City of Lake Macquarie Delivery Program 2013-2017 incorporating the Draft Operational Plan 2014-2015
Actions Council will take in response to strategies contained in the Lake Macquarie Community Strategic Plan 2013-2023.
Contents
1. Introduction 4 3. Funding at a glance 26 7. Financial Management 101 Mayor’s introduction 5 Source of Funds by Focus Area 27 Projected Financial Statement 102 General Manager’s introduction 6 Expenditure by Focus Area 27 Projected Statement of 104 Understanding the plan 7 Budget by Source of Funds 28 Financial Position How we plan 7 Budget by Expenditure 29 Projected Cash Flow Statement 105 Projected Restricted Cash 2013 106 Community engagement 8 Projected Restricted Cash 2014 107 Importance and satisfaction 11 4. KEY Focus Areas 30 quadrant analysis Projected Restricted Cash 2015 108 1. Caring for the environment 31 Ward map 12 Projected Restricted Cash 2016 109 2. Caring for our community 38 Elected representatives 13 Projected Restricted Cash 2017 110 3. Sport, recreation and culture 46 Profile of our City 14 Ratios 111 4. Transport, roads and drainage 58 Rating policy 113 5. Urban and economic development 64 Base amount 113 2. Our organisation 16 6. Civic leadership 70 Our organisation 17 Categorisation of land 113 for rating purposes Structure 18 5. Business Activities 78 Council’s rating structure 114 Lake Macquarie City Council 19 Introduction 79 strategy map Charges 114 National Competition Policy 79 Corporate planning 20 Charge for works on private land 115 Category One businesses 80 Lifestyle 2030 21 Fees and charges for 116 Category Two businesses 81 goods and services Engaging and involving the community 22 CiviLake 82 Proposed borrowings 117 Community survey 23 Property management 86 Proposed 2014-2015 loan program 117 Corporate documents 24
6. Resourcing Strategy 90 Overview 91 Workforce management planning 92 Asset management 94 Plant and fleet management 97 Information technology and information management strategy 99 1. Introduction Mayor’s introduction
The actions detailed in our Effective and economical Delivery Program 2013-2017 management of our City’s waste and Operational Plan 2014- will continue to be a focus in 2015 are guided by the vision 2014-2015 as we prepare to fully and strategies articulated in our implement our green waste system Community Strategic Plan for to enable collection and processing 2013-2023. These plans have of food waste from 2015-2016. been developed based on extensive The green waste service is just stakeholder participation and we one component of Council’s are confident that we have captured comprehensive waste strategy, which the aspirations and main priorities has put us on track to achieve a 66 of the Lake Macquarie community. per cent reduction in waste to landfill As we implement these plans, we from City and Council operations by will continue to consult with our 2023. We are creating an even community to ensure we remain on the right path. In December, more than 2000 more attractive, prosperous young athletes from up to 80 and liveable City. In preparing for 2014-2015 and cities around the world, and their beyond, we have undertaken our supporters, will visit Lake Macquarie biennial Community Survey. We when we become the first city in regularly seek feedback about the the Southern Hemisphere to host the As we enter the second year of our services Council delivers, but every International Children’s Games. four-year Delivery Program 2013- two years we take the opportunity to 2017, I am pleased to report that gain a much deeper understanding Council will also take important steps we are already achieving positive of the needs and attitudes of Lake to protect lives and property in Lake outcomes for our City. Macquarie residents. Gathering Macquarie by commencing work to put in place high priority elements of Smarter waste services, better play this essential information means an Integrated Flood Warning System spaces and sporting grounds, new that Council is better placed to for the City. footpaths and cycleways, safer plan for and deliver quality services roads, innovative tourism marketing that endure and evolve with the Throughout 2014-2015, we will and more accessible community changing needs of the community. continue to deliver the same high- facilities are some of the many The Operational Plan 2014-2015 quality services our residents have improvements Council has made forecasts an exciting year for our told us they want, expect and rely during the first year of this ambitious City. on, while implementing works to work program. upgrade infrastructure and facilities Our new Economic Development throughout the City. We plan to build on this success in Board will officially commence the year ahead. activities on 1 July. The General I look forward to working with Manager and I look forward to our community and my fellow working with the board to set the Councillors to deliver these positive strategic direction for economic outcomes for Lake Macquarie. activities in Lake Macquarie. Councillor Jodie Harrison Mayor
Introduction 5 General Manager’s introduction
An essential component of our I am proud to report that in Integrated Planning and Reporting 2012-2013, Council achieved Framework, the Operational Plan 87 per cent of its Operational describes the actions Council will Plan performance targets. These take over the next 12 months to achievements include upgrading deliver on the community’s vision for local playgrounds, investing $3.6 our City. million in better drainage systems, diverting 144,000 tonnes of waste Hard work and the strength of our from landfill, delivering 43 projects planning has enabled Council to to improve local ecosystems and address significant challenges in resealing or resurfacing 8.4 per cent recent years. With our financial of our roads using innovative low- sustainability now secured, Council cost treatments, to name a few. continues to progress our plans for a positive future in which the services As we address our infrastructure I am pleased to present the and infrastructure needs of our maintenance and replacement Operational Plan 2014-2015. community can be met. backlog and work to return our budget to surplus, Council is making Revenue raised through the rate significant improvements to our variation approved by IPART in June productivity. This Delivery Program 2012 has provided the foundations and Operational Plan reflect the for financial sustainability that rigour of our planning and our Council continues to build upon ongoing commitment to getting value through strong financial management for money and solid outcomes for the and continuous improvement. community of Lake Macquarie.
In 2012-2013, the first year of the Brian Bell City’s seven-year rate variation, we General Manager have been able to maintain services and continue to make improvements across Lake Macquarie, while returning a modest operating surplus.
Council’s integrated approach to planning and reporting means that with each Operational Plan target met, we move ahead in our Delivery Program and, in turn, closer to the vision we share with the community, as outlined in the Community Strategic Plan.
6 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Understanding the plan
The Delivery Program 2013-2017 incorporating the Operational Plan 2014-2015 defines the actions Council will take towards achieving our community’s vision for our City, as captured in the Community Strategic Plan 2013-2023.
This section explains how Council developed these plans in consultation with the community, and how the plans work together to help us achieve our shared vision.
How we plan
Council has an Integrated The four-year Delivery Program is undertaken with staff from across Planning Framework that aligns revised annually to establish which the organisation to assess the status organisational planning, processes, objectives set out in the Community and progress has informed the and performance to the Community Plan can be achieved within operational objectives for the current Strategic Plan 2013-2023. Council’s available resources, and period of 2014-2015. an Operational Plan of actions for The Community Strategic Plan is the coming year is created. The progress of the actions identified our primary strategic document. in the Operational Plan are reported Developed in collaboration with the The Operational Plan 2014-2015 to Council quarterly. An Annual community, it sets out our shared is the second year of the Delivery Report is also developed and goals and aspirations for the future. Program 2013-2017, and highlights provided to Council, which reflects The way we bring those aspirations the actions that will be undertaken. and reports on Council’s objectives, and goals into reality is to create operations, and performance for a program of action which we call Each Operational Plan action relates the financial year. The progress our Delivery Program. The delivery to a Delivery Program strategy, and achievements of the Delivery program is a four-year plan that which is then linked to a priority in Program are reported to Council covers the term of an elected council. Council’s Community Strategic Plan. through an end-of-term review.
Our current Delivery Program spans This ensures that Council’s long-term This planning process allows Council 2013-2017. To create the program, planning is consistent with the current to prioritise projects based on the we looked at the Community Plan and future needs of the community. needs and direction provided by our and asked what we could achieve As we enter the second year of the community, and ensure our actions over those four years to bring us Delivery Program 2013-2017, are aligned to our community’s vision closer to the community’s vision. our corporate reporting framework for the City. With limited resources – skills, provides consistency while labour, time and money – we cannot remaining responsive to the needs achieve everything at once. of our community. Consultation
Introduction 7 Community engagement
The Delivery Program 2013-2017 Community engagement undertaken incorporating the Operational Plan was guided by the public Engagement results 2014-2015 reflects the partnership participation spectrum (developed between Council and the people of by the International Association from the Lake Macquarie Lake Macquarie City. for Public Participation), as well as Council’s Community Engagement Community Plan The Delivery Program and Principles. Operational Plan define the actions Council will take in response A thorough community engagement 2008-2018 to strategies contained in the process was undertaken while the informed the Community Strategic Community Strategic Plan Draft Delivery Program incorporating Plan 2013-2023 2013-2023. the Operational Plan was on public exhibition, and included displays at The engagement for the Community Community engagement was a local libraries, information available Strategic Plan 2008-2018 was critical element in developing the via Council’s website, updates via extensive, involving representatives Delivery Program and Operational social media, features in from a broad cross-section of the Plan actions. Council-produced newsletters and a community. The actions address matters range of media releases targeted at Using a strength-based community identified as high priority and of high TV, radio, online and print media. engagement approach, individuals importance to the community, and Community members were were able not only to raise concerns, reflect the six key focus areas. encouraged to review the draft but to suggest and discuss possible plans and provide comment via solutions and future priorities. user-friendly feedback forms. One thousand residents took part in Feedback was then taken into Focus areas account before the Draft Delivery the telephone survey, more than 500 Program and Operational Plan was people attended workshops and finalised and adopted by Council. focus forums, a further 180 made Caring for the environment written or emailed submissions, Three key engagement activities and 90 people registered on a Caring for our community supported development of the myspace site which was established Community Strategic Plan, Delivery Sport, recreation and culture to capture input from young residents Program and Operational Plan: in the City. Transport, roads and drainage Community engagement results To complement these activities, a Urban and economic from the Lake Macquarie telephone survey was conducted development Community Plan 2008-2018 with randomly selected residents, informed the current Community and an online submission form was Civic leadership Strategic Plan; available for individuals to complete.
Community engagement results from the Securing our Future
program; and
Community Survey results.
A summary of each key community engagement activity is provided in the pages to follow.
8 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 During information sessions, forums, These workshops were advertised Pricing and Regulatory Tribunal briefings and community workshops, extensively in the local media, as (IPART) for a seven-year increase to a customer and community well as in the June rates notice, rates above the allowed rate peg. engagement discussion guide was which went to every property owner The rate peg is the percentage level provided to all participants that in the City, plus in separate notices by which all councils in NSW may gave background information on that went to all rental property increase the total income they will the plan, facts and figures about owners. receive from rates. Lake Macquarie, an overview of Council’s role, and a list of all current More than 3200 people In February 2012, Council made activities and funding. In round table participated in the consultation its application to IPART for the discussions, participants were process. We heard that residents seven-year rates variation and asked to discuss future challenges, did not want a reduction in Council in June 2012, IPART made its services, activities and long-term services and that the majority determination, providing approval priorities they saw facing the City, of participants were willing to for an increase in residential rates by in the key focus areas. pay to maintain services such as an average of 7.7 per cent per year better roads, better sportsgrounds over seven years, and in business Participants were given the and playgrounds, and continued rates by 9.9 per cent over seven opportunity to rank priorities improvements to our natural years (including the rate peg). The according to importance. These environment, especially around approved increase is consistent with results were thoroughly analysed and the lake. Council’s Option 2 as outlined in the Community Strategic Plan strategies Securing our Future consultation. were developed based on the As a result of these discussions, input priorities identified by the community. from a community working group, In making this determination, and previous consultation undertaken IPART acknowledged that Council during the development of the conducted an extensive consultation Community Plan, we formulated process, demonstrating clear three rates-to-services options for the community support for the rate Engagement results from City’s future and sought widespread increase that was approved. feedback on which of the options the Securing our Future the people of Lake Macquarie IPART’s determination recognised preferred. that Council needed to maintain program the services we deliver to our To meet the needs of the diversity of community, and acknowledged In 2011, Council initiated Securing people living in Lake Macquarie, that an increase was required to our Future, an extensive consultation Council’s consultation strategy achieve financial sustainability for program to determine which services provided many avenues for the foreseeable future. IPART also are most valued by our community feedback on the three options. acknowledged that Council would and to find the right balance of rates, Council clearly communicated the not be able to undertake the full infrastructure and levels of service. cumulative percentage increases in allocation of expenditure proposed Securing our Future was conducted rates and the related programs of in our application, and would still over a six-month period from late expenditure or reductions required. have to make some tough decisions May to November 2011. Postal and phone surveys were used, about expenditure in future years. along with stakeholder focus groups, First, we held a series of community electronic polling at community Council will continue to prioritise workshops across the City, which workshops, and an online survey. future expenditure in line with past involved seeking feedback from and present community consultation. the community about the Council The combined methods of services they value the most. consultation led to Council making an application to the Independent
Introduction 9 Community Survey results
In early 2014, Lake Macquarie Attributes in the bottom-left quadrant, City Council sought to examine NICHE, such as ‘family day care community attitudes and perceptions services provided by council’, are towards services and facilities of a relatively low priority (and the provided by Council. This was word ‘relatively’ should be stressed – achieved through a Community they are still important). These areas Survey, conducted by an external tend to be important to a particular party on behalf of Council. segment of the community. The table on page 11 presents Finally, attributes in the bottom-right the survey results as a quadrant quadrant, SECONDARY, such analysis, sorted under the categories as the ‘Hunter Sports Centre at Maintain, Improve, Niche and Glendale’, are core strengths, but in Secondary. relative terms they are less important than other areas and Council’s Attributes in the top-right quadrant, servicing in these areas may MAINTAIN, such as ‘kerbside already be exceeding expectations. garbage collection’, are Council’s Consideration could be given to core strengths. rationalising focus in these areas as Attributes in the top-left quadrant, they are not community priorities for IMPROVE, such as ‘maintaining improvement. road services’, are areas in which A full explanation of the survey Council is perceived to be currently process is provided on page 23. under-performing and are key concerns in the eyes of residents.
10 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Importance and satisfaction quadrant analysis
HIGHER IMPORTANCE IMPROVE MAINTAIN Garbage and recycling bins in public places Kerbside garbage collection Planning for natural disasters (including bushfires, Kerbside recycling collection floods and storms) Libraries Litter control Environmental awareness and education Council’s Professional Lifeguard patrol (Mon-Sat) Supporting communities and businesses to be more Kerbside bulk waste collection environmentally sustainable Coastline management (beaches) Appearance of town centres Overall appearance of City parks Services for seniors and people with a disability Management of public trees (i.e. trimming/removal to Lake and foreshore management avoid hazards) Playgrounds Community safety/Crime prevention Picnic and barbeque areas Weed and pest control Ovals and sporting facilities Maintaining drains Managing residential development Reducing waste generation Kerb and guttering Reducing water consumption
Illegal dumping control Public health inspection services HIGHER SATISFACTION Overall appearance of City roads Overall appearance of the City Generating local employment opportunities Road and traffic safety Maintaining road surfaces Footpaths Services and facilities for children Public toilet cleaning Bushland management
Skate parks Clean Out collection for chemical disposal Hunter Sports Centre at Glendale Protecting heritage values and buildings Supporting cultural diversity Lake Macquarie City Art Gallery at Booragul
LOWER SATISFACTION Animal control and compliance by Ranger Services Lake Macquarie Performing Arts Centre Provision of information on Council activities at Warners Bay Reducing greenhouse gas emissions Cemeteries Visitor and tourism services Swimming pools Used motor oil recycling Services and facilities for Aboriginal people Swimming pool programs and activities Family day care services provided by Council (for example, Learn to Swim) Adapting to climate change Council’s four holiday parks Parking enforcement by Ranger Services (Swansea, Blacksmiths, Belmont, Wangi) Youth services and facilities Public jetties and boat ramps Contact with Councillors Managing commercial development Multi-purpose centres and community halls Public transport Cycleways Council’s response time to requests Shared Pathways The development approvals process
NICHE SECONDARY LOWER IMPORTANCE
Introduction 11 Ward map
North Ward
Glendale West Ward Cardiff
Charlestown Warners Bay
Toronto
Belmont
East Ward Swansea Morisset
Wyee
12 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Elected representatives
Cr Jodie Harrison, Mayor 02 4921 0223 [email protected] North Ward West Ward East Ward
Cr Brian Adamthwaite Cr Wendy Harrison Cr Kay Fraser 0417 061 433 0409 775 432 0404 497 401 [email protected] [email protected] [email protected]
Cr Robert Denton Cr Daniel Wallace, Deputy Mayor Cr Jason Pauling 0409 947 604 0429 610 290 0417 416 577 [email protected] [email protected] [email protected]
Cr Barry Johnston Cr Ken Paxinos Cr Laurie Coughlan 0409 777 599 0409 896 619 0407 954 497 [email protected] [email protected] [email protected]
Cr Barney Langford Cr Rosmairi Dawson (previously Okeno) Cr Chad Griffith 0417 137 758 0417 300 170 0409 888 693 [email protected] [email protected] [email protected]
Introduction 13 Profile of our City
Lake Macquarie is ideally positioned on the east coast of Australia. It is conveniently located on the M1 motorway, 90 minutes north of Sydney, 10 minutes from Newcastle and 40 minutes from the Hunter Valley and Central Coast.
The City is just two hours by car from Sydney’s international airport, 25 minutes from Newcastle Airport, and 10 minutes from the Port of Newcastle. CityRail services are available regularly on the Main Northern Railway Line to Lake Macquarie, and excellent road networks provide access to the Central West, Northern Tablelands, the Mid-North Coast and the North Coast regions of NSW.
History Environment Population
Lake Macquarie was first inhabited Lake Macquarie has a picturesque Lake Macquarie’s population is by the Awabakal tribe, Awabakal landscape of more than 757km2 estimated to be 200,000, making it meaning ‘people of the calm of spectacular beaches, mountains the largest city in the Lower Hunter, surface’, more than 8000 years and lake foreshore. The Watagan the fourth-most populous in NSW, ago. The City is named after Mountains to the west have forests, and in the top 7 per cent in Australia Governor Lachlan Macquarie. numerous outlooks, picnic and for greatest growing cities. The European settlement dates from camping spots and magnificent population is expected to increase 1826 when the first land grants waterfalls. by 60,000 between 2006 and were issued. Land was used mainly 2031, creating demand for 36,000 for timber production and farming. The centrepiece of the City Lake new dwellings and 12,200 new The northern part of the City was Macquarie, is one of the largest jobs. developed from the 1870s primarily coastal saltwater lakes in Australia; for the establishment of coal mining, about twice the area and volume of The population is distributed and development in the southern Sydney Harbour. With more than around the lake in more than part of the City in the early 1900s 38,000 ha of natural ecosystem 90 communities. The median was aided by the construction of the diversity, the City is home to a household income is $922 per railway line to Sydney. variety of wildlife including more week. Approximately 40 per cent than 100 threatened species such of the population have tertiary or The most significant development as squirrel gliders, green and golden equivalent qualifications. occurred in the years after the two bell frogs, powerful owls and the World Wars especially from the black-eyed Susan plant (tetratheca 1960s. juncea).
14 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Economy City of Lake Macquarie
Lake Macquarie’s population City area: increased at a modest 4.6 per 757km2 cent since 2008, however the workforce increased by 7.3 per Lake circumference: cent in that time and 9.9 per cent 174km more jobs were created in the City Population: over that five-year period. 200,000 (estimate) The largest growth in employment opportunities occurred in the Projections between 2011-2031: health, community and social 60,000 people services area, with 29.6 per 36,000 new dwellings cent, followed by hospitality 12,200 new jobs and tourism (16.6 per cent) and Climate: education and training (9.8 per cent). The key providers of new Mean minimum temperature 11.5˚ jobs in the City are agencies Mean maximum temperature 24.1˚ operating in community and Rainfall: aged care services, from both the public and private sectors. Across Total annual rainfall 1150mm the City, retail, health, social Labour force: and community services, and 88,252 manufacturing remain strong job providers. Unemployment rate: The period 2006-2011 has 4.9% seen considerable growth and Businesses: development in commercial, retail and industrial buildings in the City 12,021 with considerable activity in the regional centre of Charlestown. Job generation in our commercial centres is heavily focused on knowledge and technology-based vocations.
Introduction 15 2. Our organisation Our organisation
Lake Macquarie City Council consists of three divisions: Community Development, City Strategy, and Operations, which are responsible for the delivery of the Community Strategic Plan. In addition, the General Manager’s Secretariat provides direct support to the Mayor, General Manager and Directors.
General Director Director Director Manager Community City Strategy Operations Brian Bell Development Tony Farrell Amanda Colbey Morven Cameron
The General Manager is The Community The City Strategy division The Operations division is responsible for the day-to- Development division focuses on shaping the responsible for providing day management of the focuses on the planning, future growth of the City, efficient, quality services Council. designing, building, and with particular attention to the community within management of Council’s on our town centres. The agreed timeframes and The General Manager infrastructure, facilities Director City Strategy has budgets. The Director has guides Council to achieve and community services. overall management of overall management of the community’s vision for The Director Community the departments: the departments: the local government area Development has overall as expressed through management of the Development Waste, Environment the Community Strategic departments: Assessment and and Rangers Plan, ongoing community Compliance engagement processes Community Planning CiviLake and through the direction Integrated Planning Mechanical Depot and of the elected Council. Asset Management Sustainability Supply The General Manager Library, Leisure and Finance and Corporate Risk and leads the staff of Lake Culture Administration Compliance Macquarie City Council, City Projects which employs more Property and Business than 1000 staff across Economic Development Development three directorates, to help carry out a wide range of Communications and Corporate Information services. Customer Service Corporate Legal Corporate Planning and Governance
Our organisation 17 Structure
General Manager’s Secretariat Human Resources Corporate Support Internal Auditor Corporate Finance Strategy
Director Community Development Community Planning Asset Management Mayor and Library, Leisure and Culture Councillors City Projects Economic Development Communications and Customer Service Corporate Planning and Governance General Manager (CEO) Director City Strategy Development Assessment and Compliance Integrated Planning Sustainability Finance and Administration Property and Business Development Corporate Information Corporate Legal
Director Operations Waste, Environment and Rangers CiviLake Mechanical Depot and Supply Corporate Risk and Compliance
18 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Lake Macquarie City Council strategy map The strategy map provides an overview of how Council’s strategic planning framework guides our operations.
DLG * Ensure healthy and sustainable local councils that are accountable and responsive to their communities Priority
Strategic A city A city that A city A well serviced A well A city of City leadership Directions responsive makes an responsive and equitable designed progress and which is open, to its equitable to the wellbeing city adaptable prosperity ethical and listens environment contribution needs of its and liveable and responds to to global residents city the needs of its sustainability community
Wellbeing Environment Social Economic Civic Leadership Indicators
Activities Waste Strategic Planning Public Health and Economic and Employment Donations and Financial WER Administration Ranger Activities Development Assistance Waste Collection Emergency Services Tourism City Council and Mayor Office Waste Disposal Human Services and Public Cemeteries Community Development Finance Bulk Waste Collection Land Use Parks, Sporting Grounds Development Assessment Information Technology Commercial and Parks and Ovals Collection Building Assessment Human Resource Beach and Surf and Compliance Management Tree Management Lifesaving Service Land Subdivisions Customer Service Public Purpose Acquisitions Swimming Centres and Communications Developer Contributions Sustainability Governance Libraries Legal Services Integrated Planning Environmental Security Art Gallery Corporate Planning Sustainability Engagement Cultural Services, Activities Community Engagement Sustainable Living and Events Mechanical, Depot Ecosystem Enhancement Infrastructure Planning and and Supply Services Noxious Weeds and Maintenance Overgrown Land Control Roads, Kerb and Gutter Effluent Services Drainage Sweeping and Cleaning Traffic and Transport, of Pedestrian Areas Footway and Cycleway Lake and Foreshore Program Management Family Day Care Landcare Bush City Landscaping Regeneration
Key Focus 1. Caring for our 2. Caring for our 5. Urban and Economic 6. Civic Leadership Areas Environment Community Development 3. Sport, Recreation and Culture 4. Transport, Roads and Drainage
LMCC * Achieve long-term sustainability by respecting the principles of purpose environment, economic, social and governance aspirations and constraints of our City
*DLG = Division of Local Government *LMCC = Lake Macquarie City Council
Our organisation 19 Corporate planning
Local councils in NSW are required 3. Operational Plan 4. Annual Report to undertake their planning and and Budget The purpose of the annual report reporting activities in accordance The Operational Plan and Budget is to reflect and report on Council’s with the Local Government Act provide a financial and resource objectives, operations and 1993 and the Local Government allocation plan that identifies performance for the financial year. (General) Regulation 2005. services and activities to be carried The Local Government Amendment out over a 12-month period. The (Planning and Reporting) Act Operational Plan also provides a 2009 provides transitional succinct review of our performance provisions for phasing in the against specific community and legislative requirements of the Local organisational indicators. Government Planning and Reporting Framework.
The framework consists of the following:
1. Community Strategic Plan This is Council’s primary planning document. The plan outlines medium (two to five-year), and long-term (six to 10-year) priorities, directions, strategic objectives and progress indicators that address the community’s main priorities and vision for the future. 2. Delivery Program The delivery program outlines how Council will deliver the Community Plan’s strategic objectives over a four-year period. It is a statement of commitment to the community from each newly-elected council and Local Government Planning is designed as the single point of reference for all principal activities and Reporting Framework undertaken by Council during its term of office.
20 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Lifestyle 2030
In addition to the corporate to provide greater housing choice A well-designed, adaptable and planning documents within the to meet the needs of changing liveable City; Integrated Planning and Reporting demographics and lifestyles, reduce Framework, Council also has a motor vehicle dependency, achieve A well serviced and equitable Lifestyle 2030 Strategy that guides more local employment, protect City; Council’s strategic land use and land significant ecological areas and A City of progress and prosperity; management planning processes. achieve more environmentally- sustainable urban development. A City responsive to the Council recognises that the City’s well-being of its residents; and prosperity, natural assets and The preparation of Lifestyle community are essential elements of 2030 followed a review of the A City that practices participatory residents’ quality of life. It is therefore performance of Lifestyle 2020, democracy and is well governed. important to have in place a strategy which included a demographic that provides the direction for future analysis of the City over the past urban and rural land use, based 10 years, reviews of the supply of Future reviews of Lifestyle 2030, on the quadruple bottom line: the residential and employment lands in involving community and stakeholder social, economic, environmental the City, and the status of the City’s consultation, will be used to identify and civil leadership elements that biodiversity. The preparation of additional urban growth and areas. together contribute to the wellbeing Lifestyle 2030 also coincided with A major objective in identifying of our community. Lifestyle 2030, the preparation of the new City-wide future urban locations will be to an updated version of Lifestyle Local Environmental Plan (LEP). limit the impact on areas with 2020, continues to provide strategic significant biodiversity values, such direction for land use and land Lifestyle 2030 retains the seven as threatened species, ecological management within the City. main strategic directions adopted in communities and habitats for Lifestyle 2020, as modified in 2007 threatened species. The strategy is based on the in accordance with principles for principles of sustainability, equity, sustainable cities: efficiency and liveability. A primary aim of Lifestyle 2030 is to promote A City responsive to its urban development that creates environment; mixed-use town centres that provide A City that makes an equitable for the daily needs of residents, contribution to global are enjoyable places to visit, and sustainability; serve as hubs in the public transport system. Lifestyle 2030 also seeks
Our organisation 21 Engaging and involving the community
The various strategic and operational Council’s community engagement Depending on the issue, the decision documents that comprise Council’s structure is based on the public to be made and the stakeholders planning framework reflect a participation spectrum developed involved, staff will choose one balance between community by the International Association for of four levels of engagement, expectations and the resources Public Participation. with a commitment to keeping all Council has available. stakeholders informed of relevant information.
Lake Macquarie City 1. Inform Council’s five levels 2. Consult 3. Involve of engagement are: 4. Collaborate 5. Empower
INFORM CONSULT INVOLVE COLLABORATE EMPOWER ENGAGEMENT We will keep We will We will work We will partner We will provide LEVEL stakeholders listen to and directly with with stakeholders to stakeholders informed with acknowledge stakeholders receive advice and with (delegated) balanced feedback from to ensure that formulate solutions. authority to and objective stakeholders concerns and make decisions We will provide information to aspirations are on Council’s stakeholders assist them understood and behalf with authority to in understanding considered undertake work on any situation. behalf of Council
EXAMPLES Council’s Surveys, public Can be as part Landcare, Youth Management website, Your exhibitions and of a public Advisory Council committees City magazine, community exhibition and and subcommittees for halls and social media and drop-in events forums sporting e-newsletters facilities and Sustainable Neighbourhood Groups
22 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Community survey
In early 2014, Lake Macquarie The survey was conducted in City Council sought to examine Key objectives of the February and March 2014. community attitudes and perceptions research included: Respondents were selected by a towards services and facilities computerised random selection To assess and establish the provided by Council. This was process using the White Pages community’s priorities and achieved through a Community online. A sample size of 1,027 satisfaction in relation to Council Survey, conducted by an external residents was chosen with a margin activities, services and facilities; party on behalf of Council. of error of plus or minus 3.1 per To identify the community’s cent, at 95 per cent confidence. overall level of satisfaction with The sample was weighted by age to Council’s performance; reflect the 2011 Australian Bureau of Statistics Census data. To identify the community’s level of satisfaction with regards to The main focus of the survey was to contact they have had with gather importance and satisfaction Council staff; and ratings on a wide range of Council services, and analyse this data To identify trends and benchmark to identify which services should results against the research be a priority for Council. Other conducted previously. questions asked were “satisfaction with interactions with Council staff”, and “how should Council prioritise spending of public funds”. These top 18 indicators account for almost 60 per cent of overall satisfaction with Council
Council’s response time to requests 10.3 Road and traffic safety 7.3 Community safety/Crime prevention 4.2 Generating local employment opportunities 3.5 Provision of information on Council activities 3.5 Services and facilities for Aboriginal people 3.3 Kerbside garbage collection 3.2 Contact with Councillors 3.1
Lake and foreshore management 2.8 Overall appearance of the city 2.8 Footpaths 2.6 Maintaining drains 2.3 Managing residential development 2.1 Clean out collection for chemical disposal 1.9 Maintaining road surfaces 1.8 Ovals and sporting facilities 1.7 Public toilet cleaning 1.7 Overall appearance of City roads 1.7
0.0 2.0 4.0 6.0 8.0 10.0 12.0 Percentage
Our organisation 23 Corporate documents
Since 2010, Council has been Councils are also able to include reviewing LEP 2004 and DCP 1. certain local provisions within their Draft Local This has resulted in preparation standard LEP, such as heritage of draft LEP 2014 and Draft DCP items, as well as local development Environmental 2012. These draft documents were standards, including building heights exhibited to the public for comment and minimum lot sizes. As far as Plan 2014 from 24 September 2012 until possible, Draft LEP 2014 has been 24 December 2012. The LEP is drafted to reflect the provisions of The Lake Macquarie Local currently being reviewed by the the existing LEP 2004. This means Environmental Plan 2004 (LEP State Government’s Planning and that for most properties in the City, 2004) was gazetted in March Infrastructure Agency. It is anticipated there will be little difference to the 2004 and is complemented by that revised versions of Draft LEP nature of development that can be the Lake Macquarie Development 2014 and Draft DCP 2012, taking carried out on land within that zone, Control Plans 1 and 2 (DCPs). These into account comments made during although the name of the land use documents implement the outcomes exhibition, will be finalised and zone may change. envisaged in Lifestyle 2030 - A published mid 2014. Strategy for our Future. Copies of the documents are When published, draft LEP 2014 available to view on the Council’s LEP 2004 is the key legal planning will supersede LEP 2004 as the key website www.lakemac.com.au. document controlling development legal planning document controlling in the City, providing guidance development in the City. on the appropriate location for different land use activities. The Draft LEP 2014 is based on the DCPs give detailed guidelines for NSW Government Standard new buildings, subdivisions and Instrument LEP, which requires land development, and tools to Councils in NSW to make new LEPs achieve environmentally-sustainable using the same terminology and a development. consistent format.
24 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 State of the Environmental Social Plan Environment Sustainability 2009-2014 Report Action Plan The Lake Macquarie Social Plan 2009-2014 is a strategic document 2014-2023 that addresses the most significant The State of the Environment social issues for the City. The Social Report describes the current Council’s Environmental Sustainability Plan is a direction for the 10-year condition of the environment, Action Plan provides a framework Community Strategic Plan, in pressures on the environment, for sustainability planning, decision response to the identified priority new environmental issues and the making and action to achieve of planning for facilities, services management responses for the City improved environmental sustainability and programs in response to new to these pressures. It is essentially for the City. A review of the City urban development, social trends a tool for effective environmental of Lake Macquarie Environmental and demographic changes. The management and education, and Sustainability Action Plan (ESAP) Social Plan covers a number of key provides a public record of the 2011-2018 nears completion. themes such as housing, education, activities of government, industry The draft ESAP 2014-2023 will employment and childcare, and the community in protecting be considered by Council prior to community safety and transport. It and restoring the environment of public exhibition in 2014. is an overarching document and Lake Macquarie City. The State of is supported by a number of other Environment Report is released in Council’s environmental sustainability planning documents that respond to conjunction with each year’s Annual program aims to maximise wellbeing these themes, including: Report. Both reports are available on of the City’s residents while reducing the Council website. the City’s environmental footprint. The implementation of ESAP 2014- Ageing Population Plan; 2023 will ensure a continued
commitment to sustainability, which Disability Action Plan; aligns with the organisation’s Youth Community Plan; strategic direction, its commitment of resources, and its policy to make Crime Prevention Plan; an equitable contribution to global sustainability. Children and Family Services Plan; This effective and continued action, essential to achieving broader Aboriginal Community Plan; sustainability outcomes, involves
building on existing programs Sports Facility Strategy; and activities, and working Cemetery Plan; and collaboratively with the Lake Macquarie community towards a Cultural Plan. sustainable future.
Our organisation 25 3. Funding at a glance
Introduction
This section provides a brief financial overview of how Council obtains its funds and resources, and how they are allocated. Source of Funds by focus area
This table and pie chart depict Council’s sources of funds broken up by focus area. If you look at Civic Leadership, in which many of our Corporate Services operate, much of the revenue is received from rates and grants, which is why it has the highest revenue percentage. Council also receives funding through contributions from developers, operating and capital revenue, sale of assets and loan borrowings. This section excludes utilisation of external and internal reserves (money we have set aside for future projects).
Focus Area Sources of Funds ($’000) %
Civic Leadership 160,645 59% Civic Leadership Caring for the Environment 51,261 19% Caring for the Environment Caring for Our Community 5,798 2% Caring for Our Community Urban & Economic Development 12,351 5% Transport, Roads & Drainage 21,420 8% Urban & Economic Development
Sport, Recreation & Culture 3,747 1% Transport, Roads & Drainage Property 13,976 5% Sport, Recreation & Culture CiviLake 5,115 2% Property Total Source of Funds 274,312 100% CiviLake
Expenditure by focus area
This table and pie chart depict how Council spends money, broken up by focus area. We have included operating expenses, borrowing costs, new capital expenditure, replacement capital expenditure and loan repayments. Excluded in our calculations are depreciation and transfers to restricted cash.
Focus Area Expenditure ($’000) %
Civic Leadership 20,926 8% Caring for the Environment 64,554 24% Caring for Our Community 17,285 6% Civic Leadership
Urban & Economic Development 17,504 6% Caring for the Environment Transport, Roads & Drainage 85,322 31% Caring for Our Community Sport, Recreation & Culture 49,351 18% Property 9,963 4% Urban & Economic Development CiviLake 5,520 2% Transport, Roads & Drainage
Total Expenditure 270,425 100% Sport, Recreation & Culture
Property
CiviLake
Funding at a Glance 27 Budget by Source of Funds
This table and pie chart show a breakdown of our revenue. In the table you can see that rates are our major source of funding, at 37 per cent of total funds. Sources of funds include operating and capital revenue, sale of assets and loan borrowings. Our calculations exclude utilisation of external and internal reserves.
Source of Funds 2014/2015 Budget ($’000) %
Rates 102,689 37% Annual Charges 30,687 11% User Charges & Fees 19,639 7%
Interest on Investments 7,350 3% Rates Grants & Contributions - Operating 26,714 10% Annual Charges Grants & Contributions - Capital 42,795 16%
Other Revenue 8,560 3% User Charges & Fees Loans Utilised 30,920 11% Sale of Assets 4,958 2% Interest on Investments
Total Source of Funds 274,312 100% Grants & Contributions - Operating
Grants & Contributions - Capital
Other Revenue
Loans Utilised
Sale of Assets
28 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Budget by Expenditure
This table and pie chart show a breakdown of our spending, which includes operating expenses, borrowing costs, new capital expenditure, replacement capital expenditure and loan repayments, and excludes depreciation and transfers to restricted cash.
Expenditure 2014/2015 Budget ($’000) %
Operating Expenses (Includes Employee 146,142 54% Benefits & Oncosts, Materials & Contracts, Insurances, Energy Costs, Consumables, etc.)
Borrowing costs 5,602 2% Operating Expenses Capital - New 70,533 26% (Includes Employee Benefits and Oncosts, Materials Capital - Replacement 44,166 16% and Contracts, and “Other Loan Repayments 3,982 1% Expenses”) Total Expenditure 270,425 100% Borrowing costs
Capital - New
Capital - Replacement
Loan Repayments
Funding at a Glance 29 4. Focus areas
Introduction Caring for the environment
Strategic directions 1. A City responsive to its environment. 2. A City that makes an equitable contribution to global sustainability. 3. A well designed, adaptable and liveable City. Objective To provide integrated environmental management, strategic planning and waste management to enhance Council services for and sustain the natural and cultural built environment and caring for the environment contribute to an equitable regional and global ecological Waste services footprint. Other environmental services
Community Strategic Plan Council departments delivering these services priorities Sustainability Waste, Environment and Rangers • A community that works in partnership with Council to Asset Management create a sustainable City. • A community that minimises impacts of resource consumption and waste generation. • A community that protects and enhances its natural environment. • A community that is resilient and prepared for threats from the environment.
Key focus areas - caring for the environment 31 Priority 1.1 Sustainable living
Wellbeing indicator - Environment
What the community told us was important to them
Promote sustainable environment, social and economic development
Develop and implement sustainable energy, transport, waste and water management practices in the community
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Develop and implement a Green Implement a Green Building Strategy CE1. Green Building Strategy used to assist Building Strategy for Council for Council's community facilities retrofits at three pilot sites for smaller facilities buildings
Install renewable and embedded Install at least 50 kW of renewable CE2. 50 kw of peak renewable power energy generation at Council energy generation capacity on Council installed facilities facilities
Investigate and implement water Implement findings of soil and irrigation CE3. Soil and irrigation investigation efficiency projects at facilities investigations at four sports fields findings implemented at four sports fields owned or managed by Council
Implement Lake Macquarie City Implement stage 1 recommendations CE4. Stage 1 recommendation Energy Resilience Plan for large scale community renewable implemented energy scheme
Report on progress towards achieving CE5. Council and City greenhouse gas City and Council greenhouse gas emissions for 2012-13 reported to Council emissions reduction target
Manage and expand existing Manage and expand existing CE6. 30% per annum increase commercial commercial and residential waste commercial and residential waste recycling services from 2007-08 baseline collection and processing services collection and processing services to to maximise resource recovery maximise resource recovery
Manage the three bin kerbside service CE7. 2% per capita per annum reduction in to maximise resource recovery and waste to landfill relative to 2007-08 minimise waste to landfill
Manage service agreements and CE8. Systems in place for commencement of contracts for the operation of Council's Phase 2 green waste service in 2015-16 phase 1 green waste services. Prepare for implementation of phase 2 in 2015-2016
32 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 1.2 Ecosystem enhancement
Wellbeing indicator - Environmental
What the community told us was important to them
Develop and implement programs to maintain and enhance the health of the City’s terrestrial and aquatic ecosystems
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Implement priority actions of Coastal Coastal Zone Management Plan (parts CE9. Coastal Zone Management Plan Zone Management Plan for Lake A, B and C) publicly exhibited and publicly exhibited and reported to Macquarie estuary, and continue reported to Council for consideration Council for consideration effective estuary planning Implement 20 on-ground works projects CE10. 20 on-ground aquatic to improve the condition of aquatic ecosystem improvement projects ecosystems completed
Develop and implement policies and Develop species-specific management CE11. One conservation management strategies to maintain and improve the plan for one rare threatened species strategy completed health of terrestrial ecosystems
Manage natural ecosystems on Implement five on-ground works projects CE12. Five terrestrial ecosystem identified Council land for biodiversity to improve the condition of terrestrial improvement projects complete ecosystems
Manage natural ecosystems on Complete Version 2 of the Natural CE13. Version 2 of Natural Areas Asset identified Council land for biodiversity Areas Asset Management Plan Management Plan completed
Implement revised prioritisation criteria CE14. Revised natural areas capital for capital works on natural area assets works prioritisation criteria are implemented
Key focus areas - caring for the environment 33 Priority 1.3 Environmental security
Wellbeing indicator - Environmental, Governance
What the community told us was important to them
Identify and quantify hazards to and from the environment
Audit Council progress to reduce threats to and from the environment while maximising community wellbeing
Develop and implement policies and programs to adapt to climate change
Develop and implement policies and programs to reduce the risk from natural disasters and environmental health hazards
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Develop and Implement Policies and Establish integrated City-wide flood CE15. Installation of high priority strategies to increase preparedness and warning system elements of Integrated Flood Warning reduce exposures to natural disasters System
Conduct two flood studies or plans for CE16. Two flood studies or plans priority catchments within the City documented
Develop and implement policies and Integrate adaptation management CE17. Adaptation options are strategies to adapt to climate change options into Council's asset planning applied to Council asset planning and and management systems management in areas subject to sea level rise
Planning and development controls Establish a wood-smoke evaluation CE18. The significance of wood smoke incorporate measures to address program pollution in the City is assessed and environmental health risks documented
Develop an options plan for reducing CE19. Ten sites managed black slag exposure to the public
Develop and Implement Policies and Implement the actions outlined in CE20. Identified Asset Protection strategies to increase preparedness and the Bushfire Risk Management Plan Zones are maintained and community reduce exposures to natural disasters including onground bushfire mitigation kept up to date on current bushfire risk work management options in affected areas
34 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 1.4 Sustainability engagement
Wellbeing indicator - Environmental, Social
What the community told us was important to them
Empower our local community to be resilient to environmental security risks
Facilitate an annual reduction in Council and community footprints with respect to greenhouse gas emissions
Empower our local community to protect and enhance the lake, bush, waterways and catchment
Implement local community engagement activities
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Provide opportunities for the community Continue to deliver the Sustainable CE21. 5% increase in number of to actively work on environmental Neighbourhoods Program participants engaged in Sustainable sustainability activities Neighbourhood activities from 2013-14 baseline
Continue to deliver resource CE22. 10% increase in number of consumption minimisation campaign participants engaged in resource consumption minimisation activities from 2013-14 baseline
Continue to deliver ecosystem CE23. 10% increase in number of enhancement campaign participants engaged in ecosystem enhancement activities from 2013-14 baseline
Continue to deliver natural disaster CE24. Results from the Environmental preparedness campaign Attitudes Survey show 2% per annum increase in community perception of their preparedness to manage natural disasters from 2013-2014 baseline
Continue to deliver waste services CE25. Contamination in stage 1 awareness campaign kerbside domestic green waste service of less than 2%
CE26. Contamination in kerbside domestic recycling service of less than 5%
Provide strategic direction for the City's Undertake a review of the management CE27. Management actions within the environmental sustainability issues actions contained within the City City of Lake Macquarie Environmental of Lake Macquarie Environmental Sustainability Action Plan 2014-2023 Sustainability Action Plan 2014-2023 reviewed and updated
Key focus areas - caring for the environment 35 Caring for the environment focus area summary Financial resources
Projected 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 Operational Revenue 34,031 34,739 37,126 38,394 39,993 Capital Revenue 1,900 1,900 1,900 1,900 1,900 Total Revenue 35,931 36,639 39,026 40,294 41,893
Operational Expenditure (45,244) (47,113) (49,034) (49,758) (51,084) Operating Result (9,313) (10,474) (10,008) (9,463) (9,191)
Operating Result before Capital (11,213) (12,374) (11,908) (11,363) (11,091)
Capital - New (14,293) (17,345) (2,727) (2,569) (2,587) Capital - Replacement (167) (275) (164) (172) (172) Transfer to Restricted Cash (32,577) (32,904) (35,070) (33,669) (34,955) Loan Repayments - - - - - Total Capital (47,037) (50,524) (37,961) (36,409) (37,715)
Funds Required (56,350) (60,999) (47,969) (45,873) (46,906)
Funded by: Loans Utilised 2,977 14,622 175 - - Proceeds from Asset Sales - - - - - Restricted Cash - Depreciation 191 184 183 193 193 Restricted Cash - Other 45,871 35,703 36,670 34,000 34,697
BUDGET SURPLUS / (DEFICIT) (7,311) (10,490) (10,940) (11,680) (12,016)
36 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Capital Works Capital - New 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 Awaba Extension 14,000 - - - Open Space Land Dedications 1,900 1,900 1,900 1,900 Domestic Waste Management Educational Facility 577 175 - - Sustainability and Environmental Levy - Capital Works 84 87 89 91 Energy and Water Saving Measures 234 - - - Foreshore Stabilisation and Littoral Vegetation 52 53 54 56 Creek Stabilisation and Riparian Vegetation Works 155 159 163 168 Stormwater Treatment Devices 344 353 363 372 Total 17,345 2,727 2,569 2,587
Capital - Replacement $’000 $’000 $’000 $’000 Replacement of Analog Two-Way Systems with Digital System 50 - - - Energy and Water Saving Measures 65 - - - Lake Foreshore Rehabilitation 60 61 63 65 Noxious Weed Mapping - Tablet Replacement - - 4 - SQIDS Replacement 100 103 105 107 Total 275 164 172 172
Key focus areas - caring for the environment 37 Caring for our community
Strategic direction A City responsive to the wellbeing needs of its residents. Objective Advocate for and develop opportunities that will ensure all residents have equal opportunity to participate in the economic and social life of the community. Community Strategic Plan priorities • A safe and healthy community. Council services for • A connected community where diversity is welcomed caring for our community and social needs are met.
Human Services and community development
Public health
Emergency services
Council departments delivering these services
Community Planning
Waste, Environment and Rangers
Asset Management
City Projects
38 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 2.1 Social and community planning
Wellbeing indicator - Social
What the community told us was important to them
Respond to social and cultural needs and aspirations of all people who live, work and visit the City
Plan for community facilities to meet the needs of the existing and future community
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Review and implement a Crime Review, update and implement priorities CC1. Crime Prevention Plan adopted Prevention Plan that investigates the in the Crime Prevention Plan by Council. Key priorities from the causes of crime and identifies projects, Crime Prevention Plan implemented programs and activities to respond to the crime concerns within the City Continued implementation of the Graffiti CC2. Graffiti removed from hotspot Hotspot Program areas throughout the City
Develop and review Council's Review and update Council's Children CC3. Council's Children and Family community plans that investigate the and Family Services Strategy Services Strategy drafted and reported social needs of the community to Council Council services for Continue development of community CC4. Community facilities studies for the facilities studies for Council's developer Glendale, Belmont and Toronto developer caring for our community contribution plans contribution plans are complete Provide information and support Hold regular meetings of the Lake CC5. Arrange meetings of the Lake to community organisations and Macquarie Interagency and Children’s Macquarie Interagency, two meetings opportunities for interagency Services Forum to promote networking, of the Children’s Services Forum and partnerships and collaboration training, and community development two training opportunities opportunities
Distribute a regular e-bulletin to community CC6. E-bulletin distributed fortnightly services to keep them informed of matters relevant to the community services sector
Produce and distribute the Koori CC7. Four editions of the Koori Grapevine newsletter, to inform the Grapevine produced and distributed Aboriginal community of relevant programs and projects
Implement key priorities from Council's Implement programs and activities CC8. A diverse range of programs and community plans that address the social to improve the health and wellbeing activities are implemented needs of the community of children, families, young people, Aboriginal people, older people, people with a disability, and people from culturally diverse backgrounds
Key focus areas - caring for our community 39 Priority 2.2 Provide family day care
Wellbeing indicator - Social
What the community told us was important to them
Provide quality, accredited home-based childcare throughout the City
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Continue to provide a Family Day Care Implement and maintain the National CC9. Service approval by regulatory service that exceeds national quality Quality Framework authority maintained standards Continue to recruit and support CC10. Number of registered educators Educators maintained
Maintain key partnerships CC11. Partnerships maintained with: Samaritans, Hunter New England Health and Hunter TAFE NSW Hunter Institute
40 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 2.2 Priority 2.3 Provide family day care Respond to community concerns regarding ranger and Wellbeing indicator - Social public health issues
What the community told us was important to them Wellbeing indicator - Social
Provide quality, accredited home-based childcare throughout the City What the community told us was important to them
Address community concerns in relation to the level of ranger activities What Council plans to do
Delivery Program Operational Plan Performance What Council plans to do 2013-2017 objectives 2014-2015 actions measurements Delivery Program Operational Plan Performance Continue to provide a Family Day Care Implement and maintain the National CC9. Service approval by regulatory 2013-2017 objectives 2014-2015 actions measurements service that exceeds national quality Quality Framework authority maintained standards Inform the community of public health Issue information using variety of CC12. Based on topical and seasonal Continue to recruit and support CC10. Number of registered educators impacts and results of monitoring communication methods detailing issues up to 2 community awareness Educators maintained activities current public health issues and results messages issued per year of monitoring Maintain key partnerships CC11. Partnerships maintained with: Samaritans, Hunter New England Health Continue to inspect premises that CC13. Number and compliance level and Hunter TAFE NSW Hunter Institute impact on public health and ensure of food premises inspections compliance with relevant standards
Maintain and improve the level of Maintain after hours and weekend CC14. Report on any exceptions to Ranger services to the community Ranger services service levels (include number of after hours calls responded to)
Increase illegal dumping enforcement CC15. Conduct aerial survey and activity update database of illegal dump sites
Hold and participate in companion CC16. Report on number of community animal education and awareness awareness and education activties programs including events, education conducted sessions and microchipping days
Key focus areas - caring for our community 41 Priority 2.4 Community facilities management
Wellbeing indicator - Social
What the community told us was important to them
Ensuring Council, community, recreational and cultural facilities, including cemeteries, are well utilised and are managed efficiently and equitably
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Plan new, and upgrade existing, Maintain/upgrade Council-owned CC17. Works identified in Council's community facilities and pedestrian child care centres Forward Works Program are infrastructure in line with population undertaken, including replacement of changes kitchens at Whitebridge and Cardiff Child Care Centres
Undertake capital works identified CC18. Works identified in Council's in Council's Disability Action Plan, Disability Action Plan, Forward Works Forward Works Program, and Program, and Community Facilities Community Facilities Strategy Strategy are undertaken, including disability access works at Kilaben Bay Community Hall and Jack Stewart Netball Courts, replacement of kitchen at Windale Community Hall, and internal refurbishment of Redhead Community Library
Capital works complete and publicly CC19. Construct new niche walls at available in cemeteries in line with Belmont and Whitebridge cemeteries. demand for interment options Construct a new shelter at Morisset Cemetery. Construct new beams and ash interment gardens as dictated by demand for interment options
Monitor use of facilities to ensure Develop promotional/marketing CC20. Strategy completed optimal use by local communities strategy aimed at improving utilisation of community halls
42 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Delivery Program Operational Plan Performance Priority 2.4 2013-2017 objectives 2014-2015 actions measurements
Community facilities management Ensure that buildings are maintained at Ensure community buildings are CC21. Due diligence inspections on a safe and functional level maintained at a safe and functional community buildings completed in Wellbeing indicator - Social standard accordance with schedule
Implement a management model which Continue WHS induction and training CC22. Number of Volunteer What the community told us was important to them addresses the Work Health and Safety of Volunteer Safety Officers and Safety Officers inducted in relevant (WHS) requirements investigate use of technology to deliver management functions Ensuring Council, community, recreational and cultural facilities, including cemeteries, are well utilised and are improved training managed efficiently and equitably Implement compliance measures to CC23. Number of community and improve volunteer reporting through use recreation facilities with delegated of online tools authority satisfying reporting What Council plans to do requirements
Delivery Program Operational Plan Performance Provide information, resources and Provide two information/training CC24. Two information/training 2013-2017 objectives 2014-2015 actions measurements support to volunteers who manage workshops annually to volunteers who workshops held each year Council facilities manage Council facilities
Plan new, and upgrade existing, Maintain/upgrade Council-owned CC17. Works identified in Council's Provide personal support to committees CC25. Number of clubs/committees community facilities and pedestrian child care centres Forward Works Program are and organisations to assist in assisted in stakeholder relations infrastructure in line with population undertaken, including replacement of maintaining stakeholder relationships changes kitchens at Whitebridge and Cardiff Child Care Centres Rollout of web-based 'facility manager' CC26. Facility manager website Undertake capital works identified CC18. Works identified in Council's portal for volunteer reporting, updates successfully implemented in Council's Disability Action Plan, Disability Action Plan, Forward Works and training Forward Works Program, and Program, and Community Facilities Community Facilities Strategy Strategy are undertaken, including disability access works at Kilaben Bay Community Hall and Jack Stewart Netball Courts, replacement of kitchen at Windale Community Hall, and internal refurbishment of Redhead Community Library
Capital works complete and publicly CC19. Construct new niche walls at available in cemeteries in line with Belmont and Whitebridge cemeteries. demand for interment options Construct a new shelter at Morisset Cemetery. Construct new beams and ash interment gardens as dictated by demand for interment options
Monitor use of facilities to ensure Develop promotional/marketing CC20. Strategy completed optimal use by local communities strategy aimed at improving utilisation of community halls
Key focus areas - caring for our community 43 Caring for our community focus area summary Financial Resources
Projected 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 Operational Revenue 5,423 4,821 4,981 5,266 5,209 Capital Revenue 718 774 794 815 836 Total Revenue 6,140 5,595 5,775 6,081 6,045
Operational Expenditure (17,479) (17,142) (17,765) (18,207) (18,816) Operating Result (11,339) (11,547) (11,990) (12,126) (12,772)
Operating Result before Capital (12,057) (12,321) (12,784) (12,941) (13,607)
Capital - New (1,972) (976) (998) (1,020) (1,638) Capital - Replacement (1,387) (945) (942) (1,002) (1,029) Transfer to Restricted Cash (3,482) (2,960) (3,019) (2,887) (2,959) Loan Repayments - - - - - Total Capital (6,840) (4,881) (4,959) (4,909) (5,626)
Funds Required (18,179) (16,428) (16,949) (17,035) (18,397)
Funded by: Loans Utilised 567 203 204 206 207 Proceeds from Asset Sales - - - - - Restricted Cash - Depreciation 1,984 1,575 1,669 1,696 1,756 Restricted Cash - Other 4,392 2,983 3,015 2,880 3,534
BUDGET SURPLUS / (DEFICIT) (11,236) (11,668) (12,062) (12,253) (12,900)
44 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Capital Works Capital - New 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 Rural Fire Service - Dedications 774 794 815 836 New Community Facility - Bonnells Bay - - - 595 Aged and Disabled Services New Works 203 204 206 207 Total 976 998 1,020 1,638
Capital - Replacement $’000 $’000 $’000 $’000 Acquisition Of Infringement Devices - - 38 42 Stainless Steel Cat Cages x 4 4 - - - Replacement of Analog Two-Way Systems with Digital System 23 - - - Asset Replacement - Emergency Services 33 34 35 36 Asset Replacement - Essential Services Compliance 110 110 111 112 Community Development & Facilities - Replacement Works 638 656 673 690 Children Services Buildings - Replacement Works 137 141 145 149 Total 945 942 1,002 1,029
Key focus areas - caring for our community 45 Sport, recreation and culture Strategic direction A City responsive to the wellbeing needs of its residents. Objective Provide a balanced range of well maintained and accessible recreational, community, educational, sporting, arts and cultural facilities across the City. Community Strategic Plan priorities • A place where the community, sporting and recreational needs are identified and addressed.
• A community in which culture is celebrated and Council services for promoted. sport, recreation and culture
Sport and recreation
Swimming centres
Cultural services
Libraries
46 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Council departments delivering these services
Library, Leisure and Cultural Services
Community Planning
Asset Management
City Projects
Priority 3.1 Provision of community-based swimming centres
Wellbeing indicator - Social
What the community told us was important to them
Implement recommendations to Pool Service Delivery Model (PSDM) for individual centres
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Provide community focused swimming Continue to deliver swimming centre SR1. Undertake intercept surveys to centres that will allow Council to offer services that meet the needs of the gauge customer expectation at Council- a range of recreational activities and community owned Swim Centres Council services for programs SR2. Participation levels for Council’s sport, recreation and culture pool facilities maintained at 300,000 visits per annum.
High priority actions from the program Complete facility designs for the two SR3. Designs for Swansea and of works are complete in accordance highest priority Council swimming Charlestown Swim Centres completed with the objectives of the Pool Service centres based on asset condition and and Development Application lodged Delivery Model business improvement opportunities in accordance with the objectives of the Pool Service Delivery Model
Key focus areas - sport, recreation and culture 47 Priority 3.2 Recreation and community land planning
Wellbeing indicator - Social
What the community told us was important to them
Plan sports grounds and facilities to cater for the growing communities in or near urban release areas
Prepare plans of management to Local Government Act and Crown Lands Act requirements, and their associated masterplans
Provide facilities for visitors and competitors across a variety of activities
Maintain the Hunter Sports Centre (HSC) facilities to recognised national standards in line with service agreement with Council
48 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Through strategic asset management, Complete Version 6 of the Parks SR4. Version 6 of Parks Infrastructure ensure park and sport infrastructure Infrastructure Asset Management Plan Asset Management Plan completed service standards meet target community satisfaction levels Deliver capital works program for the SR5. Program for high priority replacement of parks infrastructure replacement and renewal works for parks infrastructure completed
Implement revised prioritisation criteria SR6. Revised parks replacement capital for replacement capital works on parks works prioritisation criteria implemented assets
Ensure parks infrastructure is maintained SR7. Due diligence inspections on at a safe and functional standard parks infrastructure completed in accordance with schedule
Planning complete for Hunter Sports Ongoing investigation into the provision SR8. Investigations undertaken and Centre (HSC) upgrades that will ensure of additional HSC components to scope of detailed planning developed a sustainable service upgrade and broaden community use and participation of the facility
Develop and deliver new and Continue delivery of projects identified SR9. Grant received and launching rehabilitated lakeside aquatic facilities in the Boat Ramp Rehabilitation ramp parking project completed Program, by upgrading the launching ramp at Thomas Humphreys Reserve Swansea
Continue delivery of projects identified SR10. Design and construct tender in the Jetty Construction Program, completed and new jetty facility by construction of a pontoon jetty at operational Thomas Humphreys Reserve Swansea
Continue delivery of projects identified SR11. Concept design of jetty in the Jetty Construction Program, by completed and approvals in place in design of a jetty facility at Sunshine readiness for a design and construct Park Sunshine tender
Key focus areas - sport, recreation and culture 49 Priority 3.3 Delivery of major projects for the community
Wellbeing indicator - Social
What the community told us was important to them
Plan and develop playgrounds and parklands
Plan and develop skate facilities at suitable sites throughout the City
Plan and develop cycleways/pathways to improve linkages
Finalise the Implementation Plan for the whole length of the Fernleigh Track and its spur lines
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Review and amend strategy for Adopt Sports Facilities Strategy and SR12. Complete the design and provision of new and rehabilitated continue the delivery of upgraded approvals for new sports facilities at sports facilities sports facilities in line with identified Alan Davis and Ernie Calland Fields priorities Gateshead
Undertake community and recreation SR13. Listed projects approved and infrastructure projects in accordance undertaken in accordance with Budget with biennial budget allocation allocation
Develop and implement capital works Complete the design and approvals for SR14. Design work complete projects identified in the Speers Point provision of the central promenade and Park Masterplan associated picnic areas
Continue delivery of projects identified Installation of interpretation signage at SR15. Signage and QR codes installed in the Fernleigh Track Implementation significant locations, and educational Plan QR code system
Improve and maintain the Lake Repolish auditorium floor and complete SR16. Upgrades completed Macquarie Performing Arts Centre other minor upgrades during January (LMPAC) in line with industry standards close down of LMPAC
50 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 3.4 Delivery of an art gallery service for the community
Wellbeing indicator - Social
What the community told us was important to them
Provide balanced and diverse gallery programs to attract broader audiences
Improve communications of gallery program and opportunities to the community
Expand gallery facilities to improve potential for diverse community use
Access resources to enable the gallery to continue to adequately service the community
Exploit the location and associated use of site
Further strengthen Aboriginal programs
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Provide an Art Gallery service that Increase participation in gallery SR17. Increase capacity at education engages with the community programs and services programs and events to 85%
SR18. 5% increase in visits from a baseline of 34,000
SR19. 5% increase in school visitation from a baseline of 1,800
Develop the Art Gallery collection as a Actively acquire relevant art works SR20. Acquire a minimum of four valuable asset and exhibition resource according to gallery policy artworks
Actively utilise the collection works in SR21. Three exhibitions include works exhibitions from the gallery's collection
Key focus areas - sport, recreation and culture 51 Priority 3.5 Provide adaptive library services for the community
Wellbeing indicator - Social
What the community told us was important to them
Adapt library services to meet community expectations
Provide technology access from public libraries
Increase community engagement in library programs
Develop library services for an ageing population
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Provide a library service Provide accessible and attractive SR22. Complete concept plans for proposed Morisset that engages with the service locations community and library facility community SR23. Continue with implementation of branch recommendations from Library Service Delivery Model
Provide services and Provide services and programs SR24. A minimum of 1500 events held, with an 85% programs that fulfill that fulfill community needs capacity at programs and events community needs SR25. Achieve NSW State Library baseline benchmark in visits (4.4 visits per capita - minimum target 880,000 visits)
SR26. Achieve NSW State Library baseline benchmark in loans (5.94 loans per capita - target minimum 1,188,00 loans)
SR27. Achieve NSW State Library baseline benchmark in membership (44% of population - minimum target 88,000 members)
SR28. Achieve 750,000 website hits
52 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 3.6 Provision of beach patrol services
Wellbeing indicator - Social
What the community told us was important to them
Provision of beach patrol services
Community education for beach services
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Provide a Beach Lifeguard Service Provide industry standard Beach SR29. Patrols delivered at four beaches Lifeguard Service at Redhead, from September to April Blacksmiths, Caves and Catherine Hill Bay beaches from September to April
Deliver community water safety Continue to deliver A Matter of SR30. Number of schools participating education programs Seconds water safety education in program remains at current level. program to primary schools in Lake Program improvements implemented in Macquarie line with satisfaction survey results from previous year
Continue the external delivery of SR31. Maintain participation levels of Emergency Care training programs to current programs offered. Undertake various community groups customer feedback on the quality and breadth of programs currently offered
Key focus areas - sport, recreation and culture 53 Priority 3.7 Supporting community, cultural, and sporting events in the City
Wellbeing indicator - Social
What the community told us was important to them
Host annual Lake Macquarie Games and associated activities
Ongoing delivery of the Sport Achievement Recognition Program
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Deliver International Hold International Children's SR32. International Children's Games successfully delivered Children's Games in Games in December 2014 December 2014
Encourage groups to Implement new community SR33. Number of groups supported through community provide a range of high- funding model, including new event and corporate sponsorship programs quality community, cultural sponsorship program and sporting events/ activities
54 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Sport, recreation and culture focus area summary Financial Resources
Projected 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 Operational Revenue 2,206 2,486 2,561 2,641 2,723 Capital Revenue 71 - - - - Total Revenue 2,277 2,486 2,561 2,641 2,723
Operational Expenditure (48,101) (41,520) (42,895) (44,770) (46,434) Operating Result (45,824) (39,034) (40,334) (42,129) (43,711)
Operating Result before Capital (45,895) (39,034) (40,334) (42,129) (43,711)
Capital - New (5,366) (7,882) (13,272) (17,591) (13,142) Capital - Replacement (9,193) (6,805) (8,119) (7,741) (6,297) Transfer to Restricted Cash - - - - - Loan Repayments - - - - - Total Capital (14,560) (14,687) (21,391) (25,332) (19,439)
Funds Required (60,383) (53,721) (61,725) (67,461) (63,150)
Funded by: Loans Utilised 1,793 1,261 806 776 537 Proceeds from Asset Sales - - - - - Restricted Cash - Depreciation 8,773 6,805 8,118 7,541 6,290 Restricted Cash - Other 11,731 6,721 12,566 17,115 12,705
BUDGET SURPLUS / (DEFICIT) (38,087) (38,934) (40,235) (42,029) (43,618)
Key focus areas - sport, recreation and culture 55 Capital Works Capital - New 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 Hunter Sports Centre New Works 49 51 52 53 Vehicle Control - Community Land 22 22 23 24 Parks Improvement - City-wide 141 145 149 153 S94 Capital Expenditure 6,000 8,000 10,000 10,000 Sunshine Park Sunshine Jetty 44 401 - - Valentine Crescent Valentine Jetty - - 53 413 Cameron Park Masterplan - Sports Fields and Parks 250 3,500 3,500 - Mirrabooka Quarry - Mirrabooka Sports Facilities 180 270 2,500 2,500 Barton and Lumsden Fields Belmont - Masterplan 135 - - - Warners Bay Foreshore Reserve Masterplan Implementation 36 - - - Kaleen Street Charlestown - Recreation Facilities and BMX Track - 90 815 - Alambee Park Valentine - Modular Toilet 9 - - - New Park and Playgrounds - Morisset Catchment Area 56 506 - - Community / Recreation Infrastructure 500 - 500 - Beach Lifeguard Service - Radio Communication System Upgrade - 72 - - Catherine Hill Bay - Lifeguard Observation Room 15 100 - - Redhead Beach - Lifeguard Observation Room 60 - - - Town Entry Signs 385 115 - - Total 7,882 13,272 17,591 13,142
Capital - Replacement $’000 $’000 $’000 $’000 Parks Building Replacement Works 564 580 596 611 Lake Foreshore Replacement Works 348 358 368 379 Parks Facilities Replacement Works 974 1,000 1,027 1,053 Irrigation Systems - Replacement Works 255 290 240 95 Hunter Sports Centre Replacement Works 128 132 135 139 John Street Fields Warners Bay - Amenities, Carpark and Fencing 72 1,350 - - Parbury Park Swansea - Amenities and Carpark - 90 1,100 - Swansea Esplanade Boat Ramp - 44 435 - Balmoral Place, Balmoral Boat Ramp - - - 53 Cardiff No. 1 Oval - Upgrade of Floodlighting 220 - - - Croudace Bay Rugby League Fields - Upgrade Floodlights - - 220 -
56 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 Wangi Netball Courts - Upgrade Floodlighting - - - 150 Barton and Lumsden Fields Belmont - Upgrade Floodlighting - 45 250 - New Treddinnick Field Speers Point - Upgrade Playing Surface 36 200 - - Essential Upgrade To Swimming Centre Plant Rooms 1,970 2,021 1,316 1,710 Pool Service Delivery Model Design Future Works 109 - - - Surf Club Replacement Works 178 183 188 193 Beach Lifeguard Service - Oxy-viva Replacement - 6 - - Rescue Board Replacement - - 8 - Swansea Swim Centre Replacement Works 525 540 554 568 50m Pool Lane Ropes - Swansea Swim Centre - - - 8 Oxyviva Replacement - Swansea Swim Centre - 2 - - Charlestown Swim Centre Replacement Works 105 108 111 114 Oxy-viva - Charlestown Swim Centre - 2 - - Speers Point Swim Centre Replacement Works 255 262 269 276 Speers Point Swim Centre - Disability Transfer Hoist 18 - - - Speers Point Swim Centre - Oxy-viva Replacement - 2 - - Oxy-viva Replacement - West Wallsend Swim Centre - 2 - - Morisset Swim Centre Replacement Works 29 30 31 32 Disability Transfer Hoist - Toronto Swim Centre 20 - - - Lane Ropes Replacement - Toronto Swim Centre - 4 - - Library Stock 571 587 603 619 Digital Collection 92 95 97 100 Speers Point Library Replacement Works 50 - - - Speers Point Library - Air Conditioning, Ceiling and Lighting Replacement 150 - - - Swansea Centre Replacement Works 72 74 76 78 Belmont Library Replacement Works 17 28 28 29 Charlestown Library Replacement Works 18 60 61 63 Art Gallery Replacement Works 27 27 28 29 Total 6,805 8,119 7,741 6,297
Key focus areas - sport, recreation and culture 57 Transport, roads and drainage Strategic direction A well serviced and equitable city. Objective Develop and maintain a sustainable road and drainage network and facilitate continual improvement of the City’s transport network. Community Strategic Plan priorities • Effective transport networks that meet the needs of the community.
• Effective management of stormwater. Council services for transport, roads and drainage
Asset administration
Roads
Drainage
Traffic and transport
Council departments delivering these services
Asset Management
Sustainability
CiviLake
58 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 4.1 Improve the transportation network across the City
Wellbeing indicator - Social
What the community told us was important to them
Provide a forward works program for footpaths, cycleways, traffic facilities, public transport, road safety, transport and parking
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Provide and maintain Maintain up-to-date Transportation TRD1. Transportation infrastructure risks are reviewed, transportation infrastructure that Infrastructure Risk Management Plans and controls implemented for critical risks meets community needs (i.e. and develop controls for critical risks footpaths, cycleways, traffic facilities and public transport Deliver capital works programs TRD2. 1.6km of footpaths is constructed infrastructure) for footpaths, cycleways, traffic facilities and public transport TRD3. 6km of on and off street cycleways constructed infrastructure TRD4. 8 bus shelters are installed or upgraded
Ensure the transportation network is TRD5. Reactive maintenance response timeframes maintained at a safe and functional for footpaths cycleways, traffic facilities and public standard transport infrastructure are maintained to the level of available funding
Council services for TRD6. Due diligence inspections on footpaths and transport, roads and drainage cycleways completed in accordance with schedule Commence detail design for the TRD7. Detailed design commenced implementation for Toronto Streetscape Masterplan
Maximise the accessibility of Ensure public transport infrastructure TRD8. New, replacement and upgraded public public transport infrastructure that is built, replaced, or upgraded transport infrastructure meets the requirements of the is accessible for people with a Disability Discrimination Act wide range of abilities
Ensure transport asset service Implement revised prioritisation TRD9. Revised transportation capital works levels are aligned to the criteria for capital works on prioritisation criteria are implemented Council's ability to fund them transportation assets sustainability
Maintain and review road Complete version 6 of the TRD10. Version 6 of Transportation Asset and transportation asset Transportation Asset Management Management Plan is completed management strategies for the Plan long term Complete version 6 of the Roads TRD11. Version 6 of Roads Infrastructure Asset Infrastructure Asset Management Plan Management Plan is completed
Key focus areas - transport, roads and drainage 59 Priority 4.2 Provide and maintain drainage infrastructure
Wellbeing indicator - Social
What the community told us was important to them
Identify and develop a drainage program to minimise urban flooding
Identify and develop a prioritised drainage program to minimise soil erosion and for stabilisation of drains and natural water courses
Development of Asset Management Plans for infrastructure
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Provide a stormwater drainage network Deliver capital works program for TRD12. Three high-priority stormwater that meets community needs stormwater infrastructure upgrade infrastructure upgrade projects complete projects
Maintain up-to-date Stormwater TRD13. Stormwater Infrastructure Risk Infrastructure Risk Management Plan Management Plan is reviewed, and and implement controls for critical risks controls implemented for critical risks
Incorporate good practice Implement revised maintenance TRD14. Vegetation maintenance environmental management in practices to deliver further improvements requirements incorporated into SQID stormwater maintenance in water quality performance from Maintenance Specifications are stormwater quality devices implemented
Through strategic asset management, Complete version 6 of the Stormwater TRD15. Version 6 of Stormwater Asset ensure current stormwater service levels Asset Management Plan Management Plan is completed are sustainable in the long term
Incorporate good practice Undertake and evaluate trial of bush TRD16. Trial of bush regeneration environmental management in regeneration techniques for SQID techniques for SQID maintenance stormwater maintenance maintenance undertaken and evaluation report prepared
Provide a stormwater drainage network Maintain the stormwater network at safe TRD17. Maintain the stormwater that meets community needs and functional standard that meets the network to the level of available needs of the community funding, including the completion of cyclic maintenance programs for stormwater quality improvement devices within target timeframes
60 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 4.3 Provide and maintain road infrastructure
Wellbeing indicator - Social
What the community told us was important to them
Identify and develop a prioritised forward works program for kerb and gutter, and sealing gravel roads
Provision of Service Level Agreements for maintenance that clearly articulate level of service provided for infrastructure groups
What Council plans to do
What Council plans to do Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements Provide and maintain roads Maintain up-to-date Roads Infrastructure TRD18. Roads Infrastructure Risk infrastructure that meets community Risk Management Plan and implement Management Plan is reviewed, and Provide a stormwater drainage network Deliver capital works program for TRD12. Three high-priority stormwater needs controls for critical risks controls implemented for critical risks that meets community needs stormwater infrastructure upgrade infrastructure upgrade projects complete projects Deliver capital works programs for roads TRD19. 2.4km of kerb and gutter is infrastructure constructed Maintain up-to-date Stormwater TRD13. Stormwater Infrastructure Risk Infrastructure Risk Management Plan Management Plan is reviewed, and TRD20. 2km of gravel roads is sealed and implement controls for critical risks controls implemented for critical risks
Incorporate good practice Implement revised maintenance TRD14. Vegetation maintenance TRD21. 90 km of existing roads is environmental management in practices to deliver further improvements requirements incorporated into SQID resealed or reconstructed stormwater maintenance in water quality performance from Maintenance Specifications are stormwater quality devices implemented Ensure the road network under Council's TRD22. Carry out all road care, control and management is construction, reconstruction, Through strategic asset management, Complete version 6 of the Stormwater TRD15. Version 6 of Stormwater Asset maintained at a safe and functional rehabilitation and maintenance to the ensure current stormwater service levels Asset Management Plan Management Plan is completed standard requirements of the internal client are sustainable in the long term
Incorporate good practice Undertake and evaluate trial of bush TRD16. Trial of bush regeneration environmental management in regeneration techniques for SQID techniques for SQID maintenance stormwater maintenance maintenance undertaken and evaluation report prepared
Provide a stormwater drainage network Maintain the stormwater network at safe TRD17. Maintain the stormwater that meets community needs and functional standard that meets the network to the level of available needs of the community funding, including the completion of cyclic maintenance programs for stormwater quality improvement devices within target timeframes
Key focus areas - transport, roads and drainage 61 Transport, roads and drainage Focus area summary Financial resources
Projected 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 Operational Revenue 1,857 1,893 1,921 1,949 1,978 Capital Revenue 8,099 7,285 7,290 7,294 7,299 Total Revenue 9,956 9,178 9,211 9,244 9,277
Operational Expenditure (46,382) (48,082) (51,086) (53,292) (55,135) Operating Result (36,426) (38,904) (41,875) (44,048) (45,858)
Operating Result before Capital (44,525) (46,189) (49,165) (51,343) (53,157)
Capital - New (23,449) (40,853) (28,301) (23,853) (16,710) Capital - Replacement (26,555) (24,926) (30,931) (31,440) (29,549) Transfer to Restricted Cash (2,198) (1,465) (1,484) (1,503) (1,522) Loan Repayments - - - - - Total Capital (52,202) (67,244) (60,716) (56,797) (47,780)
Funds Required (88,628) (106,148) (102,591) (100,845) (93,638)
Funded by: Loans Utilised 8,219 12,242 12,164 7,478 7,781 Proceeds from Asset Sales - - - - - Restricted Cash - Depreciation 25,917 24,535 30,538 31,044 29,150 Restricted Cash - Other 9,745 22,974 10,515 10,768 3,336
BUDGET SURPLUS / (DEFICIT) (44,746) (46,397) (49,375) (51,555) (53,372)
62 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Capital Works Capital - New 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 Footpaving Dedications 250 250 250 250 Minor Works 216 220 225 230 Bulk Earthworks Dedications 600 600 600 600 Kerb and Gutter Dedications 1,100 1,100 1,100 1,100 Drainage Dedications 1,600 1,600 1,600 1,600 Road Dedications 3,400 3,400 3,400 3,400 Sealing Gravel Roads 1,147 1,167 1,185 1,202 Kerb and Gutter Construction 2,034 2,068 2,100 2,130 Lake Macquarie Interchange 24,448 12,754 8,120 670 Prescribed Dams 45 - - - Capital Expenditure - Urban Drainage 1,839 2,161 2,235 2,434 Traffic Facilities Improvement 2,635 1,411 1,440 1,468 Footpath and Cycleway Program 1,539 1,570 1,599 1,626 Total 40,853 28,301 23,853 16,710
Capital - Replacement $’000 $’000 $’000 $’000 Design Infrastructure Future Works 348 254 105 - Asset Replacement - Roads and Bridges 1,949 2,001 2,052 2,100 Regional Roads Heavy Patching 209 212 215 218 Road Resurfacing and Rehabilitation 20,782 25,222 25,637 26,029 Asset Replacement - Drainage 511 521 531 537 Asset Replacement - Traffic and Transport 825 970 650 664 Toronto Town Centre Improvement Works 300 1,750 2,250 - Total 24,926 30,931 31,440 29,549
Key focus areas - transport, roads and drainage 63 Urban and economic development Strategic direction A well designed adaptable and liveable city. Objective The City’s economy prospers, with managed growth that enhances the quality of life, while balancing employment and environmental aims. Community Strategic Plan priorities • A responsible, aesthetically pleasing and sustainable city.
• An economically vibrant and prosperous city where people want to live, work and visit. Council services for urban and economic development
Economic and employment development
Land use
Council departments delivering these services
Development Assessment and Compliance
Integrated Planning
Economic Development
Community Planning
64 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 5.1 Develop sustainable and socially responsible economic growth within the city
Wellbeing indicator - Economic
What the community told us was important to them
Facilitate job growth in the City
Increase skill base diversity
Build better partnerships between Council and town centres
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Develop and implement strategies that Lake Macquarie Economic UED1. First Year Strategic Plan targets encourage investment and employment Development Board met in the City
Have Streetscape Masterplans Complete Streetscape Masterplans for UED2. Streetscape Masterplans complete for 9 Town Centres 2 Town Centres complete for Glendale and Swansea Town Centres
Implementation of City and Town Entry Continue implementation of entry UED3. Construct 5 town entry Statements statements for major centres and at statements and one City Entry major entry points
Priority 5.2 Maximise economic benefit from tourism
Wellbeing indicator - Economic
What the community told us was important to them
Progress and increase destination marketing of Lake Macquarie
Support City-wide tourism product and infrastructure development
Manage and review online channel to become a major driver for bookings and information
Expand visitor information channels in the City
Key focus areas - urban and economic development 65 What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Develop and implement strategies that Implement key priorities from the UED4. Investigate the implementation promote and market the City as a tourist Destination Management Plan of a Lake Macquarie ambassador destination of choice program UED5. Investigate the feasibility of creating a historical and cultural experience trail UED6. Relocate the Visitor Information Centre to the ground floor of the Swansea Centre
Extend and build on the Lake UED7. Develop an annual targeted Lake Macquarie destination brand "Love the Macquarie Destination Marketing Plan Lake" UED8. Link Lake Macquarie product into the Legendary Pacific Coast Touring Route Program
Transition from paper-based information UED9. Increase website hits by 5% from to online and phone application- a baseline of 106,000 based information
Priority 5.3 Develop tools to guide sustainable, safe and attractive development and infrastructure in the City
Wellbeing indicator - Economic, Environmental, Social
What the community told us was important to them
General development controls and guidelines
Town and neighbourhood centre development and revitalisation
Management of lake foreshore
Long-term City-wide strategic direction
Facilitation of land for urban development and conservation
66 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Prepare and review development Develop adaptation and risk UED10. Draft Adaptation Plan for guidelines to create a positive identity management plans for areas potentially Belmont South and Marks Point for the City, wellbeing for residents, and vulnerable to the impacts of sea level prepared for exhibition a more sustainable urban environment rise
Establish and/or maintain programs Continue to identify heritage values UED11. Implementation of mechanisms that facilitate conservation of natural, and mechanisms to support their to support heritage values Aboriginal and Non-Aboriginal heritage conservation values
Ensure development outcomes and Continue to develop meaningful UED12. Relationships established and strategic planning directions meet relationships within the development maintained performance indicators industry to promote positive built outcomes
Continued improvements relating to the UED13. Improvements completed and departmental structure and the timeliness documented of development applications
Priority 5.4 Ensure responsible development in the City
Wellbeing indicator - Economic
What the community told us was important to them
Ensure the quality of the built environment and environmental outcomes are consistent with legislative requirements and community expectations
Keeping the community informed about development
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Implement, review and audit the Monitor erosion and sediment UED14. Audit 300 development sites effectiveness of DCP No 1 Erosion regulatory controls during development per quarter Prevention and sedimentation Control
Key focus areas - urban and economic development 67
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Develop Lifestyle 2050 (LS 2050) or Explore incentives for encouraging UED15. Incentives for increase in a similar land use strategy, to reflect more medium density housing in or near medium density housing identified and contemporary planning issues and new Town Centres assessed legislation Provide data, input and advice for the UED16. Resources allocated to ensure review of the Lower Hunter Regional involvement in the LHRS review Strategy (LHRS) and proposed Infrastructure Plan
Develop and implement systems Continue staged rollout and UED17. Staged rollout completed that support a complete electronic implementation of systems assessment process
Maintain an employment land, Monitor and review progress in the UED18. Update Urban Development commercial land, residential infill supply of housing, commercial and Program on a half-yearly basis and greenfield residential urban industrial development development monitoring program
Review and amend the Local Continue to initiate and process LEP UED19. Program for Draft LS 2050, or Environment Plan (LEP) to meet future amendments to meet future land use a similar land use strategy, is prepared land use needs. targets in adopted local and regional with aim of having Strategy ready for land use strategies exhibition in 2018
Priority 5.5 Developer contributions Wellbeing indicator - Social
What the community told us was important to them
Create a developer contribution program and review all developer contributions plans
Explore the benefits of voluntary planning agreements when offered to Council
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Development contributions plans for Continue the review of the five UED20. Background studies for five planning districts complete and in catchment development contribution Glendale, Belmont and Toronto drafted operation plans in line with the State Government for inclusion in contribution plans Framework
68 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Urban and economic development focus area summary Financial resources
Projected 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 Operational Revenue 5,538 5,851 6,356 6,307 6,330 Capital Revenue 6,500 6,500 6,500 6,500 6,500 Total Revenue 12,038 12,351 12,856 12,807 12,830
Operational Expenditure (18,880) (17,366) (18,751) (19,451) (19,242) Operating Result (6,842) (5,015) (5,894) (6,644) (6,412)
Operating Result before Capital (13,342) (11,515) (12,395) (13,144) (12,912)
Capital - New (71) - - - - Capital - Replacement (135) (229) (136) (140) (144) Transfer to Restricted Cash (8,839) (9,011) (9,427) (9,350) (9,355) Loan Repayments - - - - - Total Capital (9,046) (9,240) (9,564) (9,490) (9,498)
Funds Required (15,888) (14,255) (15,458) (16,134) (15,911)
Funded by: Loans Utilised - - - - - Proceeds from Asset Sales - - - - - Restricted Cash - Depreciation 135 229 136 140 144 Restricted Cash - Other 2,665 218 222 226 230
BUDGET SURPLUS / (DEFICIT) (13,088) (13,808) (15,100) (15,768) (15,537)
Capital - Replacement $’000 $’000 $’000 $’000 Visitors Information Centre Relocation 96 - - - Public Cemeteries - Replacement Works 133 136 140 144 Total 229 136 140 144
Key focus areas - urban and economic development 69 Civic leadership
Strategic direction Provide open and ethical leadership that is accountable to, and works with, the community to provide services and facilities that satisfy their needs, whilst providing a sustainable future for the City and the region. Objective Deliver Council’s support, regulatory and corporate functions in an open, efficient, and cost-effective manner. Community Strategic Plan priorities • A City that is well governed. • A City that fosters Council services for civic leadership relationships with other levels of government and Corporate services key service providers to Democratic government benefit the Lake Macquarie community.
• A City that has an Council departments delivering these services engaged and well-informed community. General Manager’s Secretariat
• A Council that is Customer Service and Communications responsible with its resources. Finance and Administration
Human Resource Management
70 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 6.1 Customer service
Wellbeing indicator - Governance
What the community told us was important to them
Operate a best-of-business Customer Service Centre (CSC)
To focus the organisation on the needs of the community
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Customers are responded to in a timely Maintain current measures for customer G1. 80% of phone calls are answered manner response times and first contact within 30 seconds; less than 3min resolution. 30sec average wait time at the CSC counter; 80% of calls dealt with at first contact
Expand Council's online customer Develop new, and promote existing, G2. Prepare annual report on services online customer services, such as rates developments to online customer payment and e-service registration services
Key focus areas - civic leadership 71 Priority 6.2 Community engagement
Wellbeing indicator - Governance
What the community told us was important to them
Develop stronger, mutually beneficial relationships with our community
To focus the organisation on the needs of the community
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Host a range of City-wide events and Council holds the following City-wide events; G3. Levels of attendance civic functions at City-wide events are Carols by Candlelight maintained or improved Lake Macquarie Festival on Australia Day Regular citizenship ceremonies are held Australia Day Awards Lake Macquarie Australia Citizenship ceremonies Day Awards event is held Lake Macquarie Sports Awards
Provide a wide range of opportunities Undertake stakeholder engagement activities, such G4. Prepare an annual for community consultation and as information sessions, focus groups, stakeholder report on stakeholder stakeholder engagement workshops and online engagement tools engagement activities
Develop and maintain all available Provide information to the community using a range G5. Prepare quarterly media streams to allow for targeted of media streams such as targeted traditional media reports on our range of message delivery, as required outlets, social media, niche media, marketing media activities, use of consultation, and industry-specific media media outlets for both proactive and reactive media opportunities, and where our stories are published or broadcast
Provide clear, accessible and accurate Messages developed in conjunction with the G6. Annual review of information to the community Communications Team, information obtained as Council’s communication promptly as possible from Council departments, activities and their and knowledge distributed throughout our effectiveness is undertaken Customer Service Centre
72 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 6.2 Priority 6.3 Community engagement Governance
Wellbeing indicator - Governance Wellbeing indicator - Governance
What the community told us was important to them What the community told us was important to them
Develop stronger, mutually beneficial relationships with our community A well-engaged Council that advocates on behalf of the community on matters of local significance
To focus the organisation on the needs of the community Increase the community’s understanding of Council and its services
What Council plans to do What Council plans to do
Delivery Program Operational Plan Performance Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements 2013-2017 objectives 2014-2015 actions measurements
Undertake efficient, effective, relevant Hold, advertise and facilitate G7. Meetings are held as per the Host a range of City-wide events and Council holds the following City-wide events; G3. Levels of attendance and professional Council meetings that Council meetings as per adopted adopted schedule civic functions at City-wide events are provide appropriate leadership to the schedule Carols by Candlelight maintained or improved community Lake Macquarie Festival on Australia Day Regular citizenship Accurate information is provided to G8. Formal Council and committee ceremonies are held Australia Day Awards Councillors in a timely manner meetings, information sessions, community Lake Macquarie Australia advisory committees and the VIP request Citizenship ceremonies Day Awards event is held system are operational and effective Lake Macquarie Sports Awards G9. Decisions made, requests for additional information or further briefings Provide a wide range of opportunities Undertake stakeholder engagement activities, such G4. Prepare an annual are reviewed annually for community consultation and as information sessions, focus groups, stakeholder report on stakeholder stakeholder engagement workshops and online engagement tools engagement activities Provide relevant information, training G10. Councillor training and support and support services to Councillors services are provided Develop and maintain all available Provide information to the community using a range G5. Prepare quarterly media streams to allow for targeted of media streams such as targeted traditional media reports on our range of Prepare new and review existing Council Review existing Council policies G11. Council policies are reviewed message delivery, as required outlets, social media, niche media, marketing media activities, use of policies as required throughout the term and recommend new policies as within required timeframes consultation, and industry-specific media media outlets for both of Council required proactive and reactive media opportunities, and Participate in appropriate forums and Attend forums and meetings that G12. Attendance at forums and meetings where our stories are contribute to regional networks which promote relationships with key published or broadcast improve the effectiveness of local agencies government practices and services Provide clear, accessible and accurate Messages developed in conjunction with the G6. Annual review of information to the community Communications Team, information obtained as Council’s communication Participate in opportunities to provide Participate in all relevant reviews G13. Submissions made to all relevant promptly as possible from Council departments, activities and their input into discussions and reviews by developing submissions and reviews and knowledge distributed throughout our effectiveness is undertaken affecting the community participating in appropriate Customer Service Centre workshops and consultation forums
Actively engage and seek direction Advocate and provide information G14. Number of matters of significance from the community and stakeholders on on matters of importance identified and advocacy activities matters of importance, and effectively undertaken advocate on behalf of the City
Key focus areas - civic leadership 73 Priority 6.4 Long-term financial planning and modelling (financial sustainability)
Wellbeing indicator - Governance
What the community told us was important to them
To ensure Council finances are strategically planned and managed to ensure Council’s long-term future
What Council plans to do
Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements
Prepare four-year and annual budgets Prepare an annual budget which G15. Prepare quarterly operational that are directly associated with the identifies how Council will fund the and budget reviews and report to achievement of the Delivery Program Operational Plan Council and Operational Plan outcomes
Council’s annual Financial Statements Prepare and make available to the G16. Audited accounts finalised are completed as per statutory community the end-of-year Financial and submitted to the Division of requirements Statements Local Government within the statutory timeframe
Maintain Council’s Long Term Financial Regularly maintain and update G17. The Long Term Financial Plan is Plan Council’s Long Term Financial Plan to regularly updated ensure accuracy of data and future projections
Continue to investigate and identify Identify grant programs, award G18. Monitor award applications alternative funding opportunities opportunities, and alternative funding and awards won, grants sought opportunities such as sponsorships and received, alternative funding opportunities identified and report on sponsorship agreements entered into
Ensure funds are available to hold and Assign funds to the election reserve to G19. Funds assigned manage local government elections in balance the cost of the election over the the most appropriate and cost effective four year term of Council way
Elections are contested by a diverse Promote the role and contribution of G20. An annual summary provided range of candidates Councillors to the City of the opportunities to promote the role of Councillors that have occurred throughout the year
74 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 6.4 Priority 6.5 Long-term financial planning and modelling Long-term workforce planning (financial sustainability) Wellbeing indicator - Governance
Wellbeing indicator - Governance What the community told us was important to them Develop career paths for new and existing staff to ensure Council is capable of meeting its future needs What the community told us was important to them Provide mature workers with the opportunity to remain in the workforce for longer periods To ensure Council finances are strategically planned and managed to ensure Council’s long-term future Continue to pay staff according to their value in the employment market
What Council plans to do What Council plans to do
Delivery Program Operational Plan Performance Delivery Program Operational Plan Performance 2013-2017 objectives 2014-2015 actions measurements 2013-2017 objectives 2014-2015 actions measurements
Prepare four-year and annual budgets Prepare an annual budget which G15. Prepare quarterly operational Systems to manage workforce Continuous improvement activities G21. Operational savings and efficiency that are directly associated with the identifies how Council will fund the and budget reviews and report to management, risk and audit, continuous included in all departmental business improvements reported to Council achievement of the Delivery Program Operational Plan Council improvement, Workplace Health and plans and Operational Plan outcomes Safety (WHS) and corporate reporting are implemented and operational WHS Management Plan is current and G22. WHS performance is tracked Council’s annual Financial Statements Prepare and make available to the G16. Audited accounts finalised monitored and reported are completed as per statutory community the end-of-year Financial and submitted to the Division of requirements Statements Local Government within the statutory Workforce Management Strategy G23. Workforce Management Strategy timeframe actions are reviewed and implemented implementation is tracked and reported
Maintain Council’s Long Term Financial Regularly maintain and update G17. The Long Term Financial Plan is Plan Council’s Long Term Financial Plan to regularly updated ensure accuracy of data and future Priority 6.6 projections Internal support services Continue to investigate and identify Identify grant programs, award G18. Monitor award applications alternative funding opportunities opportunities, and alternative funding and awards won, grants sought Wellbeing indicator - Governance opportunities such as sponsorships and received, alternative funding opportunities identified and report on sponsorship agreements entered into What the community told us was important to them Ensure internal departments are well supported to optimise their external delivery of services Ensure funds are available to hold and Assign funds to the election reserve to G19. Funds assigned manage local government elections in balance the cost of the election over the the most appropriate and cost effective four year term of Council way What Council plans to do Delivery Program Operational Plan Performance Elections are contested by a diverse Promote the role and contribution of G20. An annual summary provided range of candidates Councillors to the City of the opportunities to promote the 2013-2017 objectives 2014-2015 actions measurements role of Councillors that have occurred throughout the year Corporate management and corporate Organisational performance is tracked G24. Implementation of efficient planning systems are integrated using quarterly reviews to highlight corporate management and corporate successes and areas of improvement planning systems across the organisation
Prepare a comprehensive end-of-term Prepare a report outlining Council's G25. June Review report includes report outlining the achievements of the achievement of the Operational Plan a summary of Council's overall four-year delivery program and present and present to Council achievement against the Operational to Council Plan targets
Key focus areas - civic leadership 75 Civic leadership focus area summary Financial resources
Projected 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 Operational Revenue 124,676 129,880 137,040 143,746 150,584 Capital Revenue 9,350 26,336 14,022 14,425 7,148 Total Revenue 134,026 156,215 151,062 158,170 157,731
Operational Expenditure (10,866) (13,921) (15,090) (17,759) (17,935) Operating Result 123,161 142,294 135,972 140,412 139,797
Operating Result before Capital 113,811 115,958 121,950 125,987 132,649
Capital - New (1,341) (942) (5,937) (6,950) (5,718) Capital - Replacement (13,168) (9,403) (9,095) (9,248) (10,047) Transfer to Restricted Cash (24,164) (31,196) (19,048) (19,019) (11,977) Loan Repayments (4,086) (3,982) (4,051) (3,823) (4,361) Total Capital (42,760) (45,523) (38,131) (39,040) (32,104)
Funds Required 80,401 96,772 97,841 101,372 107,694
Funded by: Loans Utilised 2,296 2,592 3,401 3,100 3,020 Proceeds from Asset Sales 2,163 1,838 1,890 1,792 1,952 Restricted Cash - Depreciation 15,287 14,870 12,712 14,012 12,274 Restricted Cash - Other 14,273 5,225 11,868 13,010 12,505
BUDGET SURPLUS / (DEFICIT) 114,420 121,297 127,711 133,286 137,443
76 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Capital Works Capital - New 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 IT & IM Strategic Development 500 500 - - IT & IM Future Development - - 500 500 New Plant Program 76 - 1,500 - Boolaroo Works Depot - New Works 367 556 - - Capital Contributions - Expenditure - 21 22 23 Capital Contributions RMS - Expenditure - 1,029 1,057 1,085 Capital Grants - Expenditure - 3,830 3,870 4,110 Total 942 5,937 6,950 5,718
Capital - Replacement $’000 $’000 $’000 $’000 IT & IM Strategic Development 347 347 - - IT & IM Future Development - - 347 389 Software Upgrade Q Flow Counter Ticketing - 30 - - Software Upgrade Nortel CC7 Telephony 46 - - - Software Update - Addcom Voice Recording - - 14 - Guillotine Replacement 55 - - - Plant Replacement - Small Plant Items 500 500 500 500 Plant Replacement - Light Vehicles 3,300 3,300 3,300 3,300 Plant Replacement - Plant and Equipment Items 4,598 4,251 4,430 5,095 Office Furniture Replacement 14 14 15 15 Administration Building - Replacement Works 273 376 359 456 Boolaroo Works Depot - Replacement Works 269 276 284 291 Total 9,403 9,095 9,248 10,047
Key focus areas - civic leadership 77 5. Business activities Introduction
Lake Macquarie City The profits generated by Council The community further benefits businesses are returned to the by Council measuring the Council is involved community through the provision of competitiveness of in-house service additional and improved services. provision against external providers in a range of By competing with private enterprise, and reducing the unit cost of business activities. officers are able to develop new overheads by allocating them skills and improve their long-term more widely. employment prospects.
National Competition Policy
The application of the principle of These are: The principle of competitive neutrality competitive neutrality to government applies only to the business activities Adopt a corporatisation model for businesses at all levels in Australia of Council and not to Council’s is part of the National Competition the business; non-business, non-profit activities. Policy. The principle of competitive The definition of Category One Activities include debt guarantee neutrality is based on the concept businesses is those which have gross fees, where the business benefits of a level playing field between operating income of more than from the Council’s borrowing persons competing in a market $2 million a year, while Category place, particularly between private position by comparison with Two businesses have gross operating and public sector competitors. commercial rates; income of less than $2 million Competitive neutrality is designed to per annum. Those Category One Factor into prices an appropriate ensure that public sector providers businesses identified under the return on capital invested; operate without net competitive principles of competitive neutrality advantages over other businesses. Make any subsidies provided are principal activities, and are Greater competition promotes to customers and the funding of incorporated into Council’s four-year greater efficiency and lower costs to Delivery Program. those subsidies explicit; government and the community. Operate within the same Under the NSW Government regulatory framework as other Competition Policy Statement, significant business activities businesses; and are to be subject to the same Include in their costs the same corporatisation principles as Federal, State and Local those applied to significant State Government taxes and charges as Government business activities. private businesses do.
Business activities 79 Category One businesses Property management
The Property and Business Development department is a Category One business unit of Council, dedicated to the management of Council’s operational real estate assets to maximise recurring income to Council. This is achieved through efficient management of existing residential and commercial properties, acquisition of additional investment properties, and the development of Council-owned land. The Property and Business Development department is also about 10 per cent of CiviLake’s responsible for the operation of activity is carried out for private Non-domestic Council’s four holiday parks at clients. CiviLake returns the profits Wangi Point, Belmont, Blacksmiths generated from private works back waste services and Swansea, with the objective of to the community through improved offering high-quality tourist facilities and additional services. Carrying Council carries out a number of to visitors of the City. The holiday out private works and services also waste services in addition to the parks are self-funding and any profits enables CiviLake to benchmark management of domestic waste are reinvested in the holiday parks. itself against private enterprise and collection. These services include demonstrate that its works and the provision of waste services services carried out for Council and sewage pump-out services to are done in an industry-competitive commercial premises on a fee-
CiviLake manner. for-service basis, the collection of Contractors for Your Community waste from parks, reserves and Since its inception in 1996, roadside receptacles, and the CiviLake has grown and continues to CiviLake is a business unit of cleaning of City amenities buildings. be one of the largest such business Council, providing a wide range of The operation and extent of these units in NSW. CiviLake’s employees civil engineering construction and services will continue to grow in are committed to carrying out all maintenance works and services, line with the development of the projects in a safe, efficient and plus open space maintenance, sign City and its infrastructure. Continual environmentally-conscious manner writing, and building trades services review of the methods of operation and are proud of the department’s to Council and CiviLake’s private occurs to ensure accommodation slogan, “Contractors for Your clients. of this growth in the most efficient Community”, which reflects the role manner and to minimise the need for Although its prime responsibility CiviLake plays in delivering quality additional resources. is to provide these infrastructure infrastructure works and services to works and services to Council, the Lake Macquarie community. and consequently the community,
80 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Category Two businesses Lakemac Print
Council’s printing department engages in entrepreneurial activities offering a professional, customer- focused service that includes printing, graphic design, copying, plan printing, laminating, finishing, and binding.
Council’s printing function currently has the equipment and professional expertise to be successful in the external market place. Forecasts indicate that through a competitive and efficient cost structure, we will see an increase in our level of external works during the 2014/2015 financial year.
Business activities 81 CiviLake
Objectives • To enable CiviLake to carry out works externally for its private clients (including the Roads and Maritime Services) • To enable CiviLake to maximise the recycling of available construction material from internal and external sources Overview CiviLake is an operational business unit of Council and the principal provider of construction and maintenance of Council’s public infrastructure. While this is CiviLake’s primary role, additionally it is a Category One business under the State Competition Policy, carrying out external works and services, providing solutions for its private clients, and an appropriate return to Council for its investment in external works. Profit from external works is returned to the community through provision of additional works and services.
CiviLake has a strong commitment to sustainability and has been recovering, processing and recycling bulk construction materials for road reconstruction and maintenance for more than 15 years. This long history and experience in bulk materials recycling, along with its commitment to developing the Sustainable Resource Centre at Teralba, is testament to its strong environmental values. Services External works, bulk materials (construction waste management and recycling).
82 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 7.1 Generate a commercial return for Council on its investment in external works Wellbeing indicator - Economic
Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2014-2015 Measurements
Pursue external works that are considered Maintain the right sizing of All Council construction and to provide the best return for Council while CiviLake to ensure completion of maintenance programs are providing cost-effective solutions to our clients’ Council’s programs and carry out completed in accordance with needs external works, targeting optimum requirements and/or any prevailing utilisation of resources and, an circumstances appropriate return on Council’s The total value of external works is investment in external works not less than 5% of CiviLake’s annual turnover
The surplus from ‘for profit’ The surplus on ‘for profit’ external external works is appropriate to works is not less than 15% of the the risk in Council’s investment in expenditure this activity
Business activities 83 Priority 7.2 Bulk construction materials procurement, recycling and sustainability Wellbeing indicator - Environmental
Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2014-2015 Measurements Continue actions to ensure that the proposed bulk All bulk material at and/or All bulk material at and/or materials Sustainable Resource Centre (SRC) at removed from CiviLake work removed from CiviLake work sites Teralba is operating at the appropriate level as early sites is managed appropriately is managed in accordance with as practical, while pursuing other opportunities for Environment Protection Authority construction waste management, and minimisation requirements and in a manner and recycling of material that may not be able to be that both minimises waste and processed at the SRC maximises recycling opportunities
All actions that CiviLake can All options for the construction of reasonably undertake in stage one of the SRC are pursued. respect to the construction of Minimisation and recycling of stage one (the capping and waste from civil works occurs in filling) of the (SRC) are carried a manner that recognises that out, and all opportunities are Council is maintaining its civil pursued for construction waste infrastructure in perpetuity and management, minimisation flexible strategies are required to and recycling of material meet changing circumstances that cannot be used in the construction of stage one of the SRC
Priority 7.3 Provision of high quality infrastructure works, that have a positive impact on the community Wellbeing indicator - Social
Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2014-2015 Measurements
Delivery of high quality infrastructure works and Delivery of Capital works and Capital works and maintenance services that meet the needs of the community agreed maintenance programs programs are delivered to agreed quality and timeframes
84 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015
Financial resources
Projected Priority 7.2 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 Bulk construction materials procurement, recycling and sustainability $’000 $’000 $’000 $’000 $’000 Operational Revenue 5,255 5,115 4,914 4,727 4,552 Wellbeing indicator - Environmental Capital Revenue - - - - - Total Revenue 5,255 5,115 4,914 4,727 4,552 Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2014-2015 Measurements Operational Expenditure (4,466) (4,333) (4,172) (4,022) (3,882) Continue actions to ensure that the proposed bulk All bulk material at and/or All bulk material at and/or Operating Result 790 781 742 705 670 materials Sustainable Resource Centre (SRC) at removed from CiviLake work removed from CiviLake work sites Teralba is operating at the appropriate level as early sites is managed appropriately is managed in accordance with Operating Result before Capital 790 781 742 705 670 as practical, while pursuing other opportunities for Environment Protection Authority construction waste management, and minimisation requirements and in a manner and recycling of material that may not be able to be that both minimises waste and Capital - New (854) - - - - processed at the SRC maximises recycling opportunities Capital - Replacement (39) (1,200) - - - All actions that CiviLake can All options for the construction of Transfer to Restricted Cash (793) (781) (742) (705) (670) reasonably undertake in stage one of the SRC are pursued. Loan Repayments - - - - - respect to the construction of Minimisation and recycling of stage one (the capping and waste from civil works occurs in Total Capital (1,685) (1,981) (742) (705) (670) filling) of the (SRC) are carried a manner that recognises that out, and all opportunities are Council is maintaining its civil pursued for construction waste infrastructure in perpetuity and Funds Required (895) (1,200) - - - management, minimisation flexible strategies are required to and recycling of material meet changing circumstances Funded by: that cannot be used in the construction of stage one of Loans Utilised 106 - - - - the SRC Proceeds from Asset Sales - - - - - Restricted Cash - Depreciation 20 1,200 - - - Restricted Cash - Other 770 - - - -
BUDGET SURPLUS / (DEFICIT) - - - - -
Priority 7.3 Capital Works Capital - New $’000 $’000 $’000 $’000 Provision of high quality infrastructure works, that have a positive Nil - - - Total - - - - impact on the community
Wellbeing indicator - Social Capital - Replacement $’000 $’000 $’000 $’000 Toronto Sub Depot Relocation to Woodbine Close Toronto 1,200 - - Delivery Program Operational Plan Performance Total 1,200 - - - Objectives 2013-2017 Actions 2014-2015 Measurements
Delivery of high quality infrastructure works and Delivery of Capital works and Capital works and maintenance services that meet the needs of the community agreed maintenance programs programs are delivered to agreed quality and timeframes
Business activities 85 Property management
Objectives Maximise the long-term value of Council’s property operations Overview The key objective for property management is to maximise the long-term value of Council’s property operations. The priorities within this area address both holiday parks and commercial and residential properties Services Property Management of holiday parks and commercial and residential property
Priority 8.1 Provide a high standard of facilities for holiday parks Wellbeing indicator - Economic
Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2014-2015 Measurements
Implement and review the five-year business plan Develop an annual capital works Completion of capital works program for each holiday park on an annual basis and program for each holiday park and implementation of operational undertake improvements in accordance with the and development strategies identified five year plan for each park
Implement and review the marketing plan for Develop an annual marketing plan to Marketing plan developed and Council managed holiday parks ensure that monies spent on marketing actions and recommendations are targeting the correct audience implemented
Carry out a market analysis on Council Carry out an annual market analysis Complete fees and charges managed holiday parks prior to setting the fees prior to setting the fees and charges benchmarking report and charges each year each year
86 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Priority 8.2 Increase the net yield on commercial and residential properties Wellbeing indicator - Environmental Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2014-2015 Measurements
Sell properties that do not provide Council with Complete/update Town Centre Draft reports completed and an adequate return on investment Development Reports, which address consultation undertaken with the development opportunities, constraints, relevant Council departments value add and disposal options for Council-owned Operational classified land. Town Centres identified for review are Toronto, Warners Bay, Charlestown, Belmont, Morisset and Swansea
Sell properties that do not provide Council with Complete/update a strategic All investment properties reviewed an adequate return on investment commercial review of our property and recommendations provided investment portfolio to identify properties that do not meet our investment objectives and provide recommendations for their divestment, redevelopment and where relevant acquisition of additional properties
Continue to implement the new terms and Continue to implement the terms and All applicable new and renewed conditions to be applied under the Rates Equity conditions to be applied under the leases and licences that come under Project for the leases that have expired or Lease Equity Model for the applicable the Lease Equity Model have their Priority 8.1 are due to expire during years two to five on leases and licences that have expired terms and conditions set in line with Provide a high standard of facilities for holiday parks adequate return on investment or are due to expire during the year the Lease Equity Model Wellbeing indicator - Economic
Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2014-2015 Measurements
Implement and review the five-year business plan Develop an annual capital works Completion of capital works program for each holiday park on an annual basis and program for each holiday park and implementation of operational undertake improvements in accordance with the and development strategies identified five year plan for each park
Implement and review the marketing plan for Develop an annual marketing plan to Marketing plan developed and Council managed holiday parks ensure that monies spent on marketing actions and recommendations are targeting the correct audience implemented
Carry out a market analysis on Council Carry out an annual market analysis Complete fees and charges managed holiday parks prior to setting the fees prior to setting the fees and charges benchmarking report and charges each year each year
Business activities 87 Property management focus area summary Financial resources Projected 2013/2014 as at December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 Operational Revenue 9,820 10,856 11,657 12,061 12,672 Capital Revenue - - - - - Total Revenue 9,820 10,856 11,657 12,061 12,672
Operational Expenditure (6,899) (7,619) (8,068) (8,663) (9,023) Operating Result 2,921 3,237 3,589 3,398 3,649
Operating Result before Capital 2,921 3,237 3,589 3,398 3,649
Capital - New (2,060) (2,534) (5,809) (1,310) (506) Capital - Replacement (1,626) (385) (750) (210) (490) Transfer to Restricted Cash (14,365) (13,976) (12,717) (12,561) (13,172) Loan Repayments - - - - - Total Capital (18,051) (16,894) (19,276) (14,081) (14,168)
Funds Required (15,130) (13,658) (15,687) (10,684) (10,520) Funded by: Loans Utilised - - - - - Proceeds from Asset Sales 4,545 3,120 1,060 500 500 Restricted Cash - Depreciation 469 566 591 614 622 Restricted Cash - Other 10,116 9,972 14,036 9,569 9,398
BUDGET SURPLUS / (DEFICIT) - - - - -
88 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015
Capital Works Capital - New 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 Sale Of Council Land 74 77 81 85 Land Development - Anticipated Projects 70 72 74 76 Land Development - Killingworth 200 4,500 - - New Development - 113 Wyndham Way Eleebana 100 500 400 - Land Development - 31 and 33 Smith Street Charlestown 100 - - - Land Development - 16 Lake Road Balcolyn 1,200 10 - - Land Development - 4B South Street Windale 30 - - - Blacksmiths Holiday Park - New Capital Works 120 250 50 - Belmont Pines Lakeside Holiday Park - New Capital Works 200 100 250 215 Swansea Gardens Lakeside Holiday Park - New Capital Works 240 240 455 130 Wangi Point Lakeside Holiday Park - New Capital Works 200 - - - Seal Carpark - 58 The Boulevarde Toronto - 30 - - Seal Carpark - 60 The Boulevarde Toronto - 30 - - Total 2,534 5,809 1,310 506
Capital - Replacement $’000 $’000 $’000 $’000 Blacksmiths Holiday Park - Replacement Capital Works - 150 110 - Belmont Pines Lakeside Holiday Park - Replacement Works - - - 150 Swansea Gardens Lakeside Holiday Park - Replacement Works 105 180 30 280 Wangi Point Lakeside Holiday Park - Replacement Capital Works - 100 - - Commercial Properties - Replacement Of Air Conditioning 30 - - - Replace Roof - 60 The Boulevarde Toronto 100 - - - Replacement Of Air Conditioning - 11-15 Josephson St Swansea - - - 60 Replacement Of Roof - 18 Marmong St Booragul - 60 - - Replacement Of Air Conditioning - 47-49 Beaumont St Hamilton - 20 - - Replacement Of Roof - 47-49 Beaumont St Hamilton - - 70 - Replacement Of Tiles On Verandah/Concourse - 7 Pemell St Toronto 150 - - - Replacement Of Roof - 19 Smart St Charlestown - 120 - - Replacement Of Roof - 216-218 Pacific Hwy Charlestown - 120 - - Total 385 750 210 490
Business activities 89 6. Resourcing strategy Overview
The Resourcing Strategy allows T he Resourcing Strategy This section attempts to summarise Council to assess the time, money, consists of five parts: what Council is doing within the assets, people and support Resourcing Strategy over the next structures required to carry out the 1. Workforce planning financial year. community’s long-term aspirations 2. Asset management planning and actions, and decides on what is achievable. As referred to earlier in 3. Financial planning this Operational Plan, the Integrated Planning and Reporting Framework 4. Plant and fleet management requires a Resourcing Strategy to 5. Information technology and support the Community Strategic information management Plan.
Resourcing strategy 91 Workforce management planning
Lake Macquarie City Council is The strategy covers the To support the strategy and the committed to implementing its following five strategic objectives in Council’s four-year Workforce Management Strategy. Delivery Program, some of the key priorities: The strategy identifies and responds activities Council is focusing on to the current and future human Aligning HR practices with the during 2014-2015 include the resource challenges facing the organisation following. organisation. To address these
challenges and achieve our Attracting the right people objectives, Council must respond Developing our people quickly and comprehensively to Ongoing ensure we have effective strategies Looking after our people in place that take into account the implementation of diversity of our workforce and ensure Rewarding our people the ongoing sustainability of our the new Capability workforce into the future. Framework The Workforce Management Strategy rises to the challenges Council has developed a facing the organisation with flexible, comprehensive Capability comprehensive and leading edge Framework, which incorporates core human resource management corporate capabilities, leadership practices that will transform our and management capabilities and organisation. specific job related/functional capabilities.
92 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015
Ongoing implementation of the framework across the organisation Implementation Alignment of human will allow us to enhance the fundamental linkages between of an integrated resource systems positions, capabilities, performance Council has set the foundation management, and learning and leadership program for the systems that will assist to development. The framework will achieve our people objectives. ensure greater alignment of the skills Work on upgrading systems in the Council is committed to the ongoing required to achieve the community areas of learning management, development of our existing and and organisational objectives performance management and future leaders. detailed within our corporate plans. claims management will provide The leadership program will additional system functionality to be a A comprehensive focus on the integral skills and key focus during 2014-2015 as we professional development necessary seek to leverage the efficiencies these for our leaders to meet the shared systems can provide to streamline skills audit of roles and modernise our human resource objectives of the organisation and that of the community we serve. The practices. Council will collaborate with tiered program will target leaders Government Skills Australia to at all levels in the organisation develop the tools and processes to and provide a blend of formal undertake a comprehensive skills qualifications and practical skills. audit across roles. The results and It will be integrated across the recommendations from the skills organisation to build a foundation audit will become the basis for of sound management capability, formal succession planning within based on the leadership and departments and each will develop management capabilities within the a workforce plan for critical roles Capability Framework. The program and skills. will allow individuals to build the The results will also be used to further skills required as leaders and to develop a trainee and apprentice mentor others in their development of program, identify and action skill a career within Council. gaps with targeted learning and development activities, and enhance existing programs such as the Transition to Retirement Scheme.
Resourcing strategy 93 Asset management
Lake Macquarie City Corporate facilities including Infrastructure the administration centre, depot Council provides buildings and associated areas; asset base and a wide range of Council’s infrastructure assets are Assets held for strategic or services to the valued at $2.3 billion, as reported commercial reasons. in the financial statements at community, most of 30 June 2013. which are supported Council’s assets have been acquired This portfolio consists of: over many years through a range by infrastructure of measures including by purchase, Roads and associated contract, Council construction, assets. infrastructure including car parks, donation and developer-provided. bridges and kerbs and gutters; The provision of quality infrastructure that meets community needs and Transportation and traffic expectations is fundamental to infrastructure including bus Asset Management the economic, social and cultural shelters, cycleways, footpaths and vibrancy of the City. Council street furniture; Maturity Model recognises the importance of asset management planning in delivering Parks and reserves infrastructure The Asset Management Maturity agreed levels of service to the including sports fields, parkland, Model is a key tool for measuring, community. The overall goal in playgrounds, jetties, boat ramps, monitoring and reporting on managing infrastructure assets is to BMX tracks, skate parks, netball organisational capacity and maturity meet required levels of service in a courts and tennis courts; in accordance with the National financially-sustainable manner for Community buildings including Framework for Asset Management. present and future generations. The public toilets, libraries, swimming Council engaged an external challenge in managing the assets is pools, community centres, child specialist to conduct an Asset to maintain and enhance the existing care centres and multi-purpose Management Maturity Audit in infrastructure while continuing to centres; 2011. The audit identified the areas provide new infrastructure for a where Council’s asset management growing City. Stormwater infrastructure including systems and processes were strong, Stormwater Quality Improvement and prioritised areas for further Devices (SQIDs), swales and development and investment. The drains; outcomes of the maturity audit informed revisions of Council’s Natural areas; Asset Management Policy, Asset Management Strategy and Asset Caravan parks; Management Plans.
94 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015
Key strategies Key strategy 7 Link new capital projects to service performance indicators The following key strategies have in the Community Strategic Plan been developed as a result the and risk indicators in the Asset Asset Management Maturity Management Plans Audit. Key strategy 8 Key strategy 1 Develop and maintain an Maintain a current and up-to-date accurate and integrated Asset Management Policy and component asset register and Strategy financial asset register Key strategy 2 Key strategy 9 Continue to support the Asset Identify and prioritise information Management Steering Group and technology improvements in provide resources to ensure the line with Council’s Information successful implementation of the Technology and Information Asset Management Strategy Management Strategic Plan Key strategy 3 Key strategy 10 Maintain current Asset Further develop and maintain a Management Plans for the major Long-Term Financial Plan asset groups Key strategy 11 Key strategy 4 Further develop levels of service Prepare and maintain an for all asset classes in consultation up-to-date Asset Knowledge with the community and Management Plan stakeholders Key strategy 5 Key strategy 12 Maintain a framework for Assess and further develop asset accurate financial reporting management knowledge, skills of asset condition and asset and abilities performance including sustainability indicators Key strategy 13
Key strategy 6 Maintain an adopted population and demographic model for the Define the impact of service and City planning decisions on Council’s assets Key strategy 14 Maintain adequate procedures and tools for maintenance and renewal planning
Resourcing strategy 95 Some key actions in the Develop and implement a single consolidated asset register for Asset Management Plan Asset Management component data; that are planned for the Improvement Plan next four years are to: Monitor and improve the integrity of the component data Review and finalise draft asset An Asset Management Improvement in Council’s asset registers, for capitalisation policy; Plan has also been developed example, remaining life, useful based on the findings of the Asset Develop additional asset-related life, unit rates and valuations; Management Maturity Audit. financial sustainability indicators Develop asset financial reporting Each of the 14 key strategies and include in Council’s annual and/or asset accounting policy has been assigned a number of report; actions to ensure that Council’s (or incorporate into existing asset management maturity Review Council’s corporate accounting policy); continues to evolve. Performance finance and budgeting system Further develop and document against the improvement plan is including cost centres for community levels of service in monitored through Council’s Asset capturing asset maintenance the asset management plans in Management Steering Group. expenditures; consultation with the community; This Group was formed in 2010 Develop asset management plans to oversee the implementation of Standardised population and for natural areas and Council’s the Asset Management Strategy. demographic projections and commercial properties; It has representatives from several change assumptions available for Council departments to ensure an Review roles and responsibilities use across Council; organisation-wide approach to asset for managers and other key staff management. The group meets Implement a new strategic asset involved in asset management; bi-monthly and its progress is management system for asset reported to Council annually. Ensure processes are in place renewal modelling and capital for managing cumulative impact works programming; of asset growth from all sources Develop and/or revise including donated/transferred contingency plans and succession assets from development; plans to ensure continuity of asset Complete assessment of asset management-related activities; conditions to determine condition and profiles for all asset classes Review procedures for renewal including a representative sample and maintenance planning. of the drainage system;
Investigate a new corporate estimating system to achieve more accurate and consistent unit rate and resource-based estimates for capital works and maintenance;
96 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Fleet and plant management Objective • Provide service and support to internal customers by providing vehicles and plant management and maintenance services, engineering fabrication services, supply store services, procurement support services and works depot facilities. Overview Lake Macquarie City Council owns and operates an extensive range of plant comprising 1500 individual items to support the delivery of its works, services and the objectives of the Community Strategic Plan. Services Purchasing, workshop operations, supply store, depot operations, plant and fleet management.
Resourcing strategy 97 Priority 6.7 Reduce the cost and environmental impacts associated with operating Council’s fleet of vehicles and plant Wellbeing indicator - Economic
What Council plans to do
Delivery Program Operational Plan Performance Objectives 2013-2017 Actions 2013-2014 Measurements
Investigate strategies to contain Investigate strategies to contain Fleet Management Strategy rising fleet running costs and to rising fleet running costs and to reviewed annually - report minimise the environmental impact minimise the environmental impact submitted to Executive of fleet ownership of fleet ownership
98 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Information Technology and Information Priority 6.7 Reduce the cost and environmental impacts associated with Management Strategy operating Council’s fleet of vehicles and plant Four strategic goals have been Strategies within this goal include: Wellbeing indicator - Economic defined where IT & IM can deliver Vision better outcomes for the community Building better relationships using social media; What Council plans to do A Council leading and Council: the way in use of Opening public access to Council Delivery Program Operational Plan Performance information and 1. IT & IM for improved service to Council information; Objectives 2013-2017 Actions 2013-2014 Measurements technology to achieve customers Building systems to support Investigate strategies to contain Investigate strategies to contain Fleet Management Strategy great outcomes for its Deliver tangible service community volunteers, and; rising fleet running costs and to rising fleet running costs and to reviewed annually - report community. minimise the environmental impact minimise the environmental impact submitted to Executive improvements to Council’s external of fleet ownership of fleet ownership customers through IT & IM-based Creating information repositories Lake Macquarie City Council, like initiatives. The improvement may be for local knowledge. other modern organisations, relies on the introduction of a new service, effective information technology and expansion of an existing service, information management (IT & IM) improved convenience, faster 3. IT & IM for a more to support its operational activities turnaround times, or lower fees, and efficient Council and to deliver services to customers. Concerns the optimisation of Council so on. Strategies within this goal Council has a substantial investment resource usage to achieve required include: in IT & IM infrastructure including community outcomes. Achievement corporate information systems, Building a complete picture of of this goal will yield cost savings, websites, data networks, telephone Council’s relationship with each additional capacity and reduced systems, computing centres, desktop customer; risk. Strategies within this goal computers and mobile devices. include: Increasing convenience for Investment in this infrastructure is customers by using mobile Simplifying the online work aligned with community goals and technology and self-service environment for staff; objectives through the Information facilities, and; Technology and Information Automating manual work Management Strategy, which Improving access for disabled processes; identifies the priorities for allocation customers. Equipping field-workers with of IT & IM resources to deliver the access to online systems; greatest value to the organisation and the community. 2. IT & IM for deeper Addressing functionality gaps in community engagement corporate systems, and; The IT & IM Strategy defines - go beyond customer service to the broad goals, strategies address the fundamentals of local Ensuring proficient use of and initiatives to guide IT & IM government: open and democratic corporate systems. development at Council over a five processes; the Community as the year period. major shareholder; Council as custodian; and the blurred line between Council/Community activites.
Resourcing strategy 99 4. IT & IM to build Two further strategic goals have 2. Effective IT & IM and utilise Council been defined for enabling strategies management and knowledge which are vital to the provision of IT support 7. & IM systems/services overall, but Develop Council’s capability in Addresses the need for effective with less direct linkages to customers both information and knowledge leadership and control of Council’s IT and the organisation: management. Knowledge & IM environment, and for adequate support arrangements to exist. management involves formalised 1. Capable IT & IM policies, procedures and online infrastructure Strategies within this goal include the systems for Council staff to find Addresses the need for appropriate provision of: necessary information, correctly software and hardware platforms interpret facts, and respond to deliver reliable IT & IM services. Ensuring appropriate IT & IM consistently and appropriately. Strategies within this goal include the governance is in place; provision of: Strategies within this goal include: Maintaining the capability of the IT & IM support teams; and Providing tools to extract and Corporate information systems analyse Council data from any Computer servers and storage Undertaking research into source; Council’s future IT & IM needs and Telecommunications and opportunities. Building spatial awareness into networking Council operations; and Council has assigned capital Personal computing, and funding over five years for the Creating a Council knowledge implementation of the IT & IM repository and related practices. Mobile devices Strategy 2011-2015. The IT & IM Committee oversees the prioritisation of IT & IM initiatives and the allocation of the designated capital funds to create an annual IT & IM program of work.
The IT & IM Strategy is reviewed on an annual basis against the Community Plan, Delivery Program and Operational Plan. In this way, Council ensures the ongoing alignment of business- critical information technology and information management resources with organisational objectives that directly benefit the community of Lake Macquarie.
100 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 7. Financial management Projected Financial Statement 2013/2014 - 2017/2018
Projected 2013/2014 as at Projected Projected Projected Projected December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000
Income from Continuing Operations Income Rates 98,857 102,689 108,817 114,921 120,757 Annual Charges 29,580 30,687 31,877 33,088 34,315 User Charges and Fees 19,801 19,639 21,502 22,455 23,111 Interest on Investments 6,489 7,350 8,380 8,275 8,823 Grants and Contributions - Operating 25,425 26,714 27,267 27,720 28,465 Grants and Contributions - Capital 26,638 42,795 30,505 30,933 23,682 Other Revenue 8,654 8,560 8,712 8,631 8,569 Total Income from Continuing Operations 215,444 238,433 237,062 246,025 247,724
Expenses Operating Expenses (Includes Employee Benefits and Oncosts, Materials and Contracts and “Other Expenses”) (148,412) (146,142) (150,324) (156,279) (159,898) Borrowing costs (4,907) (5,602) (7,857) (9,118) (9,842) Depreciation (44,998) (45,352) (48,679) (50,524) (51,811) Total Expenses from Continuing Operations (198,317) (197,096) (206,860) (215,921) (221,552)
Operating Result from Continuing Operations 17,127 41,337 30,202 30,104 26,172
Operating Result from Discontinued Operations - - - - -
Net Operating result for the year Attributable to: - Council 17,127 41,337 30,202 30,104 26,172 - Minority Interests - - - - -
Net operating result for the year before grants and contributions provided for capital purposes (9,511) (1,457) (304) (830) 2,489
102 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Projected 2013/2014 as at Projected Projected Projected Projected March Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000
Capital Expenses Capital - New (49,406) (70,533) (57,044) (53,293) (40,302) Capital - Replacement (52,270) (44,166) (50,137) (49,954) (47,727) Transfer to Restricted Cash (86,418) (92,292) (81,507) (79,694) (74,611) Loan Repayments (4,086) (3,982) (4,051) (3,823) (4,361) Total Capital (192,180) (210,973) (192,740) (186,763) (167,001)
Funds Required (175,052) (169,636) (162,538) (156,660) (140,829)
Funded By: Loans Utilised 15,958 30,920 16,750 11,560 11,545 Sale of Assets 6,708 4,958 2,950 2,292 2,452 Restricted Cash – Asset Replacement 52,776 49,963 53,946 55,240 50,428 Restricted Cash – Other 99,125 83,358 88,454 87,129 75,966 Funded from Provision for Future Rehabilitation 438 438 438 438 438
Budget Surplus / (Deficit) (48) - - - -
Balance of Funds Unspent Loans 1,068 1,019 1,019 1,009 1,003 Unspent Grants and Contributions 68,998 78,045 74,757 66,937 62,850 Funded Provision for Asset Replacement 14,722 10,111 4,844 128 1,512 Funded Provision for ELE 1,000 1,000 1,000 1,000 1,000 Other Restricted Cash 59,456 61,072 59,194 61,411 66,032 Unrestricted Cash (48) (48) (48) (48) (48) Total Cash 145,196 151,199 140,765 130,437 132,349
Gross Debt 73,878 100,766 113,465 121,192 128,371
ResourcingFinancial management strategy 103 Projected Statement of Financial Position 2013/2014 - 2017/2018 Projected 2013/2014 as at Projected Projected Projected Projected December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000 ASSETS Current Assets Cash and Cash equivalents 34,936 36,380 33,871 31,386 31,846 Investments 60,720 63,229 58,867 54,550 55,349 Receivables 10,679 10,956 11,241 11,533 11,833 Inventories 2,315 2,376 2,437 2,501 2,566 Other 1,269 1,302 1,336 1,371 1,406 Non-current assets classified as held for sale - - - - - TOTAL CURRENT ASSETS 109,919 114,243 107,752 101,341 103,000
Non-Current Assets Investments 49,588 51,638 48,075 44,549 45,202 Receivables 800 821 842 864 887 Inventories 500 500 500 500 500 Property, Plant and Equipment 2,080,846 2,145,084 2,200,490 2,250,773 2,284,391 Other 1,779 1,516 1,252 988 725 Total Non-Current Assets 2,133,513 2,199,559 2,251,159 2,297,674 2,331,705
Total Assets 2,243,432 2,313,802 2,358,911 2,399,015 2,434,705
LIABILITIES Current Liabilities Bank overdraft 48 48 48 48 48 Payables 15,473 15,875 16,288 16,712 17,146 Borrowings 3,982 4,051 3,823 4,360 4,905 Provisions 44,749 46,092 47,475 48,899 50,366 Total Current Liabilities 64,252 66,066 67,634 70,019 72,465
Non-Current Liabilities Payables - - - - - Borrowings 69,896 96,715 109,642 116,832 123,467 Provisions 13,333 13,733 14,145 14,570 15,007 Total Non-Current Liabilities 83,229 110,448 123,787 131,402 138,474
Total Liabilities 147,481 176,514 191,421 201,421 210,939
Net Assets 2,095,951 2,137,288 2,167,490 2,197,594 2,223,766
Equity Retained Earnings 1,098,748 1,140,085 1,170,287 1,200,391 1,226,563 Revaluation Reserve 997,203 997,203 997,203 997,203 997,203 Council equity interest 2,095,951 2,137,288 2,167,490 2,197,594 2,223,766 Minority Equity Interest Total Equity 2,095,951 2,137,288 2,167,490 2,197,594 2,223,766
104 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Projected Cash Flow Statement 2013/2014 - 2017/2018
Projected 2013/2014 as at Projected Projected Projected Projected December Review 2014/2015 2015/2016 2016/2017 2017/2018 $’000 $’000 $’000 $’000 $’000
Opening Cash 167,730 145,196 151,199 140,766 130,437 Receipts: Rates and annual charges 128,437 133,376 140,694 148,009 155,072 User charges and fees 19,801 19,639 21,502 22,455 23,111 Investment revenue and interest 6,489 7,350 8,380 8,275 8,823 Grants and contributions 25,425 26,714 27,267 27,720 28,465 Other 8,654 8,560 8,712 8,631 8,569
Payments: Operating Expenses (146,297) (143,975) (148,105) (154,007) (157,571) Borrowing costs (4,907) (5,602) (7,857) (9,118) (9,842) 205,332 191,258 201,792 192,731 187,064 Cash Flow from Borrowings: Additional Borrowings 12,280 30,870 16,750 11,550 11,540 Repayments (4,086) (3,982) (4,051) (3,823) (4,361) 213,526 218,146 214,491 200,458 194,243 Cash Flow from: Capital Contributions 26,638 42,795 30,505 30,933 23,682 New Acquisitions (49,406) (70,533) (57,044) (53,293) (40,302) Replacement Acquisitions (52,270) (44,166) (50,137) (49,954) (47,727) Sale of Assets 6,708 4,958 2,950 2,292 2,452 145,196 151,200 140,765 130,436 132,348 Restricted Cash * Opening Balance 167,730 145,244 151,247 140,813 130,485 Transfers to Restrictions 143,695 168,515 146,937 141,768 137,962 Transfers from Restrictions (166,181) (162,512) (157,370) (152,096) (136,050)
Total Restricted Cash 145,244 151,247 140,814 130,485 132,397
Unrestricted Cash (48) (48) (48) (48) (48)
Closing Balance 145,196 151,199 140,766 130,437 132,349
* Council maintains a number of assets (or reserves) for various purposes. Externally restricted reserves can only be used for the purpose for which it has been received, whereas internally restricted reserves have been determined by Council for use in a specific fashion. .
Financial Managementmanagement 105 Projected Restricted Cash 30 June 2014 Opening Balance Transfer To Transfer From Closing Balance $’000 $’000 $’000 $’000 External Restrictions: RMS Advances 4 6,373 7,702 (1,324) Self Insurance Claims (Non Current) - - - - Developer Contributions Section 94 60,662 8,444 5,859 63,248 Specific Purpose Unexpended Grants 4,759 16,979 17,398 4,341 Domestic Waste Management Surplus 8,069 29,894 30,456 7,506 Domestic Waste Management Waste Minimisation 8,282 - 3,873 4,410 DWM Land Infrastructure 2,909 481 2,000 1,390 DWM Site Rehabilitation 4,663 634 1,200 4,097 Carbon Pollution Reduction Scheme 2,748 1,103 - 3,851 Crown Reserve 152 63 41 174 Caravan Parks Reserve 1,016 3,852 4,310 558 Contributions to Works 643 1,018 393 1,268 Contributions - Trust 1,230 - - 1,230 Waste & Sustainability Improvement (WaSIP) 4 375 379 - Other Sundry Contributions 141 - - 141 95,284 69,216 73,610 90,890
Internal Restrictions: Employee Leave Entitlements 1,000 - - 1,000 Asset Replacement Reserve 22,499 44,998 52,775 14,722 Property and Investment Reserve 9,020 9,591 7,229 11,382 Lake Levy 492 - 492 - Unexpended Loan Funds 4,746 12,280 15,958 1,068 External Works 953 888 879 962 Workers Compensation - - - - Section 94 Matching Funds 1,269 - 217 1,051 General Fund Restricted Cash 12,099 172 8,890 3,381 Open Space Acquisition 1,409 1,000 30 2,379 Quarry Rehabilitation 858 290 17 1,131 Grant Matching Funds 738 130 24 844 Community Land 1,730 48 60 1,718 Cemeteries Improvement 826 223 206 843 IT Replacement 1,404 743 - 2,147 Water & Energy Reduction Strategies Reserve 1,054 - 350 704 Employee Resources 233 151 120 264 Insurance Proceeds 679 300 94 885 Charlestown Open Space Endowment Fund 4,042 263 47 4,258 Cardiff Town Park Endowment Fund 2,266 69 - 2,334 Bulk Materials Recycling 1,111 - 559 553 Sustainability Environmental Levy 1,068 2,321 3,100 288 Roads and Drainage 1,080 - 257 823 Community Facilities 808 - 66 742 International Children’s Games Facilities Improvement 540 - 514 26 International Childrens Games Operating 11 - 3 8 Wangi Point Lakeside Holiday Park 282 781 685 378 Elections 231 231 - 462 72,446 74,479 92,571 54,354 167,730 143,695 166,181 145,244
106 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Projected Restricted Cash 30 June 2015 Opening Balance Transfer To Transfer From Closing Balance $’000 $’000 $’000 $’000 External Restrictions: RMS Advances (1,324) 14,241 13,239 (322) Self Insurance Claims (Non Current) - - - - Developer Contributions Section 94 63,248 8,751 6,590 65,409 Specific Purpose Unexpended Grants 4,341 17,569 12,886 9,024 Domestic Waste Management Surplus 7,506 30,812 32,753 5,566 Domestic Waste Management Waste Minimisation 4,410 - 1,811 2,599 DWM Land Infrastructure 1,390 501 - 1,891 DWM Site Rehabilitation 4,097 879 - 4,976 Carbon Pollution Reduction Scheme 3,851 - - 3,851 Crown Reserve 174 84 69 189 Caravan Parks Reserve 558 4,083 3,401 1,240 Contributions to Works 1,268 1,164 192 2,241 Contributions - Trust 1,230 - - 1,230 Waste & Sustainability Improvement (WaSIP) - 500 500 - Other Sundry Contributions 141 - - 141 90,890 78,585 71,441 98,034
Internal Restrictions: Employee Leave Entitlements 1,000 - - 1,000 Asset Replacement Reserve 14,722 45,352 49,963 10,111 Property and Investment Reserve 11,382 8,902 7,821 12,463 Lake Levy - - - - Unexpended Loan Funds 1,068 30,870 30,920 1,019 External Works 962 883 629 1,216 Workers Compensation - - - - Section 94 Matching Funds 1,051 - - 1,051 General Fund Restricted Cash 3,381 - 172 3,209 Open Space Acquisition 2,379 1,000 - 3,379 Quarry Rehabilitation 1,131 - 10 1,122 Grant Matching Funds 844 130 - 974 Community Land 1,718 64 145 1,637 Cemeteries Improvement 843 260 115 988 IT Replacement 2,147 779 - 2,926 Water & Energy Reduction Strategies Reserve 704 - 369 335 Employee Resources 264 - - 264 Insurance Proceeds 885 300 - 1,185 Charlestown Open Space Endowment Fund 4,258 261 57 4,462 Cardiff Town Park Endowment Fund 2,334 77 - 2,411 Bulk Materials Recycling 553 - - 553 Sustainability Environmental Levy 288 - - 288 Roads and Drainage 823 - - 823 Community Facilities 742 - - 742 International Children’s Games Facilities Improvement 26 - - 26 International Childrens Games Operating 8 - - 8 Wangi Point Lakeside Holiday Park 378 820 871 327 Elections 462 231 - 694 54,354 89,930 91,071 53,212 145,244 168,515 162,512 151,247
Financial management 107 Projected Restricted Cash 30 June 2016 Opening Balance Transfer To Transfer From Closing Balance $’000 $’000 $’000 $’000 External Restrictions: RMS Advances (322) 2,493 2,493 (322) Self Insurance Claims (Non Current) - - - - Developer Contributions Section 94 65,409 9,160 12,470 62,100 Specific Purpose Unexpended Grants 9,024 17,063 17,063 9,024 Domestic Waste Management Surplus 5,566 32,721 33,082 5,204 Domestic Waste Management Waste Minimisation 2,599 - 2,599 - DWM Land Infrastructure 1,891 521 - 2,411 DWM Site Rehabilitation 4,976 897 - 5,873 Carbon Pollution Reduction Scheme 3,851 - - 3,851 Crown Reserve 189 88 74 203 Caravan Parks Reserve 1,240 4,328 3,868 1,700 Contributions to Works 2,241 1,182 1,161 2,261 Contributions - Trust 1,230 - - 1,230 Waste & Sustainability Improvement (WaSIP) - 777 777 - Other Sundry Contributions 141 - - 141 98,034 69,230 73,586 93,678
Internal Restrictions: Employee Leave Entitlements 1,000 - - 1,000 Asset Replacement Reserve 10,111 48,679 53,946 4,844 Property and Investment Reserve 12,463 7,350 11,535 8,279 Lake Levy - - - - Unexpended Loan Funds 1,019 16,750 16,750 1,019 External Works 1,216 846 550 1,512 Workers Compensation - - - - Section 94 Matching Funds 1,051 - - 1,051 General Fund Restricted Cash 3,209 - - 3,209 Open Space Acquisition 3,379 1,000 - 4,379 Quarry Rehabilitation 1,122 - 10 1,112 Grant Matching Funds 974 130 - 1,104 Community Land 1,637 75 10 1,701 Cemeteries Improvement 988 267 119 1,136 IT Replacement 2,926 819 - 3,745 Water & Energy Reduction Strategies Reserve 335 - - 335 Employee Resources 264 - - 264 Insurance Proceeds 1,185 300 - 1,485 Charlestown Open Space Endowment Fund 4,462 303 60 4,704 Cardiff Town Park Endowment Fund 2,411 95 - 2,507 Bulk Materials Recycling 553 - - 553 Sustainability Environmental Levy 288 - - 288 Roads and Drainage 823 - - 823 Community Facilities 742 - - 742 International Children’s Games Facilities Improvement 26 - - 26 International Childrens Games Operating 8 - - 8 Wangi Point Lakeside Holiday Park 327 861 805 383 Elections 694 231 - 925 53,212 77,707 83,784 47,135 151,247 146,937 157,370 140,813
108 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Projected Restricted Cash 30 June 2017 Opening Balance Transfer To Transfer From Closing Balance $’000 $’000 $’000 $’000 External Restrictions: RMS Advances (322) 2,540 2,540 (322) Self Insurance Claims (Non Current) - - - - Developer Contributions Section 94 62,100 9,076 16,918 54,257 Specific Purpose Unexpended Grants 9,024 17,332 17,332 9,024 Domestic Waste Management Surplus 5,204 31,270 32,999 3,475 Domestic Waste Management Waste Minimisation - - - - DWM Land Infrastructure 2,411 541 - 2,953 DWM Site Rehabilitation 5,873 915 - 6,788 Carbon Pollution Reduction Scheme 3,851 - - 3,851 Crown Reserve 203 94 79 218 Caravan Parks Reserve 1,700 4,569 4,068 2,201 Contributions to Works 2,261 1,202 1,179 2,285 Contributions - Trust 1,230 - - 1,230 Waste & Sustainability Improvement (WaSIP) - 797 797 - Other Sundry Contributions 141 - - 141 93,678 68,336 75,913 86,101
Internal Restrictions: Employee Leave Entitlements 1,000 - - 1,000 Asset Replacement Reserve 4,844 50,524 55,240 128 Property and Investment Reserve 8,279 6,903 6,986 8,196 Lake Levy - - - - Unexpended Loan Funds 1,019 11,550 11,560 1,009 External Works 1,512 811 527 1,796 Workers Compensation - - - - Section 94 Matching Funds 1,051 - - 1,051 General Fund Restricted Cash 3,209 - - 3,209 Open Space Acquisition 4,379 1,000 - 5,379 Quarry Rehabilitation 1,112 - 10 1,103 Grant Matching Funds 1,104 130 - 1,234 Community Land 1,701 82 10 1,772 Cemeteries Improvement 1,136 274 122 1,288 IT Replacement 3,745 263 - 4,008 Water & Energy Reduction Strategies Reserve 335 - - 335 Employee Resources 264 - - 264 Insurance Proceeds 1,485 300 - 1,785 Charlestown Open Space Endowment Fund 4,704 328 62 4,970 Cardiff Town Park Endowment Fund 2,507 105 - 2,611 Bulk Materials Recycling 553 - - 553 Sustainability Environmental Levy 288 - - 288 Roads and Drainage 823 - - 823 Community Facilities 742 - - 742 International Children’s Games Facilities Improvement 26 - - 26 International Childrens Games Operating 8 - - 8 Wangi Point Lakeside Holiday Park 383 904 740 547 Elections 925 259 926 258 47,135 73,432 76,183 44,384 140,813 141,768 152,096 130,485
Financial management 109 Projected Restricted Cash
30 June 2018 Opening Balance Transfer To Transfer From Closing Balance $’000 $’000 $’000 $’000 External Restrictions: RMS Advances (322) 2,587 2,587 (322) Self Insurance Claims (Non Current) - - - - Developer Contributions Section 94 54,257 9,074 13,198 50,133 Specific Purpose Unexpended Grants 9,024 10,114 10,114 9,024 Domestic Waste Management Surplus 3,475 32,431 33,612 2,294 Domestic Waste Management Waste Minimisation - - - - DWM Land Infrastructure 2,953 563 - 3,516 DWM Site Rehabilitation 6,788 933 - 7,722 Carbon Pollution Reduction Scheme 3,851 - - 3,851 Crown Reserve 218 99 85 231 Caravan Parks Reserve 2,201 4,824 4,198 2,827 Contributions to Works 2,285 1,308 1,271 2,322 Contributions - Trust 1,230 - - 1,230 Waste & Sustainability Improvement (WaSIP) - 818 818 - Other Sundry Contributions 141 - - 141 86,101 62,752 65,883 82,970
Internal Restrictions: Employee Leave Entitlements 1,000 - - 1,000 Asset Replacement Reserve 128 51,811 50,428 1,512 Property and Investment Reserve 8,196 7,206 6,703 8,699 Lake Levy - - - - Unexpended Loan Funds 1,009 11,540 11,545 1,003 External Works 1,796 778 506 2,069 Workers Compensation - - - - Section 94 Matching Funds 1,051 - - 1,051 General Fund Restricted Cash 3,209 - - 3,209 Open Space Acquisition 5,379 1,000 - 6,379 Quarry Rehabilitation 1,103 - 10 1,093 Grant Matching Funds 1,234 130 - 1,364 Community Land 1,772 93 11 1,855 Cemeteries Improvement 1,288 281 126 1,442 IT Replacement 4,008 373 - 4,381 Water & Energy Reduction Strategies Reserve 335 - - 335 Employee Resources 264 - - 264 Insurance Proceeds 1,785 300 - 2,085 Charlestown Open Space Endowment Fund 4,970 368 65 5,273 Cardiff Town Park Endowment Fund 2,611 121 - 2,733 Bulk Materials Recycling 553 - - 553 Sustainability Environmental Levy 288 - - 288 Roads and Drainage 823 - - 823 Community Facilities 742 - - 742 International Children’s Games Facilities Improvement 26 - - 26 International Childrens Games Operating 8 - - 8 Wangi Point Lakeside Holiday Park 547 949 774 723 Elections 258 259 - 517 44,384 75,210 70,167 49,426 130,485 137,962 136,050 132,396
110 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Ratios Current Ratio $’000 Budgeted 2014/2015 Current Assets 114,244 1.73 Current Liabilities 66,066 172.92%
Budgeted 2015-2016 1.59 Budgeted 2016-2017 1.45 Budgeted 2017-2018 1.42
Unrestricted Current Ratio $’000 Budgeted 2014/2015 Current Assets - External Restrictions 66,943 1.95 Current Liabilities - Specific Purpose Liabilities 34,264 195.37%
Budgeted 2015-2016 1.75 Budgeted 2016-2017 1.62 Budgeted 2017-2018 1.71
Debt Service Ratio $’000 Budgeted 2014/2015 Net Debt Service Cost 9,584 0.05 Revenue from Ordinary Activities 187,294 5.12%
Budgeted 2015-2016 0.06 Budgeted 2016-2017 0.06 Budgeted 2017-2018 0.07
Cost of Borrowing Ratio $’000 Budgeted 2014/2015 Loan Interest Cost 5,602 0.03 Operating Revenue 195,639 2.86%
Budgeted 2015-2016 0.04 Budgeted 2016-2017 0.04 Budgeted 2017-2018 0.04
Financial management 111 Rate Coverage Ratio $’000 Budgeted 2014/2015 Rates and Annual Charges 133,376 0.56 Total Revenue 238,434 55.94%
Budgeted 2015-2016 0.59 Budgeted 2016-2017 0.60 Budgeted 2017-2018 0.63
Own Source Revenue Ratio $’000 Budgeted 2014/2015 Own Source Revenue 168,925 0.71 Total Revenue 238,434 70.85%
Budgeted 2015-2016 0.76 Budgeted 2016-2017 0.76 Budgeted 2017-2018 0.79
Rates and Annual Charges Outstanding Percentage
$’000 Budgeted 2014/2015 Rates and Annual Charges Outstanding 4,344 Rates and Annual Charges Collectible 137,834 3.15%
Budgeted 2015-2016 3.07% Budgeted 2016-2017 2.99% Budgeted 2017-2018 2.93%
Debt per Capita $’000 Budgeted 2014/2015 Gross Debt 100,766 Resident Population 209 $482.13
Budgeted 2015-2016 $537.75 Budgeted 2016-2017 $568.98 Budgeted 2017-2018 $597.07
112 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Rating policy
The current rating 1. The rating structure for the 3. The rating structure for the residential category is based on a farmland category is based on a structure contains the combination of a base amount of combination of a base amount of four primary categories rate and an ad valorem (amount rate and an ad valorem component. of ordinary rate being: in the dollar) component. The level The base charge for this category Farmland of the base amount has been set is set the same as the base amount to achieve 50 percent of total rate for the residential category, with Mining income from this category, with the the ad valorem component being ad valorem component raising the set at 70 percent of the ad valorem Residential remaining 50 percent of the total component in the residential income. category. Business 2. The rating structure for the
business and mining categories is The structure does not contain any based on a combination of a base sub-categories. amount of rate and an ad valorem component. The level of the base amount has been set to achieve 2 percent of total rate income from each category, with the ad valorem component raising 98percent of the total income. Base amount
Council has determined the The degree of congruity and Whether a rate that is wholly an base amount for all categories homogeneity between the values ad valorem rate would result in in terms of Section 536 of the of properties subject to the rate an uneven distribution of the rate Local Government Act, 1993. In and their spread throughout the burden because a comparatively an attempt to provide a fair and area; and high proportion of assessments equitable rating structure, particular would bear a comparatively low importance has been placed on the share of the total rate burden. following criteria:
Categorisation of land for rating purposes
Land has been categorised for The categories of residential, rating purposes in accordance with farmland, mining and business apply Sections 515 to 519 of the Local to the whole of the Council area. Government Act, 1993.
Financial management 113 Council’s rating structure
Rate Category Sub-category Ad valorem Base Base amount 2014-2015 type amounts amount % of total Rate yield cents in $ $ rates $
Ordinary Residential Not applicable 0.270493 589.12 50.00 89,553,976
Ordinary Farmland Not applicable 0.189345 589.12 32.26 91,303
Ordinary Mining Not applicable 1.961132 919.72 2.00 827,748
Ordinary Business Not applicable 1.164407 86.11 2.00 15,288,661
NOTES: 1. The amounts shown in the column 2014/2015 Rate Yield have been calculated in accordance with the permissible increase in Council’s Notional General Income, for 2014/2015 of six point two three per cent (6.23%). This is in accordance with a determination made by IPART, resulting from an application for a Special Variation to General Income, in accordance with Section 508A of the Local Government Act 1993. Further, the 2014/15 rate yield has been reduced by $2,629,382 to account for an expiring Special Variation to rate income granted in June 2011 to assist with funding costs associated with environmental works.
2. As Council will continue to process adjustments to its rating records until the time the Operational Plan is adopted, minor changes to the amounts shown in the above table will occur. These adjustments include the processing of Supplementary Valuation Lists from the Valuer General’s Department, changes in rating categories, and changes in the rateability of land.
3. The difference in the rate yield (as shown above) and the rate income (as shown in the overall summary of estimates of income and expenditure for the year ended 30 June 2015) is as a result of the granting of Pensioner Rebates, rate adjustments as a result of Section 585 of the Local Government Act 1993 (i.e. where ratepayers apply for a postponement of part of rates on land which is used only as the site of a house or rural land but, because of its zoning or permitted use, is valued for rating purposes in a way that reflects its permitted use rather than its actual use) and a minimal amount in relation to unknown owners.
4. The amounts shown in the above table are inclusive of adjustments to Notional Income for newly rateable Crown Land. Charges
The charge in 2014- Strata shared 660L package - Waste management $578.00 services 2015, per rateable property, per service is: Strata shared 1100L package - $441.00 Domestic Waste Standard package - Management Charge $383.00 The estimated yield of the charge is $29,490,823 Council levies a Domestic Waste Strata upsize package - $383.00 Management Charge under Section 496 of the Local Government Act Strata downsize package - 1993. $333.00
This charge will apply uniformly to Strata shared 240L package - each parcel of rateable land for $283.00 which the service is available. Strata shared Upsize package - $283.00
114 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Effluent removal charge Waste management charge - commercial Council levies a waste management properties charge for effluent removal services under Section 501 of the Local Council levies a waste management Government Act 1993. This charge charge for commercial properties will apply uniformly to each parcel under Section 501 of the Local of rateable land for which the Government Act 1993. service is available. The charge for 2014-2015 per The charge for 2014-2015 per property per service is $425.00 property is $2,230.00 The estimated yield of the charge The estimated yield of the charge is $1,649,000 is $865,240
Charges for works on Private Land
Where Council carries out work on If Council is to contribute to the private land, they are carried out in Pipes in Drainage works, the property owner must accordance with Council’s schedule contribute at least half of the cost of of rates (as detailed in Council’s Easements on the work. Pricing Policy) at that time, for the particular work and/or by way of a Private Land If the work is required to facilitate the quotation or tender being submitted development of the land, then the by Council and accepted by the works, if approved, will be at the All requests for improvements in owner of the private land. owner’s full cost. Council drainage easements on In doing so, Council considers both private property are assessed as to Additional information relating to the actual cost of carrying out the whether the work is of net benefit to easements is contained in Council’s work and any current market rates the community and the environment Improvements and Maintenance relevant to the work. and prioritised according to budget of Watercourse and Drainage constraints. Channels Policy, available on Councils’ website.
ResourcingFinancial management strategy 115 Fees and charges for goods and services
In accordance with Section 608 of Lake Macquarie City Council reviews all fees and the Local Government Act 1993 and charges, not subject to statutory Council’s general policy other relevant legislation, Council control, on an annual basis prior levies a range of fees and charges. in determining fees to finalisation of Council’s annual for goods and services operating budget. Council may levy fees takes into account the The predominant consideration in and charges for: following factors: reviewing these fees and charges Supplying a product, service or The cost of providing the service; is to ensure full cost recovery on a commodity; fee for service (user pays) basis. The importance of the service to However, this principle only applies Providing information; the community; where the cost of the service provision and the end users can be Providing a service in connection Prices fixed by the relevant accurately determined. with Council’s regulatory functions, industry bodies; including receiving an application for approval, granting an Any factors specified in the local approval, making an inspection government regulations; and issuing a certificate; and Equity factors; Allowing admission to any User pays principle; building or enclosure. Financial objectives;
Customer objectives;
Resource use objectives; and
Cross subsidisation objectives.
116 City of Lake Macquarie Delivery Program 2013 - 2017 incorporating the Operational Plan 2014 - 2015 Proposed borrowings
Council’s borrowings are governed by the provisions of the Local Government Act 1993 and the Local Government (General) Regulation 2005.
A council may borrow at any time for any purpose allowed under the Local Government Act 1993.
A council may borrow by way of overdraft or loan or by any other means approved by the Minister.
The Minister may impose limitations or restrictions on borrowings by a particular council.
The proposed loan program below reflects the loan borrowing program to be adopted by Council for the 2014-2015 financial year. Proposed 2014-2015 loan program
Project description Total
Depot 366,641 IT and IM Strategy 500,000 Plant Replacement Program 1,650,000 New Plant Program 75,500 Waste Strategy - Awaba Extension 14,000,000 Aged and Disabled Services New Works 202,582 Minor Capital Works 215,682 Seal Gravel Roads 147,197 Kerb and Gutter Program 1,616,761 Construct New Drainage Works 1,838,778 Garden Suburb Prescribed Dam 45,000 Construction of Traffic Facilities 2,630,760 Construction of Footways and Cycleways 1,539,493 Hunter Sports Centre - Capital Works 49,248 Town Entry Signs 384,750 Parks Improvement / Recreational Facilities Program 751,611 Lake Macquarie Interchange 4,204,000 Beach Facilities 75,000 Landcare Resource Centre - Waste Education Component 576,997 Proposed Borrowings 30,870,000
Financial management 117
Lake Macquarie City Council 126-138 Main Road, Speers Point NSW 2284 Box 1906, Hunter Region Mail Centre NSW 2310 Phone: 02 4921 0333 Email: [email protected] Website: www.lakemac.com.au www.facebook.com/lakemaccity www.twitter.com/lakemac
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