LAKE MACQUARIE CITY ANNUAL REPORT 2018-2019 4 OUR YEAR in REVIEW 74 STATUTORY REPORTING 6 Message from the Mayor 76 Governance and Performance

LAKE MACQUARIE CITY ANNUAL REPORT 2018-2019 4 OUR YEAR IN REVIEW 74 STATUTORY REPORTING 6 Message from the Mayor 76 Governance and performance

7 Message from the General Manager 77 City governance

8 Our year in review 80 Our Councillors and wards

88 Our organisation

88 Our values 12 REPORT TO OUR COMMUNITY 92 Our workforce 14 Our vision and values 94 Fair and equal employment

16 Our City and its people 96 Work health and safety

19 Our Council 98 Our performance

20 How we plan and report 102 Disability Inclusion Action Plan

22 How we performed 104 Business improvement program

26 Our capital works achievements 105 Awards won

28 Assets snapshot

30 Community financial report

34 Our plans for the future

36 DETAILED PROGRESS REPORT 38 Monitoring our progress

42 Unique landscape

46 Lifestyle and wellbeing

50 Mobility and accessibility

54 Diverse economy

58 Connected communities

62 Creativity

66 Shared decision making

70 Business activities

2 LAKE MACQUARIE CITY COUNCIL 106 Community engagement 140 FINANCIAL REPORTS 110 Public access to information 142 Special Rate Variation

112 Companion animals 143 Sustainability and Environment Levy 114 Support and partnerships 144 Legal performance 115 Contributions and donations 146 Councillors' and Mayor’s expenses 122 Partnerships, co-operatives and joint ventures 146 Overseas visits

126 External bodies exercising 147 Contracts awarded Council functions 149 Financial performance 130 Controlling interests and service charges 152 Index to statutory reports 130 Voluntary planning agreements

131 Private works

132 State of our infrastructure assets

ANNUAL REPORT 2018-2019 3 OUR YEAR IN REVIEW

Our report

Our Annual Report is one of the key points of accountability between Council and the community. It reflects our performance and activities for the preceding financial year, and details our achievements against annual targets set in our Operational Plan. This year’s report has been created in an easy- to-read format with highlights, key statistics and details about all areas of our operations, including our financial performance.

4 LAKE MACQUARIE CITY COUNCIL ANNUAL REPORT 2018-2019 5 Message from the Mayor

I am proud to present Lake Culture Lake Macquarie in late and our efforts to achieve a Macquarie City Council’s 2019. These landmark projects more sustainable lifestyle. 2018-2019 Annual Report. demonstrate how strongly we This year, we completed our Lake Macquarie is emerging believe in shaping our future, largest and perhaps most as a City like no other – not waiting for it. strategic sustainability project, a natural playground for Council actively advocated for to expand the Awaba Waste progress and possibility, the strategic development of Management Facility. The nurturing a community alive our City and we welcomed the $30 million upgrade, which with energy and optimism. Greater Newcastle Metropolitan streamlines waste and recycling We have achieved a great Plan’s recognition of North West drop-off in the area and extends deal in this second year of Lake Macquarie as a significant the life of our landfill, is a our Community Strategic Plan catalyst area for economic crucial milestone in our efforts 2017-2027 and Delivery Program growth. This important area to reduce and manage waste. 2017-2021. Guided by our is the geographic centre of These are just some of the many priorities, we have worked to the Hunter and will be a focus achievements of 2018-2019 make the most of our beautiful for infrastructure investment, detailed in this Annual Report. employment and urban renewal. City as a place where families I hope you enjoy finding out can grow, businesses can thrive As our City grows, issues of about the ways Council has and tourists can have unique mobility and accessibility are worked together with the adventures. high on our agenda. This year, community and our partners The magnificent Pasterfield we have delivered new ramps, in government and business Sports Complex and revitalised pathways, changing places during the year to achieve our Belmont Baths opened to the and accessible amenities in Operational Plan and move community this year. We also accordance with our Disability towards our shared vision for completed our revitalisation Inclusion Action Plan, and we this wonderful City. of Warners Bay foreshore continue to advocate for better and made solid progress on public transport. Councillor Kay Fraser the transformation of Lake Creating a liveable and inclusive Mayor Macquarie City Art Gallery, City depends heavily on how we ready for its re-launch as adapt to growth and change, MAC: Museum of Art and

6 LAKE MACQUARIE CITY COUNCIL Message from the Mayor Message from the CEO

I am pleased to present this operating deficit. Council met to a more flexible, cluster- Annual Report, which details all its financial performance based workforce structure. all we have achieved under our indicators and we remain on These changes have been 2018-2019 Operational Plan. track to achieve the targets of implemented to ensure our We have continued to make our Long-term Financial Plan, organisation is resilient and significant advances for our with a projected return to forward thinking, can adapt City this year, and have further surplus by 2022-2023. to challenges and seize enhanced our reputation as As an organisation, we continue opportunities for our City and a dynamic and thriving to focus our efforts on achieving its people. Listening well to regional centre. financial sustainability. We are our community and evolving our organisation to meet their Over the past twelve months, proactive in seeking grants, changing needs and aspirations we have completed 114 finding cost-saving business will be the foundation for our priority actions for our City, improvements and maximising success in years to come. representing the achievement income generated through our of 91 per cent of our Operational business activities. Together, I would like to take the Plan. This includes successful these income streams boost opportunity to thank all of the completion of a $109 million our revenue and keep rates staff and Councillors for their capital works program that is affordable. efforts throughout the year. making our City more liveable Throughout the year, we have and preparing us for the future. continued to reorient our Morven Cameron Chief Executive Officer These works add to our asset organisation as one that puts base, which is now valued at $3 the customer – our residents, billion. ratepayers and visitors – at We are using Council’s reserves the centre of everything we do. to build this infrastructure and We have continued to focus are funding other reserves for on creating a highly customer- future liabilities. As a result, focused organisational culture we ended the year with an and on our transition

ANNUAL REPORT 2018-2019 7 Our year in review

MAJOR ACHIEVEMENTS Although a relatively EVENTS A $30 million expansion of the small-scale project, the Our 2018 Living Smart Festival Awaba Waste Management redevelopment of Belmont was bigger than ever, with more Facility was completed early Baths is an iconic achievement than 30,000 people flocking to in 2019, marking achievement as it reflects so many the event, headlined by ABC of a major milestone in the aspects of our City vision. TV’s War on Waste presenter implementation of our City’s The redeveloped Baths Craig Reucassel. This major Waste Strategy. opened in time for the 2018- sustainable lifestyle festival for 2019 summer swim season, A revamped Community our region was this year named providing safe and accessible Recycling Centre, new waste the 2018 Australian Event lake swimming. Foreshore transfer station and two giant Awards’ Best Community Event. improvements completed in landfill cells will streamline We added two successful May 2019 added new showers waste and recycling drop-off, after-dark events to the City’s and toilets, a family change and significantly extend the calendar this year. Feast for the room, an accessible change life of our landfill. Ongoing Senses and the Belmont Beers, room and aquatic wheelchair diversion of waste and further Blues and BBQ Festival proved storage. The new facility is a expansion of the facility, highly popular, and we look dramatic improvement on the planned for years to come, forward to rolling out many original baths, providing all mean the facility should serve more after-dark events like abilities access and addressing the City’s needs for at least the these, following the adoption in the community’s long held next 30 years. June of our Night-Time Economy desire for a netted swimming Strategy and Action Plan. The official opening of the enclosure in the Lake. award-winning Pasterfield An exciting new Event and Our City acquired a striking new Sports Complex was cause for Festival Strategy was in public sculpture on the lake great celebration this year. development during 2019 that foreshore at Speer Point, which The $15 million complex is one gives our community much celebrates our outstanding of the largest-ever recreation to look forward to over the work improving Lake infrastructure projects for our next five years. The Strategy Macquarie’s long-term health City, and Council marked the paves the way for our City to and ecological sustainability. occasion of its hand over to the stage large outdoor festivals Funded with money awarded community with a Family Fun and a diversity of small events to Council as part of the Day in August 2018. that will boost our economy prestigious National Thiess while bringing people together Work began on the $2.3 million Riverprize, Chimera towers like to connect and celebrate expansion of Lake Macquarie a shimmering sentinel over culture. It will see us build on City Art Gallery, which is set this most popular of local play successful signature events to be re-launched as MAC: spaces and picnic spots. The such as the Living Smart Museum of Art and Culture impressive art piece is the Festival, Float Your Boat and Lake Macquarie late in 2019. latest addition to the Creative the Offshore Superboats, which Enhancements to the building Lake Sculpture Trail, which already attract more than will allow the art museum to now incorporates 10 artworks 110,000 people better cater to the community dotted along a shared pathway each year. through diverse and inclusive around the Lake. programs, with an emphasis on Aboriginal programming, contemporary art and artists, cultural tourism and public education programs.

8 LAKE MACQUARIE CITY COUNCIL The redeveloped Belmont Baths opened in time for the 2018-2019 summer swim season, providing safe and accessible lake swimming.

CAPITAL WORKS ACCESSIBILITY ADVOCACY FOR OUR CITY We delivered a $109 million We worked to make our Council continues to advocate capital works program, which places and spaces more for the strategic development saw us spend $38 million accessible through a of our City. on road surfacing, upgrades number of construction and This year, we welcomed the and traffic and transport improvement projects. Some Greater Newcastle Metropolitan improvements; $19.8 million achievements include a new Plan’s recognition of North West on upgrades to community Changing Places facility at Lake Macquarie as a significant facilities; $13.4 million on asset Caves Beach, which was part catalyst for economic growth optimisation; $9.1 million on of a broader refurbishment of across the wider region. The recreation master plans and the amenities building at Caves Plan sets out a blueprint for construction of local sporting Beach Reserve; a Changing coordinated regional growth facilities; $11.7 million on Places facility at Toronto Swim over 20 years across an area beach and aquatic facility Centre as part of a broader that comprises all or significant upgrades; $6.8 million on land refurbishment of the Toronto parts of the Lake Macquarie, and property development; Swim Centre; and new beach Newcastle, Maitland, Cessnock $3.8 million on ecosystem access pathways at Blacksmiths and Port Stephens Local enhancement and construction Beach. Government Areas. of stormwater drainage; $3.1 During the year, we continued million on footpaths and to negotiate regarding cycleways; $2.1 million on Munibung Road, resulting in an library and cultural facility agreement with landholders upgrades; and $1.2 million that allowed works to proceed enhancing our parks and on this important road playgrounds. connection in October 2019.

ANNUAL REPORT 2018-2019 9 DEVELOPMENT GROWTH Although the year ended with GOVERNANCE We have continued to promote an operating deficit before Council has introduced new and embrace appropriate capital revenue, we achieved measures over the last year to residential and commercial all of our financial performance enhance our governance and development across Lake indicators for the year and we promote community access to Macquarie. Development is forecast a return to surplus by Council decision making. 2022-2023. booming in our City, despite Council commenced webcasting a national downturn, with a Council meetings from February record $1.24 billion worth of SERVICE DELIVERY 2019, as an important measure development approved during We have identified seven in promoting transparency of 2018-2019, which is seven per elements that, when Council decision making. The cent up on the previous year. strengthened, will deliver service allows members of the Major new housing subdivisions better service and experiences community to live-stream and in the City’s west and south, for our customers: shared view Council meetings through commercial developments at values, style, strategy, systems, Council’s website. Cameron Park, Gateshead and skills, structure, and staff/ A feature of Council’s Morisset, and the $70 million knowledge management. governance is our seven Wakefield motorsport complex This year, we worked to improve Portfolio Committees, based on helped push the total past the our systems by piloting a the key focus areas identified 2017-2018 figure of $1.16 billion. central knowledge management in the Lake Macquarie City system and upgrading Community Strategic Plan 2017- ORGANISATIONAL technology to create multiple 2027. The committees include PERFORMANCE access points for customers, Councillors and senior staff and meet regularly to consider While delivering 114 of the 125 including introduction of a new strategic issues and foster an actions in our Operational Plan, social media service request environment of collaboration Council has achieved strong system. when developing Council policy. performance in managing We’ve also prepared to launch All committees have come its resources and delivering a new-look website to improve into operation over the last quality, cost-effective services service experience for our year, and have led to a range to the community. customers by making more of important new initiatives Council services available We have a cohesive corporate coming before Council. governance platform that online. The changes will allow comprises our Resourcing customers to do business with Strategy, Customer Charter and Council when and where it is COMMUNITY ENGAGEMENT Service Standards, Enterprise most convenient for them. We have continued to work Risk Management Framework As part of the process, we’ve closely with our community and our Business Improvement identified the services most through a variety of face-to- Program. These guiding frequently accessed by our face and online forums this frameworks work together to customers and worked to year, including our popular ensure we are an effective put them front and centre engagement website, Shape and efficient organisation that on the new website. This Lake Mac, which received more delivers value for money to our means services such as rates than 50,000 visits. community. payments, reporting an issue to During the year, we invited our A strong commitment to Council or finding the date of community to participate and financial sustainability the next bulk waste collection share their ideas and concerns underpins our Long-term will be easily accessible from for 33 different projects Financial Plan and financial the homepage, saving covering a broad range of performance indicators. customers time. issues, plans and designs for the City.

10 LAKE MACQUARIE CITY COUNCIL These included seeking FUTURE PLANS The re-launch of our Art feedback on the draft As we move towards the Gallery as MAC: Museum of Art Aboriginal Community Plan – completion of our Delivery and Culture Lake Macquarie, Bayikulinan, which was adopted Program, we will continue to the re-opening of Toronto in April, and gathering input engage with our community. Swim Centre following a $6.5 to inform development of The Revised Delivery Program million redevelopment, and a the draft Lake Mac Housing 2017-2021 and Operational Plan new Community Participation Strategy. We also worked with 2019-2020 were developed Plan for how we engage our community to plan for in consultation with our the community in land use adaptation to tidal inundation community and include many planning are just some of the and sea level rise, and engaged exciting projects, which we plan projects we plan to deliver for residents and stakeholders to deliver for our community our community in 2019-2020. in the design of an exciting over the coming year. new multi-purpose centre for Windale.

ANNUAL REPORT 2018-2019 11 REPORT TO OUR COMMUNITY Who we are

The following section aims to provide an informative overview of our performance in the past year. It includes a snapshot of our City and Council, our assets, capital works, and our finances. It reports on our highlights and challenges in implementing the City's Operational Plan and Delivery Program during the period, along with our plans for the year ahead.

12 LAKE MACQUARIE CITY COUNCIL ANNUAL REPORT 2018-2019 13 Our vision and values

Lake Mac’s City Vision and Community Values, developed by the community in 2016, guide our planning and provide direction for how the City responds to change and growth. The Vision and Values reflect the priorities of our residents and shape policies and plans prepared by Council, including this Plan.

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.

OUR VALUES

UNIQUE A place where the natural environment LANDSCAPE (bushland, coast, Lake and mountains) is protected and enhanced; where our existing urban centres are the focus of our growth, maintaining their unique characteristics. LIFESTYLE AND A place that encourages safe, active and WELLBEING social opportunities. MOBILITY AND Effective transport systems that provide choices ACCESSIBILITY to conveniently move people, goods and services. DIVERSE Which is resilient and adaptable to change, making the ECONOMY best use of the unique advantages of our location and lifestyle. CONNECTED That support and care for all and provide a COMMUNITIES sense of belonging. CREATIVITY Working together with creative process and outcomes that bring together history, culture, knowledge and expertise that support new technologies and ways of thinking. SHARED Lake Macquarie communities continue shared responsibility DECISION for governance. MAKING

14 LAKE MACQUARIE CITY COUNCIL 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.

OUR VALUES

ANNUAL REPORT 2018-2019 15 POPULATION Our City and Lake Macquarie City’s population is almost 205,000, making it the largest city in the Hunter. its people People who live in the City's 95 communities 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. Council acknowledges the Awabakal people as the traditional custodians of the land, Lake and waterways of our City. European settlement dates from 1826, when land was used mainly for timber production and farming. The northern part of the City was developed from the 1870s, primarily for the establishment of coal mining. Development in the southern part of the City in the

16 LAKE MACQUARIE CITY COUNCIL early 1900s was aided by the The growth in shared pathways PROSPERITY AND SUCCESS construction of the railway connecting our key destinations Lake Macquarie’s economic line to Sydney. The most rapid continues to make walking and strength is built upon its development occurred in the cycling a more viable option. diverse landscape and natural years after the two World Wars, Using technology and resource base, with key especially from the 1960s. creativity to our advantage industries developing out Lake Macquarie is uniquely and incorporating new ways of of timber, agriculture, water positioned, 60 minutes to connecting with each and minerals. The City has Sydney on the M1, 10 minutes other are important issues for developed into a hub for small to Newcastle, 35 minutes to our City. Having safe, vibrant to medium- sized businesses, Hunter Valley Wine Country spaces and places for our with professional services, and 40 minutes to Newcastle residents will enable our towns knowledge, healthcare and Airport, and is just two and suburbs to technology-based industries hours by car from Sydney’s foster involvement, cohesion exhibiting strong growth. international airport. and a strong sense of With a labour force of community that we all desire. more than 103,000 people, OUR PEOPLE AND LIFE roughly 13,100 businesses, LAKE, BUSH, COAST Population growth and and fluctuations in the change are challenges and AND MOUNTAINS growth and decline in opportunities for the City. The Lake, bushland, coast various industries, providing Based on modest estimates, the and mountains are important jobs within the City for our City’s population is expected to features of our City. The City residents is a key challenge. grow to approximately 250,000 enjoys 38,000 hectares of Property development in by 2050, creating demand for bushland. How we manage response to population new jobs and dwellings. growth and change will be vital growth and change continues The population of our City is to the long-term preservation to be a significant driver of changing. We have a higher of our natural assets. economic activity in the City. proportion of people under Climate change is perhaps the age of 25 than those the greatest challenge facing aged 65 and over. Over the the globe and Lake Macquarie next few decades, the gap is not immune to its impacts. between these groups is How the City responds and expected to narrow as our adapts to this challenge residents age. More than will have a major bearing 8000 people identified as on our quality of life. Aboriginal or Torres Strait Islander in the 2016 Census. CITY AREA 757KM2 Transport choice and convenience is one of the LAKE CIRCUMFERENCE most important issues for our 174KM residents, including having a POPULATION transport network that allows 204,914 us to move around our City WORKFORCE safely and easily. North West 82,075 Lake Macquarie has been BUSINESSES identified as a focal point 13,132 for transport connectivity, GROSS REGIONAL with plans to improve public PRODUCT transport, road and rail $10.3 BILLION links with other centres, such as Newcastle, Sydney and the Hunter Valley.

ANNUAL REPORT 2018-2019 17 18 LAKE MACQUARIE CITY COUNCIL Our Council

GOVERNANCE FACILITIES Lake Macquarie City Council has 13 elected Council delivers services throughout the City. Councillors including the Mayor, who is popularly Our City Administration Building in Speers Point elected. The City is divided into three wards, includes our Customer Service Centre and the North, East and West. Each ward is represented Council Chamber, where formal meetings of our by four Councillors. elected Council are held. Council elections are held every four years. Our Other key facilities for our operations include Mayor and Councillors have held office since 19 our Works Depot in Boolaroo, Lake Mac Libraries, September 2016. Lake Mac Swim Centres, Lake Macquarie City For more information including profiles of our Art Gallery at Booragul, Lake Mac Centre for Councillors and organisational structure see Performing Arts in Warners Bay, The Swansea page 80 to 91 of this report. Visitor Information Centre, Awaba Waste Management Facility and Lake Macquarie Landcare in Teralba. WORKFORCE In addition to Council’s own operating facilities, We employ more than 1100 people who work we provide a wealth of facilities for the across diverse professional fields to deliver the community. breadth and quality of services we offer our community. For more information about the facilities we provide for our community, see pages 132 to 139 Our employees are recruited and work under the of this report. guidance of a clear set of organisational values: shaping our future, leading at all levels and working together. KEY PARTNERS For more information about our workforce see Our key partners include Dantia, the City’s pages 92 to 97 of this report. independent economic development company, who manages Dashworks, a business innovation incubator. Council is an active member SERVICE DELIVERY of the Hunter Joint Organisation. Council We operate under a customer charter that sets joined the Global Smart City and Community out our commitment to our community and Coalition (GSC3), which gives our City access to the service they can expect from their Council. communities around the world at the cutting Flowing from this commitment is a set of edge of Smart City technology. service standards that establishes timeframes Key partners within the community include for delivery of a range of services, along with Landcare, Sustainable Neighbourhood Groups response times in relation to customer requests. and local community and sporting groups and operating committees who manage our BUSINESS ACTIVITIES facilities, while other key partners include the Our key business activities includes City Hunter Sports Centre in Glendale, the Business Works, our civil engineering, construction and Growth Centre in Gateshead and The Place in maintenance arm, and Property and Business Charlestown. Development, which oversees Council’s property portfolio and the management of our four RECOGNITION Holiday Parks. We are an award-winning organisation that has been recognised for excellence across many areas of its operations including financial and asset management, risk management, and for innovative approaches to improving the natural and built environment.

ANNUAL REPORT 2018-2019 19 How we plan and report

The NSW Local Government employment, and reliable The Framework allows NSW Integrated Planning and infrastructure. The difference councils to draw their various Reporting framework lies in how each community plans together, understand recognises that most responds to these needs. how they interact and get the communities share similar The Integrated Reporting maximum leverage from their aspirations: a safe, healthy Framework has been developed efforts by planning holistically and pleasant place to live, in recognition that council and sustainably for the future. a sustainable environment, plans and policies should not opportunities for social exist in isolation - that they are interaction, education and inter-connected.

COMMUNITY STRATEGIC PLAN The key document in the Framework is it is not wholly responsible for its the 10-year Community Strategic Plan. implementation. The purpose of this Plan is to identify Other partners, such as state agencies the community’s main priorities and and community groups may also be aspirations for the future, and plan engaged in delivering the long-term strategies to achieve them. These objectives of the Plan. strategies will take into consideration The Community Strategic Plan, the issues and pressures that may Delivery Program and Operational affect the community and the level Plan are organised under seven of resources that will realistically be key focus areas that reflect the available. community’s Vision and Values. This While a council has a custodial role in provides a clear strategic alignment initiating, preparing and maintaining between Council’s long-term, the Community Strategic Plan on mid-term and annual planning and behalf of the local government area, reporting.

RESOURCING STRATEGY A Community Strategic Plan can only and Operational Plan by detailing be achieved with sufficient resources. how Council can help achieve the Council’s 10 year Resourcing Strategy community’s goals in terms of time, supports the Community Strategic money, assets and people. Plan, Delivery Program

DELIVERY PROGRAM OUR FUTURE The Delivery Program is a four- The Operational Plan outlines the IN DETAIL year plan that covers the term of actions that Council will undertake an elected Council. To create the in the coming year to achieve the Program, we look at the Community four-year Delivery Program strategies Strategic Plan and ask what we can under each key focus area. The achieve over the coming four years Operational Plan also details how to bring us closer to the community’s Council will fund these actions.

Revised Delivery Program 2017–2021 and Operational Plan 2018–2019 Vision and Values.

20 LAKE MACQUARIE CITY COUNCIL MONITORING AND REPORTING The four-year Delivery Program In addition to our Annual is reviewed annually to Report, we report twice yearly determine which objectives set on progress towards our four- out in the Community Strategic year Delivery Program and Plan can be achieved within four times each year on Council’s available resources, progress towards our current and an Operational Plan of annual Operational Plan. actions for the coming financial These reports are available at year is created. This ensures lakemac.com.au. that Council’s long-term planning is consistent with the current and future needs of the community. OUR INTEGRATED PLANNING State and regional plans AND REPORTING FRAMEWORK

Community engagement

Community Strategic Plan • City Vision and Community Values • 10+ year objectives

Resourcing Strategy Monitoring and reporting • Long-term Financial Plan • Annual Report • Asset Management Plan • State of the Environment Report • Workforce Management Plan Supporting strategies • Four-yearly End of Term Report • Information Technology and and plans Information Management Plan • Plant and Fleet Management

OUR FUTURE IN DETAIL

Revised Delivery Program 2017–2021 and Operational Plan 2018–2019

Delivery Program and Operational Plan • Four-year strategies • One-year actions

ANNUAL REPORT 2018-2019 21 HOW WE PERFORMED Our Operational Plan for the year identified 125 actions that would help us work towards the objectives in our Delivery Program 2017-2021. Council successfully completed 114 of these actions, and many of the remaining actions are in progress or scheduled for completion in the 2019-2020 reporting year.

22 LAKE MACQUARIE CITY COUNCIL HOW WE 91% 114 OF OUR PLAN ACHIEVEMENTS PERFORMED ACHIEVED FOR OUR CITY 100% $37M FINANCIAL SPENT TO RESTORE PERFORMANCE CITY ASSETS INDICATORS MET

$29.8M $33.3M MAINTENANCE EXTERNAL WORKS GRANTS SECURED

ANNUAL REPORT 2018-2019 23 FOCUS AREAS

UNIQUE LANDSCAPE MOBILITY AND ACCESSIBILITY A place where the natural environment Effective transport systems that provide choices to is protected and enhanced; where our conveniently move people, goods and services. existing urban centres are the focus of our growth, maintaining their unique 82% characteristics. 14 ACTIONS ACHIEVED 88% 3 IN PROGRESS 14 ACTIONS ACHIEVED 2 IN PROGRESS LIFESTYLE AND WELLBEING A place that encourages safe, active and social opportunities. 100% 28 ACTIONS ACHIEVED

DIVERSE ECONOMY Which is resilient and adaptable to change, making the best use of the unique advantages of our location and lifestyle. 100% 13 ACTIONS ACHIEVED

24 LAKE MACQUARIE CITY COUNCIL BUSINESS ACTIVITIES CONNECTED COMMUNITIES That support and care for all and provide a sense of belonging. CITY WORKS 79% Provides a wide range of civil engineering, 19 ACTIONS ACHIEVED construction and maintenance works and services, plus building trades services and signwriting to 3 IN PROGRESS Council and private clients. 2 NOT ACHIEVED 100% CREATIVITY 1 ACTION ACHIEVED Working together with creative process and outcomes that bring together history, culture, knowledge and expertise that support new PROPERTY AND BUSINESS DEVELOPMENT technologies and ways of thinking. Maximises the long-term value of Council’s property portfolio and provides a range of 100% services, including management of our 5 ACTIONS ACHIEVED Holiday Parks. 100% 8 ACTIONS ACHIEVED SHARED DECISION MAKING Lake Macquarie communities continue shared responsibility for governance. 92% 12 ACTIONS ACHIEVED 1 NOT ACHIEVED

ANNUAL REPORT 2018-2019 25 Our capital works achievements

GLENDALE-CARDIFF AREA MORISSET-WYEE AREA

• Completed more than 700m of shared pathway as part of • Completed design for Martinsville playground the Speers Point to Glendale Cycleway project and amenities • Completed road rehabilitation at John Street, Cardiff • Completed road rehabilitation and kerb and channel • Completed rehabilitation of McDonalds Quarry, Glendale installation at Bay Street, Balcolyn • Completed floodlight upgrade at Bill Bower • Completed rehabilitation of Ruttleys Road, Wyee, from Sportsground, Glendale the railway bridge 900m towards Government Road

SWANSEA AREA EDGEWORTH-CAMERON PARK AREA

• Completed cabin refurbishment program at Swansea • Completed and officially opened Pasterfield Sports Lakeside Holiday Park Complex, Cameron Park • Completed the amenities upgrade and installation • Completed sealing of gravel road at O’Donnelltown of artwork at Caves Beach Surf Club Road, West Wallsend • Completed new beach access pathways at • Commenced work on West Wallsend Heritage Blacksmiths Beach Management Strategy, including consultation • Completed 920m of footpath at Park Avenue, Caves Beach

ON CAPITAL WORKS ACROSS COUNCIL SPENT $109 MILLION THE CITY IN 2018-2019

$38M $1.2M $3.1M $9.1 M $19.8M On road surfacing, On parks and On footpaths On recreation On community upgrades and traffic playgrounds and cycleways masterplans and facility and transport construction of local upgrades improvements sporting facilities

26 LAKE MACQUARIE CITY COUNCIL TORONTO AREA WARNERS BAY AREA

• Construction work to upgrade Toronto Swim Centre • Completed Warners Bay Foreshore upgrades including neared completion, ready for reopening in October 2019. tiered plaza, landscaping and foreshore protection • Completed installation of kerb extensions and ramp at • Continued redevelopment of Lake Macquarie Art Gallery pedestrian crossing, Teralba Public School • Completed design for jetty at Speers Point • Completed construction of several stages of road • Completed concept design for Speers Point Multi-Arts rehabilitation and footpath at Sealand Road, Fishing Space Point

CHARLESTOWN AREA BELMONT AREA

• Completed upgrade of Redhead Beach kiosk, • Completed Belmont Baths and accessible amenities services and amenities • Completed construction of Pelican Boat Ramp • Replaced equipment at Kahibah Park playground • Completed Belmont Lakeside Holiday Park cabin • Completed 104m of footpath at Frederick refurbishment program Street, Charlestown • Completed design of pontoon jetty, Valentine • Completed internal refurbishment of Redhead Pre-school

$3.8M $11.7M $2.1 M $6.8M $13.4M On stormwater On beach and On library and On land and On asset drainage aquatic facility cultural facility property optimisation for construction upgrades upgrades development a sustainable and ecosystem future enhancement

ANNUAL REPORT 2018-2019 27 Assets snapshot

Our infrastructure assets are valued at $3 billion

BUILDINGS STORMWATER DRAINAGE

379 Community buildings A comprehensive drainage network valued at $316 million valued at $505 million 1 Athletics centre 32,061 Pits, inlets and outlets (Hunter Sports Centre) 627 Stormwater quality devices and flood 3 Cultural buildings mitigation structures 4 Lifesaving clubs 792km Pipes 4 Multi-purpose facilities 113km Open drains 6 Swim centres 9 Libraries 11 Aged care and disability service facilities 14 Childcare-related buildings and structures ROADS AND BRIDGES 39 Operational buildings 33 Community halls Roads, bridges and car parks 117 Sporting facilities valued at $1.96 billion 138 Public amenity buildings 1498km Roads 1803km Kerb and channel (gutter) 121 Pedestrian bridges 88 Vehicle bridges 220 Car parks

28 LAKE MACQUARIE CITY COUNCIL PARKS TRAFFIC AND AND RESERVES TRANSPORT

Parks and reserves assets valued at $116 million Traffic and transport assets valued at $107 million 123 Playgrounds 632km Footpaths/cycleways 34 Jetties 2174 Items of road/street furniture 31 Boat ramps 1508 Traffic facilities 21 Fish cleaning tables 20 Cemeteries and memorial walls

NATURAL MAINTAINING ASSETS OUR CITY

Our natural assets include: We spent $37 million restoring our existing assets to their original condition 4000 ha Natural areas 1200 Sites or clusters We spent $29.8 million on maintenance works across the City 19 Fire trails 173 Bushfire asset protection zones

ANNUAL REPORT 2018-2019 29 Community financial report

FINANCIAL PERFORMANCE

Council generates income Income from continuing Expenses from continuing to fund services and assets operations 2018-2019 operations 2018-2019 for the City through rates on property, government grants, development contributions, interest on investments, user charges and Council’s own business activities. These funds are used to maintain and improve the City while delivering a range of quality services to the community. Council met all of its financial performance indicators for the year and its financial position continues to remain sound. Rates 48% Employee benefits and on-costs 37% Our operating result before Annual charges 14% Borrowing costs 3% capital revenue for 2018-2019 User charges and fees 6% Materials and contracts 24% was a deficit of $9.9 million, Interest and investment revenue 3% Depreciation and amortisation 23% against a budgeted surplus of Other revenues 5% Other expenses 9% $3.3 million. Grants and contributions for operating Net loss from the disposal of assets 4% A key factor affecting our annual purposes 11% result relates to provisions for Grants and contributions for capital future remediation of Awaba purposes 13% Waste Management Facility. The deficit also reflects adjustments for the disposal or transfer to another agency (replacement INCOME or demolition) of assets that still had a capital value on our Council’s main source of Rates and annual charges balance sheet at the time of income was rates and annual Rates and annual charges their disposal or transfer to charges, which contributed generated $169.2 million income another agency. Other factors 62 per cent of our total income for 2018-2019, an increase of contributing to our financial for 2018-2019. $7.1 million from 2017-2018. performance are detailed Grants and contributions This increase reflects Council’s opposite. totalled $66.6 million, or special rate variation. The Although the year ended in a 24 per cent, while user fees and special rate variation expired in deficit position, Council has charges provided $18.5 million, 2018-2019. forecast a return to surplus for which was 6 per cent of our the 2022-2023 financial year, income. and the targets of our Long- term Financial Plan remain achievable.

FAST $109M $9.9M $1M CAPITAL WORKS OPERATING DEFICIT DECREASE IN FACTS PROGRAM NET ASSETS

30 LAKE MACQUARIE CITY COUNCIL EXPENSES

Grants and contributions Council’s major expenses in Depreciation and amortisation Operating grants and 2018-2019 were employee costs, Depreciation and amortisation contributions totalled which represented 37 per cent costs totalled $58.6 million, an $31.8 million, an increase of our operating expenses. increase of $4.2 million from of $2.5 million from 2017- Depreciation and amortisation 2017-2018. This was primarily 2018. This is mainly due to totalled $58.6 million or 23 due to the flow-on impact a contribution relating to per cent, and materials and of an increase in dedicated road maintenance received contracts cost $59.7 million or infrastructure assets. 24 per cent. in 2018-2019, which was not Other revenues received in the prior year. Employee benefits Other revenues were $13.6 Grants and contributions and on-costs million, a minimal decrease of for capital purposes were Employee costs were $92.3 $0.1 million from 2017-2018. $34.8 million in 2018-2019, million, which increased by Other expenses a decrease of $29.4 million $2.4 million from 2017-2018. from 2017-2018. This decrease This increase mainly resulted Other expenses totalled reflects a return to expected from the planned annual $0.2 million, a minimal decrease contributions levels after last wage increase under Council’s of $0.7 million from 2017-2018. year’s extraordinary increase in Enterprise Agreement. Net loss from disposal dedications of land to Council Borrowing costs of assets in relation to large subdivisions. Borrowing costs were $7.3 The net loss from the disposal Interest and investment million, an increase of $1.3 of assets was $8.6 million, revenue million. This increase in which increased by $5.6 million Interest and investment borrowing expenses is a from 2017-2018. The loss in revenue received was consequence of providing for 2018-2019 primarily relates to $7.9 million, an increase of future remediation of Awaba sale or transfer of roads and $0.5 million from 2017-2018. Waste Management Facility. buildings. This was mainly due to Council Materials and contracts investing in medium-term and long-term managed funds Materials and contracts cost through TCorp, the central $59.7 million, an increase from financing authority for the 2017-2018 of $16.3 million due NSW Government, which to higher raw material and realised a higher return on external contract costs. investments for 2018-2019.

$275.8M $245.2M $126.9M REVENUE CASH/INVESTMENT BORROWINGS HOLDINGS OUTSTANDING

ANNUAL REPORT 2018-2019 31 FINANCIAL PERFORMANCE INDICATORS

Performance indicators are set the by the Office of Local Government (OLG) and are standard across all NSW councils. These key indicators are used to monitor Council’s overall financial condition. Details on how Council performed in 2018-2019 against the OLG benchmarks are detailed below.

UNRESTRICTED RATES OPERATING CURRENT OUTSTANDING PERFORMANCE RATIO RATIO RATIO

The unrestricted current This ratio assesses the This ratio measures Council’s ratio measures Council’s impact of uncollected rates achievement of containing ability to meet its obligations and annual charges on operating expenditure within (current liabilities) using liquidity and the adequacy of operating revenue. This ratio current assets. debt recovery efforts. focuses on operating performance. Capital grants and contributions, TARGET > 1.5 TARGET < 5% metro, fair value adjustments and OLG GROUP AVERAGE 3.4 < 10% reversal of revaluation RESULT 2017-2018 regional and rural decrements are excluded. OUR RESULT 2018-2019 4.9 OLG GROUP 4.8% TARGET > 0% AVERAGE RESULT 2017-2018 OLG GROUP AVERAGE 4.7% RESULT 2017-2018 OUR RESULT 3.7% 2018-2019 OUR RESULT 2018-2019 -0.3% The result of -0.3% is materially equivalent to greater than 0% for the purpose of monitoring achievements against the indicators.

INDICATOR MET INDICATOR MET INDICATOR MET

VALUE FOR RATES

Council invests rates income in improving WHAT $100 OF RATES BOUGHT our City and enhancing quality of life for Lake Macquarie residents. IN 2018-2019 For each $100 Council spent during the year, the following breakdown shows how we invested UNIQUE LIFESTYLE AND these funds in service delivery, infrastructure LANDSCAPE WELLBEING development and maintenance across our key focus areas. $21.34 $40.81

32 LAKE MACQUARIE CITY COUNCIL In 2018-2019, Council met or achieved results better than all of the OLG indicators. We also achieved better than average results compared to similar NSW councils in our OLG grouping across some of these indicators.

OPERATING DEBT CASH REVENUE SERVICE COVER EXPENSE RATIO RATIO COVER RATIO

This ratio measures fiscal This ratio measures the This liquidity ratio indicates flexibility and the degree of availability of operating cash the number of months a reliance on external funding to service debt including Council can continue paying sources such as operating interest, principal and lease for its immediate expenses grants and contributions. payments. without additional cash Council’s financial flexibility inflow. TARGET > 2 improves the higher the level OLG GROUP AVERAGE 5.6% TARGET > 3 months of its own source revenue. RESULT 2017-2018 OLG GROUP AVERAGE 11.1 months TARGET > 60% OUR RESULT 2018-2019 6.5% RESULT 2017-2018 OLG GROUP AVERAGE 75.5% OUR RESULT 8.2 months RESULT 2017-2018 2018-2019 OUR RESULT 2018-2019 75.9%

INDICATOR MET INDICATOR MET INDICATOR MET

MOBILITY AND DIVERSE CONNECTED CREATIVITY SHARED ACCESSIBILITY ECONOMY COMMUNITIES DECISION-MAKING $17.33 $11.79 $6.61 $1.07 $1.05

ANNUAL REPORT 2018-2019 33 Our plans for the future 2019-2020

UNIQUE LANDSCAPE LIFESTYLE AND WELLBEING

22 ACTIONS 94 ACTIONS $73M BUDGET $134M BUDGET

We will complete dune restoration works We will replace the jetties at Speers at various sites including Caves Beach and Nine Point and Wangi Wangi to improve access to Mile Beach. the Lake.

CONNECTED COMMUNITIES CREATIVITY

12 ACTIONS $7M BUDGET

38 ACTIONS $22M BUDGET

We will celebrate the people that make A $2.3 million expansion of Lake Macquarie Lake Macquarie City vibrant by refreshing Art Gallery is underway. The project is proudly and delivering the Lake Macquarie Awards funded by Council and the NSW Government to encompass broader demographic groups through the Regional Growth Fund. including sports, cultural and civic leadership.

34 LAKE MACQUARIE CITY COUNCIL MOBILITY AND ACCESSIBILITY DIVERSE ECONOMY

28 ACTIONS $39M BUDGET

58 ACTIONS $64M BUDGET

We will construct a new shared We will pilot evening and night- pathway between Argenton and Glendale to time activities and events in Warners Bay, create better connectivity for cyclists and Charlestown, Belmont and Toronto as part of pedestrians. This pathway is being completed our Night-Time Economy Action Plan. as part of our ongoing program to create a link between Eleebana to Wallsend.

SHARED DECISION-MAKING SNAPSHOT OF PROJECTS Council is forecast to spend $102 million on capital works projects across the City in the next 12 months, including:

$2.5M Upgrading our parks and playgrounds

$3.5M Upgrading library and cultural facilities

$4M Constructing new footpaths and 13 ACTIONS cycleways $4.3M Implementing recreation master plans and constructing local $2M BUDGET sporting facilities $5.3M Improving stormwater drainage and enhancing ecosystems

$17.4M Upgrading City assets and preparing for future growth We will develop a Community $19M Upgrading community facilities Participation Plan for how we engage the community in land use planning. $42.8M Resurfacing and upgrading roads, improving traffic and transport infrastructure

ANNUAL REPORT 2018-2019 35 DETAILED PROGRESS REPORT Our year in detail

Our Detailed Progress Report provides a comprehensive view of how we have performed in relation to all of the actions in our annual Operational Plan. We have developed these actions in consultation with our community to help achieve the strategies of our four-year Delivery Program and deliver on the objectives of our 10-year Community Strategic Plan.

36 LAKE MACQUARIE CITY COUNCIL ANNUAL REPORT 2018-2019 37 MONITORING OUR PROGRESS

38 LAKE MACQUARIE CITY COUNCIL KEY FOCUS AREAS OBJECTIVES STRATEGIES AND ACTIONS In this section, we report on These are the community’s Our strategies guide us our performance against the long-term priorities and to achieve our objectives actions we have taken during aspirations for the City, as set over the four-year period the past year under the seven out in the Community Strategic of our Delivery Program. key focus areas that reflect Plan. They contribute to Actions are the activities our City Vision and underpin achieving the City Vision. and projects we commit to our integrated planning and Council has a custodial role in undertake each year, through reporting framework. working towards realising these delivery of our Operational We outline the year’s highlights objectives; however, it is not Plan, to achieve our strategies and challenges, and report on wholly responsible for achieving and deliver our objectives. every action we have taken them. Other partners, such as to pursue the objectives and state agencies and community strategies for each key focus groups have an important area, along with the funds we role to play in achieving these have spent to achieve them. objectives.

ACHIEVED NOT ACHIEVED IN PROGRESS Indicates an action Indicates that an Indicates that an was achieved action was not action is likely during the year. achieved, and to be achieved generally relates to in the following a target for the year reporting period. not being met.

ANNUAL REPORT 2018-2019 39 NAVIGATING THIS SECTION

1 $ 2 14 2 3 79.6M UNIQUE ACTIONS ACHIEVED IN PROGRESS CAPITAL WORKS EXPENSES $34.7 MILLION OPERATIONAL EXPENSES $44.9 MILLION

LANDSCAPE 4 Highlights Challenges Giant trash rack cleans up creek West Wallsend Heritage Master Plan A ‘trash rack’ that is one of the largest in We held three of community workshops Australia is trapping waste before it hits during the year to help develop the Draft our waterways. We installed this pioneering Master Plan. Development of the plan took device on Winding Creek at Glendale longer than anticipated but is progressing following discovery of large amounts well and is scheduled for public exhibition of waste in mangroves downstream. in 2019-2020, pending Council approval.

‘Green’ footpath trial Charlestown Pearson Street Crushed glass and recycled plastic Mall revitalisation strips have been used in a Hunter-first The concept design for the revitalised footpath project trialling environmentally Mall was met with delays but was sustainable ‘greencrete’. completed and approved for community Council crews poured a 30m ‘greencrete’ consultation in July 2019. Detailed design footpath on Steel Street, Redhead, in and implementation has been included March 2019, and will continue to monitor in Council’s 2019-2020 works program. its condition and performance.

Noxious weeds knocked out by drone In July 2018, Council deployed a drone along isolated cliff sections of Swansea Heads and Caves Beach to spray tracts of bitou bush – one of the worst weeds in Australia. The project was a first for the Hunter.

Compost giveaway We returned material collected through our green waste service to residents in the form of free compost. The giveaway has been made possible through the yearly diversion of up to 44,000 tonnes of food and garden waste from landfill.

42 LAKE MACQUARIE CITY COUNCIL ANNUAL REPORT 2018-2019 43

40 LAKE MACQUARIE CITY COUNCIL 1 KEY FOCUS AREA Each key focus area is colour coded to assist navigation of this section.

2 ACTIONS ACHIEVED, NOT ACHIEVED Unique landscape OR IN PROGRESS Details the status of each action at the end OBJECTIVE NATURAL ENVIRONMENTS ARE PROTECTED of the year. 5 AND ENHANCED

STRATEGIES STATUS ACTIONS Undertake works to protect Commence transition of Coastal Zone Management Plan to Coastal Management and enhance the health Program of aquatic and terrestrial Undertake environmental enhancement projects in accordance with the works ecosystems 3 FUNDS SPENT ON THIS FOCUS AREA program 6 7 Regenerate eight hectares of natural bushland8 through the Lake Macquarie Landcare Details the total funds spent and provides a Program, including weeding and planting activities Ensure Council-owned Ensure 100 per cent of bulk materials at or from City Works worksites is not subject to land is managed to protect adverse audit findings breakdown of total capital and operational and enhance natural environments Continue rehabilitation of McDonalds Quarry at Glendale, in accordance with the expenditure for this focus area. Quarry Rehabilitation Program Provide sustainable waste Continue Awaba Waste Management Facility expansion projects management services to meet community needs Investigate establishment of Community Recycling Centre for east side of the City

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 4 HIGHLIGHTS AND CHALLENGES offender

Provides highlights of our achievements and OBJECTIVE any challenges Council faced in delivering the WE HAVE VIBRANT TOWN CENTRES AND VILLAGES STRATEGIES STATUS ACTIONS actions for this focus area during the year. Plan for and implement Complete stage one of the Charlestown Pearson Street Mall revitalisation project improvements to economic incorporating actions from the Lake Mac Smart City, Smart Council Digital Economy centres and suburbs Strategy 5 OBJECTIVE

6 STRATEGY

7 STATUS

8 ACTION 44 LAKE MACQUARIE CITY COUNCIL

ANNUAL REPORT 2018-2019 41 UNIQUE LANDSCAPE

42 LAKE MACQUARIE CITY COUNCIL 14 2 $79.6M UNIQUE ACTIONS ACHIEVED IN PROGRESS CAPITAL WORKS EXPENSES $34.7 MILLION OPERATIONAL EXPENSES $44.9 MILLION LANDSCAPE Highlights Challenges Giant trash rack cleans up creek West Wallsend Heritage Master Plan A ‘trash rack’ that is one of the largest in We held three community workshops Australia is trapping waste before it hits during the year to help develop the Draft our waterways. We installed this pioneering Master Plan. Development of the plan took device on Winding Creek at Glendale longer than anticipated but is progressing following discovery of large amounts well and is scheduled for public exhibition of waste in mangroves downstream. in 2019-2020, pending Council approval.

ANNUAL REPORT 2018-2019 43 Unique landscape

OBJECTIVE NATURAL ENVIRONMENTS ARE PROTECTED AND ENHANCED

Regenerate eight hectares of natural bushland through the Lake Macquarie Landcare Program, including weeding and planting activities Ensure Council-owned Ensure 100 per cent of bulk materials at or from City Works worksites is not subject to land is managed to protect adverse audit findings and enhance natural environments Continue rehabilitation of McDonalds Quarry at Glendale, in accordance with the Quarry Rehabilitation Program

Provide sustainable waste Continue Awaba Waste Management Facility expansion projects management services to meet community needs Investigate establishment of Community Recycling Centre for east side of the City

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

OBJECTIVE WE HAVE VIBRANT TOWN CENTRES AND VILLAGES

STRATEGIES STATUS ACTIONS

Plan for and implement Complete stage one of the Charlestown Pearson Street Mall revitalisation project improvements to economic incorporating actions from the Lake Mac Smart City, Smart Council Digital Economy centres and suburbs Strategy

44 LAKE MACQUARIE CITY COUNCIL OBJECTIVE NEW DEVELOPMENT AND GROWTH COMPLEMENTS OUR UNIQUE CHARACTER AND SENSE OF PLACE

STRATEGIES STATUS ACTIONS

Optimise land use to meet Commence preparation of the Toronto Foreshore Master Plan social, environmental and economic needs of the City Prepare the West Wallsend Heritage Master Plan for public exhibition

Update Environmental Sustainability Action Plan

OBJECTIVE OUR NATURAL LANDSCAPE IS AN INTEGRAL PART OF OUR CITY’S IDENTITY

STRATEGIES STATUS ACTIONS Promote high quality Respond to all requests regarding unauthorised development and commence initial development investigations within 21 days. Implement Lead Expert Working Group recommendations assigned to Council within available resources

Commence and review of planning controls to provide a more place-specific emphasis to address medium density housing shortfalls Report on development application processing times for each development processing group

ANNUAL REPORT 2018-2019 45 LIFESTYLE AND WELLBEING

46 LAKE MACQUARIE CITY COUNCIL 28 $136.5M ACTIONS ACHIEVED CAPITAL WORKS EXPENSES $65.3 MILLION OPERATIONAL EXPENSES $71.2 MILLION

Highlights

Belmont Baths a new summer favourite New lifeguard facility at The $1.6 million redevelopment of Catherine Hill Bay Belmont Baths has restored Belmont Beach safety has been bolstered Bay as a swimming destination, with at one of Lake Macquarie’s most the added benefit of attractive and popular beaches with the opening of accessible contemporary facilities. a new lifeguard observation room in September 2018. The new observation The baths provide an all-abilities access room provides an excellent vantage ramp to a deep-water platform and point for our lifeguard crews. 70m-long netted swimming enclosure. Foreshore improvements completed in Reopening of Pelican Boat Ramp May added new showers and toilets, a family change room, accessible change Pelican Boat Ramp reopened to room and aquatic wheelchair storage. the public in March 2019 following a $1.2 million upgrade. Opening of Pasterfield Sports Complex The boat ramp is now safer and more accessible, which will benefit both More than 2000 people celebrated the the local residents and visitors who grand opening of the award-winning frequent our popular waterways. Pasterfield Sports Complex in August 2018, with Segway rides, an Aboriginal smoking We completed modifications to two ceremony, and cricket and AFL clinics among pontoons, which included adding a the day’s highlights. The free event was skirting to make it easier for boats to designed to showcase all that the move along the pontoons. In response 8 ha site at Cameron Park has to offer, to feedback from the community, including its playing field, giant children’s we also added docking wheels to playground and street-style skate park. assist vessels being moved from outside to inside the pontoons. The $15 million complex was funded wholly by local development contributions and is designed to service the burgeoning population of Cameron Park and surrounding suburbs.

ANNUAL REPORT 2018-2019 47 Lifestyle and wellbeing

OBJECTIVE OUR COMMUNITY HAS ACCESS TO ADAPTABLE AND INCLUSIVE COMMUNITY AND HEALTH SERVICES

STRATEGIES STATUS ACTIONS

Support and continue Deliver the water safety program ‘A Matter of Seconds’ to a minimum of 50 Lake Macquarie to develop services to primary schools promote community health and wellbeing Maintain a sustainable Lake Macquarie Family Day Care service Provide ocean lifeguard services at patrolled locations seven days a week for seven months of the year Provide initial response to reports of dog attacks within 12 hours Undertake 12 education and awareness programs including microchipping days and responsible pet ownership programs Implement actions from Deliver 2018-2019 actions as outlined in Youth Strategy supporting plans and strategies that support Deliver 2018-2019 actions as outlined in Ageing Population Strategy community health and Deliver 2018-2019 actions as outlined in Disability Inclusion Action Plan wellbeing Deliver 2018-2019 actions as outlined in Children and Family Strategy Deliver 2018-2019 actions as outlined in Aboriginal Community Plan Deliver actions in the Crime Prevention Strategy to address residential burglary, theft from motor vehicle, malicious damage and domestic violence Ensure public health Inspect all food and regulated premises, including public pools, tattooists and premises and related cooling towers, in accordance with food authority partnership and relevant legislative services meet legislative requirements requirements and community expectations 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

48 LAKE MACQUARIE CITY COUNCIL OBJECTIVE OUR PUBLIC SPACES HELP US FEEL HEALTHY AND HAPPY

STRATEGIES STATUS ACTIONS Ensure sports and recreational Undertake sports facility capital projects in accordance with the works program facilities and services are available to meet community Undertake parks and playgrounds capital projects in accordance with the works needs and expectations program Undertake lake aquatic capital projects in accordance with the works program Undertake swim centre capital projects in accordance with the works program

Attract more than 300,000 visits to Lake Mac Swim Centres

Maintain operational cost recovery of Council-managed swim centres at 50 per cent or higher Commence preparation of a City-wide parks strategy Ensure future development Undertake stormwater drainage construction projects in accordance with the supports the growth of our works program community Ensure public spaces and Undertake community buildings capital projects in accordance with the community buildings meet the works program needs of the community Undertake cemeteries capital projects in accordance with the works program

Undertake libraries and cultural facility capital projects in accordance with the works program Commence preparation of a master plan and plan of management for Rathmines Park

OBJECTIVE OUR VIBRANT CITY HAS EVENTS AND FESTIVALS THAT ENHANCE OUR LIFESTYLE

STRATEGIES STATUS ACTIONS Host and support a diverse Hold events including: range of festivals and events - Carols by Candlelight - Living Smart Festival - Lake Mac Festival (Australia Day) - Float Your Boat - Lake Macquarie Australia Day Awards - Lake Macquarie Sports Awards - activities to recognise and celebrate various national and international days and weeks (e.g. NAIDOC Week) - small-scale community and cultural events Administer the corporate sponsorship program to expend allocated budget

Administer community grants and the Lake Macquarie Games programs to expend allocated budget

ANNUAL REPORT 2018-2019 49 MOBILITY AND ACCESSIBILITY

50 LAKE MACQUARIE CITY COUNCIL 14 3 $69M ACTIONS ACHIEVED IN PROGRESS CAPITAL WORKS EXPENSES $42.6 MILLION OPERATIONAL EXPENSES $26.4 MILLION

Highlights Challenges

Inclusive amenities for Caves Beach Munibung Road to connect We commenced construction of a Boolaroo and Cardiff new Changing Places facility at Caves Progress on this project was delayed due Beach in accordance with our Disability to land access negotiations. Construction Inclusion Action Plan, and as part of a is expected to begin in late 2019. broader refurbishment of the amenities building at Caves Beach Reserve. Pedestrian projects delayed Pedestrian improvement projects for Improved access to Blacksmiths Cardiff, Gateshead, Kotara South and and Redhead Teralba have been rescheduled. We completed design for improved Construction of a pedestrian refuge at beach access to Blacksmiths Beach and Thomas Street, Cardiff was removed commenced construction of beach access from the 2018-2019 works program and works at Redhead Beach, in accordance will occur as part of a broader road with our Disability Inclusion Action Plan. reconstruction project programmed for Thomas Street in the next five years. Better bus stops Construction works commenced at We worked with Transport NSW to improve Sydney Street in Gateshead, however accessibility of bus stops and supporting the pedestrian crossing cannot infrastructure, in conjunction with changes be marked up until the required to the regional transport network. lighting is installed by Ausgrid. Kerb extensions and a ramp for Interchange and public a pedestrian crossing at Teralba transport advocacy Public School were rescheduled for Council continues to advocate for completion by the end of August 2019. improved public transport infrastructure and services across the City. Charlestown Transport Management Plan MOBILITY Preliminary consultation and analysis took longer than anticipated. The Draft Charlestown Transport Management Plan is almost complete and is scheduled AND for public exhibition in 2019-2020. ACCESSIBILITY

ANNUAL REPORT 2018-2019 51 Mobility and accessibility

OBJECTIVE IT IS SAFE AND EASY TO CONNECT WITH OTHERS AND GET AROUND OUR CITY

STRATEGIES STATUS ACTIONS

Ensure roads, drainage and Undertake kerb and gutter construction projects in accordance with the works associated infrastructure meets program community needs and service levels Undertake sealing of gravel roads in accordance with the works program

Undertake road resurfacing and rehabilitation projects in accordance with the works program Maintain roads, drainage and associated infrastructure in accordance with the annual maintenance program Complete construction of Munibung Road, connecting Boolaroo and Cardiff

Ensure active transportation Undertake footpath projects in accordance with the works program infrastructure meets community needs and service levels Undertake off-road cycleway projects in accordance with the works program

Undertake local traffic and transport infrastructure projects (e.g. bus shelters) in accordance with the works program

Prepare the Charlestown Transport Management Plan for public exhibition

Update works programs associated with the footpath and cycleway strategies to incorporate active transport objectives

OBJECTIVE PEOPLE OF ALL ABILITIES USE AND ENJOY OUR PLACES AND SPACES

STRATEGIES STATUS ACTIONS Ensure community and Work with Transport NSW to improve accessibility of bus stops and supporting transportation infrastructure are infrastructure, in conjunction with changes to the regional transport network accessible for people with a wide Commence construction of a Changing Places facility at Caves Beach as part of range of abilities the Disability Inclusion Action Plan, and as part of a broader refurbishment of the amenities building at Caves Beach Reserve Complete design for improved beach access to Blacksmiths Beach, and commence construction of beach access works at Redhead Beach, as part of the Disability Inclusion Action Plan

52 LAKE MACQUARIE CITY COUNCIL OBJECTIVE USER-FRIENDLY AND DIRECT PUBLIC TRANSPORT CONNECTS OUR TOWNS AND VILLAGES

STRATEGIES STATUS ACTIONS

Plan and advocate for the provision Advocate for improved public transport infrastructure and services of State public transport facilities across the City and services that meet community needs and service levels Advocate for State and Federal support for the Lake Macquarie Transport Interchange and north west Lake Macquarie area

OBJECTIVE NEW TECHNOLOGY SUPPORTS OUR TRANSPORT CHOICES

STRATEGIES STATUS ACTIONS

Ensure contemporary technology Implement strategic asset management systems, including mobile is utilised for managing the City’s capital works tools transportation infrastructure assets and operations Continue the implementation of technology to allow staff to access and action customer requests in the field

ANNUAL REPORT 2018-2019 53 DIVERSE ECONOMY

54 LAKE MACQUARIE CITY COUNCIL 13 $2M DIVERSE OPERATIONAL EXPENSES ACTIONS ACHIEVED

ECONOMY Highlights

High-energy tourism push Imagine Lake Mac Stunning natural beauty and jaw- Council set a goal to become one of the dropping outdoor pursuits starred in most productive, sustainable and liveable the biggest tourism push in the City’s places in Australia, following the adoption history. Developed by Destination of its Imagine Lake Mac strategy in June NSW and Lake Macquarie Tourism, 2019. The long-term strategy includes the $200,000 Love the Lake campaign aspirations for the future, which have targeted the lucrative overnight market been derived from extensive community with a 30-second promotional video consultation, to fulfil the City’s potential aimed squarely at under-45 visitors to provide the highest quality of life. More in search of adventure and fun. housing, transport options, and jobs in The campaign exceeded all targets set by and around the existing centres will drive Destination NSW, with 12 million advertising economic growth, provide easier access to impressions and more than 38,000 visits services and give rise to vibrant community to the Lake Macquarie campaign webpage, spaces for residents and visitors. while 10,000 leads were generated for our local tourism industry. These results Aqua tourism makes a splash delivered enormous potential to drive Council supported the launch of two tourism in Lake Macquarie and ensure new aquatic tourism products this year we’re front of mind when Sydneysiders operated by Lake Macquarie Cruises and think about their next weekend getaway. Coast XP. Council approved a development application for a third aquatic tourism Nurturing local nightlife and entertainment operator, Lake Macquarie seaplanes. The year saw adoption of the City’s Night Time Economy Strategy and public exhibition of a draft Event and Festival Strategy for 2019-2024.

ANNUAL REPORT 2018-2019 55 Diverse economy

OBJECTIVE OUR CITY IS A POPULAR DESTINATION WITH A WIDE VARIETY OF EXPERIENCES

STRATEGIES STATUS ACTIONS Raise the City’s profile as a Implement the 2018-2019 actions as outlined in the Lake Macquarie desirable visitor destination Destination Management Plan Initiate a minimum of 60 nationally-focused tourism media and editorial opportunities to promote the City Assist industry in the development of four quality tourism products for the City (for example, on-lake activities and tours) 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 Initiate two visitor economy research projects within the sporting and adventure tourism markets to assess growth and economic opportunities Partner with surf clubs to deliver high priority business development opportunities

Build a strong City identity Implement the City’s identity, image and positioning

56 LAKE MACQUARIE CITY COUNCIL OBJECTIVE WE HAVE AN ADAPTABLE AND DIVERSE ECONOMY

STRATEGIES STATUS ACTIONS

Promote an environment where Consider annual progress reports from Dantia to ensure continued alignment start-ups, small and medium with the City’s vision businesses are encouraged Advocate for red tape reduction for housing development and construction with relevant NSW Government entities Support businesses to build Support implementation of the 1 Gigabyte City initiative to provide a capability to use new technology high-speed, high-performance data network in order to realise economic opportunities

OBJECTIVE OUR GROWING POPULATION SUPPORTS A THRIVING LOCAL ECONOMY

STRATEGIES STATUS ACTIONS Ensure land use plans have the Publish key City demographic, development approvals and economic details appropriate balance of different on Council’s website annually land uses Develop evening and night-time economy policy

Exhibit a long-term land use strategy for the City - Lake Mac 2050

ANNUAL REPORT 2018-2019 57 CONNECTED COMMUNITIES

58 LAKE MACQUARIE CITY COUNCIL 19 3 2 $23.6M CONNECTED CAPITAL WORKS EXPENSES $3.6 MILLION ACTIONS ACHIEVED IN PROGRESS NOT ACHIEVED OPERATIONAL EXPENSES $20 MILLION

COMMUNITIES Highlights Challenges

Creating sustainable neighbourhoods Open data Sustainable Neighbourhood program Council has released 68 sets of data volunteers across the City contributed about the City and is now working 9300 hours towards more than 50 across the organisation to facilitate activities this year. Activities included public release of new data. This involves nature-play activities, Eco Angel clean-up reviewing data sensitivity and suitability. events and sustainability workshops. Windale Library and community facility Urban art connects The new facility will have a strong The Chimera, a striking 12m-tall sculpture technology focus, which has resulted towers like a shimmering sentinel over in project delays to allow technology Speers Point Park. The piece, installed in requirements to be written into design February 2019, is the latest addition to and construction documentation. the Creative Lake Sculpture Trail, which now incorporates 10 artworks dotted Cultural programs along a shared pathway around the lake. During 2018-2019, 2669 programs were delivered across Lake Macquarie's cultural Mobile library reaches out facilities, with 42,767 people attending. The Council’s mobile library van, The Rover, target was not achieved due to closure roamed the City, attracting 7608 visitors of the Art Gallery for expansion works. and recording 13,912 loans. Highlights of The Rover's packed itinerary included Aboriginal cultural heritage attendance at 24 community events and management reforms 14 trips to preschools for story-time. The implementation of the reforms cannot progress until the Aboriginal Free Wi-Fi Cultural Heritage Act has been We installed free Wi-Fi at Speers gazetted by Parliament. Point Park, Lake Mac Libraries, Lake Mac Centre for Performing Arts and Lake Mac Holiday Parks.

Me2 The Me2 Program provides opportunities for people with a disability to build networks and skills. This year, we hosted 32 free activities for 910 participants, who were accompanied by 250 carers, teachers and support workers.

ANNUAL REPORT 2018-2019 59 Connected communities

OBJECTIVE PUBLIC SPACES HELP CONNECT US WITH EACH OTHER AND THE WORLD

STRATEGIES STATUS ACTIONS

Empower our community to Implement new technologies, such as 3D printing, coding workshops or audio/ embrace technology digital media, in three library spaces Deliver a mobile library program where The Rover attends a minimum of 10 community events with 7000 customer interactions Engage with four host sites within the City on community renewable energy projects Eliminate barriers to accessing Increase to 100 the total number of Council data sets publicly available to information and services increase transparency and provide a resource to catalyse local innovation and app development Develop a diverse program of arts, literacy and technology for the new Windale Library and community facility Develop a cultural collections strategy and review collection procurement strategies to improve customer requests and access Expand free Wi-Fi at Council facilities and community events

Enhance community spaces with urban Facilitate four urban and public art projects for the City, including those listed and public art, place making and place in the works program activation Enable meaningful creative learning Deliver a minimum of 2800 cultural programs and activities at Lake Mac and cultural experiences Libraries and Lake Macquarie City Art Gallery

OBJECTIVE WE ARE A SUPPORTIVE AND INCLUSIVE COMMUNITY

STRATEGIES STATUS ACTIONS Implement and review plans and Hold at least 60 activities in Council’s Over 55s program and 12 activities in the strategies to support an inclusive You’re Kidding Me program to educate families and older people, and ensure community that they are able to participate in the community Undertake 10 capacity-building initiatives with local services and communities to meet the needs of disadvantaged groups or isolated communities Implement six actions in Council’s Disability Inclusion Action Plan that develop positive community attitudes and behaviours, and support meaningful access to employment

Receive at least 20 nominations for the Lake Macquarie Australia Day Awards

Commence implementation of Aboriginal cultural heritage management reforms as outlined in the Aboriginal Cultural Heritage Act Support volunteer and community Work with community groups to deliver capital works on at least 10 local groups to increase community capacity facilities

60 LAKE MACQUARIE CITY COUNCIL OBJECTIVE WE ARE PROUD OF OUR CITY’S HERITAGE AND CULTURES

STRATEGIES STATUS ACTIONS Celebrate our Aboriginal and Torres Produce and distribute four editions of the Koori Grapevine newsletter to provide Strait Islander culture and other information to the Aboriginal community on relevant programs and projects cultures 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 Seek opportunities to facilitate the interpretation of Aboriginal cultural heritage throughout the City, for example, artwork and interpretive signage 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

OBJECTIVE OUR COMMUNITY RESPONDS AND ADAPTS TO CHANGE

STRATEGIES STATUS ACTIONS

Adapt our City to a changing climate Complete hazard assessment and commence cost benefit and distribution analysis to inform the Pelican Blacksmiths Local Adaptation Plan Deliver emergency preparedness workshops to at least five community groups and promote the Early Warning Network Empower our community to adopt Support the Sustainable Neighbourhoods Program to deliver environmental sustainable behaviours sustainability initiatives and activities that attract at least 4000 attendees and volunteers 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 Encourage uptake of smart and Develop an electric vehicle charging strategy for the City sustainable infrastructure

ANNUAL REPORT 2018-2019 61 CREATIVITYCREATIVITY

62 LAKE MACQUARIE CITY COUNCIL 5 $3.8M CREATIVITY CAPITAL WORKS EXPENSES $1.6 MILLION ACTIONS ACHIEVED OPERATIONAL EXPENSES $2.2 MILLION

Highlights

Belmont Beers, Blues and BBQ Arts, Heritage and Culture The Belmont Beers, Blues and BBQ We achieved 57 of 67 actions planned Festival has won a spot on the City’s for 2018-2019 under our Arts, Heritage annual calendar after 1500 blues and and Cultural Plan 2017-2027. brews fans packed Belmont foreshore for Highlights included receipt of 10 the inaugural event in May. The festival grants, worth $2.65 million in total, to featured craft brewers, music by The deliver just over $5 million in programs Bondi Cigars and some of the Hunter’s and infrastructure. Council’s Cultural best ‘slow and low’ barbecue exponents. Collections, comprising the Art Gallery and Heritage Archives, acquired 69 artworks, 90 Float Your Boat photographs, objects and catalogues, as A magical flotilla of lights, Float Your well as 79 civic items for their collections. Boat, attracts more than 20,000 people In addition, 10 public art commissions to the lake foreshore over two nights in were completed and added to the June. This year, vessels adorned with fairy City's cultural asset register. lights and neon tubing lit up the lake with weird and wonderful characters. A giant turtle, pineapple and koala drifted by, comically pursued by a marauding T-rex.

Lake Mac Heritage Symposium Council launched the Lake Mac Heritage Symposium in March 2019. The free event, open to all, is designed to support the continuing work of volunteers and professionals in caring for collections of historic significance.

Cultural volunteers program In 2018-2019, 58 volunteers were engaged in creative programs across Council facilities including Lake Mac Art Gallery, SEEN@Swansea, Lake Mac Libraries and community history.

ANNUAL REPORT 2018-2019 63 Creativity

OBJECTIVE CREATIVE THINKING DRIVES OUR CITY

STRATEGIES STATUS ACTIONS Create opportunities that provide Undertake 2018-2019 actions as outlined in the Arts, Heritage and Cultural Plan open communication, partnerships and leadership with the creative and cultural sector

OBJECTIVE OUR CITY HAS A STRONG CREATIVE INDUSTRY

STRATEGIES STATUS ACTIONS Investigate opportunities for Identify and develop three income-generating programs within the creative improving income generation in the and cultural economy cultural sector

OBJECTIVE CULTURAL EXPERIENCES AND PUBLIC ART CONNECT US WITH THE PAST, PRESENT AND FUTURE

STRATEGIES STATUS ACTIONS Develop a suite of interpretation Host a minimum of four heritage network meetings and deliver engagement themes and sites around the City and awareness programs within the sector Run a cultural volunteer program with a minimum of 50 volunteers actively engaged in cultural programs Deliver two virtual space projects that exploit technology to bring to life our history, landscape and oral history

64 LAKE MACQUARIE CITY COUNCIL ANNUAL REPORT 2018-2019 65 SHARED DECISION MAKING

66 LAKE MACQUARIE CITY COUNCIL 12 1 $3.7M ACTIONS ACHIEVED NOT ACHIEVED CAPITAL WORKS EXPENSES $0.2 MILLION OPERATIONAL EXPENSES $3.5 MILLION

Highlights

Hunter Joint Organisation Keeping content engaging Council continued to contribute to the Video content for Council's regional strategic planning process website increased, with 89 through the Hunter Joint Organisation videos created in 2018-2019. as well as the Greater Newcastle Metropolitan Plan Steering Group. Counter service On average, customers were greeted Youth Advisory Council at Council’s customer service counter Council supported 12 meetings of the within two minutes and 48 seconds. Lake Macquarie Youth Advisory Council, which offers young people the opportunity to participate in the public life of Lake Challenges Macquarie City, advocate for issues important to young people and participate Call centre wait times in the planning, running and evaluation This financial year, we answered 64 per cent of local youth initiatives and projects. of calls to our Customer Service Centre within 30 seconds. This was short of our Online consultation proves popular target of 80 per cent. The introduction of a new customer request management system The year saw more than 50,000 visits to the in November 2018 was one of several Shape Lake Mac online engagement portal, factors that affected our performance. with 33 active projects including the Draft Operational Plan 2019-2020 and Draft Lake Mac Libraries Strategic Plan 2019-2024.

Interagency Approximately 350 people attended Lake Macquarie Interagency meetings including two combined sessions with Newcastle Interagency. Topics covered included alcohol and other drugs, homelessness, small business support, mental health, self- care, volunteering and social enterprise.

ANNUAL REPORT 2018-2019 67 Shared decision making

OBJECTIVE PARTNERSHIPS BETWEEN COMMUNITY, GOVERNMENT AND BUSINESS BENEFIT OUR CITY

STRATEGIES STATUS ACTIONS

Develop and maintain a network of Contribute to the regional strategic planning process through the key agencies, organisations, peak Hunter Joint Organisation of Councils bodies and community groups Facilitate five meetings of the Lake Macquarie Interagency, eight meetings for children’s or family services, and conduct two training sessions for community groups Influence decisions that impact Provide solutions-focused submissions and attend appropriate workshops our region and consultation forums regarding Government policy reviews

OBJECTIVE WE KNOW HOW AND WHY DECISIONS ARE MADE

STRATEGIES STATUS ACTIONS Deliver high quality and informative Answer 80 per cent of phone calls to Customer Service Centre within 30 customer service seconds Greet customers at the Customer Service counter within three-and-a-half minutes on average Maintain and improve website content and processes to enhance the customer experience Develop a process to close the loop with customers on finalising the outcome of service requests Develop a process for benchmarking Council’s quality of customer service

Provide clear, accessible and Increase video content and investigate new tools for Council’s website and relevant information to the intranet community Use interactive online tools to present progress of Council’s Operational Plan and financial performance

68 LAKE MACQUARIE CITY COUNCIL OBJECTIVE OUR COMMUNITY INFLUENCES DECISIONS THAT SHAPE OUR CITY

STRATEGIES STATUS ACTIONS Actively engage with and seek Identify new opportunities for community engagement and provide a broad direction from the community and range of engagement tools to ensure accessibility for community participation key stakeholders Provide resources to support 10 meetings of the Lake Macquarie Youth Advisory Council, with outcomes of meetings informing Council’s strategies and plans Provide our customers with simple Increase the number of people registered to receive their rates by email to and convenient ways to access and more than 4000 do business with Council

ANNUAL REPORT 2018-2019 69 BUSINESS ACTIVITIES

Council is involved in a range of entrepreneurial activities. Profits generated by Council businesses are returned to the community through the provision of new or improved services and facilities. Council reports annually on the performance of its two key business units, City Works and Property and Business Development, against actions outlined in the Operational Plan.

70 LAKE MACQUARIE CITY COUNCIL BUSINESS ACTIVITIES

ANNUAL REPORT 2018-2019 71 CITY WORKS

City Works provides a wide range of civil Carrying out private works and services also engineering, construction and maintenance works enables City Works to benchmark itself against and services, plus open space maintenance, private enterprise and demonstrates that its signwriting, and building trades services to works and services carried out for Council are private clients. done in an industry-competitive manner. The profits generated from external works City Works' private works also contribute to contribute to Council’s General Fund and are the maintenance of plant, equipment and skills channelled back to the community through that might not otherwise be affordable or improved and additional services. commercially viable.

OBJECTIVE EXTERNAL WORKS PROVIDE ADDITIONAL REVENUE TO COUNCIL

STRATEGIES STATUS ACTIONS Undertake external works to generate commercial returns and Undertake external works that generate a profit of provide benchmarking opportunities against broader industry greater than five per cent of actual costs

72 LAKE MACQUARIE CITY COUNCIL PROPERTY AND BUSINESS DEVELOPMENT

Property and Business Development management of our Holiday Parks, maximises the long-term value of as well as property valuation, land Council’s property portfolio and reclassifications, disposal and provides a range of services including acquisition.

OBJECTIVE WE PROVIDE A HIGH STANDARD OF FACILITIES AT OUR HOLIDAY PARKS

STRATEGIES STATUS ACTIONS Continually improve Undertake Holiday Park projects in accordance with the works program amenities at Holiday Parks where feasible Develop and implement an annual asset management plan for each Holiday Park

Develop and implement an annual marketing plan with a comprehensive strategy, budget and action plans to enhance the profile of Lake Mac Holiday Parks Ensure holiday park fees Carry out an annual benchmarking report prior to setting the fees and charges each and charges are in line with year industry standards

OBJECTIVE MAXIMISE THE LONG-TERM VALUE OF COUNCIL’S STRATEGIC PROPERTY PORTFOLIO

STRATEGIES STATUS ACTIONS Manage strategically Report on actions undertaken in town centres that address development held properties and opportunities, constraints, value-add and disposal options for Council-owned land holdings to create operational classified land reoccurring income Undertake actions to manage Council-owned operational holdings outside town and increase return on centres in accordance with the 10-year strategic review investment

Update and implement asset management plans for Council-owned investment holdings in line with return on investment parameters

Apply the Lease Equity Renew all applicable leases and licenses that expire during the year in line with the Model for leased facilities Lease Equity Model

ANNUAL REPORT 2018-2019 73 STATUTORY REPORTING

This section of the Annual Report includes information required from NSW councils under the Local Government (General) Regulation 2005. These requirements have been included in the Regulation because the information is important and helps the community understand how their council has performed, as both a service provider and a community leader. An index to the statutory reports contained in this section is provided on page 152. Under the Local Government Integrated Planning and Reporting Framework, a comprehensive State of the Environment Report is required every four years. In addition, Council prepares an annual State of the Environment Report each year to provide information on progress in implementing the Lake Macquarie Sustainability Action Plan. The 2018-2019 Lake Macquarie City State of the Environment Report is published as a separate volume of this Annual Report.

74 LAKE MACQUARIE CITY COUNCIL ANNUAL REPORT 2018-2019 75 GOVERNANCE AND PERFORMANCE

76 LAKE MACQUARIE CITY COUNCIL CITY GOVERNANCE

Lake Macquarie City Council exists as a body politic under the NSW Local Government Act 1993 (the LG Act). We deliver our statutory roles, functions and objectives through a democratic and corporate governance structure.

DEMOCRATIC GOVERNANCE

Community  Mayor and Councillors The community elects the The elected Council Mayor and Councillors appoints the Chief Executive Officer

CORPORATE GOVERNANCE

Chief Executive Officer  Executive Team  Senior Leadership Network and staff The Chief Executive Officer The Executive Team provides appoints all other staff, strategic and operational The Senior Leadership including the Executive Team. leadership within the Network (managers, organisation and ensures coordinators and key the organisational strategy staff) lead the day-to-day is executed effectively and operations of Council. efficiently.

ANNUAL REPORT 2018-2019 77 ELECTED CHIEF EXECUTIVE INTERNAL COUNCIL OFFICER OMBUDSMAN Thirteen Councillors, The elected Council appoints Council is committed to including the Mayor, make the Chief Executive Officer good governance and the up the decision-making (CEO), and the CEO appoints highest standard of ethical body of Council. The City is all other staff, including the behaviour and accountability. divided into three wards, Executive Team. The CEO The Internal Ombudsman North, East and West. Each reports to the Mayor and is combines an investigatory ward is represented by four the only Council staff member function with the capacity Councillors. to whom the Council can to identify improvement The Mayor is elected by provide direct instructions. opportunities within Council’s popular vote, using an The CEO works closely with governance framework. optional preferential method the elected Council in setting The Internal Ombudsman of voting. Both the Mayor and the long-term direction provides residents, community Councillors hold office for of the organisation, and members, local businesses, four years. is responsible for leading staff, Councillors and employees in implementing other Council stakeholders these plans. with an ‘independent ear’ regarding complaints about administrative conduct, EXECUTIVE ethical behaviour, corrupt TEAM conduct, misconduct or Led by the CEO, Council’s maladministration. Executive Team comprises six senior staff members who were appointed, in consultation with the elected Council, across 2017-2018 and 2018-2019 following a review of Council’s organisational structure.

78 LAKE MACQUARIE CITY COUNCIL COUNCIL ROLE OF THE MAYOR AND STANDING COMMITTEE ELECTIONS COUNCILLORS MEETINGS Under the LG Act, council The Mayor acts in the capacity Council has six Standing elections are held on the of a Councillor, as well as Committees that meet second Saturday in September Mayor of Lake Macquarie monthly to consider a every four years. City. The Mayor presides broad range of matters. All at meetings of the Council Councillors are members of and carries out the civic these Standing Committees. COUNCIL and ceremonial functions The Standing Committees MEETINGS of the Mayoral office, such include: Council normally meets as hosting citizenship Organisational services on the second and fourth ceremonies. standing committee Monday of each month from A Councillor represents Development and planning February to December each residents and ratepayers, standing committee year. The meetings are held provides leadership and Service delivery standing in the Council Chambers at guidance to the community committee the Administration Building. and facilitates communication Meetings are open to the between the community Planning for the future public with the exception of and the Council. Their role standing committee confidential items. Council is to represent the Lake Built and natural assets commenced live streaming of Macquarie community and standing committee its meetings in February 2019. make decisions in the best General business standing interest of the public and the committee environment.

ANNUAL REPORT 2018-2019 79 Our Councillors and wards

NORTH WARD MAYOR Cr BRIAN ADAMTHWAITE Cr KAY FRASER Cr KEVIN BAKER Cr BARNEY LANGFORD NORTH WARD Cr COLIN GRIGG

Glendale Cardiff

Charlestown WEST WARD Warners Bay Cr DAVID BELCHER Cr JASON PAULING Cr WENDY HARRISON Cr LUKE CUBIS Toronto EAST WARD

WEST WARD Belmont

EAST WARD Cr ADAM SHULTZ Cr NICK JONES Cr CHRISTINE BUCKLEY Cr JOHN GILBERT Morisset Swansea

Wyee

COUNCILLOR PROFESSIONAL DEVELOPMENT

Council supports ongoing Council supported professional activities and three internal professional development development by facilitating professional development for the Mayor and Councillors Councillor attendance at activity types including briefing to ensure they can fulfil relevant conferences, forums, sessions. The total cost of their statutory roles and and seminars, and providing training and professional responsibilities. regular briefing sessions development provided to The Mayor and all Councillors conducted by Council. the Mayor and Councillors participated in ongoing In 2018-2019, Council provided (incorporating Councillors’ professional development the Mayor and Councillors with attendance at conferences/ during 2018-2019. support to attend 12 external seminars, including transport professional development and accommodation) was $52,951.

80 LAKE MACQUARIE CITY COUNCIL MAYOR

COUNCILLOR KAY FRASER (ALP) As a resident of Lake Macquarie for more than Cr Fraser is passionate about social justice and 40 years, and popularly elected as Mayor of Lake ensuring that everybody has access to necessary Macquarie City in September 2016, Cr Fraser services, a cause close to her heart that she also understands that our City offers an incredible pursued throughout her working life, prior to the lifestyle, with world-class infrastructure, Mayoral election. She believes that the people of engaged and connected communities, a strong Lake Macquarie City should have a quality of life and diversified local economy and superb that meets their needs, increased opportunities natural beauty. for education, employment and a lifestyle that Having had the privilege of representing the promotes a strong connection to the community residents of East Ward for the past 12 years, and the environment. Cr Fraser remains committed to making Lake Macquarie a great place to live, work and visit, and she's delighted to be building on the successes of previous councils.

ANNUAL REPORT 2018-2019 81 NORTH WARD

COUNCILLOR BRIAN ADAMTHWAITE (ALP) COUNCILLOR KEVIN BAKER (LIB)

Cr Adamthwaite is a former primary school Cr Baker has experience in a range of business principal and long-term Lake Macquarie and industry sectors, including industrial, resident serving his second term on Council. electrical, automotive, engineering, mining, He was motivated to become involved in local government, aged care and not-for-profit. local government by a desire to protect Elected to Council in 2016, Cr Baker has and improve the qualities of the City. two children and lives in Cameron Park. Cr Adamthwaite believes Council should be As vice-chairman of HeartKids NSW, he responsive to the needs of its community works with families of children living with and provide the services and infrastructure congenital heart disease and has first-hand needed to enhance residents’ quality experience raising a young child battling a of life. He wants to ensure that Council serious illness. Cr Baker is also a director planning optimises the strengths of the of the Hunter Breast Cancer Foundation. built and natural environment and mitigates As a former Australian Apprentice of the Year, problems that have occurred in the past. he has a strong interest in skills training and Cr Adamthwaite is committed to enhancing creating apprenticeship opportunities for young economic development through strategies that Australians, as well as older people looking to improve employment prospects and support reskill. Cr Baker is passionate about giving back local business to start up, grow and expand. to the community by supporting those in need.

Adamstown Heights, Barnsley, Cameron Park, Cardiff, Cardiff Heights, Cardiff South, Charlestown, Dudley, Edgeworth, Garden Suburb, Glendale, Highfields, Hillsborough, Holmesville, Kahibah, Kotara South, Mount Hutton, New Lambton Heights, Rankin Park, Seahampton, Warners Bay, West Wallsend, Whitebridge

82 LAKE MACQUARIE CITY COUNCIL COUNCILLOR BARNEY LANGFORD (ALP) COUNCILLOR COLIN GRIGG (LMIND)

Cr Langford has spent a lifetime working with Cr Grigg has spent most of his working life in the and for young people. As a teacher with the ministry and is serving his first term on Council. Department of Education, he founded 2 Til 5 He uses his professional knowledge to help Youth Theatre, now Tantrum Youth Arts, and was the Lake Macquarie community become an its artistic director for 22 years. Cr Langford also even greater place to live, work and visit. He is managed the Loft Youth Arts and Cultural Centre, dedicated to helping local people live better in Newcastle, before its closure in 2013. lives in a variety of ways. He is serving his second term on Council and Cr Grigg aims to encourage positive development has a focus on fostering community cohesion and innovation in the areas of the environment, and building social capital. Cr Langford is keen affordable housing, the arts, sports and tourism. to promote strategies in which the community By building on the foundations of past elected and Council can work together to develop better councils, Cr Grigg’s vision is to see the City move outcomes for the community. forward and harness its full potential.

To view contact details for our Councillors, visit lakemac.com.au

ANNUAL REPORT 2018-2019 83 WEST WARD

COUNCILLOR DAVID BELCHER (ALP) COUNCILLOR JASON PAULING (LIB)

A first-term councillor, Cr Belcher has worked Cr Pauling is an active member of the widely in disability support and advocacy, Hunter business community with a and understands the need to build inclusive professional background in operations communities where all members are valued management. He is serving his second term on and have an opportunity to contribute. Council. Cr Pauling is president of the University His passion for disability advocacy and of Newcastle Hunter Alumni Network and a community inclusion stems from his personal former Board Member of Tourism Hunter and experience of living with lumbosacral the Hunter Business Chamber. He has a diverse agenesis and being a wheelchair user. This work history, including experience in the mining first-hand knowledge gives Cr Belcher industry, with the former BHP Newcastle unique insight and skills in identifying the Steelworks and with Franklins Charlestown. needs of those within our community. A community advocate, Cr Pauling believes his Cr Belcher’s focus is to build universally hands-on experience in a range of professions accessible infrastructure and ensure and industries brings a real-world perspective Lake Macquarie is a friendly, vibrant to his role as a Councillor. He is committed and disability-confident City. to easing bureaucratic barriers and making it simpler for people to interact with Council.

Arcadia Vale, Argenton, Awaba, Balcolyn, Balmoral, Blackalls Park, Bolton Point, Bonnells Bay, Boolaroo, Booragul, Brightwaters, Buttaba, Carey Bay, Coal Point, Cooranbong, Dora Creek, Eraring, Fassifern, Fennell Bay, Fishing Point, Freemans Waterhole, Kilaben Bay, Killingworth, Lakelands, Macquarie Hills, Mandalong, Marmong Point, Martinsville, Mirrabooka, Morisset, Morisset Park, Myuna Bay, Rathmines, Ryhope, Silverwater, Speers Point, Sunshine, Teralba, Toronto, Wakefield, Wangi Wangi, Warners Bay, Windermere Park, Woodrising, Wyee, Wyee Point, Yarrawonga Park

84 LAKE MACQUARIE CITY COUNCIL COUNCILLOR WENDY HARRISON (IND) COUNCILLOR LUKE CUBIS (LMIND)

Cr Harrison is a fourth-term Councillor with Cr Cubis is a director of software extensive experience in local government company ItsFound and task and governance. She has served as Deputy outsourcing platform Employs Au. Mayor of Lake Macquarie on four occasions. The west ward Councillor also has an A long-term resident of Lake Macquarie, extensive educational background with Cr Harrison is keen to see the lifestyle and a Bachelor of Teaching/Bachelor of Arts natural assets of the area protected, and double degree and a Master of Education. employment opportunities enhanced through With his technological expertise, Cr Cubis sustainable economic development. envisions a City that is a global leader across Cr Harrison is working to ensure Council all sectors, including innovation, business, provides value for ratepayers by delivering investment, technology and governance. He quality services and facilities through strong also has a keen interest in local government leadership and good governance. She is matters and loves Lake Macquarie City. committed to creating a City that embraces diversity, where all citizens feel included and want to contribute to its future.

To view contact details for our Councillors, visit lakemac.com.au

ANNUAL REPORT 2018-2019 85 EAST WARD

COUNCILLOR ADAM SHULTZ (ALP) COUNCILLOR NICK JONES (LIB)

Cr Shultz grew up in and attended public Cr Jones is a lifetime resident of Lake Macquarie schools throughout Lake Macquarie before and successful local businessman with completing his tertiary education at the strong community connections. Prior to his University of Newcastle with degrees in election to Council in 2016, he was involved Business and Commerce, a Diploma of in a number of community campaigns and Financial Services and a Master of Public consultation, including representations Policy from the University of Sydney. on Council's policies on sea level rise. Cr Shultz is in his first term on Council and Cr Jones brings to his role a background in brings his experience in small business, financial small business and extensive experience services, public policy and politics to advocate across government, corporate governance and for improved opportunities for the City. He finance. Cr Jones is a former member of Lake believes Lake Macquarie can achieve economic Macquarie's Youth Council and is committed to growth and strategic diversification while helping shape outcome-focused Council policy. maintaining the lifestyle and wellbeing of its residents. He is passionate about facilitating policy settings that will promote economic growth and job opportunities while enhancing the natural environment that residents enjoy.

Belmont, Belmont North, Belmont South, Bennetts Green, Blacksmiths, Cams Wharf, Catherine Hill Bay, Caves Beach, Crangan Bay, Croudace Bay, Eleebana, Floraville, Gateshead, Jewells, Little Pelican, Marks Point, Moonee, Murrays Beach, Nords Wharf, Pelican, Pinny Beach, Redhead, Swansea, Swansea Heads, Tingira Heights, Valentine, Windale

86 LAKE MACQUARIE CITY COUNCIL COUNCILLOR CHRISTINE BUCKLEY (ALP) COUNCILLOR JOHN GILBERT (LMIND)

Cr Buckley is a long-term resident of Lake A business operator and employer in the Macquarie and has worked extensively in the East Ward area for the past 25 years, Cr community sector, including in employment Gilbert is serving his first term on Council. services, disability services and community His key policy interests are affordable education. Cr Buckley is serving her first housing, youth employment and tourism. term on Council. She has deep insight and He is also an advocate for protecting public experience in employment and training assets and utilities, and local jobs. issues, financial literacy and family violence Cr Gilbert believes Council can play a greater role through management and coordination roles in being a provider of public and professional with Job Network services in the ACT and services, generating employment, new tourism Broken Hill, the Smith Family, and the Hunter opportunities and creative housing solutions. Domestic Violence Court Advocacy Service. As a supporter of 'bigger government', Cr Buckley has a long-term interest in politics, he is committed to more service through her association with the Labor Party, provision for the people of the City. and believes her combined personal and professional background has equipped her to be an effective representative for the community.

To view contact details for our Councillors, visit lakemac.com.au

ANNUAL REPORT 2018-2019 87 Our organisation

Lake Macquarie City Council As a Council, we are committed We are committed to is a modern, progressive to improving customer transforming the way we deliver organisation that is responsive experience across all services key services by supporting to change and contributes we deliver. We are also innovation, utilising technology to a fairer society. Council committed to optimising and nurturing collaboration. advocates for the Lake both community engagement The Lake Macquarie community Macquarie community and is a and the use of technology to values this approach, reporting capable partner for government improve customer experiences 91 per cent satisfaction and other stakeholders. and workforce productivity. with the service Council The organisation employs more provides. than 1100 people across an extensive range of professions.

Our values

In the workplace, organisational values support the culture of our organisation. They are the ‘glue’ that brings us all together in achieving our Council and community goals.

OUR VALUES ARE:

SHAPING open thinking OUR FUTURE being adaptable to change empowering people to find better ways of doing things taking advantage of new technologies finding innovative ways to do business.

LEADING being prepared to make difficult decisions AT ALL LEVEL S actions and decisions that are consistent, transparent and open being resilient and not afraid of challenges or making tough decisions taking responsibility for one’s own actions representing Council in a professional manner.

WORKING helping others to achieve their goals and supporting people to TOGETHER make decisions making a contribution to individual, team and organisational improvement taking the time to create relationships that are mutually beneficial working together to succeed together creating a flexible workplace where people enjoy coming to work.

88 LAKE MACQUARIE CITY COUNCIL Organisational structure

David Hughes John Ferguson

Service Built and Delivery Natural Assets Morven Cameron • Asset Management • Arts, Culture and Tourism • City Works • Community Partnerships Tony Farrell • Environmental Systems Justin Day • Leisure Services • Waste Services Capital works program

Development Chief Planning and Planning Executive for the Future • Development Assessment and Certiﬁcation Ofﬁcer • Internal • City Projects • CEO and • Development Ombudsman • Financial Services Mayor Support Contributions • Internal Major projects • Integrated Planning Audit and strategies

Laura Kendall Regulation Organisational Andrew Baxter and Compliance Services • Environmental • Business Information Regulation and and Technology Solutions Compliance • Communications and • Legal Corporate Strategy • People, Culture and Risk • Property and Business Development • Customer Experience

EXECUTIVE TEAM STRATEGIC REVIEW

The Executive Team is Council commenced a strategic We continue to implement our responsible for leading review during 2017-2018 to reconfigured structure, and the organisation. The team create a new cluster-based work together to: provides support to staff and organisational structure. During improve customer is working collaboratively 2018-2019, Council continued experiences to create a contemporary, to review further levels of this increase role satisfaction innovative organisation in structure. The review focused and an engaged workforce which activity-based working on aligning similar teams and provide more and project teams revolutionise moving from a traditional opportunities for front- customer experiences. hierarchy to a more flexible line decision making At 30 June 2019, 18 departments collaborative structure that operated within the six clusters enables us to be more dynamic be more dynamic in the and the CEO’s Office to deliver in the way we work, and way we work services and projects for the improves frontline decision increase our efficiency community. These departments making. identify opportunities for had 1104 full-time equivalent better sustainability and (FTE) employees. risk minimisation.

ANNUAL REPORT 2018-2019 89 Workforce structure and leadership clusters

CEO Morven Cameron Executive and Mayor support The Executive Team is led by the Chief Executive Officer and six cluster leaders. Internal Ombudsman and Internal Auditor

BUILT AND DEVELOPMENT ORGANISATIONAL NATURAL ASSETS AND PLANNING SERVICES DIRECTOR HEAD DIRECTOR David Hughes Justin Day Laura Kendall Asset Management Development Assessment Business Information and City Works and Certification Technology Solutions Environmental Systems Integrated Planning Communications and Corporate Strategy Capital works program Development Contributions Customer Experience This cluster champions Built and Natural Assets People, Culture and Risk champions our environment sustainable development and Property and Business to support vibrant, resilient planning services critical to the Development communities. The cluster economic vibrancy and values of the City. Through engagement is responsible for strategic Organisational Services ensures and collaboration, and by planning, program delivery leading practice is applied to all balancing the expectations and community engagement business systems and support of developers and the wider to enhance our City’s unique activities. Through innovation, community, it adopts innovative, lifestyle and landscape. It partnership and research, the effective and efficient service works together as custodian cluster ensures our business improvements. The cluster of our community’s assets, support functions encourage strives to break down legislative through strategic and proactive and enable an efficient, barriers to deliver the City’s management. It embraces contemporary organisation. The vision and steer investment to technology and innovation cluster is dynamic and creative, get the best outcomes for the to produce results that are challenging other areas of community. sustainable and cost-effective, the organisation and service and improve quality of life for providers to put the customer our community. experience first. It is flexible at all times, changing behaviours and adopting new technology whenever necessary to solve problems and deliver cutting- edge solutions.

90 LAKE MACQUARIE CITY COUNCIL PLANNING FOR REGULATION AND SERVICE DELIVERY THE FUTURE COMPLIANCE DIRECTOR DEPUTY CEO DIRECTOR John Ferguson Tony Farrell Andrew Baxter Arts, Culture and Tourism City Projects Environmental Regulation Community Partnerships and Compliance Financial Services Leisure Services Legal Major projects and strategies Waste Services Council is committed to Planning for the Future Service Delivery is driven by a improving the quality of its focuses on major strategies passion for delivering services, regulation including limiting, and projects that enhance the and exploring and delivering where possible, the burden of City’s economy and improve the many ways services can be regulation on local businesses services and infrastructure provided to the community. The and residents. Underpinned by for the community. It engages cluster is guided by meaningful a comprehensive risk-based people from all parts of the community and commercial decision-making framework, organisation in cross-functional partnerships, and embraces teams within this cluster are project teams to deliver major effective and innovative committed to achieving robust capital works and City-wide service delivery models. It is outcomes. Collaborating strategies. flexible and dynamic with an with peers and streamlining The cluster performs strategic industry-leading end-to-end processes are core to our financial management to approach, always focused on work. This unique approach deliver excellent value for rates, the community we serve. The encourages a more responsive maximise returns from Council’s cluster leads collaboratively and and transparent organisation, financial resources and leverage innovatively to plan and deliver capable of focusing compliance external funding partnerships. efficient, effective and creative resources and support where It is also responsible for quality projects. This approach ensures they are needed most. design and project management we remain in a strong financial services that deliver timely and position to grow the City and budget-sensitive projects. provide first-class community facilities.

ANNUAL REPORT 2018-2019 91 Our workforce

WORKFORCE PROFILE

    

HEADCOUNT FTE MALE FEMALE TURNOVER RETIREMENT RATE 1272 1104 57% 43% 12% 2.4%

In 2018-2019, Council engaged the range of professions Importantly, our rate of in a range of transformational across Council has 77 per cent for overall staff activities. diversified, with a greater engagement was above the Overall, these activities align focus on emerging local government average of to our organisational values skills such as financial 73 per cent, and the all-industry of Shaping the future, Working analysis, business system average of 69 per cent. Areas together and Leading at all development, project rated above 80 per cent staff levels. management, as well as satisfaction include mission, new roles for trainees and ethics, role clarity, safety, The composition of our apprentices. supervision, talent, teamwork, workforce has changed work/life balance, team and during 2018-2019. Our 2019 staff engagement survey showed Council had job satisfaction. Significantly: satisfaction levels above Overall, the results showed the average employee age all other local government Council, despite a period of has decreased from 57 years participants in a majority of significant organisational to 45 years areas, and rated above several change, continues to have the average years of service other industry sectors across an engaged and committed has almost halved, from many survey areas. workforce. nine years to five years our turnover increased to 12 per cent, with an increase in retirements

92 LAKE MACQUARIE CITY COUNCIL WORKFORCE MANAGEMENT STRATEGY

Our Workforce Management The Strategy includes an implementing Council’s Strategy ensures we have analysis of Council’s workforce Staff Sustainability Strategy, the people, experience requirements in relation to highlighting the four pillars and expertise required to the Community Strategic of sustainability – social, implement our four-year Plan and Delivery Program, environmental, economic Delivery Program and, and identifies the strategic and culture/governance ultimately, the Community’s challenges for our workforce developing and long-term goals as outlined in in meeting those goals and implementing a program the Community Strategic Plan. objectives. In response, the focused on skill strategy identifies five strategic STRATEGIC CHALLENGES development of leaders priorities that we will focus through training in team Our key strategic on to deliver an appropriate development, change challenges are: workforce culture and structure management, business transforming our to deliver on our commitments improvement and conflict organisation to demonstrate to the community. management a true customer-centric These strategic priorities are: managing ongoing delivery culture 1. aligned and active of new corporate systems retaining our best leadership across finance, people and employees and remaining 2. working together as one procurement functions. competitive for our team community 3. systems and procedures identifying and 4. right people, right behaviour implementing succession planning strategies and 5. empowered and effective facilitating the transfer of teams. corporate knowledge Developed in collaboration with developing leadership our staff, these priorities drive capability to ensure we have actions to be implemented the right leaders mentoring across our organisation over and guiding the organisation. the next three years. The Strategy addresses key Key achievements from the people issues such as: strategy include: our ageing workforce implementing the Lake Mac Wellbeing Framework, succession planning including a calendar of providing opportunities to events targeting overall create and retain positions staff wellbeing for local young people developing the 2019- programs that will support 2022 Equal Employment Council to be an employer Opportunity Management of choice Plan, outlining clear learning and development initiatives to increase performance management diversity and access in employment at Council recruitment strategies to fill skills gaps workforce diversity.

ANNUAL REPORT 2018-2019 93 FAIR AND EQUAL EMPLOYMENT

Council’s Equal Employment The plan includes ongoing During 2018-2019, we: Opportunity and Diversity strategies, as well as a number updated our recruitment Management Plan provides a of new initiatives to be strategy guide, recognising range of strategies ensuring implemented over the next four gaps between our Council operates within the years. One new initiative will community and workplace principles of fairness and establish a number of senior demographics, to include equity. leadership team sponsors who opportunities to identify The Equal Employment are passionate about raising positions suitable for people Opportunity and Diversity awareness and advocating for with a disability or for those Management Plan 2019-2022 equity and diversity at Council. who identify as Aboriginal reflects Council’s commitment Other new initiatives included and Torres Strait Islander to achieving our vision of in the plan are the development conducted our employee being a vibrant regional City of a hiring manager guide engagement survey, which of opportunity, prosperity who will assist in employing collected equal employment and diversity. It continues people with a disability in the opportunity and diversity our commitment to fostering workplace, trialling a workplace data to assist in informing a workplace culture that is diversity tool to measure diversity strategies inclusive, respectful, promotes Council’s workplace diversity joined Castle Personnel diversity and embraces the against best practice standards, in their mission to build a unique skills and qualities of and inviting guest speakers to more inclusive community, our people. This commitment to events as part of the wellbeing by pledging to be part of the diversity and equal opportunity program to support equity and Inclusive 100. This is a local is core to our day-to-day work diversity awareness. movement of businesses at Council and is reflected in Council implemented several that aim to raise awareness our organisational values. strategies over the past of the importance of 12 months to support equity employing people with and diversity objectives. disability

94 LAKE MACQUARIE CITY COUNCIL celebrated Harmony Day, continued our ongoing WORKFORCE DIVERSITY recognising and celebrating Education to Employment the cultural diversity of program, which is a Council participates in industry fellow employees framework to build the benchmarking, which provides provided ongoing support number of trainees, workforce data on diversity. and training of Council’s apprentices and cadets Council uses this data and its existing Equal Employment employed directly by Council analysis to manage: Opportunity Contact supported employees to gender diversity including Officer Network, ensuring plan and achieve their gender turnover rates and a the network is well placed career goals gender-diverse succession to provide support and introduced domestic and of emerging leaders assistance to employees family violence leave age diversity including continued to exhibit at the provisions in our 2018 attraction and retention of Newcastle Lake Macquarie Enterprise Agreement young people and mature- Career and Training Expo, continued to support carers aged workers promoting Council as a through initiatives under succession planning. great place to work and the Carers’ Leave provisions encouraging people from of our 2018 Enterprise many industries and fields Agreement. Increased to consider a career in access to extended leave Council recognises the additional responsibilities of carers within the community and our workplace.

ANNUAL REPORT 2018-2019 95 WORK HEALTH AND SAFETY

The safety and wellbeing of WHS PERFORMANCE Hours lost our people and the broader Council experienced an There was a 39 per cent decrease community is a top priority. increase in injuries, trending in average hours lost for a lost Council has developed upwards at the beginning time injury. We registered an strategies aimed at continually of 2018-2019. Despite the average of 251 hours in improving the organisation’s improvements in performance 2017-2018, compared to 154 work, health and safety in the second half of the year, hours in 2018-2019. performance. our reduction targets were not Claim costs met. While we experienced an The total cost of all injury WHS MANAGEMENT increase in injuries over this claims in 2018–2019 increased SYSTEM period, we also experienced to $559,342 compared to decreases in our average lost Council has a best practice $443,305 in 2017-2018. Although time injury duration and costs. Work Health and Safety lost time injury and medical Management System Injury performance treatment injury counts increased, that is designed to meet During 2018-2019, we we observed a 21 per cent legislative and organisational experienced 181 total injuries decrease in the average cost requirements. Our Risk requiring treatment, which was of an injury claim, with the Management Team conducts an increase on the previous average cost being $4822 in a program of internal year's total of 138. Total injuries 2018-2019, compared to $6073 in audits of departments each include provision of first aid, 2017-2018. year to ensure continuous medical treatment and lost improvement in the time injuries. implementation of our safety system. Our target for Injury severity each audit is 85 per cent. There was an increase in the In 2018-2019 our results across count of lost time injuries, the organisation exceeded from 30 in 2017–2018 to 55 in 153 our target. 2018–2019. Medical treatment injuries were also higher than the previous year, with 61 compared to 43. First aid 122 injuries and nil treatment had reductions, from 70 in 2017-2018 to 65 in 2018-2019, and 153 in 2017-2018 to 122 in 2018-2019 respectively.

70 65 61 55 43 30

LOST TIME MEDICAL FIRST AID NIL INJURIES TREATMENT INJURIES ONLY TREATMENT

2017-2018 2018-2019

96 LAKE MACQUARIE CITY COUNCIL SAFETY CULTURE In October 2018, we Council continues to participated in the National demonstrate a strong safety Safe Work Month. Activities culture, consistent with our included engagement of guest results in the most recent Staff safety speakers, a mock court Survey conducted training session, launch of in 2019. a revised plant inspection program, as well as recognition Staff safety scored strongly, and awards for staff safety. with 89 per cent of respondents We participate in the event agreeing that ‘keeping high each year. This year, staff levels of health and safety is a participation was higher priority of Council’. than previous years, with the majority of feedback being positive, recognising the high level of relevance and staff engagement.

ANNUAL REPORT 2018-2019 97 Our performance

Council has a strong MANAGING OUR RESOURCING STRATEGY commitment to efficiency, PERFORMANCE Our Resourcing Strategy guides transparency, innovation and The Executive Team, our operations and details customer-focused service. supported by the CEO, meets how we will help achieve the We continue to be recognised, weekly to lead Council’s long-term community goals of including at national and organisational strategy and our Community Strategic Plan international levels, as an oversee its implementation. through effective management innovator in local government The group aims to model in five key areas: service delivery and for working collaboratively to 1. long-term financial planning excellence in sustainability, set an example across the 2. workforce planning and city planning and design, asset organisation’s six clusters to management management, community foster innovation in the way 3. asset management engagement, risk management we deliver services and find 4. information technology and the employment of young creative, informed solutions to management people. challenges facing the City and 5. plant and fleet Our vision is for an organisation the organisation. management. that is modern, progressive, Leaders from across the The Resourcing Strategy is responsive to change organisation form Council’s supports the Community and ultimately contributes Senior Leadership Network, Strategic Plan 2017-2027. to a fairer society for our which meets monthly. The Community Strategic community. The focus of this group is Plan provides a vehicle corporate performance, for expressing long-term finance, risk, safety, talent and ORGANISATIONAL community goals, while the organisational development. PERFORMANCE Resourcing Strategy details FRAMEWORK Members of both the Executive how Council can help achieve and Senior Leadership Network Core components of our these in terms of time, money, regulary review updated corporate governance assets, technology and people. performance information approach are our Resourcing Effective resource planning summarising: Strategy, Customer Charter ensures Council will focus not and Service Standards, progress towards delivering only on the short-term actions Enterprise Risk Management the Operational Plan indicated in the Operational Framework and Business progress towards supporting Plan, but also on the medium Improvement Program. plans and strategies and long-term goals for the City. Together these provide an key financial metrics overarching organisational As the Community Strategic other key corporate performance framework that Plan spans at least 10 years, performance indicators. guides our actions and drives so too does the Resourcing improvement across all facets This regular reporting cycle Strategy, with the exception or our operations. allows for timely corrective of the Workforce Management action to be initiated when Strategy, which is only required necessary. It also allows for to span four years. resources to be rebalanced in Like the Delivery Program, response to emerging priorities, the Resourcing Strategy is while maintaining Council’s prepared every four years, commitment to deliver on with the action plan for each the priorities articulated in area monitored and reviewed its integrated planning and annually to ensure we are reporting framework. managing our resources to achieve the community’s goals.

98 LAKE MACQUARIE CITY COUNCIL CUSTOMER CHARTER RISK MANAGEMENT COMMITMENT TO FRAUD AND SERVICE STANDARDS Council’s Enterprise Risk AND CORRUPTION Our Customer Charter sets Management Framework CONTROL out our commitment to our provides a formal yet Council takes any exposure to customers and the service practical guide for a formal fraud and corruption seriously they can expect from Council. and structured process for and has a zero tolerance Flowing from this commitment articulating risk ‘appetite’, for it occurring. We take all is a set of service standards and for assessing, treating, reasonable measures to that establish timeframes for managing and reporting risks. control fraud and corruption delivery of a range of services, The framework provides a and properly manage public along with response times in consistent methodology for risk resources in a way that assures relation to customer requests. management at all levels of the the integrity of the activities organisation. The framework of Council while maximising also complements Council’s benefits for the Lake Macquarie organisational culture of community. continuous improvement and Together, the Internal innovation, by encouraging Ombudsman and Internal employees to maximise Auditor support us to operate opportunity and minimise loss. in an open, accountable and Through effective risk effective way. During the year, management, Council is able to: the Internal Ombudsman and protect and create value Internal Auditor identified successfully deliver strengths and weaknesses operational and strategic in our current systems and deliverables processes, and developed and implemented key improvements adapt and thrive in change in this area. and uncertainty We achieve this through achieve transparent, communication and awareness inclusive stakeholder of our Fraud Control Plan consultation together with our Fraud and demonstrate evidence- Corruption Prevention Policy, based decisions, compliance which establishes Council’s and sound governance. approach to fraud and corruption control, and our Codes of Conduct and Business Ethics Policy, which guide our high standards of ethical behaviour expected in delivery of Council’s commitment to these outcomes.

ANNUAL REPORT 2018-2019 99 PUBLIC INTEREST DISCLOSURES

Council strives to act in Act), recognising the value For the reporting period, seven the best interests of the and importance of public disclosures were made in community by upholding the officials (staff, councillors relation to five matters that principles of honesty, integrity and contractors) who report met the definition of being a and transparency in the wrongdoing. public interest disclosure under administration of Council funds Council has distributed policies the Public Interest Disclosure and assets. to employees through Code of Act. Six disclosures were In conjunction with Council’s Conduct training and Council’s finalised and one matter is still Fraud and Corruption intranet. New employees being investigated at the end of Prevention Policy and its receive information at the reporting period. Codes of Conduct, the public induction training. interest disclosures (PID) During the year, the NSW internal reporting policy is Ombudsman has helped train committed to the aims and managers on key aspects of the objectives of the Public Interest PID Act. Disclosures Act 1994 (the PID

Made by public Under a statutory officials performing or other legal All other PIDs their day to day obligation functions

Number of public officials who made PIDs directly 7 0 0

Number of PIDs received 5 0 0

Of PIDs received, number primarily about:

Corrupt conduct 4 0 0

Maladministration 0 0 0

Serious and substantial waste 1 0 0

Government information contravention 0 0 0

Local government pecuniary interest contravention 0 0 0

Number of PIDs finalised 6

Have you established an internal reporting policy? Yes

Has the head of your public authority taken action Yes to meet their staff awareness obligations?

100 LAKE MACQUARIE CITY COUNCIL INSPECTIONS OF SWIMMING POOLS

Council performs Property type Number of inspections inspections of swimming pools in the City, in Tourist and visitor accommodation 9 accordance with the Swimming Pools Act 1992 More than two dwellings 2 and Swimming Pools Residential – maximum of two dwellings 0 Regulation 1998. TOTAL 11

Properties issued with a certificate of compliance 1554

Properties issued with a certificate of non-compliance 7

TOTAL 1561

TOTAL OVERALL INSPECTIONS 3205 Includes inspections for which no certificate was issued

ANNUAL REPORT 2018-2019 101 DISABILITY INCLUSION ACTION PLAN

Council made progress in the presented a ‘breakdown completed works on a ramp following four of the focus the barriers’ exercise at Redhead Beach to allow areas of its Disability Inclusion to Councillors and staff non-discriminatory access Action Plan 2017-2021. in Council’s compliance from the carpark to the sand and asset management purchased an aquatic departments to raise BUILDING POSITIVE floating wheelchair to be awareness of the issues ATTITUDES stored onsite at Belmont faced by people with Baths. Developed a To build positive attitudes disability condition of use checklist about disability, we: developed a procedure for users and carers, as conducted disability for the supply of one free the chair will be used awareness training for master locksmiths access independently by carers Council’s Holiday Park key to eligible residents investigated matting options managers followed up on nine to improve beach access continued to provide the access complaints from over soft sand and met with Including YOU tent at the community and liaised organisation, Total Beach Council’s major events, with with appropriate Council Access five events attended departments to resolve completed a design for conducted an induction on identified issues walkways and viewing the Including YOU tent to attended relevant networks platform to improve access the sponsors of the project, and forums, including an at Blacksmiths Beach Alpha Care annual school leavers’ expo conducted 17 audits for provided training to Red for children transitioning recreation facilities within Cross Emergency Services to disability programs and the City, and developed a volunteers employment list of works required partnered with Ability Links facilitated five meetings completed 10 non- to introduce a sensory pack of Council’s Ageing and discriminatory referrals for for Red Cross Emergency Disability Advisory Panel. master plans and Services volunteers. development applications The pack will be used at CREATING LIVEABLE for recreation facilities evacuation centres COMMUNITIES monitored the forward After consultation with To create more liveable capital works program, participants, the Me2 communities, we: resulting in improvements program will change from in non-discriminatory commenced works on the a one-month program to a access to existing facilities changing place at Toronto 10-month program to run including public toilet Swim Centre. between February to June. facilities and community This program continues to completed works on halls. build networks and skills the changing place and of participants. During the accessible family room reporting period, 13 sessions at Caves Beach as part of were organised, covering a construction of new toilet range of activities including amenities cooking demonstrations, upgraded the pathways, sports, and art, theatre barbecue and picnic and dance classes. In total, facilities at Caves Beach 198 participants attended, with support from 68 care workers

102 LAKE MACQUARIE CITY COUNCIL ACCESSIBLE SYSTEMS, INFORMATION OR SUPPORTING ACCESS TO MEANINGFUL PROCESSES EMPLOYMENT To create accessible systems, information and To support access to meaningful employment, processes, we: we Initiated conversations between Council and installed a hearing loop at the Council Castle Personnel, Employment Provider to discuss Chamber the new programs, Work Assist and Inclusive 100 Initiative. Council has since supported and used continued to update Council’s website to both programs. include access details of playgrounds, parks, beaches and Council events continued to update the National Toilet Map with new and upgraded accessible amenities commenced development of a new Council website to cater for all members of the community and to align with Web Content Accessibility Guidelines.

ANNUAL REPORT 2018-2019 103 BUSINESS IMPROVEMENT PROGRAM

Late in 2017, Council trialled Government and highly maintenance (mowing the introduction of a business commended in the IPWEA and garden maintenance), improvement program with Engineering Excellence awards. development approvals and dedicated staff resources. contributions, customer service, capital works delivery, The aim of this experiment was TRANSFORMATIONAL pools and beaches. to establish an understanding IMPROVEMENT INITIATIVES of the operational benefits that Problems and ideas are could be achieved through a identified by staff at all levels CAPABILITY BUILDING program of this nature. of the organisation, with In May 2019, the Business After strong results were Council’s ideation platform Improvement team launched reported in the first 12 months, providing a space for these to a capability-building program Council formally established a be seen and collaborated on designed to teach all staff small specialist team to deliver before being reviewed by the problem-solving tools and the program in late 2018. Business Improvement Team. techniques, which they then The team was charged with When a large improvement apply to a real business delivering transformational opportunity is identified, it problem affecting them or their improvements while building is prioritised according to team. Each team is assigned the business improvement the potential benefits for a mentor from the Business capability of staff at all levels our customers and staff, Improvement team to provide of the organisation. the estimated cost savings training before guiding and Since initiation of the trial, the available and any reduction assisting them as they work on organisation has benefited in risk that could be achieved. their problem. from annual savings of more The prioritisation is weighted Our goal is to provide, over than $2.8 million, both in towards activities that directly a 12-month period, business productivity gains and bottom benefit our customers, ensuring improvement training for close line cost savings. This has that the program delivers real to 1200 staff, enabling them to been achieved through the outcomes for the community. work in small groups to resolve delivery of transformational To date, we have completed close to 300 issues. improvement projects for our nine large improvement Since the program commenced, customers and our staff. projects, with another 18 more than 385 staff members During this time, the program initiatives currently underway. have participated or are also received several awards, These initiatives will deliver currently participating in more including the Local Government benefits for a wide range of than 84 small projects. This Excellence Award for People services, including road and puts us on track to achieve our and Culture. The program road-related infrastructure, goal in 12 months. was runner up in the IT News food safety, vegetation Benchmark awards for Local

104 LAKE MACQUARIE CITY COUNCIL Awards won

2019 National Awards 2018 TripAdvisor for Local Government Certificate of Excellence OUR PEOPLE WINNER Awards 2019 Ministers’ Awards Boosting Productivity WINNER for Women in Local through Infrastructure – Certificate of Excellence Government Lake Macquarie Organics - Belmont Lakeside Holiday Park WINNER Resource Recovery Facility - Swansea Lakeside Holiday Park General Manager/Senior Staff Member – Rural or Regional 2019 Local Government - Wangi Point Holiday Park Council – Morven Cameron Professionals NSW HIGHLY COMMENDED Local Government 2018 NSW Australasian Women in Traineeships or Excellence Awards Mobile Library and Apprenticeships – Rural or WINNER Outreach Services Regional Council – Renee Keir Excellence in People Network Awards and Culture – Business WINNER Improvement Initiative 2019 Hunter Region Mobile Library Operators Apprenticeship and HIGHLY COMMENDED of the Year – The Rover Traineeship Awards Asset Management and WINNER Infrastructure Initiatives (projects over $1.5 million) – Trainee of the Year in Pasterfield Sports Complex FINALISTS Certificate III in Local Government – Brooke Cooper Asset Management and Smart Cities Awards Trainee of the Year in Certificate Infrastructure Initiatives Metropolitan City of the Year (projects under $1.5 III in Events – Jared Thompson million) –Belmont Baths 2019 iTnews Australasian Management Challenge – 2nd place – The Benchmark Awards Lake Mac Black Swans Road maintenance app

2018 Hunter Business Caravan and Camping Awards Industry Association NSW WINNER 2018 Awards of Excellence Love Water Love Business Best Holiday Park Mid North category – Rainwater harvesting Coast (more than 100 sites) – system for truck wash bay Belmont Lakeside Holiday Park Waste and Resource Recovery Awards MobileMuster Local WINNER Government Awards 2019 Most outstanding metropolitan Top Collector local government

Australian Event Awards 2018 WINNER Best Community Event – Living Smart Festival

ANNUAL REPORT 2018-2019 105 COMMUNITY ENGAGEMENT

106 LAKE MACQUARIE CITY COUNCIL COMMUNITY Engagement strengthens the provide submissions on ENGAGEMENT links between Council and local projects to receive BY NUMBERS the community, ensures we funding as part of the NSW are aware of and responsive Governments My Community ENGAGEMENT  to community concerns, and Project 50,000 improves the efficiency and provide ideas and visits to Shape Lake Mac effectiveness of our service suggestions on how to make online engagement portal delivery. the Toronto Foreshore a In 2018-2019, we asked our better place as part of the 3200  community to: Creating a place for people active participants at tell us how they would in Toronto project Shape Lake Mac like to use the community share their innovative spaces presented in the projects via an interactive 11,000 map draft design concepts for online map as part of visits to our online the new Windale multi- the draft Let’s Imagine interactive mapping tool purpose centre – Innovators Support Social Pinpoint collaborate with us on Roadmap. The Roadmap was exploring options for the adopted by Council on 24 handshake Adapting Swansea: Planning June 2019 1000 for future flood risks project ensure we have responded community members continue to work with us as to community priorities in engaged at pop-ups and our Revised Draft Delivery workshops we consider how to proceed with infrastructure planning Program 2019-2022, Draft  for the Wyee West paper Operational Plan 2019-2020 33 subdivision and Draft Fees and Charges 2019-2020, by commenting key engagement collaborate with us on the on an interactive mapping projects active Pelican and Blacksmiths: tool and attending a number Planning for future flood of Lake Mac Chats. The Plans and coastal risks project were adopted by Council on complete a survey to assist 24 June 2019 in the development of the provide comment on Draft Charlestown Transport whether they believed Management Plan the draft Section 7.12 provide feedback on the Contributions Plan City’s approach to events was a fairer developer and festivals as part of the contributions levy. The Plan Draft Events and Festival was adopted by Council on Strategy 2019-2024. The 11 June 2019 Strategy was adopted by tell us their preference Council on 8 July 2019 in relation to the type of fencing they would like to see at Bennett Park, Valentine

ANNUAL REPORT 2018-2019 107 tell us the type of skate review and comment on the share their views on traffic parks they would like to see Draft Lake Mac Libraries management proposals for at Croudace Bay, Morisset Strategic Plan 2019-2024. The Hall Street, Brightwaters and Windale Strategy was adopted by assist in development of provide feedback on the Council on 29 April 2019 the draft West Wallsend draft Aboriginal Community share ideas to inform Heritage Master Plan Plan – Bayikulinan. The Plan development of the draft review and provide was adopted on 30 April Lake Mac Housing Strategy comment on proposed 2019 following conclusion of comment on the draft infrastructure projects for the consultation period design concept for the Draft Mount Hutton provide their ideas and Martinsville Oval Precinct Area Plan suggestions on how we can review and provide provide comment to assist create a more vibrant night- comment on the themes in finalising the design for time economy. The Plan was and targets for the Draft the replacement Wangi adopted by Council on 11 Environmental Sustainability Wangi jetty June 2019 Action Plan tell us their view on the assist us in understanding possible relocation of a the historical significance bus stop on Ocean Street, of Rathmines Park by Dudley reviewing and commenting on the draft Conservation Management Plan

108 LAKE MACQUARIE CITY COUNCIL share their views on the provide feedback on the tell us if we are on the right draft Code of Meeting Upper Cockle Creek Flood track with our vision for Practice to further Study and the Floodplain the future of the City, the streamline the way meetings Risk Management Study and Imagine Lake Mac Strategy. are conducted. Council Plan Final Draft reports. The Council adopted the adopted the Code on 27 May reports were prepared for Strategy on Tuesday 11 June 2019 consideration by Council on 2019. continue to work with us as Monday 22 July 2019 we consider how to proceed complete a survey to with infrastructure planning inform Council about how for the Buttaba Hills South effectively the changes to Paper Subdivision the 3-bin waste service provide feedback on the were implemented and the draft Dogs in Public Open extent to which people have Space Procedure to help adapted to the changed cater for the City’s growing service canine population provide feedback on the ask questions about the draft Development Control proposal for Newcastle Guidelines for Waste Basketball Association to Management and proposed potentially relocate their related changes to the Lake indoor sports facility to a Macquarie Development vacant parcel of Council- Control Plan 2014. The owned land in Hillsborough Guidelines and amendments were adopted by Council on Monday 24 June 2019

ANNUAL REPORT 2018-2019 109 PUBLIC ACCESS TO INFORMATION

The main purpose of the Each year, Council conducts FORMAL PUBLIC Government Information (Public a review, as required under Access) Act 2009 (GIPA Act) is to Section 7 of the GIPA Act, to ACCESS REQUESTS provide the public with access identify further information In addition to open access to as much relevant information it will proactively release and proactive release of held by local government through its website, social information, Council provides agencies as possible, in the media and other publications. information to the community in response to formal circumstances of each request. In addition, Council information requests under The benefit of this legislation continuously reviews the the GIPA Act. A full report on is to provide more open, content available on its website Council’s compliance with the accountable and transparent to ensure it is transparent, Act is available upon request. government. Council provides accurate and informative. information to the community NUMBER OF ACCESS TO in three key ways: Council’s program for proactive release of information INFORMATION REQUESTS open access to information involves reviewing formal and RECEIVED: that is readily available informal access applications Council received 72 formal access to information received to determine the access applications (including that can be disclosed to kinds of information the withdrawn applications, but the public by informal community is seeking. not invalid applications). release, for example where Customer Service Centre no third party personal NUMBER OF ACCESS TO staff are consulted about the INFORMATION REQUESTS information is involved types of requests they receive DECLARED INVALID: access to information that through telephone calls and Nil. requires a formal access the service counter. Council application, for example has determined that the types TIMELINESS OF (VALID) where consultation with of new enquiries received APPLICATIONS: a third party is required. generally relate to a program Council made decisions on or initiative that Council is 64 applications within the OPEN ACCESS TO undertaking at that time. statutory timeframe (20 days plus any extensions). In 2018-2019, Council released INFORMATION *This figure may include applications Council releases a wide variety 68 open data sets to the received in the previous reporting year, of information for open Federal Government’s open but processed in the statutory timeframe access through its website, data portal data.gov.au, which One application was not including policies, planning makes the data available decided within the statutory documents, development to everyone and provides timeframe, which resulted application information, a one-stop shop for app in deemed refusal. Council business papers and developers and researchers. NUMBER OF APPLICATIONS Council meeting minutes. Investigating open data and IN WHICH ACCESS TO making more data available INFORMATION WAS PROACTIVE RELEASE to the community is an action REFUSED EITHER WHOLLY OF INFORMATION in Council’s Lake Mac Smart OR PARTLY: City, Smart Council – Digital Council partly refused Council is committed to Economy Strategy 2016-2020. seven applications, and the proactive release of one was wholly refused. information on its website and through social media. REASONS INFORMATION This year, Council used social WAS NOT DISCLOSED: media platforms Facebook, See table opposite. Twitter, Instagram, LinkedIn NUMBER OF APPLICATIONS and YouTube to distribute REVIEWED: Three information to the community.

110 LAKE MACQUARIE CITY COUNCIL Reasons against disclosure (public interest considerations) Number received

Overriding secrecy laws 1

Legal professional privilege 7

Reasons against disclosure (Other public interest considerations) Number received

Responsible and effective government 14

Law enforcement and security 1

Individual rights, judicial processes and natural justice 25

Business interests of agencies and other persons 1

TOTAL 41

Outcome of applications received Number received

Access granted in full

Media 1

Members of Parliament 1

Private sector business 4

Not for profit organisations or community groups 3

Members of the public (application by legal representative) 10

Members of the public (other) 26

Access granted in part

Media 1

Members of the public (application by legal representative) 1

Members of the public (other) 23

Access refused in full

Not for profit organisations or community groups 1

Members of the public (other) 1

Information already available

Private sector business 1

Members of the public (application by legal representative) 3

Refuse to deal with application

Members of the public (application by legal representative) 1

Application withdrawn

Private sector business 1

Members of public (other) 5

TOTAL 85*

* Some applications had multiple outcomes, so the total figure is larger than the number of actual requests received.

ANNUAL REPORT 2018-2019 111 COMPANION ANIMALS

Our Rangers are responsible for each July and Rangers promote ALTERNATIVES TO enforcing companion animal the importance of desexing EUTHANASIA FOR laws, as well as educating the pets through media and UNCLAIMED ANIMALS community about responsible communication campaigns. Our The RSPCA has established pet ownership. Rangers also work with Hunter relationships with various Animal Watch, a charity offering Council spent $1,638,148 on companion animal welfare financial assistance to people companion animal activities groups to increase the number on low incomes in the Hunter and received $500,407 in of animals being re-homed in Region to desex their animals. companion animal revenue the community. in 2018-2019. RESPONSIBLE PET OFF-LEASH IMPOUNDED ANIMALS OWNERSHIP EDUCATION AREAS FOR DOGS Council Rangers impounded Council Rangers continue to Council provides 965 stray pets during the year. deliver education programs, off-leash areas for dogs at: Rangers were able to return media campaigns and free 419 pets to their owners and microchipping days to Barnsley transported the remaining increase responsible dog Belmont North 546 pets to the RSPCA. and cat ownership. Through Blackalls Park these programs, Council If a Ranger collects an animal, Blacksmiths emphasises the importance it is checked for identification Bolton Point of microchipping, as it can and returned to the owner as increase the chance of owners Bonnells Bay the first option. If the owner being reunited with their pet. Booragul cannot be identified, a Ranger Buttaba will take the animal to the Information online at Cardiff RSPCA pound at Rutherford, lakemac.com.au also where it is held pending being educates people about their Caves Beach claimed by the owner. If the responsibilities as pet owners Charlestown animal is not claimed, Council’s in Lake Macquarie City. Coal Point pound agent, the RSPCA, By improving registration Croudace Bay will assess the animal for its rates and delivering targeted Dora Creek suitability for re-homing. education, Council aims to Gateshead increase the number of pets Marks Point returned to their owners and Morisset DOG ATTACKS reduce the number of animals Rathmines Over the past year, Council taken to the RSPCA. Rangers received 253 reports Redhead of alleged dog attacks. Of these Redhead Beach attacks, 243 were considered Speers Point to be minor attacks, 10 were Swansea serious attacks (down from 30 Toronto in the previous year). Valentine West Wallsend PROMOTING DESEXING Windale Rangers promote the Wyee importance of desexing dogs For details of and cats. Council participates off-leash areas, visit in National Desexing Month lakemac.com.au.

112 LAKE MACQUARIE CITY COUNCIL 419 PETS RETURNED TO THEIR OWNERS 27 DOG OFF-LEASH EXERCISE AREAS

ANNUAL REPORT 2018-2019 113 SUPPORT AND PARTNERSHIPS

114 LAKE MACQUARIE CITY COUNCIL CONTRIBUTIONS AND DONATIONS

We provide a range of financial assistance programs to support community groups and organisations who add social, economic or environmental benefits to our City.

ANNUAL DONATIONS PROGRAM

APPLICANT FUNDING APPROVED

Resident of Edgeworth $150 (in-kind)

Lake Macquarie Live Steam and Locomotive Society $2000

Newcastle Parkinson’s Support Group $2000

Westlakes Aboriginal Elders $2000

Vivid Life Church Inc. (Pete’s Community Kitchen) $1000

Trees in Newcastle Inc. $372

Mums’ Cottage $1559

Balar Malar Tamil School Newcastle $2000

Macquarie Shores Swimming Club $400

Toronto Bridge Club $500

Multiple Sclerosis Limited $855

1st Belmont North Sea Scouts $464 (in-kind)

Redhead Community Library $1000

Coon Island Management Board $1500

Sugarloaf and Districts Action Group Inc. – Wallsend Cemetery Sub-Committee $1000

Total $16,800

ANNUAL REPORT 2018-2019 115 OTHER DONATIONS AND FINANCIAL ASSISTANCE

APPLICANT FUNDING APPROVED

Rotary Club of Toronto Sunrise $252

Dobell House Memorial Committee Inc. $150 (in-kind)

Lake Macquarie Zebra Finch Society $1000

1st Byattunga Scout Group $995

Volunteer Marine Rescue – Lake Macquarie unit $1847

Resident of Whitebridge $150 (in-kind)

Lions District 201N3 $2000

Wyee Rural Fire Brigade $2000

Rotary Club of Toronto Sunrise $370

Rathmines Memorial Bowling Club $2000

Camp Quality $2000

Hunter Life Education $2000

Novocastrian Swim Club $1000

Water delivery to drought-affected farms in the Upper Hunter $30,000

Total $45,764

RENT SUBSIDIES

GROUPING SUBSIDY

Clubs, non-profit organisations and community groups $1,972,271.42

Child care centres $1,067,157.65

TOTAL $3,039,429.07

LOCAL HERITAGE PLACES FUND

Council offers small grants to owners of heritage-listed properties in Lake Macquarie, on a dollar-for- dollar basis, to assist with the maintenance of their properties.

LOCAL HERI- HERITAGE ITEM ADDRESS PROJECT DESCRIPTION TAGE FUNDING 10 Anzac Parade, Teralba External weatherboard replacement and repair, and external $2260 painting 279 Main Road, Cardiff External weatherboard and window ledge replacement, repair and $1000 painting 7 Hyndes Street, West Wallsend Reinstatement of original features including latticework, gable and $2750 striped veranda roof 12 Clarke Street, Catherine Hill Bay External painting $2200 50 Flowers Drive, Catherine Hill Bay Restoration of front facade including relocation of power box, $4575 replacement of aluminum windows and weatherboard TOTAL * $12,785

*Council contribution before OEH grant reimbursement

116 LAKE MACQUARIE CITY COUNCIL SPONSORSHIP

The goal of the sponsorship program is to enhance the opportunities for residents and visitors to participate in major community, cultural and sporting activities across the City. The main objectives of the program are to: increase visitation to Lake Macquarie City increase economic development in the City raise the profile of Lake Macquarie City. Sponsorship applications are accepted twice a year and are assessed by the Sponsorship Committee against weighted selection criteria and the recommendations are presented at a Council meeting for approval.

ORGANISATION EVENT AMOUNT

Athletics NSW Hunter Track Classic and Country Championships $10,000

Cardiff Squash Lake Macquarie Squash Open $2000

GG Management Pty Ltd Lake Macquarie Running Festival $10,000

Hunter Academy of Sport Academy Games $6000

Hunter Research Foundation Hunter Research Foundation $3000

Hunter School Sports Association NSWPSSA 11/s Rugby League State Championships $2600

Jack Newton Junior Golf NSW Junior Golf Championship $7500

Morisset Lake Macquarie Agricultural Association Morisset Lake Macquarie Show $10,000

Rathmines Catalina Memorial Park Association Inc. Rathmines Catalina Festival $10,000

Screen Hunter The Real Film Festival $6500

Star Struck Star Struck $1000

Surfest Lake Mac City Pro Junior $20,000

USM Events Pty Ltd Port to Port MTB $20,000

TOTAL $108,600

ENVIRONMENTAL RESEARCH GRANTS The Environmental Research Grants program supports projects that assist Council and other environmental managers to develop appropriate land use practices, plan remedial and preventative works, and adjust management strategies. Council, with assistance from sponsors, has provided more than 145 grants to support environmental management in Lake Macquarie City since 1987. Sponsors of the Lake Macquarie Environmental Grants for 2018-2019 included Delta Electricity, Origin Energy, and Hunter Water Corporation.

GRANT FUNDS AWARDED APPLICANT PROJECT TITLE (EXCLUDING GST) Preserving biodiversity in urban landscapes against cat, Mrs Loren Fardell $7500 fox and human activities Aquatic recreational structures as ecologically important Dr Troy Gaston $7200 habitats Community vulnerability to extreme heatwaves in the Lake Mingxi Zhang $3150 Macquarie area The ecology of the newly described and endangered frog, Mr Grant Webster $8000 Uperoleia mahonyi

TOTAL $25,850

ANNUAL REPORT 2018-2019 117 ENVIRONMENTAL SUSTAINABILITY GRANTS

Through the Environmental Sustainability Grants program, Council supports residents who want to work together to make our City more environmentally sustainable and reduce our impact on the local and global environment. In 2018-2019, Council awarded $43,758 (excluding GST) in grant funding to 18 community and school groups.

GRANT FUNDS AWARDED APPLICANT PROJECT TITLE (EXCLUDING GST) Round 1 Coal Point Public School Parents and Native Pollinators Garden Sanctuaries $3000 Citizens Association Hunter Wildlife Rescue – Native Anybody Home? Nesting boxes for wildlife $2500 Animal Trust International Erosion Control Get Flocced workshop and demonstration $2500 Association St Mary’s Catholic College St Mary’s Green Cafe and Cafeteria $3000 Newcastle Waldorf School bush food and Terra Australis Cultural Endeavours $2099 bush craft gardens Round 2 Sustainable gardening – Garden to Plate Avondale School $1659 project Biddabah Public School Sustainability garden $3000 Cardiff Area Sustainable Cardiff Pollinator Plan $3000 Neighbourhood Group Cardiff Community Preschool SkyTubes $3000 Cooranbong Valley Community Water tank $2244 Preschool Fern Creek Gully Landcare Ecosystem enhancement of Fern Creek Gully $2822 Greater Charlestown Sustainable Revival of community garden at Charlestown $1326 Neighbourhood Group Pool PCYC Morisset Garden and school holiday project $3000

Permaculture Hunter Lakeside School Permaculture Garden $2980

Peter Pan Preschool Education Environmental Eating $1243

Seaside Scavenge Seaside Scavenge $3000

Swansea Community Cottage Water tanks for community garden $1207 Toronto Campus Parents and Friends Market gardens in schools $2178 Association TOTAL $43,758

118 LAKE MACQUARIE CITY COUNCIL COMMUNITY EVENT FUNDING PROGRAM

Council’s community funding program recognises the vital contribution that community groups and organisations play in the development of social capital and quality of life in Lake Macquarie. Funding is provided in three categories: seed funding of up to $5000 to help new community events get up and running growth funding of up to $5000 to improve existing events. Lake Macquarie Games funding of up to $4000 is also available to sporting and recreation clubs for events and activities they host under the banner of the Lake Macquarie Games.

SEED AND GROWTH FUNDING

EVENT FUNDING APPROVED

Allambi Care – Cinema in the Park Series $5000

Art Lovers Movement – Annual Art Exhibition $1100

Australian Fife Club of NSW – Caged bird exhibition $612

Belmont RSL Sub-branch – ANZAC Day parade $5000

Boolaroo Speers Point RSL Sub-branch – ANZAC Day service $3000

Cardiff RSL Sub-branch – ANZAC Day service $3113.21

Catherine Hill Bay Bowling and Community Club – Farewell to Catho Bowlo event $4809

Caves Beach SLSC – NSW Inflatable Rescue Boat competition $3898

Community Activities Lake Macquarie – Cardifference Community Festival $4540

Community Activities Lake Macquarie – National Families Week Picnic $365

Delta Society Australia – We All Need a Little Therapy Dog Walk $1170

Dementia Australia – Hunter Memory Walk and Jog $1320

Dudley War Memorial Land Manager – ANZAC Day service $1125

Eastlake Youth Centre – Charlestown Skate Park engagement $4600

Eastlake Youth Centre – skate park program $3000

Eleebana Lions Club – Super Boat racing community event $1526

Gateway Church Hunter – Swansea Carols $4230

Huntingtons NSW and ACT – Walk 4 Hope $1630

Lake Macquarie Business – Lake Mac Big Weekend business site $2210

Lake Macquarie Garden Club – Open Gardens and Art Trail $3384.19

Lake Macquarie Music Society – community arts program $3400

Lake Macquarie Music Society – Festival of the Choirs $448

Lake Macquarie Music Society – Lake Macquarie Eisteddfod $4529.30

Lake Macquarie Music Society – Lake Macquarie Philharmonic Orchestra $3750

Lake Macquarie Open Studios Tour $5000

Lions Club of Valentine – ANZAC Day service $1830

Marmong Point Saling Club – Superboat supporting event $1520

New Vine Lakes Baptist Church – Carols by the Lake $2970

Newcastle Restored Vehicle Club – Lake Mac Big Weekend supporting event $2280

ANNUAL REPORT 2018-2019 119 EVENT FUNDING APPROVED

Northern NSW School Football – Bill Turner Cup finals $2000

NSW Police Legacy – Do the 5 for Police Legacy event $3470

Opera Hunter – Pirates of Penzance $10000

Orchestra Nova – Annual Children’s Concert $955

Rotary Club of Warners Bay – ‘Say No to Domestic Violence’ family fun day $3836

Rotary Club of Warners Bay – Community Youth Forum $960

Rotary Club of Warners Bay – Loop the Lake $5000

Royal Motor Yacht Club Toronto – Lakefest 2019 $3250

South Lake Macquarie RSL Sub-branch – ANZAC Day service $2100

Sugarvalley Neighbourhood Advancement Group – ANZAC Day service $1131

Swansea RSL Sub-branch – ANZAC Day parade $1350

Sydney Jet Sports Boating Assoc. – 2018 NSWPWC Race Series $1490

The Canopy – Cameron Park Twilight Festival $3122.50

The Lakes Outrigger Canoe Club – NSW titles $2710

Toronto Lions Club – Carols by the Lake $1815

Toronto Lions Club – Float your Boat activation event $3250

Toronto Men’s Shed – Blast from the Past Festival $1065

Toronto RSL Sub-branch – ANZAC Day parade $2100

Valentine Residents Association – Carols in the Park $565

Wangi Lions Club – Dobell Festival of Arts and Crafts $3000

Wangi Wangi Lions Club – Carols on Dobell $1719

Wangi Wangi RSL Sub-branch – ANZAC Day service $3000

Warners Bay Chamber of Commerce – Float your Boat activation event $5000

Warners Bay Chamber of Commerce – Music in the Podium $10000

Warners Bay Chamber of commerce – Super Boat Markets $4300

Warners Bay Chamber of Commerce – Warners Bay Jet and Jive $1300

TOTAL $159,848.20

LAKE MACQUARIE GAMES

EVENT ORGANISATION FUNDING APPROVED

Golf and richochet croquet Toronto Croquet Club $762.50

Lake Macquarie City Games event West Wallsend Indoor Swimming Club $1450

Lake Macquarie Games Archery Westlakes Archers $210

Lake Macquarie Rogaine NSW Rogaining Association $2750

Norm Johnson Carangal Shield Macquarie Hunter Athletics $2875

Surf lifesaving carnival Swansea-Belmont SLSC $2250

TOTAL $10,297.50

120 LAKE MACQUARIE CITY COUNCIL NAIDOC WEEK FUNDING

NAIDOC Week celebrations are held in July each year to recognise the history, culture and achievements of Aboriginal and Torres Strait Islander People across the country. Council has established a NAIDOC Week Fund to increase community awareness of Aboriginal and Torres Strait Islander People’s achievements, culture and heritage. The fund supports culturally significant NAIDOC Week events and projects in the Lake Macquarie local government area. Funded events and projects must engage local Aboriginal people in the planning, implementation and evaluation processes of the activity.

ORGANISATION FUNDING APPROVED

Bahtabah Local Aboriginal Land Council $2500

NAIDOC Westlakes Inc. $2500

Belmont High School $300

Cardiff High School $300

Care Activities Inc./Cardiff OOSH $692.50

Centre for Hope $700

Edgeworth Public School $750

Fassifern Public School $750

Glendale East Public School $500

Lake Macquarie High School $750

Redhead Public School $750

St Kevin’s Primary School $750

Sugarvalley Neighbourhood Centre $700

Toronto High School $300

Warners Bay Early Learning and Care Centre $750

Whitebridge High School $750

Windale Public School $300

TOTAL $14,042.50

YOUTH WEEK GRANTS Council provides funding to support events and activities involving young people aged 12 to 24 to occur in Lake Macquarie City during National Youth Week. Any non-profit organisation that is incorporated, or auspiced by an incorporated organisation, can apply for a grant of up to $1000 to fund these activities or events.

ORGANISATION EVENT FUNDING APPROVED

Belmont Neighbourhood Centre Wellbeing expo $1000

Cardiff RSL Cardiff RSL expo $873

Community Activities Lake Macquarie Cardifference youth event $1000 Skate, scooter and bike competition at the ChiP Bowl, Eastlake Youth Centre $1000 Charlestown Northlakes Youth Services Pasta Bake Youth Festival $1000 Fund 25 participants in Raw Challenge course at Southlake Community Services $919 Doyalson Sugarvalley Neighbourhood Centre Create art – youth art project $988.47

TOTAL $6780.47

ANNUAL REPORT 2018-2019 121 PARTNERSHIPS, CO-OPERATIVES AND JOINT VENTURES

PROGRAM NAME PARTICIPANTS WITH LAKE MACQUARIE DESCRIPTION CITY COUNCIL

Backyard and Geographical Survey of NSW, Hunter Council partners with a range of stakeholders to raise Beyond Bird Observers Club, Industry NSW, residents’ awareness of the importance of our natural (including Explore Marine Rescue Lake Macquarie, environment. The program encourages residents to Our Great Outdoors) Newcastle Disc Golf, Royal Motor connect with natural areas, modify their behaviours, and Yacht Club Toronto actively participate in citizen science and community programs.

Backyard Habitat Hunter Indigenous Plants, Morisset Participating nurseries offer native plants at discounted for Wildlife Nursery, Newcastle Wildflower rate to Backyard Habitat for Wildlife program members. Nursery, Poppy's Garden Centre, Riverdene Nurseries

Be Ready, Be Safe Red Cross, State Emergency Services Council partners with stakeholders to raise residents’ awareness of the importance of being prepared for, and able to respond to, natural disasters. The program encourages residents to build resilience and networks so they are better able to respond in the event of a natural disaster.

Bicycle Super Bicycle Network Council partners with Bicycle Network to promote and Counts help facilitate volunteers for Super Tuesday and Super Sunday bike counts as a tool for monitoring changes in bike use in Lake Macquarie.

Chemical CleanOut NSW Environment Protection Residents are encouraged to drop off their household Authority (NSW EPA), Belmont TAFE, chemical waste on two designated Saturdays each year. Cleanaway This year, Council partnered with Belmont TAFE for one drop-off location in addition to hosting a second event at Rathmines Park.

Clean Up Lions Clubs, Wetlands State Park Council participates in Clean Up Australia Day and Australia Day Trust, Sustainable Neighbourhood works with communities to clean up and conserve our groups, Landcare groups, environment. environmental groups, bushwalking clubs, diving groups, youth groups, church groups, local schools and businesses, Keep Australia Beautiful NSW.

ClubGrants All clubs in Lake Macquarie that meet Council is part of the ClubGrants committee that the criteria for the ClubGrants funding assesses and ranks the applicants. program

Community Various community organisations, Council's Community Partnerships department works development government departments and with a range of community and government stakeholders activities agencies to deliver policies and programs for the social services in our City. This includes crime prevention and service programs for young people, Aboriginal people, people with disability, older people, children and families, and people from culturally and linguistically diverse backgrounds.

Community facilities Various community groups Community facilities managed by community groups on Council's behalf (under delegated authority), provide a broad range of services and activities in line with the City Vision and Values. These include services, activities and events for young people, Aboriginal people, people with disability, older people, children and families, and people from culturally and linguistically diverse backgrounds.

Community NSW EPA, Cleanaway Household problem wastes are collected for free Recycling Centre and processed by Cleanaway (including light globes, batteries, paints, oils, gas cylinders, fire extinguishers, smoke alarms and polystyrene).

122 LAKE MACQUARIE CITY COUNCIL PROGRAM NAME PARTICIPANTS WITH LAKE MACQUARIE DESCRIPTION CITY COUNCIL

Community Pingala, Allambi Care Council has partnered with Pingala (a not-for-profit renewable energy community energy group) to promote the uptake of community renewable energy projects including Allambi Care as a host site.

Creating a Greater GPT Charlestown, NSW Police Force, This collaborative stakeholder group works to address Community Place Eastlake Youth Centre, The Place: instances of anti-social behaviour or vandalism and Group Charlestown Community Centre, increase legitimate use of public places and space in the Mission Australia – Youth on Track Charlestown central business and recreational area.

Dantia The Lake Macquarie Economic Dantia works with business, government, the community Development Company Ltd and partners to advance the sustainable economic prosperity of Lake Macquarie City.

Lake Macquarie Staying Home Leaving Violence A partnership to raise awareness in the community Domestic Violence project, NSW Police, NSW Department about domestic and family violence. Council works in Committee of Family and Community Services, partnership with this committee to deliver events such Nova Women’s Accommodation and as the White Ribbon morning tea and the Reclaim the Support Service, Southlakes Refuge, Night march. Domestic Violence Court Advocacy Service, Toronto Youth Service, Department of Human Services, Community Corrections

Eco Angel program Tangaroa Blue, Landcare groups, Local groups and businesses participate in the program Sustainable Neighbourhood groups, and encourage residents to take pride in their place. schools, Belmont Wetlands State Tangaroa Blue coordinate the Australian Marine Debris Park Trust, Caterpillar Mining, Lake Database, in which data collected from Eco Angel Macquarie Greens and Toronto Swim activities is stored and available for public access. Centre

Environmental Office of Environment and Heritage, A service provided by Council to help commercial upgrade agreements Clean Energy Finance Corporation building owners enhance the environmental performance and operational costs of their buildings. OEH provides ongoing coordination support to a group of councils providing the innovative finance product.

Electronic waste Hunter Resource Recovery (HRR) Council provides a permanent e-waste drop-off location e-waste collection Matthews Metal Management at the Awaba Waste Management Facility Community (part of the bulk Recycling Centre (CRC) and contracts HRR and Mathews waste collection) Metal Management to recycle the e-waste collected both at the CRC and through the community kerbside bulk waste collection.

Graffiti Hotspot Juvenile Justice NSW, Corrective This program involves engaging offenders to remove program Services NSW graffiti from private property, commercial premises and other locations around the City that are not Council’s responsibility to maintain.

Harmony Day and Various community organisations, A partnership to raise community awareness and deliver Refugee Week government departments and events to celebrate Harmony Day and Refugee Week. agencies

Hunter Academy of International Children's Games Council selects and manages sporting teams Sport representing Lake Macquarie City at the International Children's Games

Hunter Electric School of Environmental and Life Partner with School of Environmental and Life Sciences Vehicle Festival Sciences, University of Newcastle to sponsor the Hunter Valley Electric Vehicle Festival.

Hunter Hunter Homeless Connect Committee, An annual event that links people to vital services such Homelessness various community organisations, as accommodation and housing providers, health and Connect Day government departments and wellbeing, legal and financial assistance, employment, agencies, and private businesses study, and general support to people who are experiencing homelessness, doing it tough and/or are at risk of homelessness.

ANNUAL REPORT 2018-2019 123 PROGRAM NAME PARTICIPANTS WITH LAKE MACQUARIE DESCRIPTION CITY COUNCIL Hunter Joint Cessnock City Council, Dungog The Hunter Joint Organisation group is the hub for Organisation Shire Council, Maitland City Council, local government collaboration, which strengthens MidCoast Council, Muswellbrook our communities by being the local voice on regional Shire Council, City of Newcastle, Port strategic issues in the Hunter and delivering tailored Stephens Council, Singleton Council, local government solutions. For more than 60 years, local Upper Hunter Shire Council government in the Hunter has found significant benefit in working together through positive cooperation and resource sharing. There are four key entities operating as part of the current enterprise offering. Lake Macquarie City Council has representation on each entity’s Board, These four key entities are: • Hunter Joint Organisation This is a statutory body established in 2018 under the Local Government Act 1993, to identify advocate for and collaborate on regional strategic priorities for the Hunter. • Strategic Services Australia Limited and its wholly- owned subsidiary Hunter Councils Legal Services Limited These are companies limited by guarantee under the Corporations Act 2001 and have been established to improve the quality and efficiency of local government services throughout the Hunter Region. These organisations offer tailored local government services through five divisions: • Local Government Training Institute • Local Government Legal • Regional Procurement • Screen Hunter (which, under delegation from member councils, licences film production on council owned and control land) • Environment Division (which delivers a regional environmental management program on behalf of both member councils from the Hunter region and Central Coast Council). • Hunter Councils Incorporated This is an incorporated association under the Associations Incorporation Act 2009 that holds property assets for the Hunter Joint Organisation group.

Hunter Multicultural Northern Settlement Services, A partnership to deliver an expo promoting services to Expo Department of Human Services, the region's multicultural community. Multicultural Neighbourhood Centre, TAFE and various community organisations

Hunter Region Hunter Region Sports Centre The Hunter Region Sports Centre is owned by Council but Sports Centre controlled by a community-based committee involving Council representatives, representatives of regional state athletics and gymnastics bodies, as well as a number of community representatives.

Hunter-Central Dungog, Upper Hunter, Muswellbrook, Council entered into a partnership agreement in June Coast Regional Singleton, Maitland, Newcastle, 2014 to commence planning and operation of a regional Illegal Dumping Central Coast, Cessnock and Lake illegal dumping squad. The RID Squad is a partnership (RID) Squad Macquarie councils, NSW EPA, NSW between nine local councils and NSW EPA. The squad National Parks and Wildlife Service is hosted by Lake Macquarie City Council and provides (NSW NPWS), Hunter Central Coast RID investigators at Lake Macquarie, Cessnock, Central Development Corporation (HCCDC) Coast and Maitland to tackle illegal dumping across the region. The RID Squad has completed joint on-ground operations with NSW EPA, NSW NPWS and HCCDC in the past financial year.

124 LAKE MACQUARIE CITY COUNCIL PROGRAM NAME PARTICIPANTS WITH LAKE MACQUARIE DESCRIPTION CITY COUNCIL

IncludingYOU tent Partnered by Ability Links, auspiced This tent provides a space for people with disability by Vinnies and Alpha Care to retreat and hire resources and equipment at large Council events.

International River International River Foundation, Council staff participate in the International River Foundation Alumni other river and waterway restoration Foundation Alumni Network Steering Committee to Network organisations that have been aid in the establishment of the alumni network as a recognised for their achievements peak international network for waterway restoration through International Riverprize practitioners.

Investigation of Office of Environment and Heritage Council and OEH are conducting joint investigations to climate change quantify the impacts of tidal anomalies and flooding on impacts infrastructure, dwellings and commercial centres in low- lying areas.

Lake Macquarie Hunter Water Corporation, Belmont Council partners with other coastal land owners to Dune Ecosystem Golf Club, Belmont Wetlands State undertake dune rehabilitation between Redhead and Enhancement Park Trust, OEH Blacksmiths. Program

Lake Macquarie Community Activities Lake Macquarie A partnership to resource and support the ongoing Youth Advisory operations of Lake Macquarie Youth Advisory Council. Council

Living Smart Festival Hunter Resource Recovery, Lake A two-day community event in Speers Point Park Macquarie Farmers Market, Bunnings supported by a number of project sponsors to engage Warehouse, Newcastle Herald, The the community on ways to integrate sustainability into Good Guys Warners Bay, Upcycle everyday living. Newcastle, Metro Cycles

Me2 Program Various community organisations, This is a free program of activities for people with private businesses, government disability. Sessions include an active inclusion sports departments and agencies to deliver day, art classes, exercise and horticultural therapy. sessions

NAIDOC Week Various community organisations, A partnership to deliver events to celebrate NAIDOC schools, government departments Week, as well as providing funding to community and agencies organisations and schools to undertake activities.

National Youth Week Various community organisations and Council provided funding and worked with various educational institutions community organisations to deliver events and activities to celebrate National Youth Week.

Northlake CALM, NSW Police Force, Allambi Care, Collaborative stakeholder group providing advice and Collaborative Northlake Youth Service, Department guidance for the delivery of crime prevention programs Project of Education, Employment Service to reduce the participation of young people in crime and Providers, Department of Juvenile truancy across the Northlake Region (Warners Bay to Justice West Wallsend).

Over 55s Program Various community organisations, This is a free program for residents aged 55 years and private businesses, government over, which focuses on health, safety and wellbeing. departments and agencies to deliver Sessions included an introduction to yoga, workshops on sessions memory, history tours, tai chi, hearing screenings, and lessons on using e-books, tablets and smartphones.

Paint the Lake REaD Narunbah, Early Links, Milabah Supporting and encouraging the whole community to Southlake Neighbourhood Centre, read, talk, rhyme and sing with children from birth so Family Insight, Newcastle Men’s Shed that they are more prepared for literacy and numeracy when they start school.

Regional Capacity Hunter Joint Organisation An advisory group for contaminated land management, Building Program for and policy and procedure development for local Contaminated Land government.

Residential NSW Department of Justice, NSW Community education campaign and targeted community Burglary and Fraud Police Force engagement program to reduce crime activity identified Prevention program in Council’s Crime Prevention Strategy 2015-2018.

ANNUAL REPORT 2018-2019 125 PROGRAM NAME PARTICIPANTS WITH LAKE MACQUARIE DESCRIPTION CITY COUNCIL

Seniors Week University of the Third Age, Sing A partnership to deliver a concert for older people to Australia celebrate Seniors Week.

Stormwater Decision Hunter Water Corporation Collaboration to develop a decision support framework Support Tool to guide joint funding of alternative water source projects to reduce demand for potable water.

The Place: GPT Group The Place: Charlestown Community Centre is a positive Charlestown investment in the community's future, particularly for Community Centre Charlestown and surrounding areas. The management model for the facility is a governing Board comprising Council’s CEO, Mayor, Councillors, GPT Group, as well as general community and youth representatives. The Board employs a Centre Manager responsible for delivering the Centre strategic plan.

Tunbilliko/Wungkun NSW Police, Hunter TAFE, Belmont A program to enhance and strengthen relationships Nalabun Youth Rotary, NSW Department of Justice between the Aboriginal community and NSW Police. Exchange programs Crime Prevention Division, PCYC NSW, Minimbah Aboriginal Education Consultative Group

Voluntary house- Office of Environment and Heritage Council has accessed funding through OEH’s Floodplain raising scheme Management Program to encourage voluntary house- raising for residents who may be affected by future flooding.

Water recycling Hunter Water Corporation Collaboration with Hunter Water to identify opportunities for use of recycled water from water treatment plants in Council operations.

Water Sensitive Hunter Water Corporation and Collaborating on initiatives to establish a water sensitive Cities Inter-agency councils within its supply area region. Working Group

You're Kidding Me Early Start Speech Pathology, ATUNE Offering families access to free workshops and clinics to Health Centre, Family Chiropractic support their child's development. Centre Charlestown, Julie Logan Music, Bronni Page Yoga, LifeWise Centre

EXTERNAL BODIES EXERCISING COUNCIL FUNCTIONS

Hunter Resource Hunter Integrated Recovery Pty Ltd Resources Pty Ltd Hunter Resource Recovery Pty Hunter Integrated Resources Ltd provides Council's kerbside Pty Ltd, was established to recycling service and is jointly administer the Hunter Region owned and operated by Lake Waste Project on behalf of Macquarie, Cessnock, Maitland the member councils: Lake and Singleton councils. Macquarie, Cessnock, Maitland Hunter Resource Recovery and Newcastle. manages the kerbside recycling The Waste Project was collection services contract terminated in 2009, however, with Solo Resource Recovery, the Hunter Integrated as well as services to allow Resources company structure residents to properly dispose is being retained as a potential of eWaste and other household vehicle for other activities in items. the future.

126 LAKE MACQUARIE CITY COUNCIL Delegated authority through its membership of Environment Division delivers to external bodies the Hunter Joint Organisation a regional environmental Council delegates authority group. Strategic Services management program on to external groups to Australia Limited and Hunter behalf of member councils manage and operate public Councils Legal Services from the Hunter Region and facilities. This arrangement Limited operate as part of Central Coast Council. is more efficient for Council Hunter Joint Organisation’s and gives the community current enterprise offering. greater ownership of public Screen Hunter is a division of facilities, such as sporting these companies which, under and recreation facilities and delegation from member community halls and centres. councils, licences film Council also delegates production on council owned authority for certain functions and controlled land. The

THE CARE, CONTROL AND MANAGEMENT OF COMMUNITY HALLS AND CENTRES

FACILITY EXTERNAL BODY

Holmesville Community Garden Holmesville Community Garden Operating Committee

Holmesville Community Hall Holmesville Community Hall Operating Committee

Rathmines Community Hall Rathmines Community Hall Operating Committee

Redhead Community Library Redhead Community Library Operating Committee

Ulinga Park Community Hall Ulinga Youth Centre Inc.

Windale Community Hall Windale Community Hall Operating Committee

Wyee Community Hall Wyee Community Hall Operating Committee

THE CARE, CONTROL AND MANAGEMENT OF SPORTING AND RECREATION FACILITIES

FACILITY EXTERNAL BODY

Aitchison Reserve, Pelican Belmont Swansea Junior Soccer Club Inc.

Auston Oval and Bernie Goodwin Reserve, Morisset Morisset United Football Club Inc.

Awaba Oval Awaba Oval Community Operating Committee

Balcomb Field, Dudley Balcomb Field Community Operating Committee

Baxter Field, Marks Point Baxter Field Community Operating Committee

Belmont North Netball Courts Belmont North Netball Club Inc.

Belmont Ovals (Cahill, Miller, Barton and Lumsden Ovals) Belmont Ovals Community Operating Committee

Bill Bower Oval, Glendale Glendale Junior Rugby League Club Inc. Blackalls Park (Finnan, Waterboard, Croft and Blackalls Park Ovals Community Operating Committee Todd Street Ovals) Blacksmiths Oval Belmont Swansea United Football Club Inc.

Blacksmiths Tennis Courts Blacksmiths Tennis Club Inc.

Bolton Point Tennis Courts Bolton Point Tennis Club Inc.

Bonnells Bay Netball Courts Morisset Netball Club Inc.

Cardiff Ovals (No 1, 2 and 3 Ovals) Cardiff Ovals Community Operating Committee

Cardiff Park Tennis Courts Cardiff Park Tennis Community Operating Committee

Caves Beach Netball Courts Caves Beach Netball Inc.

ANNUAL REPORT 2018-2019 127 FACILITY EXTERNAL BODY

Caves Beach Tennis Courts Caves Beach Tennis Club Inc.

Chapman Oval, Swansea Swansea Football Club Inc.

Charlestown Oval Charlestown Junior Football Club Inc. Cooranbong Recreation and Equestrian Reserve Cooranbong Recreation and Equestrian Reserve Community Operating Committee Croudace Bay Sports Complex Valentine Eleebana Netball Inc., Valentine Eleebana JRLFC Inc. and Valentine Eleebana Football Club Inc. Dora Creek Ovals (Douglass Street Ovals) Dora Creek Ovals Community Operating Committee Edgeworth Junior Football Edgeworth Junior Football Edgeworth Junior Soccer Club Inc.

Edgeworth Little Athletics Edgeworth and District Little Athletics Centre Inc.

Edgeworth Netball Sugar Valley Netball Club Inc.

Eleebana Oval Valentine Eleebana Soccer Club Inc.

Evans Park, Cardiff Cardiff Junior Football Club Inc.

Fassifern Oval Westlakes Archers Inc.

Feighan Oval, Warners Bay Feighan Oval Community Operating Committee Blackalls Park Ovals (Finnan Oval, Water Board Blackalls Park Ovals Community Operating Committee Oval and Blackalls Park Oval) Fishburn Fields, Rathmines Westlakes Wildcats Junior Football Club Inc. Fred Wright, Harold Knight Ovals and Mick Middleton Kahibah Football Club Inc. Field, Gateshead Gateshead Ovals (Allen Davis and Ernie Calland Fields) Gateshead Ovals Community Operating Committee

Gibson Field, Morisset Southern Lakes Rugby Union Club Inc.

Gregory Park, West Wallsend (Les Wakeman Field) Gregory Park Community Operating Committee

Hillsborough Oval Warners Bay Football Club Inc.

Hillsborough Tennis Courts Hillsborough Tennis Club Inc.

Holford Oval, Mount Hutton Valentine Eleebana Football Club Inc.

Jack Stewart Netball Courts, Charlestown Charlestown Netball Association Inc.

John Street Field, Warners Bay Warners Bay Football Club Inc.

Johnston Park, West Wallsend West Wallsend Senior Soccer Club Ltd

Kahibah Oval and Andy Bird Field, Kahibah Kahibah Ovals Community Operating Committee

Keith Barry Oval, Toronto West Macquarie Sub Junior Rugby League Club Inc.

Kevin Evans Oval, Holmesville West Wallsend Senior Soccer Club Ltd

Kindyerra Reserve, Argenton (Jack Edwards Fields) Argenton United Junior Soccer Club Inc.

Lake Macquarie City Petanque, Teralba Lake Macquarie City Petanque Club Inc.

Lakelands Oval Warners Bay Football Club Inc.

Lakelands Tennis Courts Lakelands Tennis Club Inc.

Lance York Field, Garden Suburb Garden Suburb Soccer Club Inc.

Lenaghan Oval, Belmont North Belmont North Junior Rugby League Club Inc.

Liles Oval, Redhead Liles Ovals Community Operating Committee

Lisle Carr Field, Whitebridge Charlestown City Blues Football Club Inc.

128 LAKE MACQUARIE CITY COUNCIL FACILITY EXTERNAL BODY

Lydon Field, Dudley Dudley Redhead United Soccer Club Inc.

Macquarie Field, Speers Point Lake Macquarie City Football Club Inc.

Marks Oval, Floraville Belmont Football Club Ltd

Marks Oval Tennis Courts, Floraville Marks Oval Tennis Community Operating Committee

Martinsville Oval Martinsville Oval Community Operating Committee

Molly Smith Netball Courts, Belmont Lakeside Netball Association Inc.

Mount Hutton Tennis Courts Mount Hutton Tennis Club Inc.

Nancy Dwyer and Ken Booth Netball Courts, Cardiff Cardiff Netball Club Inc.

Neegulbah Park, Macquarie Hills Cardiff and District Little Athletics Centre Inc.

New Tredinnick Fields, Speers Point Lake Macquarie Football Club Inc.

Parbury Park, Swansea Parbury Park Community Operating Committee

Pasterfield Sports Complex, Cameron Park Pasterfield Sports Complex Community Operating Committee

Peacock Field, Toronto Ovals Toronto Ovals Community Operating Committee

Pendlebury Oval, Bolton Point Lakers Baseball Club Inc.

Pickering Oval, Adamstown Heights Pickering Oval Community Operating Committee

Rathmines Tennis Courts Rathmines Tennis Club Inc.

Redhead Tennis Courts Redhead Tennis Club Inc.

Ron Hill Oval, Toronto Ron Hill Oval Community Operating Committee

St John Oval, Charlestown St John Oval Community Operating Committee

Swansea Equestrian Ground Swansea Horse and Riders Club Inc.

Swansea South Tennis Courts Swansea South Tennis Club Inc.

Taylor Park, Barnsley Taylor Park Community Operating Committee

Tulkaba Park, Teralba Lake Macquarie Australian Football Club Inc.

Ulinga Park (Jack Neave Fields), Cardiff South Ulinga Park (Playing Fields) Community Operating Committee

Ulinga Park (Netball), Cardiff South Ulinga Netball Club Cardiff South Inc.

Ulinga Park (Tennis), Cardiff South Lakelands Tennis Club Inc.

Walters Park, Speers Point Lake Macquarie Rugby Club Inc.

Wangi Wangi Netball Courts Westlakes District Netball Association Inc.

Wangi Wangi Oval Wangi Oval Community Operating Committee

Warners Bay Netball Courts Warners Bay Netball Inc.

West Wallsend Tennis Courts West Wallsend Tennis Club Inc.

Windale Ovals (Hunter Barnett and Michael Bird Fields) Windale Ovals Community Operating Committee

Windale Netball Courts Atuka Netball Club Inc.

Windsor Park, Gateshead Phoenix Charlestown Baseball Club Inc.

Woodrising Netball Courts Bolton Point Fennell Bay Netball Club Inc.

Wyee Community Tennis Courts Wyee Community Hall Community Operating Committee

ANNUAL REPORT 2018-2019 129 CONTROLLING INTERESTS AND SERVICE CHARGES

Controlling interest in Stormwater management Coastal protection services companies charge charge Council holds no controlling Council does not administer an Council does not administer interests in companies. annual charge for stormwater an annual charge for coastal management services. protection services.

VOLUNTARY PLANNING AGREEMENTS A voluntary planning agreement is an agreement entered into by a planning authority such as Lake Macquarie Council and a developer. Under the agreement, a developer agrees to provide or fund public amenities and public services, affordable housing, transport and/or other infrastructure. Contributions can be made through dedication of land, monetary contributions, construction of infrastructure, and provision of materials of public benefit and/or use.

AGREEMENTS IN FORCE

Council is required to report annually on planning agreements that were in force during the year.

DEVELOPER DEVELOPMENT AGREEMENT DETAILS DATE MADE North Lakes Rezoning of land at The developer will transfer 102.44ha of land to 3/06/2008 Pty Ltd Northlakes Drive, Cameron Council for conservation purposes Park - Residential land subdivision Johnson Property Rezoning of land at North The agreement prescribes a range of public benefits 26/11/2008 Group Ltd Cooranbong - Residential in the form of land dedication, capital works and cash land subdivision contributions that include: ▪ open space land – indicative value $6.8 million ▪ recreation facilities – indicative value $23.4 million ▪ community facilities land and capital works – indicative value $6.9 million ▪ road works – indicative value $14.4 million. It also prescribes the dedication of 119.24ha of conservation land and payment of endowment fund monies of approximately $1 million (plus indexation) relating to this environmental corridor. The developer will be required to: ▪ prepare a rehabilitation and maintenance plan for the area ▪ provide a maintenance schedule for five years for the following facilities once competed: on-site neighbourhood park; on-site sports facility and dog exercise park; north and south local parks; town common neighbourhood park and sports facility area; and multi-purpose centre. Stannic Securities Rezoning of land at The agreement provides for Stannic Securities Pty Limited 03/03/2009 Pty Limited Bonnells Bay to dedicate the conservation land to Council at no cost. The developer will also prepare a Management Plan for the conservation land, to provide for the rehabilitation and maintenance of the land over a three-year period by the developer at its cost.

130 LAKE MACQUARIE CITY COUNCIL DEVELOPER DEVELOPMENT AGREEMENT DETAILS DATE MADE Templar Commercial and The developer is to pay Council $455,482.45 17/05/2010 Charlestown retail development at (plus indexation) in lieu of providing some of the car Pty Ltd Charlestown parking spaces required as a result of the development on the development site. The developer is also required to pay approximately $6832.24 (plus indexation) for administration costs. Hydrox Nominees Employment generating The agreement provides for the developer to: 21/01/2015 Pty Ltd development at Windale ▪ acquire and transfer to Council various unformed roads land (4.35ha) ▪ undertake maintenance works on the proposed environmental conservation land which includes the preparation of a vegetation management plan for a minimum of three years, or until the land reaches a stable state (as defined in the planning agreement) ▪ assist Council in the preparation of a plan of management for the offset site ▪ pay an endowment fund of $429,000 (plus indexation) to Council to support the ongoing management of the biodiversity offset lands. Under the agreement, Council is required to reclassify the roads land (once it has been transferred to Council) from operational land to community land, to support its proposed end use as a biodiversity offset. Metromix Pty Quarry extension at The developer is to pay a haulage contribution to Council 06/02/2017 Limited Teralba for the renewal and repair of parts of Rhondda Road, Wakefield Road, Northville Drive, Railway Street, William Street, Short Street, York Street and Toronto Road, Teralba. The haulage contribution paid to Council is at a rate of $0.066 (plus indexation) per tonne per kilometre of materials hauled. Hammersmith Rezoning of land at George The agreement requires the Landowner to improve or 13/08/2018 Management Pty Booth Drive Edgeworth maintain the biodiversity values of the offset land for Ltd a period of 10 years (or as otherwise agreed between the parties) from the date a construction certificate is granted for subdivision work on the land. Once that maintenance period is complete, the Landowner will dedicate the offset land to Council. When the land is dedicated to Council, the landowner will pay a monetary contribution to Council for the maintenance in perpetuity of the offset land from the date is dedicated. The landowner has also agreed to register a BioBanking Agreement for land within Lot 2 DP 1050996 and to acquire and retire biodiversity credits in connection with the development of the land.

PRIVATE WORKS

Council has business units The prices for this work are that carry out various private based on unit rates set by works on a cost recovery or Council and incorporated in commercial basis, both in and Council’s annual Fees and outside of Lake Macquarie City. Charges. Some of this work is carried out The Fees and Charges on private land. document is available at lakemac.com.au.

ANNUAL REPORT 2018-2019 131 STATE OF OUR INFRASTRUCTURE ASSETS

132 LAKE MACQUARIE CITY COUNCIL STATE OF OUR Providing infrastructure The AMPs are closely aligned Council continues to implement that meets community with Council’s Long-term a range of measures to needs and expectations is Financial Plan to ensure that manage the funding gap over INFRASTRUCTURE fundamental to the economic, required funding is identified the long term, including: social and cultural vibrancy for the upkeep of our assets. increasing expenditure on of Lake Macquarie City. AMPs cover Council’s key asset renewal including The challenge in managing infrastructure asset classes: implementation of the our assets is to maintain IPART special rate variation buildings ASSETS and enhance existing improving asset knowledge infrastructure while continuing drainage/stormwater (performance, condition to provide new infrastructure natural areas and remaining life) for our growing City. improving maintenance parks and reserves Council’s infrastructure to extend asset lives and assets were valued at roads and bridges defer projected renewal $3 billion at June 2019. These traffic and transportation. improving efficiency in assets include roads, bridges, delivery of maintenance drains, footpaths, cycleways, and renewal parks, reserves, community CAPITAL RENEWAL developing and using low- buildings, childcare centres, cost renewal methods libraries, swim centres Capital renewal is usually rationalising (disposing) and beach facilities. major work that restores an existing asset to its original of unnecessary and condition. The total amount low-use assets ASSET MANAGEMENT spent on infrastructure capital reviewing service levels PLANS renewal for the 2018-2019 redistributing funding financial year was $37 million. allocations. Through asset management A key performance target planning, Council takes a relating to asset management whole-of-life approach to is the Capital Renewal Funding managing infrastructure Gap. This is the difference assets. Our Asset Management between the required Plans (AMPs) identify the renewal expenditure (which is levels of service we currently based on a range of factors, provide, future demands including asset condition and on our assets, as well as remaining life) and what is planned improvements. planned to be funded in the Expenditure projections and Long-term Financial Plan. funding requirements are The current Capital Renewal identified for the next 20 years, Funding Gap for Council’s allowing for projected cost infrastructure is $48 million. increases and growth in assets. A primary reason for the This includes planning, creation, renewal funding gap is that, operation, maintenance, over past years, infrastructure renewal and disposal of assets. costs have increased faster than Council’s income.

ANNUAL REPORT 2018-2019 133 EXPENDITURE ON INFRASTRUCTURE MAINTENANCE

Buildings $3,192,415

Drainage/stormwater $3,890,438

Natural areas $2,489,303

Park and reserves $12,018,258

Roads and bridges $7,040,126

Traffic and transportation $1,120,597

TOTAL $29,751,136

MAINTENANCE

Asset maintenance is the implications identified during The activities undertaken align regular ongoing work that the audit. Clear responsibilities with the following strategic is necessary to keep assets for completing the actions priorities from the Asset operating so they provide the within target timeframes Management Improvement Plan: required levels of service. have also been assigned. Strategic priority 4 Maintenance funding needs Council’s Asset Management – Prepare and maintain to keep pace with rising Steering Group monitors up-to-date Asset costs associated with the implementation of the Asset Management Systems. growing size and age of the Management Improvement Strategic priority 9 infrastructure base, changing Plan. This innovative internal – Identify and prioritise standards and increasing grouping was formed to information technology community expectations. oversee execution of the improvements in line with Asset Management Strategy. Council’s Information ASSET MANAGEMENT It provides a platform for Technology and Information IMPROVEMENTS staff from Council’s Asset Management Strategic Plan. Management, Development In 2018-2019, Council Strategic priority 14 Assessment and Compliance, continued to make significant – Maintain adequate Community Planning, improvements to its asset procedures and tools City Projects, City Works, base and asset management for maintenance and Integrated Planning, Finance capabilities in line with renewal planning. its Asset Management and Administration and Improvement Plan. The Sustainability teams to The achievements under Plan was developed using collaborate in pursuit of the each of these priorities the findings of an Asset shared goal of sustainable are outlined oveleaf. Management Maturity Audit asset lifecycle management previously conducted by an on behalf of the community. external specialist. It identifies The focus during the 2018- 42 key actions to ensure 2019 year has been to improve Council’s asset management efficiency and effectiveness continues to advance. Target of operational activities to timeframes have been set for contribute to improvements these actions based on the risk in asset management.

134 LAKE MACQUARIE CITY COUNCIL STRATEGIC PRIORITY 4 STRATEGIC PRIORITY 9 STRATEGIC PRIORITY 14 Prepare and maintain Identify and prioritise Maintain adequate procedures up-to-date Asset information technology and tools for maintenance Management Systems. improvements in line with and renewal planning. Operations interventions Council’s Information Asset maintenance efficiencies planning: Technology and Information – programmed maintenance: Management Strategic Plan. asset intervention profiles precinct approach developed for critical assets Asset knowledge plan implemented for parks to identify preventative review – data collection: maintenance. maintenance activities review undertaken of defect identification required to achieve the data required to be and rectification commitments to levels captured to manage asset tracking utilising app of service and to allow risk and inform decision software integrated to for the efficient planning making for maintenance Council’s GIS system. and scheduling of work. and asset renewal. planned maintenance preventative maintenance improvements to the data activities pilot underway schedules under collection requirements trade based functions development. will influence more (plumbing, electrical, Asset risk profile development: efficient data collection carpentry). methods, to be developed comprehensive asset class general process reviews further in 2019-2020. risk profile developed for improved efficiency. to ensure activities and Significant cultural changes are resources are adequate required to implement many of and appropriately allocated these improvement activities. to manage risk of failure and risk to Council. The organisational Performance monitoring reconfiguration has realigned and condition: the Asset Management team and the City Works team to smart sensors and data the same cluster, to better analytics applied to align operational and strategic guide the operator on functions. Cultural and the performance of a capacity building activities number of assets, and are now underway, and will detect and log faults. be a focus for 2019-2020. varying levels of sophistication are now in place for irrigation control, Heating, Cooling, Air Conditioning (HVAC) systems and aquatic centres. Fault detection and diagnostics: investigations undertaken for fault detection and diagnostics algorithms, particularly for HVAC and aquatic centres.

ANNUAL REPORT 2018-2019 135 BUILDINGS

Council provides a strategic Council has made further Managing this class of assets asset management system progress in gathering and involves ensuring that our for all of its building assets incorporating information existing buildings comply to enable the effective and regarding the needs of users with current regulations efficient delivery of building- of public facilities such as and includes, but is not related services to the community halls, public limited to, essential service community. One of the major toilets, swim centres and regulations (fire ratings, challenges facing Council in libraries. This has involved correct egress), Australian providing these services is combining condition ratings Standards, the National meeting our growing City’s with serviceability and Construction Code, guidelines needs for an increase in functionality, to ensure the for safe pool operations and infrastructure and balancing best approach is taken. retro-fitting of sustainability these with our priorities features to our buildings. for ageing infrastructure.

BUILDINGS ASSETS 33 community halls providing meeting places for community groups and not-for- Halls profit organisations 39 operating buildings, ranging from works depots and administration buildings, Operating buildings to Rural Fire Service buildings and State Emergency Service facilities 14 child care-related buildings and structures, ranging from full day care Childcare-related buildings facilities, to family day care and operational structures 11 aged care and disability service facilities that provide support for seniors and Aged and disability service people with disability, including the Cardiff Senior Citizens Centre and many facilities Meals on Wheels operations Nine library facilities including one which is located at the Toronto Commercial Libraries Centre and a new ‘lifestyle’ library in the main retail precinct of Cardiff Three cultural buildings including Lake Macquarie Performing Arts Centre, Lake Cultural buildings Macquarie City Art Gallery, and Rathmines Music Hall

Multi-purpose facilities Four multi-purpose buildings located in key locations throughout the City Six aquatic facilities (Lake Mac Swim Centres), and an Athletics Australia Aquatic and athletic facilities accredited Regional Athletics Centre (Hunter Sports Centre)

Public amenities 138 public amenity buildings

Surf lifesaving clubs Four surf lifesaving clubs along the City’s coastline 117 sporting facilities, providing for sports such as cricket, soccer, Sporting facilities netball, tennis, rugby union, rugby league and equestrian events

Replacement value These assets have a replacement value of $316 million

136 LAKE MACQUARIE CITY COUNCIL DRAINAGE/STORMWATER

Council provides a stormwater Works to address these issues network to enable safe and are prioritised systematically effective collection and to develop a forward program disposal of stormwater. There for capital upgrade works. are performance deficiencies in stormwater assets at several locations throughout the City.

DRAINAGE/STORMWATER ASSETS

Pipes 791.7km

Pits, inlets and outlets 32,061 items

Open drains 113km

Stormwater quality improvement devices (SQIDs) and flood 627 items mitigation structures

Replacement value These assets have a replacement value of $505 million

NATURAL AREAS

Council manages an array of The natural areas asset group the fragmentation of natural natural area assets. The area provides vital safety, amenity areas into smaller sites is largely bush fire-prone and and ecosystem services and the lack of historical Council has fire trails and asset for the local community asset management for the protection zones to protect and broader region. natural areas group. life and property from the risk The major asset issues for the . of bush fire. The major issues natural areas group are the facing the area are increasing extensive interface between costs, an increasing population developed and natural areas, and continued changes to legislative obligations.

NATURAL AREAS ASSETS

Trees About 4000ha of natural areas consisting of approximately 1200 individual clusters or sites

Bush fire protection Bush fire protection assets, including 19 fire trails and 173 asset protection zones

Replacement value These assets have no financial value in our Capital Value Register

ANNUAL REPORT 2018-2019 137 PARKS AND RESERVES

Council provides a network across other parks, sports These actions must also be of parks and reserves to grounds, foreshore areas balanced with a whole-of-life enable a diverse range of and cemeteries. approach to asset management, quality passive and active including maintaining Management of these assets recreational opportunities agreed service levels. includes ensuring the existing for residents and visitors of network of infrastructure Lake Macquarie. Many existing is replaced in line with the parks and reserves are reliant forecasted demands identified on associated infrastructure in the relevant strategies.

PARKS AND RESERVES ASSETS

Park play facilities 123 playgrounds distributed across parks and sporting grounds in the City

34 jetties, 31 boat ramps, five marine waste transfer facilities and 21 fish Park foreshore facilities cleaning tables

Open space utilities Includes bubblers, outdoor showers, barbecues, lights and lead-in poles

Includes netball and tennis courts, tiered seating, dug outs and sports Sport-specific structures and surfaces lighting Includes park furniture such as seats, tables, shelters, viewing platforms and Open space structures fences Cemetery and memorial-specific struc- Niche walls, cemetery beams, war memorials and commemorations tures

Replacement value These assets have a replacement value of $116 million

138 LAKE MACQUARIE CITY COUNCIL ROADS AND BRIDGES

Council provides a network of Actions to address any issues roads, bridges and associated identified are prioritised assets to meet the local systematically to develop a transport needs of the Lake forward program for capital Macquarie community. and maintenance works. The condition of roads and bridges assets are assessed annually.

ROADS AND BRIDGES ASSETS

Roads 1498km

Kerb and channel 1803km

85 road bridges Vehicle bridges 3 park bridges

35 road bridges Pedestrian bridges 86 park bridges

Park viewing decks 20

Underpasses Three 123 sealed Car parks 17 concrete 80 gravel

Replacement value These assets have a replacement value of $1.895 billion

TRAFFIC AND TRANSPORTATION

Council provides and maintains Transport assets are integrated transportation infrastructure with Council’s roads, drainage, assets to serve the transport parks and community facilities. needs of local communities, including people with a varying range of abilities.

TRAFFIC AND TRANSPORTATION ASSETS

Footpaths/shared pathways 632.1km

Road/street furniture 2174 items

Traffic facilities 1508 installations

Replacement value These assets have a replacement value of $107 million

ANNUAL REPORT 2018-2019 139 FINANCIAL REPORTS

An easy-to-read summary of Council’s financial performance is provided on pages 149 to 151 of this report. A complete version of the audited Annual Financial Statements 2018-2019 is published as a separate volume of this Annual Report and is available at lakemac.com.au or by phoning Council’s Customer Service Centre on 4921 0333.

140 LAKE MACQUARIE CITY COUNCIL ANNUAL REPORT 2018-2019 141 Special rate variation

The seven-year special rate variation for Lake Macquarie ASSET RENEWAL ADDRESSING City, approved by IPART in 2012, AND MAINTENANCE FINANCIAL greatly assisted Council in EXPENDITURE HARDSHIP managing its substantial and During 2018-2019, Council spent The ratio of outstanding rates ageing asset base and partially $63 million on capital renewal and annual charges for 2018- assisted in addressing the works to restore existing assets 2019 was 3.7 per cent, compared infrastructure backlog. to their original condition. We to 4.1 per cent for 2017-2018. This special rate variation spent a further $41 million This has been achieved by raised $6.1 million of revenue on regular maintenance working closely with ratepayers in 2018-2019 financial year, of infrastructure assets to who are experiencing financial which Council used to maintain keep these assets operating difficulty. levels of service and invest efficiently and ensure they Council offers ratepayers in community infrastructure provide the required levels of experiencing difficulties renewal and maintenance. service at the most economical in meeting instalment Council will continue to build cost. payments the option to make on its position through strong A full report on the state of periodical payments. Council financial management and Council’s infrastructure assets also offers a direct debit continuous improvement. is provided on pages 132 to 139 option to assist ratepayers in The challenge for Council in of this report. managing payment of their the future will be to deliver Council rates. Residents of the expected services and PRODUCTIVITY rateable properties who hold a capital works to the community Pensioner Concession Card are with restricted rates revenue SAVINGS ACHIEVED usually entitled to a rebate on increases. In making its determination their rates under the provisions for the seven-year special rate of Section 575 of the Local variation, IPART commended Government Act 1993. PROGRAM OF Council for addressing financial EXPENDITURE sustainability and managing the The financial year 2018-2019 City’s infrastructure backlog. was the final year for the IPART also acknowledged Special Rate Variation. that Council is efficient and Council’s Long-term Financial has a culture of continuous Plan provides a 10-year improvement. blueprint for our continued In resolving to apply for financial stability. The plan the special rate variation, forecasts a surplus from Councillors made a 2022-2023. commitment to operational efficiency and an ongoing culture of business OUTCOMES improvement. Business ACHIEVED improvement initiatives The Detailed Progress Report implemented during 2018-2019 on pages 36 to 69 of this report are provided on page 104 of provides information about our this report. achievements in 2018-2019.

142 LAKE MACQUARIE CITY COUNCIL SUSTAINABILITY AND ENVIRONMENTAL LEVY

In 2009, the Minister for • protect and improve the The special variation expired Local Government approved health of Lake Macquarie in June 2014. At that time, a special rate variation and its catchment $555,495 of special variation to increase general rates • improve the environmental funds remained unspent, and income for sustainability and sustainability of the City, additional income in 2014-2015 environmental projects. focusing on water, energy, of $62,564 brought the balance This funding has helped transport, waste, ecosystem of unspent funds to $618,059. Council to carry out on-ground enhancement, climate These remaining funds have works to: change adaptation, natural been spent in subsequent disaster risk minimisation, years, as follows: monitoring and reporting of environmental performance, and community engagement.

YEAR FUNDS AVAILABLE AT 1 JULY FUNDS SPENT FUNDS REMAINING AT 30 JUNE

2014-2015 $618,059 $176,720 $441,339

2015-2016 $441,339 $176,876 $264,463

2016-2017 $264,463 $88,401 $174,062

2017-2018 $174,062 $118,563 $ 55,499

2018-2019 $55,499 $51,316 $4183

The table below gives an overview of the project areas funded by the special rate variation in 2018-2019. The remaining amount of special variation funding of $4183 has been allocated to environmental improvement activities programmed for 2019-2020.

PROJECT AREA FUNDS ALLOCATED FUNDS SPENT ACTIVITIES

Ecosystem Enhancement $23,000 $23,000 Flying Fox Management Plan Implementation Stormwater treatment device - Trash Rack $21,916 $21,916 Replacement Environmental Security Upper Cockle Creek Flood Study Risk $7910 $6400 Management Flood Study and Plan Totals $52,826 $51,316

ANNUAL REPORT 2018-2019 143 LEGAL PROCEEDINGS

During 2018-2019 Lake Of the 23 appeals: Two applications were made to Macquarie City Council was four had convictions set aside default judgments. involved in legal proceedings recorded and/or fines Both were successful. Council in the Local Court, District imposed by the Court did not incur any legal Court, Supreme Court, Land expenses in these matters. eleven were found proven and Environment Court, Court and the Court either did One application was made of Appeal, the Federal Court of not record a conviction, to the Court for a stay of Australia, the Australian Human or recorded a conviction enforcement proceedings. This Rights Commission and the without further penalty application was dismissed, and NSW Civil and Administrative Council did not incur any legal three were withdrawn by Tribunal. expenses. Council prior to hearing one was dismissed by LOCAL COURT the Court DISTRICT COURT Council’s involvement in legal four were ongoing at the Council was involved in two proceedings in the Local Court end of the reporting period. District Court proceedings during 2018-2019 was for two during 2018-2019. Both matters The two companion animal main reasons. These were were transferred to the matters were found proven. court elections in respect of Supreme Court and further In one, the Court determined Penalty Infringement Notices information as noted below. not to record a conviction. In (PINs) issued by Council and the other, a conviction was debt recovery proceedings. recorded without further Court elections in response SUPREME COURT penalty. Council did not incur to PINs can be for a range Council was joined to one any legal expenses in relation of offences, including traffic Supreme Court of NSW to these matters. and parking infringements, proceeding in which the owners companion animal offences, The environmental protection of neighbouring properties failure to obtain or comply with offence related to failure to were in dispute about access an approval, or non-compliance comply with a prevention arrangements. The matter was with Council orders and notices. notice. The appeal was resolved between the parties, Debt recovery proceedings by dismissed by the Court, and by agreement, and Council Council are generally focused the penalty was re-instated. incurred legal expenses of on the recovery of unpaid rates Council did not incur any $35,117 ex GST. or sundry debts. expenses. Two proceedings were transferred to the Supreme COURT ELECTIONS DEBT RECOVERY Court from the District Court. These proceedings relate to FOR PINS Council incurred expenses relief claimed for property of $41,813 ex GST during Council was involved in 26 damage. Legal expenses of 2018-2019 for the recovery of court elections during the $215,580 ex GST have been unpaid rates. Council’s actions year in relation to PINs. Of incurred by Council, and those included: these, 23 related to traffic and matters are ongoing. parking offences, two related commencement of 130 to companion animals and one proceedings to recover rates concerned an environmental and other debts by way of LAND AND ENVIRONMENT protection offence. Statement of Claim COURT Court elections relating to obtaining 62 judgments in Class 1 and Class 4 Proceedings traffic and parking PINs are favour of Council (including appeals to the NSW generally managed by Council, enforcement of judgments Court Of Appeal) with support from NSW Police. through writs of execution Land and Environment Court Over the reporting period, (28), garnishee orders (8) litigation that Council is Council did not incur any legal and caveats (1). involved in is primarily in expenses in relation to these Classes 1 and 4. matters.

144 LAKE MACQUARIE CITY COUNCIL Class 1 proceedings relate to COURT OF APPEAL NSW CIVIL AND environmental planning and OF NSW ADMINISTRATIVE protection appeals. Class 4 The decision in one Class 4 TRIBUNAL proceedings generally relate to Land and Environment Court Council was involved in two enforcement of environmental proceeding was appealed to proceedings in the NSW Civil planning and protection laws the NSW Court of Appeal. The and Administrative Tribunal and development consent Judgment handed down by appealing decisions made conditions. the Court in a prior reporting under the Government During 2018-2019 Council was period included orders that one Information (Public Access) involved in: party contribute to Council’s Act 2009. One appeal was ten Class 1 proceedings legal costs in relation to the withdrawn, and the other with a total cost of $188,473 proceedings. The amount of the matter was resolved by ex GST. Of those, three payment cannot be disclosed, agreement. Legal expenses of appeals were resolved by as it is subject to a confidential $12,976 ex GST were incurred agreement with consent settlement agreement. by Council in relation to these conditions imposed. proceedings. Two were dismissed by FEDERAL COURT OF the Court, and two were AUSTRALIA FURTHER INFORMATION withdrawn by the other REGARDING LEGAL parties to the proceedings. Council was involved in class Three appeals are ongoing. action proceedings in the PROCEEDINGS Council received total Federal Court of Australia Further information regarding payments of $30,000 in regarding an action relating legal expenses incurred by 2018-2019 towards its legal to the provision of financial Council during 2018-2019, costs in relation to Class 1 services. Council received including the legal proceedings proceedings an amount of $815,122 on set out above, is included in settlement of the matter. Council’s Financial Statements. one Class 4 proceeding, Workers compensation and which is ongoing. Legal other employment matters, costs of $26,657 ex GST were AUSTRALIAN HUMAN as well as public liability and incurred; RIGHTS COMMISSION professional indemnity claims, one combined Class 1 and Council was involved in one are disclosed separately in 4 proceeding, with costs proceeding in the Australian Council’s annual and financial incurred of $8,595 ex GST. Human Rights Commission in reports, and so are not The Class 1 proceedings had 2018-2019 regarding a disability included in the summary above. been previously determined complaint. The matter was by the Court. In the Class 4 resolved by agreement, and proceedings a determination Council incurred legal expenses had been made by the Court of $7,925 ex GST. Amendment note: with conditions generally Council’s 2017-2018 in Council’s favour. This Annual Report at page included an order for costs, 126 contained an error in and costs assessment relation to the number processes were continuing; of garnishee orders and sought. Council reported administrative actions garnishee orders in eight relating to two proceedings assessments for 2017- that were concluded in 2018. The number of a prior reporting period garnishee orders sought (including costs assessment by Council in 2017-2018 activities), with total costs was in relation to five of $15,610 ex GST. assessments.

ANNUAL REPORT 2018-2019 145 COUNCILLORS' AND MAYOR'S EXPENSES

EXPENDITURE ITEM AMOUNT

Mayoral allowance $88,062

Councillors' allowances $392,853

Provision of dedicated office equipment (leased laptop computers, iPads, mobile phones and accessories) $7,059

Telephone calls and communications $13,125

Councillors’ attendance at conferences/seminars, including transport and accommodation $48,380

Provision of induction training for Mayor and Councillors Nil

Training of Councillors and provision of skill development $4,571

Overseas visits including transport and accommodation and other out-of-pocket travel expenses $31,719

Interstate visits including transport and accommodation and other out-of-pocket travel expenses $18,201 Expenses of any spouse, partner or other person who accompanied the Councillor in performance of their $110 civic functions Provision for care of a child or family member Nil

Meeting expenses $30,694

Motor vehicle for Mayor $22,934

Motor vehicle for Councillors $18,978

Mayoral secretarial services $86,122

Councillor support service (one day a week) $18,978

Mayoral office expenses $27,363

Councilors' vehicle allowance (for use of their own private vehicles/taxis) $4,390

TOTAL $813,539

SENIOR STAFF REMUNERATION Council employed five senior costs associated with their TOTAL REMUNERATION PACKAGES staff and the CEO as at 30 June employment was $1,701,673. 2019. The total money payable Contract employment Chief Executive Officer $389,500 in respect to the employment conditions for senior staff Senior staff (5 FTEs at 30 of senior staff members during are in accordance with the June 2019) $1,312,173 2018-2019, including money Local Government Act 1993, payable for salary, the provision Fringe benefits tax payable section 338. for any non-cash benefits NIL of fringe benefits, and all other

OVERSEAS VISITS

POSITION DESTINATION PURPOSE DATES Singapore, Denmark, Israel, Smart Cities Study Tour International Mayor 19 July to 10 August 2018 Netherlands, United Kingdom Children’s Games Singapore, Denmark, Israel, Deputy Mayor Smart Cities Study Tour 19 July to 10 August 2018 Netherlands, United Kingdom

CEO New Zealand Leadership Training 14 to 16 November 2018

CEO USA Leadership Training 22 to 29 June 2019

Singapore, Denmark, Israel, Deputy CEO Smart Cities Study Tour 19 July to 10 August 2018 Netherlands, United Kingdom

146 LAKE MACQUARIE CITY COUNCIL CONTRACTS AWARDED

AMOUNT CONTRACTOR GOODS AND SERVICES EX GST Adriano Pupilli Architects Pty Ltd $377,035 Windale community facility and library design $263,200 Wyee West paper subdivision planning and engineering ADW Johnson Pty Ltd design Agility Professional Tree Service Pty Ltd $881,154 Facilities management services AGL Retail Energy Ltd $847,191 Street lighting AGL Sales Pty Ltd $209,720 Supply of gas to amenities Air Conditioning Industries Pty Ltd $165,898 Facilities management services ATF Services Pty Ltd $158,909 Facilities management services Australian Civil and Environmental Services Pty Ltd $754,955 Heavy and small plant and truck hire B & N Excavations Pty Ltd $159,483 Heavy and small plant and truck hire Base Course Management NSW Pty Ltd $292,100 Heavy and small plant and truck hire Bolla Contracting Pty Ltd $728,221 12-lot subdivision, Eleebana Boral Construction Pty Ltd $265,328 Supply and delivery of ready mix concrete Bruce’s Water Cartage $431,780 Heavy and small plant and truck hire Chubb Fire and Security Pty Ltd $323,146 Facilities management services Civica Pty Ltd $1,107,395 Software Clement Marine Constructions $744,168 Belmont Baths replacement Collaborative Construction Solutions Pty Ltd $1,679,885 Facilities management services Combined Traffic Management Pty Ltd $487,417 Linemarking Conplant Pty Ltd $111,538 Heavy and small plant and truck hire Cornerstone Ondemand Australia Pty Ltd $161,000 Software service Cramps Earthmoving Pty Ltd $104,735 Heavy and small plant and truck hire D and P Fencing Contractors $308,425 Supply and installation of road safety barriers Daracon Quarries $509,578 Civil work supplies Demato Commercial Pty Limited $670,252 Swim Centre shade infrastructure TOTAL REMUNERATION PACKAGES Downer EDI Works Pty Ltd $1,171,627 Civil work supplies Chief Executive Officer $389,500 EJE Architecture $239,000 Future space planning (architectural services) Senior staff (5 FTEs at 30 June 2019) $1,312,173 ERM Power Energy Pty Ltd $501,518 Supply of electricity (small sites) ETurf Pty Ltd $146,142 Facilities management services Fringe benefits tax payable NIL for any non-cash benefits FE Technologies $399,289 RFID renewal project Fenech Group Pty Ltd $578,653 Heavy and small plant and truck hire Fluren Pty Ltd $598,841 Heavy and small plant and truck hire Fulton Hogan Industries Pty Ltd $1,007,012 Civil work supplies Glenn Anderson Earth Moving Pty Ltd $411,577 Heavy and small plant and truck hire Graph Build Pty Ltd $6,497,788 Toronto Swim Centre redevelopment Hanson Construction Materials Pty Ltd $269,441 Supply and delivery of ready mix concrete HCB Solar $1,395,251 Facilities management services Holcim (Australia) Pty Ltd $227,352 Supply and delivery of ready mix concrete Holding Redlich $166,174 Provision of legal services Humes $701,615 Supply and delivery of steel reinforced concrete pipes and associated concrete products

ANNUAL REPORT 2018-2019 147 AMOUNT CONTRACTOR GOODS AND SERVICES EX GST Hymix Australia Pty Ltd $506,207 Supply and delivery of ready mix concrete Jaydub Electrical Services $171,110 Installation of field lighting Jaytee Holiday Park Management Pty Ltd $285,860 Operation and management of Wangi Point Holiday Park JNA Development Pty Ltd $1,213,307 Facilities management services John E Hogan Pty Ltd $146,922 Heavy and small plant and truck hire JP Civilworx Pty Ltd $228,885 Heavy and small plant and truck hire Kennards Hire Pty Ltd $1,169,388 Heavy and small plant and truck hire Kronos Australia Pty Limited $180,369 Software service LabourCo $2,743,113 Labour hire (outdoor staff) Mason Earthmoving $316,987 Heavy and small plant and truck hire Mat Brown Building Pty Ltd $1,618,822 Facilities management services Mat Brown Building Pty Ltd $221,640 Cardiff Senior Citizens Centre hall alterations Metromix Pty Ltd $742,824 Civil work supplies Mr Diggit Pty Ltd $552,022 Heavy and small plant and truck hire Mullane Maintenance Pty Limited $182,011 Facilities management services NAC Services $599,109 Facilities management services Newpave Pty Ltd $10,218,698 Civil work supplies Noraville Earthmovers $1,231,312 Heavy and small plant and truck hire Northern Fencing Specialist Pty Limited $252,490 Facilities management services Origin Energy Electricity Ltd $822,344 Supply of electricity (large sites) Quantic Security $322,486 Facilities management services Rees Electrical Pty Ltd $965,113 Installation of field lighting Remondis Pty Ltd $1,348,236 Facilities management services Remondis Pty Ltd $4,913,580 Waste processing RJ Keevers Excavations Pty Ltd $231,312 Heavy and small plant and truck hire RSPCA $202,805 Animal management services Scape Constructions Pty Ltd $1,166,907 Bernie Goodwin Memorial Park and playground upgrade Schreiber Hamilton Architecture Pty Ltd $1,318,621 Toronto Foreshore Project – Head Design Consultant SNK Group Pty Ltd $350,130 Facilities management services Solo Resource Recovery $3,517,303 Kerbside collection of domestic and commercial recyclables Squeeky Group $228,284 Facilities management services Stan Davies Excavations $911,137 Heavy and small plant and truck hire T and N Earthworks Pty Ltd $330,765 Heavy and small plant and truck hire TATS Downunder Earthmoving and Construction $279,044 Heavy and small plant and truck hire Terry Keelan Plumbing Pty Ltd $1,279,284 Facilities management services Tropic Asphalts Pty Ltd $1,061,510 Civil work supplies Turspec Pty Ltd $147,613 Sports field renovation and turf services Tyres4U $369,835 Supply, fitting, maintenance and recycling of tyres, tubes and automotive and marine batteries Unique Building Partners Pty Ltd $422,510 Redhead Surf Life Saving Club kiosk and services upgrade Veolia Environmental Services (Australia) Pty Ltd $155,064 Facilities management services Watchout Training and Traffic Control $3,068,674 Traffic control

148 LAKE MACQUARIE CITY COUNCIL FINANCIAL PERFORMANCE

OPERATING RESULT BEFORE CAPITAL Council has reported an 20,000 operating deficit before capital revenue of $9.9 million. A key factor affecting our annual 10,000 result relates to provisions for future remediation of Awaba 0 Waste Management Facility. $'000 The deficit also reflects adjustments for the disposal (replacement or demolition) of -10,000 assets that still had a capital value on our balance sheet at the time of their disposal. -20,000 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 The seven-year special rate variation for Lake Macquarie City, approved by IPART in 2012, continuous improvement. blueprint for our continued greatly assisted Council in The challenge for Council in financial stability. The plan managing its substantial and the future will be to deliver forecasts a surplus from ageing asset base and partially the expected services and 2022-2023. assisted in addressing the capital works to the community current infrastructure backlog. with restricted rates revenue Council will continue to build increases. on its position through strong Council’s Long-term Financial financial management and Plan provides a 10-year

GROSS OUTSTANDING DEBT Gross Outstanding Debt

The amount of gross outstanding debt remains manageable and affordable,

with total outstanding debt

now at $126.9 million.

There were new external borrowings in 2019 of $44.79

0 million which included Council’s $'00 borrowing requirements for the 2017-2018 financial year and the 2018-2019 financial year. The level of debt remains affordable, with Council’s debt

service ratio remaining strong

and within an acceptable range. As a result of restrictions placed on us by cost shifting and constraints on income, we of our borrowings, we have principle of inter-generational are still experiencing increasing increased the term of our loans equity, which attempts to pressure to fund a significant over recent years so that they ensure that future ratepayers amount of new capital works more readily match the life pay for the use of capital from loan borrowings. cycle of the assets the funds initiatives by way of future loan In an attempt to reduce the are used to acquire or build. payments. short-term financial impact This action also supports the

ANNUAL REPORT 2018-2019 149 Debt Service Ratio

DEBT SERVICE RATIO The debt service ratio compares 11.00% the net debt service cost 9.00% (including principal repayments and interest) to operating 7.00% revenue and is a relevant 5.00% indicator of the affordability of an organisation’s debt position. 3.00%

The debt service ratio for 1.00% 2018-2019 is 3.6 per cent, well below the average for 0% comparable NSW councils, 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 indicating that current levels of debt remain manageable. Council Council upper limit Lake Macquarie City Council NSW Group 5 Councils average is in the Office of Local Government’s ‘Group 5’ grouping of comparable councils. Increasing demands placed on Council to borrow additional funds to provide various levels of works demanded by our community may well see this ratio increase over coming years.

U C R UNRESTRICTED CURRENT RATIO

The unrestricted current ratio is a measure f the ability to satisfy financial obligations in the short term and is a ratio of current assets, less externally- restricted assets, divided by current liabilities, less specific purpose liabilities. The unrestricted current ratio for 2018-2019 was 4.90:1, which is considered satisfactory and indicates Council has no problem in meeting all payments when they fall due. C N C

150 LAKE MACQUARIE CITY COUNCIL BUILDING AND INFRASTRUCTURE dn and na na a RENEWALS RATIO

The building and infrastructure renewal ratio was 78.9 per cent for 2018-2019 and was determined by dividing total asset renewals (building and infrastructure) by the depreciation charge. A ratio of one or greater (100 per cent) indicates that we are replacing our assets at a rate equal to or greater than the consumption of these assets. We are currently implementing sophisticated Asset Management Plans to C C T R ensure we get an optimal return N C on each and every dollar we expend on asset maintenance and renewal. Over time, this strategy should see the trend improve.

Internally Restricted Cash

INTERNALLY RESTRICTED CASH This graph shows the amounts of ‘internally restricted’ cash held by Council over the past 10 years. Internally restricted cash

0 is funds held by Council for specific future purposes as $'00 determined by the Council. Each balance of internally restricted cash supports a number of different projects that have been approved by Council which are, for various reasons, awaiting YEAR commencement at some time in the future. These funds are invested in accordance with Council's investment policy until the expenditure is required.

ANNUAL REPORT 2018-2019 151 Index to statutory reports

REPORT TITLE RELEVANT LEGISLATION PAGE/NOTES

Fair and equal Employment Local Government General Regulation page 94 (Reg) cl 217(1)(a9)

Public interest disclosures Public Interest Disclosures Act 1994, s 31 page 100 Public Interest Disclosures Regulation 2011, cl 4

Details of inspections of Swimming Pools Act 1992 (SP Act), s 22F(2) page 101 private swimming pools Swimming Pools Regulation 2018 (SP Reg) cl 23 Disability Inclusion Action Plan Disability Inclusion Act 2014, s13(1) page 102

Public access to information Government Information (Public Access) Act 2009, s 125(1) page 110 Government Information (Public Access) Regulation 2018, cl 8, Schedule 2

Companion animals Reg cl 217(1)(f) page 112 Companion Animals Guidelines Contributions and donations Reg cl 217(1)(a5) page 115 Act s 356

Partnerships, co-operatives Reg cl 217(1)(a7) page 122 and joint ventures

External bodies exercising Reg cl 217(1)(a6) page 126 Council functions

Controlling interests and Reg cl 217(1)(e), page 130 service charges Reg cl 217(1)(e1)

Voluntary Planning Agreements Environmental Planning and Assessment Act page 130 1979, s 7.5(5)

Private works Reg cl 217(1)(a4) page 131 Act s 67, 67(2)(b)

Special rate variation Special Rate Variation Guidelines page 142 (SRV Guidelines) 7.1

Sustainability and SRV Guidelines 7.1 page 143 environmental levy Legal proceedings Reg cl 217(1)(a3) page 144

Councillors’ and Mayor’s Reg cl 217(1)(a1) page 146 expenses (i), (ii), (iii), (iv), (v), (vi), (vii), (viii)

CEO and Senior staff Reg cl 217(1)(b)(i), (ii), (iii), (iv), (v) page 146 remuneration Reg, cl 217(1)(c) (i), (ii), (iii), (iv), (v)

Contracts awarded Reg cl 217(1)(a2) (i), (ii) page 147

Overseas visits Reg cl 217(1)(a) page 146

Amount of rates and charges Local Government (General) Regulation 2005 Nil for 2018-2019 as noted in written off during the year (Reg), cl 132 the Financial Statements. Financial statements for the Local Government Act 1993 s 428(4)(a) Council’s annual Financial year ending 30 June 2019 Statements are included as an appendix to this report. See page 140 for details.

State of the Environment Local Government Act 1993 s 428A See page 74 for details. Report

152 LAKE MACQUARIE CITY COUNCIL

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