TRANSPORT
Belmont NorthOld Belmont Road - install guardrail along the eastern side of Old Belmont Road, opposite its intersection with Twin View Court
Cardiff Thomas Street and Harrison Street intersection - pedestrian refuge
City-wide various locations - investigations and designs for future works
City-wide various locations - miscellaneous bicycle facilities
City-wide various locations - miscellaneous bus facilities
City-wide various locations - suburb signs
City-wide various locations - traffic and transport facilities replacement
Gateshead Sydney Street - install kerb extensions with a marked pedestrian crossing
Kotara South Stuart, Lugar and Inglis Streets - replacement of rubber humps in asphalt
Morisset Doyalson Street - kerb extensions at pedestrian crossing fronting school
North Cooranbong
Alton Road - pedestrian refuge at the intersection of Alton Road and Freemans Drive
TeralbaYork Street - installation of kerb extensions and ramp at existing pedestrian crossing at Teralba Public School
Whitebridge Waran Road - speed control devices stage 1
CEMETERIES
Belmont replace cemetery headstone beams
57Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
PROJECT LOCATION PROJECT TITLE
COMMUNITY BUILDINGS
Balcolyn Shingle Splitters Reserve public toilet design
Belmont Belmont Meals on Wheels office - kitchen replacement
Cardiff Cardiff Men’s Shed - commence construction
City-wide various locations - asbestos removal and replacement
City-wide various locations - emergency services replacement
City-wide various locations - master key system upgrade
Dudley Dudley Senior Citizen’s - bathroom design
Kilaben Bay Kilaben Bay Community Hall - kitchen upgrade
Marmong Point Marmong Point Community Hall - kitchen and window replacement
Martinsville Martinsville Oval - amenities design and commence construction
Rathmines Rathmines Community Hall - internal refurbishment - construct
Redhead Redhead Preschool - internal refurbishment
Toronto Toronto Community Hall - demolition
Windale Windale Tennis Courts - meterboard upgrade
ENVIRONMENTAL ENHANCEMENT
Belmont Nine Mile Beach rehabilitation
Brightwaters Bay Vista Road illegal dumping deterrence
City-wide various locations - lighting, heating and cooling upgrades
City-wide various locations - stormwater treatment devices
City-wide various locations - foreshore stabilisation and littoral vegetation
City-wide various locations - creek stabilisation and riparian vegetation works
City-wide various sports fields - irrigation system modernisation works
Jewells Crockers Creek - streambank rehabilitation
Redhead Nine Mile Beach rehabilitation
Swansea Black Neds Bay wetland rehabilitation
BEACH AND LAKE AQUATIC FACILITIES
Belmont Belmont Baths - swimming enclosure construction
Belmont Belmont Baths - amenities building construction
Blacksmiths Blacksmiths Surf Lifesaving Club - skylight and ventilation design and construct
Catherine Hill Bay Catherine Hill Bay Beach - new lifeguard observation room - continued construction
Caves Beach Caves Beach Surf Lifesaving Club - public amenities near car park
Caves Beach Caves Beach Surf Lifesaving Club - hydrant upgrade
City-wide various locations - lake foreshore rehabilitation
58 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
PROJECT LOCATION PROJECT TITLE
City-wide various locations - stormwater quality improvement device - replacement
Pelican Pelican Boat Ramp replacement - construction
Rathmines pontoon - design and commence construction
Redhead Beach lifeguard observation room - design and construct
Redhead Redhead Surf Lifesaving Club - kiosk and services upgrade - construction
Speers Point Jetty renewal works - design
Swansea James L Boyd Reserve - car park upgrade construction
Valentine Bennett Park - pontoon - design and commence construction
Wangi Wangi Wangi Wangi Jetty - design and commence construction
LIBRARY AND CULTURAL FACILITIES
Booragul Lake Macquarie City Art Gallery - investigation and upgrade of switchboard - construction
Charlestown Charlestown Library - minor internal refurbishment - construction
Swansea Swansea Centre - building and mechanical system design
Wangi WangiWangi Wangi Library - external and internal refurbishment - design and construction (pending grant funding)
PARKS AND PLAYGROUNDS
Belmont Molly Smith Netball Courts - resurface courts 22 and 25
Blacksmiths Install new beach access pathways to existing beach access points
Blacksmiths Replace water charged fencing around Blacksmiths Oval
Booragul Edwards Parks playground renewal/grant assisted
City-wide various locations - fencing renewal projects - parks and playgrounds
City-wide various locations - table renewal projects - parks and playgrounds
Eleebana Thomas H Halton Reserve - improvements - commence construction
Kahibah Kahibah Park - replace existing playground and equipment
Martinsville Martinsville Playground - design and commence construction
Morisset Morisset Skate Park - design and commence construction
Morisset Bernie Goodwin Reserve - improvements, upgrade and commence construction
Swansea Coon Island - foreshore improvements - stage 2 construction
Swansea Parbury Park complex - resurface court
Speers Point Lake Macquarie Variety Playground - extension - construction
Warners Bay Warners Bay foreshore upgrade - continue construction
West Wallsend West Wallsend Tennis Courts - replace existing shelter
Windale Windale Skate Park - design and commence construction (subject to land ownership resolution)
59Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City
PROJECT LOCATION PROJECT TITLE
SPORTING FACILITIES
Belmont Belmont Sports Complex Master Plan - detailed design
Boolaroo TC Frith Croquet Facility - continue detailed design
Cameron Park Pasterfield Sports Complex - complete construction
Croudace Bay Croudace Bay Skate Park - design and commence construction
Croudace Bay Croudace Bay Sporting Complex Master Plan - commence detailed design
Glendale Bill Bower Sportsground - floodlight upgrade construction
Lakelands Lakelands Tennis Facility - amenities and path construction
Swansea Parbury Park - floodlight upgrade - construction
Warners Bay Feighan Oval - floodlight upgrade - construction
Warners Bay Feighan Oval - amenities - construction
LAKE MAC SWIM CENTRES
Speers Point Speers Point Swim Centre - modification of starting block plinths
Speers Point Speers Point Swim Centre - plant room circulation upgrade
Speers Point Speers Point Swim Centre - solar and pool heating system installed
Swansea Swansea Swim Centre - kiosk design
Swansea Swansea Swim Centre - modification of starting block plinths
TorontoToronto Swim Centre - 60kW photovoltaic system, roof replacement, double glazed windows and insulation, accessible amenities changing place, upgrade to plant room - construction
MAJOR INFRASTRUCTURE
Awaba Awaba Waste Management Facility expansion - new works
BoolarooMunibung Road - complete construction of Munibung Road extension linking Boolaroo and Cardiff
LAKE MAC HOLIDAY PARKS
Belmont Belmont Pines Lakeside - installation of new accessible villa
Blacksmiths Blacksmiths Beachside - installation of new accessible villa
Swansea Swansea Gardens Lakeside - installation of new accessible villa and new villa
Swansea Swansea Gardens Lakeside - complete construction of amenities refurbishment
URBAN AND PUBLIC ART
Caves Beach Beach precinct - sculpture and gate commission
Speers Point Speers Point Park - sculpture commission
Windale Shopping area - public art commission
60 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
BUSINESS ACTIVITIES
Council is involved in a range of business activities.The profits generated by Council businesses are returned to the community through the provision of additional and improved services. By competing with private enterprise, staff are also able to develop new skills.Further community benefits are realised through Council measuring the competitiveness of its in-house service provision against external providers and reducing the unit cost of overheads by allocating them more widely.
61Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
Property and Business DevelopmentThe Property and Business Development department is dedicated to the management of Council’s community and operational real estate assets. Operational assets include those needed to conduct the business of Council, like the Administrative Centre, and those that are held to maximise recurring income to Council. The department is self-funding and contributes to Council’s General Fund.The Property and Business Development department is also responsible for the operation of Council’s four Holiday Parks - Wangi Point Lakeside, Belmont Pines, Blacksmiths Beachside and Swansea Gardens, with the objective of offering high-quality tourist facilities to visitors of our City. The Holiday Parks are self-funding and any profits are reinvested in the holiday parks.
CiviLakeCiviLake provides a wide range of civil engineering construction and maintenance works and services, plus open space maintenance, signwriting, and building trades services to Council and private clients. CiviLake returns the profits generated from private works back to the community through improved and additional services. Carrying out private works and services also enables CiviLake to benchmark itself against private enterprise and demonstrate that its works and services carried out for Council are done in an industry-competitive manner.
62 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Continually improve amenities at Holiday Parks where feasible
Undertake Holiday Parks projects in accordance with the works program
Property and Business Development
Develop and implement an annual asset management plan for each Holiday Park
Property and Business Development
Develop and implement an annual marketing plan with a comprehensive strategy, budget and action plan to enhance the profile of Lake Mac Holiday Parks
Property and Business Development
Ensure Holiday Park fees and charges are in line with industry standards
Carry out an annual benchmarking report prior to setting the fees and charges each year
Property and Business Development
OBJECTIVE
We provide a high standard of facilities at our Holiday Parks
PROPERTY AND BUSINESS DEVELOPMENT
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Manage strategically held properties and land holdings to create reoccurring income and increase return on investment
Report on actions undertaken in town centres that address development opportunities, constraints, value-add and disposal options for Council-owned operational classified land
Property and Business Development
Undertake actions to manage Council-owned operational holdings outside town centres in accordance with the 10-year strategic review
Property and Business Development
Update and implement asset management plans for Council-owned investment holdings in line with return on investment parameters
Property and Business Development
Apply the Lease Equity Model for leased facilities
Renew all applicable leases and licences that expire during the year in line with the Lease Equity Model
Property and Business Development
OBJECTIVE
Maximise the long-term value of Council’s strategic property portfolio
BUSINESS ACTIVITIES
63Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
PROPERTY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 11,345 11,712 12,059 12,402
Capital Revenue - - - -
Total Revenue 11,345 11,712 12,059 12,402
Operational Expenditure (8,884) (8,945) (9,256) (9,537)
Operating Result 2,461 2,767 2,803 2,865
Operating Result before Capital 2,461 2,767 2,803 2,865
Capital - New (2,345) (657) (846) (432)
Capital - Replacement (325) (710) (1,260) (1,420)
Dedications - - - -
Transfer to Restricted Cash (16,114) (14,118) (13,554) (12,742)
Loan Repayments - - - -
Total Capital (18,784) (15,485) (15,660) (14,594)
Funds Required (16,323) (12,718) (12,857) (11,729)
Funded by:Loans Utilised - - - -
Proceeds from Asset Sales 4,618 2,256 1,295 140
Restricted Cash - Depreciation 1,068 1,101 1,192 1,228
Restricted Cash - Other 10,637 9,361 10,370 10,361
BUDGET SURPLUS / (DEFICIT) - - - -
Capital Works Capital - New $’000 $’000 $’000 $’000 Sale Of Council Land 725 353 368 52
New Development - 113 Wyndham Way Eleebana 958 0 0 0
Land Development - Anticipated Projects 79 81 84 85
Sale Of Community Land 38 39 40 41
Blacksmiths - New Capital Works 155 20 20 195
Belmont - New Capital Works 150 50 120 20
Swansea - New Capital Works 220 95 195 20
Wangi Holiday Park - New Capital Works 20 20 20 20
Total 2,345 657 846 432
Capital - Replacement $’000 $’000 $’000 $’000 Blacksmiths - Replacement Capital Works 70 60 370 320
Belmont - Replacement Works 115 450 270 620
Swansea - Replacement Works 20 120 500 460
Wangi Holiday Park - Replacement Capital Works 20 20 20 20
Replacement Of Roof, Guttering And Downpipes - Lake Cinema - - 100 -
Replace Roof 100 - - -
Replacement Of Air Conditioning - 60 - -
Total 325 710 1,260 1,420
64 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
CIVILAKE
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Undertake external works to generate commercial returns and provide benchmarking opportunities against broader industry
Undertake external works that generate a profit of greater than five per cent of actual costs
CiviLake
OBJECTIVE
External works provide additional revenue to Council
BUSINESS ACTIVITIES
65Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
CIVILAKE
CIVILAKE FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 4,217 4,046 3,884 3,731
Capital Revenue - - - -
Total Revenue 4,217 4,046 3,884 3,731
Operational Expenditure (3,595) (3,454) (3,321) (3,196)
Operating Result 622 592 563 535
Operating Result before Capital 622 592 563 535
Capital - New - - - -
Capital - Replacement (998) - - -
Dedications - - - -
Transfer to Restricted Cash (622) (592) (563) (535)
Loan Repayments - - - -
Total Capital (1,620) (592) (563) (535)
Funds Required (998) - - -
Funded by:Loans Utilised - - - -
Proceeds from Asset Sales - - - -
Restricted Cash - Depreciation 998 - - -
Restricted Cash - Other - - - -
BUDGET SURPLUS / (DEFICIT) - - - -
Capital Works Capital - New $’000 $’000 $’000 $’000 Nil - - - -
Total - - - -
Capital - Replacement $’000 $’000 $’000 $’000
Relocation & Restablishment Of Civilake’S Bulk Materials Storage Operation 598
Toronto Sub Depot Relocation To Woodbine Close Toronto 400 - - -
Total 998 - - -
66 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
ORGANISATIONAL SUPPORTDELIVERING OUR FUTUREIn order to deliver on our community’s vision, Council provides a wide range of internal support services.These are made up of our Resourcing Strategy – asset, workforce, financial, information technology and plant and fleet management – plus others including procurement, supply, safety, records, governance and corporate planning.Council’s Resourcing Strategy supports the Community Strategic Plan, Delivery Program and Operational Plan by detailing how Council can help achieve the community’s goals in terms of time, money, assets and people.Effective resource planning ensures focus on the short-term and long-term goals for the City.Detailed strategy and action plans sit within the Resourcing Strategy in the following areas:
workforce planning; asset management planning; financial planning; information technology and
management; and plant and fleet management.
The following table outlines the finances required to deliver on the actions contained in the Resourcing Strategy, as well as those required to provide internal support services.
Resourcing Strategy 2017–2027
DELIVERING OUR FUTURE
67Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
ORGANISATIONAL SUPPORT FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000
Operational Revenue 158,795 163,324 167,918 172,637
Capital Revenue 8,220 23,878 7,023 7,170
Total Revenue 167,015 187,202 174,941 179,807
Operational Expenditure (12,648) (15,648) (16,532) (17,808)
Operating Result 154,367 171,554 158,409 161,999
Operating Result before Capital 146,147 147,676 151,386 154,829
Capital - New (2,021) (6,125) (6,280) (6,317)
Capital - Replacement (10,562) (8,460) (7,903) (8,270)
Dedications - - - -
Transfer to Restricted Cash (13,439) (30,836) (14,111) (14,388)
Loan Repayments (3,872) (5,845) (6,710) (7,990)
Total Capital (29,894) (51,266) (35,004) (36,965)
Funds Required 124,473 120,288 123,405 125,034
Funded by:Loans Utilised 2,924 1,182 1,952 2,873
Proceeds from Asset Sales 1,467 1,665 1,311 1,292
Restricted Cash - Depreciation 12,559 14,341 18,090 19,727
Restricted Cash - Other 5,448 12,871 13,103 13,262
BUDGET SURPLUS / (DEFICIT) 146,871 150,347 157,861 162,188
Capital Works Capital - New $’000 $’000 $’000 $’000 It & Im Future Development 0 500 500 500
Capital Contributions - Expenditure 0 24 24 25
Capital Contributions Rms - Expenditure 0 1,131 1,155 1,179
Capital Grants - Expenditure 0 4,448 4,568 4,581
New Plant Program 1,734 0 0 0
New Plant (18/19) - Green Crew Equipment - Civ 265
Furniture Acquisitions 22 22 32 33
Total 2,021 6,125 6,280 6,317
Capital - Replacement $’000 $’000 $’000 $’000 It & Im Future Development - 389 379 379
Council’S Online Replacement - Authority Implementation 1,185 - - -
Software Upgrade Q Flow Counter Ticketing - - 81 -
Plant Replacement - Light Vehicles 2,300 2,300 2,300 2,300
Plant Replacement - Small Plant Items 500 500 500 500
Plant Replacement - Plant & Equipment Items 4,480 4,640 3,995 4,425
Office Furniture Replacement 15 16 16 17
Administration Building Replacement Works 1,605 294 302 310
Administration Building Replacement Furniture 13 13 13 14
Boolaroo Works Depot - Replacement Works 464 308 316 325
Total 10,562 8,460 7,903 8,270
68 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
FINANCIALMANAGEMENT
69Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
About rates
RATES
Council raises about 40 per cent of its operating income from rates and provides many services that rates help to fund.These services include: maintenance of roads, parks
and gardens; libraries; community services for senior
citizens and youth; town planning; food inspections; animal services; tourism; and swimming pools.
Rates are the way our community contributes to funding these services.Council rates are determined in accordance with the provisions of the Local Government Act 1993. This legislation provides the process to calculate rates and limits the income councils can receive from rates. Each property in Lake Macquarie falls into one of four categories for rating purposes depending on the land use of the property.
These categories are: residential; business; farmland; and mining.
Council decides which category your property should be in, based on its land use.Rates are calculated annually and include the ordinary rate and annual charges. The ordinary rate includes a flat base amount, plus an ad valorem amount, which is based on the value of your land. Land valuation is conducted every three years by the NSW Valuer General. The land value does not include the value of your house, buildings, or other improvements to the land. Council uses this figure to calculate the ad valorem amount to reflect any changes in the value of your land.
FINANCIALMANAGEMENT
70 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
Table 2: 2018/2019 rating structure and yield
Rate type Category Sub-categoryAd valorem
amounts cents in $
Base amount $
Base amount per cent of total
rates
2018-2019Rate yield
$
Ordinary Residential Not applicable 0.252826 713.16 50.00 113,806,456
Ordinary Farmland Not applicable 0.176978 713.16 37.08 76,939
Ordinary Mining Not applicable 2.659983 1063.29 2.00 956,964
Ordinary Business Not applicable 1.189720 100.91 2.00 19,032,151
NOTES:
1. The amounts shown in the column 2018/2019 Rate Yield have been calculated in accordance with the permissible increase in Council’s Notional General Income, for 2018/2019 of four point seven five per cent (4.75%). This is in accordance with a determination made by IPART, resulting from an application for a Special Variation to General Income, in accordance with Section 508A of the Local Government Act 1993.
2. The difference in the rate yield (as shown above) and the rate income (as shown in the overall summary of estimates of income and expenditure for the year ended 30 June 2019) is as a result of the granting of Pensioner Rebates, rate adjustments as a result of Section 585 of the Local Government Act 1993 (i.e. where ratepayers apply for a postponement of part of rates on land which is used only as the site of a house or rural land but, because of its zoning or permitted use, is valued for rating purposes in a way that reflects its permitted use rather than its actual use) and a minimal amount in relation to unknown owners.
3. As Council will continue to process adjustments to its rating records until the time the Operational Plan is adopted, minor changes to the amounts shown in the above table will occur. These adjustments include the processing of Supplementary Valuation Lists from the Valuer General’s Department, changes to rating categories, and changes in the rateability of land.
4. The amounts shown in the above table are inclusive of adjustments to Notional Income for newly rateable Crown Land.
Ordinary and special rates
The categories of residential, farmland, mining and business apply to the whole of the Council area.The rating structure for the residential category is based on a combination of a base amount of rate and an ad valorem (amount in the dollar) component. The level of the base amount has been set to achieve 50 per cent of total rate income from this category, with the ad valorem component raising the remaining 50 per cent of the total income.The rating structure for the business and mining categories is based on a combination of a base amount of rate and an ad valorem component. The level of the base amount has been set to achieve two per cent of total rate income from each category, with the ad valorem component raising 98 per cent of the total income.
The rating structure for the farmland category is based on a combination of a base amount of rate and an ad valorem component. The base amount for this category is set the same as the base amount for the residential category, with the ad valorem component being set at 70 per cent of the ad valorem component in the residential category.The rate amounts shown in this document include the ordinary rate and a special rate variation approved by IPART in 2012. This special rate applies until 30 June 2019 and increases Council’s general income to secure its long-term financial sustainability and maintain assets and levels of service needed for our residents.
71Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
FEES AND CHARGES FOR GOODS AND SERVICESEach year, Council determines its fees and charges. Income from fees and charges helps us provide services and facilities for our City.Our fees and charges are intended to cover the cost associated with: the supply of a product, service, or
commodity; the giving of information; providing a service in connection with the
Council’s regulatory functions, including receiving an application for approval, granting an approval, making an inspection and issuing a certificate; and
allowing admission to any building or enclosure.
In accordance with Section 608 of the Local Government Act 1993 and other relevant legislation, Council levies a range of fees and charges as contained within this document.When Council determines its fees for goods and services, it takes into account the following factors: the cost of providing the service; the importance of the service to the
community;
prices fixed by relevant industry bodies; any factors specified in the Local
Government regulations; equity factors; user pays principle; financial objectives; customer objectives; resource use objectives; and cross-subsidisation objectives.
Council reviews all fees and charges, not subject to statutory control, on an annual basis, prior to finalisation of Council’s annual operating budget.The predominant consideration in reviewing those fees and charges is full cost recovery on a fee for service (user pays) basis. However, this principle only applies where the cost of the service provision and the end users can be accurately determined.Council’s annual Fees and Charges are available at lakemac.com.au.
72 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
Domestic waste management chargeThe domestic waste management charge is an annual charge for waste services that is listed as a separate amount on your residential or farmland rates notice. It includes a levy charged by the state government.Most NSW councils have to pay the levy, which they then have to pass on to ratepayers on a fee for service basis. Councils are not permitted to make a profit or loss from this levy.The charge in 2018/2019, per rateable property, per service is:
Commercial waste management chargeThe commercial waste management charge for 2018/2019 per property per service is $460. The estimated yield of the charge (excluding GST) is $2,022,410.
Effluent removal chargeCouncil levies a waste management charge for effluent removal services, which will apply uniformly to each parcel of rateable land for which the service is available. The charge for 2018/2019 per property is $2,580. The estimated yield of the charge is $985,560.
Fee Type 2018/2019
Domestic Waste Management Charges
Standard domestic waste management package – this fee is for one 240L fortnightly garbage, one 240L/360L fortnightly recycling, and one 240L weekly green bin collection service
$434
Strata standard package – this fee is for one 240L fortnightly garbage, one 240L/360L fortnightly recycling, and one 240L weekly green bin collection service
$434
Strata weekly package – this fee is for one 240L weekly garbage, one 240L/360L fortnightly recycling, and one 240L fortnightly green bin collection service
$610
Strata downsize standard package – this fee is for one 140L fortnightly garbage, one 140L fortnightly recycling, and one 140L green bin collection service
$384
Strata downsize weekly package – this fee is for one 140L weekly garbage, one 140L fortnightly recycling, and one 140L fortnightly green bin collection service
$560
Strata shared 240L standard package (shared between 2 strata dwellings) *$334
Strata shared 240L weekly package (shared between 2 strata dwellings) *$591
Strata shared 660L standard package (shared between 3-5 strata dwellings) *$509
Strata shared 660L weekly package (shared between 3-5 strata dwellings) *$908
Strata shared 1100L standard package (shared between 6-10 strata dwellings) service *$356
Strata shared 1100L weekly package (shared between 6-10 strata dwellings) *$658
The estimated yield of the charge is $36,956,064. * fee per property
73Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
Council’s borrowings are governed by the provisions of the Local Government Act 1993 and the Local Government (General) Regulation 2005.A council may borrow at any time for any purpose allowed under the Local Government Act 1993.A council may borrow by way of overdraft or loan or by any other means approved by the Minister.
The Minister may impose limitations or restrictions on borrowings by a particular council.The proposed loan program below reflects the loan-borrowing program to be adopted by Council for the 2018/2019 financial year.
PROPOSED BORROWINGS
Proposed Borrowings 2018/2019 loan program
Project Description Total
Council’s computer systems upgrade 903,862
Waste Management Plant 1,734,000
Furniture Acquisitions 21,500
Awaba Waste Management Facility Expansion 13,325,027
Council Energy Risilience 2,301,439
Stormwater Treatment, Foreshore Stabilisation & Riparian Works 611,898
Aged & Disabled Services Works 208,733
West Wyee Paper Subdivision Planning & Design 698,329
Subdivision Compliance 909,048
Management of Traffic & Transport Assets 51,200
Sealing Gravel Roads 695,816
Kerb & Gutter Construction 1,250,707
Traffic Facilities Improvement 1,016,682
Drainage Improvement 2,469,583
Footway & Cycleway Construction 2,054,012
Caves Beach Amenities Upgrade 500,000
Hunter Sports Centre Upgrade - New Works 54,573
Frith Ave Boolaroo Open Space & Amenities 2,130,506
Catherine Hill Bay Lifeguard Oberservation Room 190,000
Art Gallery Construction 897,400
Pontoon Jetty Rathmines Park 63,508
Green Crew Equipment 265,000
Total 32,352,823
74 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
PROJECTED FINANCIAL STATEMENT 2017/2018 - 2021/2022
PROJECTED 2017/2018
PROJECTED 2018/2019
PROJECTED 2019/2020
PROJECTED 2020/2021
PROJECTED 2021/2022
$’000 $’000 $’000 $’000 $’000
Income from Continuing OperationsIncomeRates 123,632 130,578 134,041 137,581 141,200 Annual Charges 37,262 38,719 40,301 41,491 42,447 User Charges & Fees 17,616 17,205 18,004 18,436 19,137 Interest on Investments 6,219 7,354 8,087 8,522 9,290 Grants & Contributions - Operating 20,382 27,580 28,135 28,505 29,044 Grants & Contributions - Capital 43,443 37,965 50,621 33,764 33,910 Other Revenue 12,672 12,709 12,712 12,717 12,741 Net Gain on Disposal of Assets 763 - - - - Total Income from Continuing Operations 261,989 272,110 291,901 281,016 287,769
ExpensesEmployee Costs (87,571) (98,909) (100,156) (104,588) (108,466)Materials & Contracts (55,568) (38,515) (38,383) (38,189) (37,481)Borrowing costs (5,934) (7,246) (9,365) (9,941) (10,963)Depreciation (50,201) (55,475) (57,186) (61,743) (62,988)Other Operating Expenses (26,880) (29,803) (30,630) (31,546) (32,880)Net Loss on Disposal of Assets (1,221) - - - - Total Expenses from Continuing Operations (227,375) (229,948) (235,720) (246,007) (252,778)
Operating Result from Continuing Operations 34,614 42,162 56,181 35,009 34,991
Operating Result from Discontinued Operations - - - - -
Net Operating result for the yearAttributable to:- Council 34,614 42,162 56,181 35,009 34,991 - Minority interests - - - - -
Net operating result for the year before grants and contributions provided for capital purposes (8,829) 4,197 5,560 1,245 1,081
Capital ExpensesCapital - New (65,884) (52,490) (63,437) (42,345) (35,625)Capital - Replacement (71,410) (49,316) (50,903) (53,740) (50,678)Dedications (14,852) (14,687) (14,687) (14,687) (14,687)Transfer to Restricted Cash (102,353) (91,875) (105,987) (89,597) (90,143)Loan Repayments (2,571) (3,872) (5,845) (6,710) (7,990)Total Capital (257,070) (212,240) (240,859) (207,079) (199,123)
Funds Required (222,456) (170,078) (184,678) (172,070) (164,132)
Funded By:Loans Utilised 29,510 32,353 14,067 22,104 15,172 Sale of Assets 11,792 6,085 3,921 2,606 1,432 Restricted Cash – Asset Replacement 54,780 50,059 55,442 62,683 61,774 Restricted Cash – Other 125,510 80,776 110,426 83,837 84,896 Funded from Provision for Future Rehabilitation 788 805 822 840 858
Budget Surplus / (Deficit) (76) - - - -
Balance of FundsUnspent Loans 200 200 200 200 200 Unspent Grants and Contributions 80,584 92,842 81,823 82,413 82,746 Funded Provision for Asset Replacement 26,426 31,842 33,586 32,648 33,862 Funded Provision for ELE 1,000 1,000 1,000 1,000 1,000 Other Restricted Cash 101,585 101,693 109,575 116,085 122,376 Unrestricted Cash (76) (76) (76) (76) (76)Total Cash 209,720 227,502 226,110 232,270 240,108
Gross Debt 105,415 133,567 141,789 157,183 164,366
75Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
PROJECTED STATEMENT OF FINANCIAL POSITION 2017/2018 - 2021/2022
PROJECTED 30/6/2018
PROJECTED 30/6/2019
PROJECTED 30/6/2020
PROJECTED 30/6/2021
PROJECTED 30/6/2022
$’000 $’000 $’000 $’000 $’000
ASSETSCurrent AssetsCash and Cash equivalents 21,844 23,811 23,666 24,310 25,131 Investments 106,188 115,754 115,046 118,180 122,167 Receivables 13,281 13,547 13,818 14,094 14,376 Inventories 1,987 2,027 2,067 2,109 2,151 Other 456 465 474 484 494 Non-current assets classified as held for sale - - - - - Total Current Assets 143,756 155,605 155,072 159,177 164,318
Non-Current AssetsInvestments 80,738 88,011 87,473 89,856 92,887 Receivables 995 1,014 1,035 1,055 1,076 Inventories 500 500 500 500 500 Property, Plant and Equipment 2,551,571 2,606,031 2,674,515 2,721,451 2,758,348 Other 725 461 198 0 - Total Non-Current Assets 2,634,528 2,696,017 2,763,721 2,812,861 2,852,812
Total Assets 2,778,284 2,851,622 2,918,792 2,972,039 3,017,129
LIABILITIESCurrent LiabilitiesBank overdraft - Payables 19,722 20,117 20,519 20,930 21,348 Borrowings 3,871 5,845 6,710 7,990 8,932 Provisions 65,170 66,995 68,871 70,799 72,781 Total Current Liabilities 88,763 92,956 96,099 99,720 103,063
Non-Current LiabilitiesPayables - - - - - Borrowings 101,544 128,052 135,409 149,523 155,763 Provisions 16,989 17,464 17,953 18,456 18,973 Total Non-Current Liabilities 118,533 145,516 153,362 167,979 174,736
Total Liabilities 207,296 238,472 249,461 267,699 277,798
Net Assets 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331
EQUITYRetained Earnings 1,303,166 1,345,328 1,401,509 1,436,518 1,471,509 Revaluation Reserve 1,267,822 1,267,822 1,267,822 1,267,822 1,267,822 Council equity interest 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331 Minority equity interestTotal Equity 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331
76 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
PROJECTED CASH FLOW STATEMENT FOR YEARS ENDED 30 JUNE 2017/2018 - 2021/2022
PROJECTED 2017/2018
PROJECTED 2018/2019
PROJECTED 2019/2020
PROJECTED 2020/2021
PROJECTED 2021/2022
$’000 $’000 $’000 $’000 $’000
Opening Cash 242,062 209,720 227,174 225,782 231,941 Cash flows from operating activitiesReceipts:Rates and annual charges 160,894 169,297 174,342 179,072 183,647 User charges and fees 17,616 17,205 18,004 18,436 19,137 Investment revenue and interest 6,219 7,354 8,087 8,522 9,290 Grants and contributions 20,382 27,580 28,135 28,505 29,044 Other 12,672 12,709 12,712 12,717 12,741 Payments:Employee benefits and on-costs (87,571) (98,909) (100,156) (104,588) (108,466)Materials and contracts (55,568) (38,515) (38,383) (38,189) (37,481)Operating Expenses (24,859) (27,731) (28,505) (29,367) (30,646)Borrowing costs (5,934) (7,246) (9,365) (9,941) (10,963)Other
285,913 271,464 292,373 291,277 298,573
Cash flows from financing activitiesAdditional Borrowings 23,288 32,353 14,067 22,104 15,172 Repayments (2,571) (3,872) (5,845) (6,710) (7,990)
306,630 299,945 300,595 306,671 305,755
Cash flows from investing activitiesCapital Contributions 28,591 23,278 35,934 19,077 19,223 New Acquisitions (65,884) (52,490) (63,437) (42,345) (35,625)Replacement Acquisitions (71,410) (49,316) (50,903) (53,740) (50,678)Sale of Assets 11,792 6,085 3,921 2,606 1,432 Add back non cash items
209,719 227,502 226,110 232,269 240,107
Restricted Cash *Opening Balance 242,062 209,796 227,577 226,185 232,346 Transfers to Restrictions 175,842 179,702 177,240 173,444 168,303 Transfers from Restrictions (208,108) (161,921) (178,632) (167,283) (160,465)
Total Restricted Cash 209,796 227,577 226,185 232,346 240,184
Unrestricted Cash (76) (76) (76) (76) (76)
Closing Balance 209,720 227,502 226,110 232,270 240,108
* Council maintains a number of assets (or reserves) for various purposes. Externally restricted reserves can only be used for the purpose for which it has been received, whereas internally restricted reserves have been determined by Council for use in a specific fashion.
77Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
PROJECTED RESTRICTED CASH FOR YEARS ENDED 30 JUNE 2017/2018 - 2021/2022
PROJECTED 2017/2018
PROJECTED 2018/2019
PROJECTED 2019/2020
PROJECTED 2020/2021
PROJECTED 2021/2022
External Restrictions: $’000 $’000 $’000 $’000 $’000
RMS Advances 866 1,974 1,974 1,974 1,974 Developer Contributions 69,614 79,997 69,340 69,948 70,301 Specific Purpose Unexpended Grants 6,585 8,036 7,655 7,615 7,570 Domestic Waste Management Surplus 11,017 10,370 12,002 14,306 16,746 DWM Land Infrastructure 3,516 4,102 4,711 5,335 5,977 DWM Site Rehabilitation 7,722 8,674 9,646 10,638 11,651 Crown Reserve 130 178 175 219 213 Caravan Parks Reserve 2,422 3,315 4,182 4,308 4,333 Contributions to Works 1,711 2,134 2,153 2,175 2,200 Contributions - Trust 2,493 2,493 2,493 2,493 2,493 Waste & Sustainability Improvement (WaSIP) 12 12 12 12 12 Other Sundry Contributions 182 182 182 182 182
106,269 121,465 114,524 119,206 123,651
Internal Restrictions:
Employee Leave Entitlements 1,000 1,000 1,000 1,000 1,000 Asset Replacement Reserve 26,426 31,842 33,586 32,648 33,862 Strategic Property Reserve 21,585 23,395 24,453 24,586 23,972 Unexpended Loan Funds 200 200 200 200 200 External Works 769 994 1,208 1,412 1,607 Section 94 Matching Funds 7,244 7,275 7,307 7,339 7,371 General Fund Restricted Cash 3,778 3,331 3,172 3,162 3,162 Open Space Acquisition 4,465 4,465 4,465 4,465 4,465 Quarry Rehabilitation 3,014 2,462 2,199 1,654 615 Grant Matching Funds 1,322 1,115 889 999 1,099 Community Land 18,325 14,020 14,230 14,543 14,920 Cemeteries Improvement 1,050 1,182 1,317 1,455 1,597 IT Replacement 4,025 4,031 5,988 7,966 9,962 Water & Energy Reduction Strategies Reserve 415 8 8 8 8 Employee Resources 498 498 498 498 498 Insurance Proceeds 723 1,023 1,323 1,623 1,923 Charlestown Open Space Endowment Fund 3,326 3,466 3,616 3,778 3,955 Cardiff Town Park Endowment Fund 2,554 2,608 2,667 2,733 2,805 Sustainability Environmental Levy 60 60 60 60 60 Roads and Drainage 35 35 35 35 35 Community Facilities 1,419 1,419 1,419 1,419 1,419 Wangi Point Lakeside Holiday Park 748 930 1,109 1,285 1,457 Elections 545 752 912 272 542
103,527 106,112 111,660 113,139 116,533 209,796 227,577 226,185 232,346 240,184
78 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019
RATIOS
Budgeted 2017/2018
Budgeted 2018/2019
Budgeted 2019/2020
Budgeted 2020/2021
Budgeted 2021/2022
Unrestricted Current RatioCurrent Assets - External Restrictions 2.27 2.20 2.22 2.16 2.15Current Liabilities – Specific Purpose LiabilitiesTarget (Greater than) 1.5 1.5 1.5 1.5 1.5
Own Source Revenue RatioOwn Source Revenue 0.75 0.76 0.73 0.78 0.78Total RevenueTarget (Greater than) 0.60 0.60 0.60 0.60 0.60
Rates & Annual Charges Outstanding PercentageRates & Annual Charges Outstanding 3.55% 3.45% 3.42% 3.39% 3.38%Rates & Annual Charges CollectibleTarget (Less than) 5.00% 5.00% 5.00% 5.00% 5.00%
Operating PerformanceNet Operating Result (excluding capital & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) -0.038 0.018 0.023 0.005 0.004Operating Revenue (excluding capital & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures)
Target (Equal to) 0.0 0.0 0.0 0.0 0.0
Asset Renewal RatioAsset Renewals Expenditure 1.42 0.89 0.89 0.87 0.80Depreciation, Amortisation ExpenditureTarget (Greater than) 1.0 1.0 1.0 1.0 1.0
Debt Service Cover RatioNet Operating Result (excluding capital, depreciation & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) 4.92 5.37 4.13 3.78 3.38Principal repayments (Cashflow statement) & Interest repayments (P&L)
Target (Greater than) 2.0 2.0 2.0 2.0 2.0
Cash Expense Cover RatioCurrent year cash and cash equivalents and term deposits 8.70 9.50 9.13 9.06 9.04Payments from Statement of Cash Flows of Operating and Financing activitiesTarget (Greater than) 3.0 3.0 3.0 3.0 3.0
Cash Funding of DepreciationAmount of funding being applied to the ARR 94.00% 88.51% 82.64% 76.04% 73.01%DepreciationTarget (Greater than) 90% 90% 90% 90% 90%
Ratio Target
Lake Macquarie City Council
126-138 Main Road Speers Point NSW 2284Box 1906 Hunter Region Mail Centre NSW 2310
(02) 4921 0333
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LAKE MACQUARIE CITYREVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2018–2019