SIX-MONTH REPORT 2014-2015 AND QUARTER 2 BUDGET REVIEW STATEMENT December 2014
Reporting on the Implementation of the 2014-2015 Operational Plan (Year 2 of the Council’s 2013-2017 Delivery Program)
Contents
ABOUT THIS REPORT ...... 1
SUMMARY OF PERFORMANCE ...... 2
SERVICES DELIVERED BY COUNCIL ...... 3
SERVICE HIGHLIGHTS ...... 4
ADVOCACY / ISSUES TO NOTE ...... 10
MAJOR PROJECTS ...... 13
ASSET WORKS PROGRAM ...... 15
OTHER OPERATIONAL PLAN ACTIONS...... 19
SPECIAL RATE VARIATION FUNDED PROJECTS ...... 23
ENVIRONMENT LEVY REPORT ...... 24
QUARTERLY BUDGET REVIEW STATEMENT BY THE RESPONSIBLE ACCOUNTING OFFICER ...... 30 KEY TERMS USED IN THIS REPORT ...... 41
About this report The Council provides progress reports on implementing the Delivery Program and Operational Plan as follows: • Budget review statement (quarterly); • Delivery Program progress report (6-monthly); and • Annual report including audited financial reports (within 5 months of the end of each financial year).
This report provides the legislatively required Delivery Program six monthly progress report and quarterly budget review statement for Quarter 2 of 2014-2015 (as at 31 December 2014), in accordance with Integrated and Reporting requirements under the Local Government Act, 1993.
The Purpose of Quarterly / Six-Monthly Reports Quarterly and Six-Monthly Reports are designed: • To meet legislative requirements (transparency and accountability); • To provide a practical assessment of how the Council is tracking overall – whether we are delivering against our commitments on time and within budget; and • To demonstrate results / achievements and to formally document any issues that arise that impact on service delivery commitments.
How the Council will be assessing progress in 2014-2015
Budget Review Statement The budget review statement must include details on the general financial position of the Council and if this position is regarded as unsatisfactory, also include recommendations for remedial action. The budget review statement will be provided to the Council as follows: . Quarter 1 (as at 30 September 2014) – reported in November 2014 . Quarter 2 (as at 31 December 2014) – reported in February 2015 . Quarter 3 (as at 31 March 2015) – reported in May 2015
Delivery Program and Operational Plan progress report The method for assessing progress in implementing the Council’s Delivery Program and Operational Plan includes: . Action / project progress – tracking whether actions / projects are being delivered as planned on time and within budget (reported every six months) . Other service measures – used to measure whether specific outputs or standards are achieved by different services (reported at the end of the financial year) . Quantitative Organisational Sustainability Performance (Quadruple Bottom Line) measures – used to measure Council’s environmental, social, financial and governance performance against the Key Direction of Civic Leadership (reported at the end of the financial year) . Qualitative Community Survey – used to measure perceptions of key stakeholders on service performance results (reported at the end of every second financial year) . Quantitative asset based measures – used to measure actual improvement in built asset condition e.g. roads, footpaths, pools (reported at the end of the council term)
Progress on the implementation of the 2013-2017 Delivery Program and 2014-2015 Operational Plan will be provided to the Council as follows: . First six months (July to December 2013) – reported in February 2015 . Final six months (January to June 2014) – reported in September 2015
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Summary of Performance
Major Project Milestones Major Projects are those one-off projects that a have a significant capital component and / or requires significant financial / staff resources / community consultation usually over more than one financial year.
As at 31 December 2014: • 100% of Major Project milestones for 2014-2015 were On Target (refer to page 13).
Asset Works Projects Asset projects are those projects that involve the planning and construction of new built assets or the improvement of existing built assets, such as footpaths, signage, roads and community halls.
As at 31 December 2014: • 100% of Asset Works Program projects were On Target / Completed (excluding Major Project milestones with a capital component) (refer to page 15).
Other Operational Plan Actions The Council has committed to delivering a wide range of actions and projects through its service delivery commitments.
As at 31 December 2014: • 95% of other Operational Plan actions were On Target / Completed (refer to page 19).
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Services Delivered by Council
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Service Highlights October to December 2014
Awards Blue Mountains City Council has received top honours in three separate awards in recognition of outstanding achievements for the successful Bushfire Rebuild service, a national first in environmental restoration, and the best national Sister Cities program. • 2014 Premier’s Public Sector Awards: Strengthening the environment and communities – Finalist – Blue Mountains Bushfire Rebuild Service: the Rebuild Service was a joint initiative with the RFS established in response to the devastating October 2013 bush fires. • 2014 Local Government NSW Environment Awards - Recognising outstanding achievements by Local Government in managing and protecting the environment – Weed Management Award – Highly Commended: a successful seven-year restoration program involving the local community, has seen the removal of 3 aquatic Weeds of National Significance from Glenbrook Lagoon. • 2014 Sister Cities Australia National Awards - Best Single Project & Overall Winner: The long-running Blue Mountains Sister Cities volunteer Committee was awarded the prestigious Sister Cities Australia National Award for Best Single Project, being the creation of the Sister Cities Garden in Buttenshaw Park, Springwood, and Overall Winner for the best Sister Cities program 2013-2014.
Blue Mountains Cultural Centre • The major exhibition 'Brett Whiteley; West of the Divide' continued into the quarter, and resulted in a major influx of visitors and activity to the Centre. A range of specialist programs has further encouraged patronage and engagement. • The Cultural Centre has been working in partnership with the new Blue Mountains Theatre and Community Hub to ensure that any opportunities for co-branding and program sharing are maximised.
Blue Mountains Theatre and Community Hub The construction of the Blue Mountains Theatre and Community Hub is on track and is scheduled for completion by March 2015, subject to any prolonged adverse weather conditions.
The new Manager and support staff have been appointed, and the proposed fees for the hire of the various meeting room spaces and the new Blue Mountains Theatre were placed on public exhibition.
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Bushfire Anniversary Commemoration The October 2013 bushfires resulted in the loss of 197 houses with many more sustaining damage. The 12 month anniversary of what was the worst natural disaster to impact our region in recent years, was held in October. During the past 12 months the community has shown great resilience and the anniversary was marked in a number of ways as follows: • Official Civic Event: an official civic and media event was held on the 17 October. • Winmalee, Yellow Rock, Springwood: Numerous smaller commemorative ceremonies on Friday 17 October, the anniversary date of the Linksview Road bushfire. These activities included private events at Winmalee High School, St Thomas Aquinas, St Columbus, Rainbow Preschool, Ellison Public School as well as numerous private street gatherings. • On Saturday 18 October a "Family Fun Day" was held at Winmalee High School. This event is the result of collaboration between a range of entities including the school, Winmalee RFS, Winmalee Neighbourhood Centre, the Lions Club, Catholic Care, Uniting Church, Salvation Army and local community members. The Presbyterian Church and Jericho Road held a joint thanksgiving service on Sunday 19th October 2014 between 9am and 10am. • Mt Victoria: The Mt York bushfire was commemorated in Mt Victoria on the 17 October with the unveiling of a plaque on the corner of St Georges Parade and Berghofers Drive. In Mt Victoria there was a "Community Day" on the Saturday 18 October at the Mt Victoria Public School. • Mt Wilson and Mt Irvine: An art and photographic show was held on Saturday 18th October with a focus on the anniversary of the bushfires.
These anniversary events provided an opportunity to bring people and communities back together as many people were displaced as a result of the bushfires.
Bushfire Recovery The Recovery Team assisted community groups apply for the Flexible Community and Economic Grants. $704,000 of these grants has been awarded. A second round of funding was awarded with $365,000 available. The Recovery Team continued to support the Community Reference Group, Recovery Steering Group and other working groups as per the governance structure.
City-wide Strategic Planning – Local Environment Plan 2013 At the 11 November Council Meeting, the Council adopted the Draft Local Environmental Plan 2013 (DLEP 2013), and referred DLEP 2013 including the written instrument, maps and amended planning proposal to the Minister for Planning requesting the making of the plan in accordance with the provisions of Section 59 of the Environmental Planning and Assessment Act, 1979.
The Council recommended that some sites be deferred from DLEP 2013, including in particular, all land proposed to be zoned R6 Residential Character Conservation until a suitable provision is made to identify and retain the diverse built and landscape elements that contribute to the character and image of the Blue Mountains. Other sites were deferred in order to undertake further analysis of discrete issues and to enable further consultation with respect to potential changes from the draft plan as exhibited.
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The Council also resolved to exhibit the Blue Mountains Development Control Plan 2014 for public comment, at the 14 October 2014 Council Meeting. Advertising occurred during the period 29 October to 10 December 2014. The draft DCP will ultimately repeal 8 existing DCPs.
Community Development – Aboriginal Advisory Council Strategic Plan The Aboriginal Advisory Council (AAC) Strategic Plan Annual Report was presented to the 9 December 2014 Council Meeting outlining a number of actions delivered including: • Land management • Health and wellbeing programs • Cultural advice and feedback • NAIDOC activities
The ongoing implementation of the Aboriginal Advisory Council Strategic Plan 2013-2016 provides a strong guiding direction for the AAC and the Council as well as a conduit to achieve outcomes that benefit the local Aboriginal and non-Aboriginal community. In the first year of the implementation of the AAC Strategic Plan, significant results have been made by the AAC and the Council.
Governance and Risk • The resignations of former Councillors Robert Stock (Ward 1) and Geordie Williamson (Ward 2) created two vacancies of civic office necessitating a by-election to be conducted. By-elections were successfully held for Blue Mountains City Council - First and Second Wards - on Saturday, 15 November 2014. The Council engaged the NSW Electoral Commission to administer the by-election on behalf of the Council. The induction of newly elected Councillors was completed in November. • The Council adopted the Code of Meeting Practice at the 9 December 2014 Council Meeting. The Code of Meeting Practice ensures Council’s meeting practices are advancing in accordance with recommendations suggested by the Office of Local Government as best practice. • The Council adopted the Councillor Facilities and Expenses Policy 2014 at the 9 December 2014 Council Meeting. The Policy Provides for accountability and transparency in terms of payments received by Councillors and approved by Council Officers.
Gundungurra Indigenous Land Use Agreement The Gundungurra Indigenous Land Use Agreement was determined by the National Native Title Tribunal to satisfy the relevant requirements of the Native Title Act 1993.
This is an historic agreement. The Council is one of a number of parties to the agreement. Once registered by the Tribunal, the agreement establishes an “alternative regime” for the purposes of the Act in relation to any obligations the parties to the agreement may have under the Act resulting from the Gundungurra Native Title Claim. The Gundungurra Native Title Claim includes all of the Blue Mountains Local Government Area south of the Great Western Highway.
In summary, the agreement generally allows Council to carry out its business without triggering requirements under the Act, provided the consultation regime set out in the agreement is complied with. The consultation regime is principally delivered through Council’s participation in a consultative committee, established and serviced by the NSW Government (NSW Office of Environment and Heritage). Membership of the committee will comprise of all parties to the agreement.
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Libraries & Information The library service expanded the reach of their lifelong learning programs to include events targeted at economic development and cultural heritage of the locality. Major events included: • The inaugural Readers and Writers Forum and Author’s Marketplace on 25 October 2014, with over 333 attendees. • Poetry under the stars at Katoomba Library on the 28 November 2014, with over 300 attendees.
Natural Environment – Community Conservation Program Plan 2014 At the 11 November 2014 Council Meeting, the Council adopted the Community Conservation Program (CCP) Plan 2014. The CCP Plan has been developed to provide direction for Council’s continuing support of conservation volunteer programs in the City. It outlines revised models for delivery, which provide for service levels and conservation outcomes agreed between staff and volunteer stakeholders to meet changing community and organisational needs. Risk management and governance have been reviewed to ensure that Council is meeting relevant legislative responsibilities and that program management is compliant with current Council policies and protocols.
The Community Conservation Program Plan provides a sound foundation to guide the Council’s actions and obligations with respect to governance and support of community conservation in the Blue Mountains and is recommended for adoption.
Options for Resourcing Our Future The outcomes of the community engagement on the “Options for Resourcing Our Future” were reported to the 9 December 2014 Council Meeting, and the Council resolved to approve the making of an application to the Independent Pricing and Regulatory Tribunal under s508(A) of the Local Government Act 1993, for Option 1. Under this option service levels will be improved, with the proportion of the Council’s $1 billion worth of built assets in poor condition reducing from an estimated 21% to 17% by 2024.
The Council implemented a comprehensive community engagement program to identify and hear the views of the community on acceptable and affordable levels of service. The community clearly indicated majority support for Option 1 Service Levels Improved through a special rate variation followed by support for Option 2: Maintain Service Levels.
Significantly, Option 1 best enables the Blue Mountains to meet key financial sustainability criteria of the NSW State Government Fit for the Future requirement over the next 4 to 10 years.
People and Safety The organisation Leadership and Staff Development program has delivered the new Organisation Vision of “To build a successful future for the Blue Mountains” and identified the Values of the organisation that will support the delivery of this vision. Significant work has been undertaken to increase staff engagement in delivering the organisation outcomes, with majority of staff having particpated in the development program, with the remaining staff to participate during Quarter 3.
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Town Centres – Town Centre Masterplan Program At the 14 October 2014 Council Meeting, the Council endorsed the Town Centre Masterplan Program. The Program responds to the need for means to address the look, feel, and vitality of the city's 27 town and village centres in a planned and considered way for the long-term. This work aims to achieve the following objectives: • Align with the Council’s integrated plans including the Sustainable Blue Mountains 2025 objectives for Using Land and the Council’s 10-year Resourcing Strategy; • Align with State, Sub-Regional and Local planning policies and frameworks, and with the physical and social context; • Provide leadership through a place-based vision for each town centre developed and shared with key stakeholders; • Identify the spatial, economic, cultural and social roles of towns and key public areas; • Identify opportunities to maintain and / or enhance each town's role as a service centre and other functions where applicable; • Maintain or enhance the heritage fabric of each town where applicable; • Identify projects and services to maintain or enhance the vitality, function and appearance of town centres and establish a delivery framework • Provide guidelines for ongoing maintenance and renewal of public domain places and assets.
Town Centre – Volunteer Graffiti Removal Program The Council endorsed the continued support of the Volunteer Graffiti Removal Program at $1,000 per team per annum at the 11 November 2014 Council Meeting.
The program has delivered great results over 2013-2014, including reduced incidents of graffiti, cleaner towns, greater community pride and social benefits for those involved. Two training sessions were also held, ‘Volunteer Guidelines’ developed and a 12 month trial on graffiti removal kits for private property owners commenced.
Transport and Public Access The Council announced a proposal for a Good Neighbourly Agreement in partnership with the Heavy Vehicle Industry and the Roads and Maritime Service (RMS) at a local forum on 14 November to address the issue of heavy vehicles and their impacts on the Blue Mountains.
With the growth in freight forecast to double on the Great Western Highway by 2031, Council has taken a lead in placing the issue at the forefront of the industry and NSW Government agenda. The proposed introduction of the voluntary Good Neighbourly Agreement coincides with the anticipated completion of the Great Western Highway upgrade, providing two lanes each way from Lapstone to Katoomba, by the end of 2015. Council is looking to progress the Good Neighbourly Agreement proposal in early 2015.
Waste Resource Management – Waste Avoidance Resource Recovery Strategy The Council adopted the Waste Avoidance and Resource Recovery (WARR) Strategy at the 9 December 2014 Council Meeting. The WARR Strategy is short term in response to a dynamic external operating environment including legislation, industry practice and funding changes that will influence any long term strategies that Council may pursue. The Draft Waste Strategy intends to:
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1. Give guidance, including best value analysis, on dealing with significant waste management issues such as organic waste in the domestic waste stream; 2. Be a short term, two year Strategy to allow the Council to respond to the current highly dynamic external legislative and policy environment in relation to waste; 3. Recognise that over the past decade the Council’s initiatives in partnership with the community has reduced waste to landfill by 37%, and that with current and proposed initiatives, this trend should continue; 4. Actively pursue emerging and innovative opportunities to provide better waste services that are efficient, good value for money, low risk and are flexible so we can stay ahead of the game; and 5. Improve the waste services that are working well now with new features to make them even better.
Waste Resource Management – Upgrade Blaxland Resource Recovery and Waste Management Facility
An extension of the landfill lining has been completed two weeks ahead of schedule. The lining will provide critical environmental protection and management of leachate (the liquid draining from the waste material into the landfill).
Installation of the landfill gas capture system is currently underway with completion expected for February 2015. Capturing landfill gas will reduce odour and emissions.
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Advocacy / issues to note October to December 2014
Emergency Management – Cahill’s Lookout Bushfire The Council provided support to the Emergency Operations Centre in the form of the Local Emergency Management Officer, Council Liaison Officer and various operational support services such as traffic control and water carting for the Cahill's Lookout fire on 1 November. This bushfire resulted in the loss of one house and damage to two others. The Florabella Pass bushfire and Cahill’s Lookout bushfire impacted on natural area assets related to nature-based recreation sites.
Emergency Management - October 2013 Bushfires Fee Waivers The Council has foregone a total of approximately $440K income due to fee waivers in response to the October 2013 bushfires. Although this income would not have been budgeted for, undertaking this work has incurred costs for Council. The following is a summary of fee waivers, to date: • Fee waiver for land use advice - $48,845 • Fee waiver for Tree Preservation Orders - $1,340 • Fee waivers for Roads Act approvals - $320 • Section 94 contributions that did not have to be paid - $389,599. A Section 94 contribution is normally required to be paid under the Citywide Infrastructure Contributions Plan 2010. The contribution is based on the reasonable market value of the building work.
NSW Rural Fire Service - 10/50 Vegetation Clearing code of practice - Submission The NSW Rural Fires Service (RFS) is undertaking a further review of the 10/50 Vegetation Clearing Code of Practice (‘10/50 Code’), which came into force on 1 August 2014. The amendments to the NSW Rural Fires Act 1997 (the Act) made provision for property owners in designated 10/50 Vegetation Clearing Entitlement Area to: • Clear trees on their property within 10 metres of a home, without seeking approval; and • Clear underlying vegetation such as shrubs (but not trees) on their property within 50 metres of a home, without seeking approval.
The Council resolved to make a further submission on the 10/50 Code at the 11 November 2014 Council Meeting. Whilst the 10/50 Code offers a potentially simple, economical and expeditious mechanism for landowners to mitigate bushfire risk, there are a number of potential unintended impacts such as: • The 10/50 Code in its current form overrides all of the principal State instruments for environmental protection, including the Environmental Planning and Assessment Act 1979, and the Threatened Species Conservation Act 1995 • There are divergent views in the community regarding the merit of the 10/50 Code and lack of clarity regarding its application may result in community conflict • There are potentially significant cost implications for Council if the application of certain aspects of the 10/50 Code are not better clarified, such as those relating to the assessment of bushfire hazard and the requirement to create asset protection zones on Council land • The 10/50 Code’s interaction with existing legislation creates a complex and potentially fraught regulatory and compliance environment for Council
The implementation requirements of the 10/50 Vegetation Clearing Code of Practice and the preparation of submissions, has been an additional workload that has had to be managed.
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NSW sub-regional planning process and NSW Planning reforms - update The introduction of new planning legislation and most of the planning reforms set out in the Government’s planning reform white paper and exposure Bill remain on hold, at least until the next NSW election has taken place in March 2015.
One element of the reforms, Sub regional Growth and Infrastructure planning is underway and Officers from Blue Mountains City Council have attended workshops to be briefed on the process. Officers are awaiting a further meeting with the Department to discuss the implications of the ‘Urban feasibility model’ on development in the Blue Mountains.
The Department has indicated that the final Metropolitan Strategy will be issued prior to the NSW State election, and that the Greater Sydney Commission will be established in 2015.
Officers will continue to maintain a watching brief on planning reform and will seek further Local Government engagement in the development of the Sub-regional Plan. Officers will continue to report back to Council once further information is available.
Springwood Office and Library Springwood Library and Customer Services Centre was closed from 1 December 2014 to 14 January 2015, for the refurbishment of the Library and the construction of the new entrance.
A torrential thunder storm on 3 December also caused flooding at Springwood Library. As a result, additional work was required including replacement of damaged stock.
State Government Changes – Homelessness Services System The Council considered the recent State Government major restructure of the Specialist Homelessness Service system at the 11 November Council Meeting.
In response to a worsening housing crisis, the State Government embarked on a major restructure of the homelessness service system. In summary, organisations that have experience in providing services in the Mountains, with some exceptions, have mostly been awarded tenders for the Nepean- Blue Mountains area. This will ensure the continuation of much of the local knowledge and quality service delivery.
The $6.16 million annual funding package from Family and Community Services for specialist homelessness services in the Nepean area will continue to reduce homelessness and help to prevent homelessness. It will not be adequate to deal with the additional housing needs into the future. There are more homeless people than there are available houses and the funding changes do not provide any significant increase in housing.
The Council has a key role to play at the local level to advocate for and support efforts to reduce homelessness and improve housing affordability. A further report will be prepared for Council regarding the development of a housing affordability strategy for the Blue Mountains.
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State Government Changes – Funding for Youth Services Development Officer The State Government Department of Family and Community Services Grant of $17,844, which contributes to Council’s Youth Services Development Officer is only secured up to June 2016. At the 11 November 2014 Council Meeting, the Council resolved to advocate for the continuation of the existing NSW Government funding for the Youth Services Development Officer position beyond 2016, and for enhanced youth services in the Blue Mountains.
Sydney Water's Cessation of Subsidised Sewer Pump-Out - Update The Council considered a report on Sydney Water’s cessation of the subsidised sewer pump-out at the 11 November 2014 Council Meeting. The Council resolved to discourage the installation of on-site sewerage management systems on properties located within areas presently the subject of investigations by Sydney Water into potential minor sewerage extensions, pending the outcome of those investigations. The council also resolved to write to the State Member for Blue Mountains to fast track and to facilitate Sydney Water’s finalisation of the matter to support local residents.
Sydney Water notified eligible property owners of the costs of the Minor Sewer Extension on 24 December 2014 and property owners have until 13 February 2015 to accept the offer. Only half the areas across the Blue Mountains that are affected by Sydney Water’s decision to end the subsidy for septic pump-out have been offered the option of a Minor Sewer Extension. The costs Sydney Water will charge property owners for the Minor Sewer Extension range from $25,000 to $44,429 depending on the street and location. In addition, property owners have to pay for the sewer extension from the property boundary to their home and installation of on-site equipment including tanks and pumps.
The costs associated with the Council’s input to this process have increased from those previously reported to the 27 May 2014 Council meeting. In addition to the direct consultancy costs of $15,000 for the preparation of the Sewer Management Options study and approximately $3,000 for waiver of application and inspection fees, an additional $18,000 in consultancy costs has been incurred for the review of wastewater management reports.
Provision has been made for these additional costs from a budget carried over from the 2013-2014 financial year. The final cost for the use of Council’s officers in supporting residents and negotiating with Sydney Water will ultimately run into tens of thousands of dollars.
More recently, on 23 January, the NSW Government has subsequently announced via a media release that it “will offer a long-term solution to the 72 Blue Mountains households not currently connected to Sydney Water’s sewerage network”. This includes: • a one-off grant of $10,000 to contribute to the cost of capital works for a sewerage connection or on-site system; or ongoing septic pump-out subsidy consistent with the scheme in operation prior to 30 June 2014; and • to assist property owners in determining the best course of action for their property, Sydney Water will appoint a consultant to be available to provide independent expert advice on permanent sewerage disposal options for each property as required.
The Council is seeking further information on the details of the proposed “long term solution” to ensure the best outcomes for the affected residents.
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Major Projects
The Council is delivering a number of Major Projects during 2014-2015. Major Projects are those one-off projects that a have a significant capital component and / or requires significant financial / staff resources / community consultation usually over more than one financial year.
100% of Major Project Milestones for 2014-2015 were On Target as at 31 December 2014.
The following table presents the details for the Major Project Milestones for 2014-2015 as at 31 December 2014.
Capital Status at 31 Annual Expenditure Service Major Project Milestone 2014-2015 December Comment Capital to 2014 Budget* 31 Dec 2014
Blue Mountains Theatre & On Target The construction of the Blue $10,906,486 $7,789,794 Community Hub Mountains Theatre and Completion of construction of Blue Community Hub is currently Mountains Theatre and Community running on track and is Hub including: scheduled for completion by • 438 seat theatre, community dining March 2015. room and kitchen;
• Galleria; • Neighbourhood Centre and community services offices; • Multipurpose function room and meeting spaces; • Council Office; • Springwood Library with a renovated entrance/customer Cultural Development Cultural
Community Development Community service area; • Upgraded and expanded parking facilities; and • Landscaped forecourt, including Gallery grounds • Options for a Childhood Health Clinic. (W949-101, 103 & 105)
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Capital Annual Expenditure Status at 30 Service Major Project Milestone 2014-2015 Comment Capital to June 2014 Budget* 30 June 2014 Upgrade Blaxland Resource Recovery On Target An extension of the landfill $4,746,253 $590,877 and Waste Management Facility lining has been completed 2 • Construction of a new Resource weeks ahead of schedule. The Recovery entrance lining will provide critical • Stage 3 new waste cell environmental protection and • Construction of landfill gas management of leachate (the extraction system liquid draining from the waste (W922-100, 110, 120 & 200) material into the landfill).
Installation of the landfill gas capture system is currently underway with completion expected for February 2015. Capturing landfill gas will
Waste Resource Management Resource Waste reduce odour and emissions.
Works are also continuing to upgrade the gatehouse and improve recycling services. Prepare Comprehensive Local On Target At the 11 November Council NA NA Environment Plan (LEP) Meeting, the Council adopted • Finalise the Blue Mountains Local the Draft Local Environmental Environment Plan -Standard Plan 2013 (DLEP 2013), and Instrument referred DLEP 2013 including • Prepare new Comprehensive the written instrument, maps Development Control Plan and amended planning proposal to the Minister for
Planning requesting the making of the plan in accordance with the provisions of Section 59 of the Environmental Planning and Assessment Act, 1979.
The Council also resolved to wide Strategic Planning Strategic wide - exhibit the Blue Mountains ity
C Development Control Plan 2014 for public comment, at the 14 October 2014 Council Meeting. Advertising occurred during the period 29 October to 10 December 2014. The draft DCP will ultimately repeal 8 existing DCPs. TOTAL $15,652,739 $8,308,671 *Includes budget carried over from 2013-2014 and adopted variations.
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Asset Works Program
Asset projects are those projects that involve the planning and construction of new built assets or the improvement of existing built assets, such as footpaths, signage, roads and community halls.
100% of Asset Works Program projects were On Target / Completed as planned as at 31 December 2014.
Notes: • As this is a 12 month program, the majority of construction activity occurs in Quarters 3 and 4 with the majority of invoices processed in Quarter 4.
The following table presents the details for the Asset Works Program projects as at 31 December 2014. The table includes those asset projects that are funded by the special variation.
Capital Status at 31 Comment (for those Annual Expenditure Service Asset Works Project December projects Behind Capital to 2014 Target) Budget* 31 Dec 2014
LOOKING AFTER ENVIRONMENT Myall Avenue, Leura drainage works (2nd stage On Target
of construction) due to flooding / failed assets) (W819-260) $190,000 $8,000 This project is funded by the Special Variation 2013. Renewal of failed culvert, Cliff Drive Leura On Target Design completed in (W819-240) 2013-2014. Funds for this project were carried over from $65,750 $3,000 2013-2014. This project is funded by the Special Variation 2013.
Water Resource Management Wentworth Falls Lake Dam – Telemetry System On Target (W154-952) $20,000 $0 USING LAND Cemetery maintenance – replace failing On Target infrastructure identified from condition assessment e.g. fences, railing, signage,seats $63,120 $17,194
Ashes (W596-120) Burials &
Placement This project includes funding carried over from 2013-2014. Lawson Town Centre – additional / upgraded NA The design work is infrastructure to support new shopping complete. Timing of precinct (W934-104) works is dependent $1,050,984 $24,000 Town Town
Centres This project includes funding carried over from on finalisation of 2013-2014. shipping precinct. MOVING AROUND Wentworth Falls Village Bus Shelter (W736- On Target
$10,000 $0 500) Upgrade existing bus stops and associated On Target footpaths to meet new Disability Discrimination Act standards (W736-440) $170,886 $6,000 Transport & Public Access This project includes funding carried over from 2013-2014.
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Capital Status at 31 Comment (for those Annual Expenditure Service Asset Works Project December projects Behind Capital to 2014 Target) Budget* 31 Dec 2014
Road Reseal Program –based on condition On Target assessment and prioritisation (W735-100) $2,136,463 $1,140,889 This project includes Special Variation 2013 funding of $1,386,463. Katoomba footpath works (W463-340) Complete $40,000 $44,045 This project was carried over from 2013-2014. Bridge Renewal Program (W732-142) On Target 50% of the Program This project was carried over from 2013-2014. was completed in 2013-2014. The Program was not completed due to contractor failure. The project scope has $0 $33,038 been redefined. Budget for this project is available from the loan reserve and will be adjusted in Quarter 3. Sealing of Unsealed Road Program (W740-100) Complete [Minute No. 269, 25/6/13] $425,621 $10,607 This includes funding carried over from 2013- 2014. Transport for NSW Projects (W953) On Target Wentworth Falls Town Centre - $50,372 $64,745 - Hazelbrook Commuter Car Park - Glenbrook Commuter Car Park LOOKING AFTER PEOPLE Mechanics Institute – Lawson Hall – asbestos On Target removal and make good two unused back room plus minor parking works (W028-460) $90,979 $0 Funding for this project was carried over from 2013-2014. Mt Wilson Community Hall (W028-510) NA This project is Funding for this project was carried over from dependent on the 2013-2014. 377 Committee $59,000 $0 meeting their fundraising objectives.
Community Development Blackheath Hall Library/Community Centre – On Target address structural an moisture issues (W028- $52,350 $14,549 620) This project was carried over from 2013-2014.
Braemar Construction – rectifications of On Target stormwater system in line with Springwood development (W028-640) $79,460 $0 Cultural Development
Springwood Library Refurbishment (W028-730) On Target
$166,000 $232 Libraries & Information
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Capital Status at 31 Comment (for those Annual Expenditure Service Asset Works Project December projects Behind Capital to 2014 Target) Budget* 31 Dec 2014
Play equipment – renewal, as identified by On Target independent playground inspection safety audit (W154-730) $66,196 $2,745 This project includes funding carried over from 2013-2014. Sports Council priority works (W140) On Target $20,000 $4,543
Great Blue Mountains Trail (GBMT) (W154- On Target 900) This project includes funding carried over from $105,000 $1,620 2013-2014. This is a grant funded project. Natural Area Visitor Facilities renewals focused On Target on resolving high risk issues – such as walking $106,000 $0 tracks and lookouts (W154-940) This project is funded by the Environment Levy. Handrail renewal of lookout / walking tracks in On Target high risk areas (W154-953) $60,000 $0
This project is funded by the Environment Levy. Play Equipment – Yellow Rock, removal and On Target make good (W154-945) $4,347 $0 This project was carried over from 2013-2014. Removal and replacement of failed park items On Target (W154-946) This project includes funding carried over from $62,000 $3,000
Sport and Recreation 2013-2014. This project funded by the Special Variation 2013. Sports field renovation as determined by On Target condition assessment (W154-950) $78,000 $27,180 This project includes $53,000 Special Variation 2013 funding. Lennox Park Tennis Club toilet (W028-660) On Target This project was carried over from 2013-2014. $65,000 $6,371 Lapstone Netball Courts – Lighting – BM On Target A contribution for this Netball (W154-955) project is to be received from the $0 $9,875 netball association, and will be adjusted in Quarter 3. NSW Community Building Partnership Grants – On Target Whitton Park (W950) This is a grant funded project. $11,250 $0 Funds for this project were carried over from 2013-2014. Sustainable Economy Katoomba / Leura Visitor Infrastructure – On Target furniture, landscaping, building works (W028-
380) This project is funded by the Echo Point pay $115,000 $110,000 parking income. Tourism Economic Economic
Development & Development
17 Six-Month Report 2014-2015
Capital Status at 31 Comment (for those Annual Expenditure Service Asset Works Project December projects Behind Capital to 2014 Target) Budget* 31 Dec 2014
Hat Hill Road, Blackheath – land development On Target (W952-100) $2,200,000 $190,183
Tourist Parks – Katoomba and Blackheath On Target Tourist Park upgrades dependent on preparation and approval of business case (W947-300) $525,000 $144
Commercial Activities
Other Fire hydrant booster pump at Katoomba HQ On Target for safety compliance (W028-710)
$70,000 $50,505
HQ structural realignment – accommodation On Target Budget for this changes project is available from savings from other projects, and $0 $75,996 will be adjusted in
Portfolio Property Administrative Quarter 3.
Various – final payments for projects NA
completed previous year / budget adjustments and transfers still to be finalised This includes $7,065 Special Variation 2013 $375,200 $309,019
Various funding.
TOTAL $8,533,978 $2,157,479 *Includes budget carried over from 2013-2014 and recommended / adopted variations. Excludes Major Project milestones with a capital component and IT assets, and plant and equipment.
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Other Operational Plan Actions
The Council has committed to delivering a wide range of actions and projects through its service delivery commitments.
95% of Operational Plan actions were On Target as at 31 December 2014.
The Council has committed to delivering over 500 individual actions in 2014-2015. Of those, 30 are Behind Target, and 4 have been Rescheduled or Withdrawn. Only those projects that were Behind Target, Rescheduled or Withdrawn are presented below. The Annual Report will provide more details on all 2014-2015 actions and projects.
The following table presents the details for the Operational Plan actions that were Behind Target / Withdrawn / Rescheduled as at 31 December 2014. Actions that have been Withdrawn or Rescheduled are not included in the calculations.
Summary of Operational Plan Actions – Behind Target, Withdrawn, Rescheduled (5% of total)
Status at 31 Service Operational Plan Action Comment December 2014
Note: The items below only represent those actions that were Behind Target, Withdrawn or Rescheduled Looking After Environment
Develop and commence delivery of a Behind Target This project was carried over from 2013-2014. This Blue Mountains City Council natural project is behind target as staff were re-assigned to environment strategy including a review develop the Emergency Preparedness Toolkit and of Plans of Management (carried over contribute to the special variation project. A from 13/14) project plan has been developed, however, given emerging priorities, it is proposed to postpone this until 2015-2016, dependent on outcomes of NaturalEnvironment Council's application for a special variation. Monitor and report on compliance of Behind Target An illegal dumping project plan was not completed
waste management activities as planned due to vacancies. The Booked Services Report for Quarter 1 was also not completed as planned due to data delays. The development of the report is scheduled for Quarter 3 and the development of the compliance plan for illegal dumping is scheduled for Quarter 4. Review and update Landfill Behind Target This project was carried over from 2013-2014. The Environmental Management Plans waste team has not had the capacity to complete (carried over from 13/14) this due to vacancies, as well as significant
Waste Resource Management unplanned work. This will be completed in Quarter 3. Develop Jamison Creek Floodplain Risk Behind Target A consultant was not engaged as planned with the Management Mitigation Options 1 to 4 need to modify the brief to exclude the mitigation Feasibility Study option #2 (Flood Storage Airspace at Wentworth Falls Lake). The funding body approved the revised consultancy brief in December. The Request for
Management Tender process is scheduled to commence in Water Resource Water Resource Quarter 3.
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Status at 31 Service Operational Plan Action Comment December 2014
Develop a policy/protocol on drainage Behind Target Project delayed due to greater than expected easements resourcing requirements for update of Asset Management Plans and Dam Safety Emergency Plan review. It is likely this project will carry over to 2015-2016. Review Civil Asset revaluation (Fair Withdrawn Due to the revaluation conducted in 2013, this is Valuation process) not required. As a result, this action is withdrawn. Using Land Enable and co-ordinate the Council’s Behind Target Draft agreements for garden groups are in place, support to groups for town centre however training for garden volunteers was not presentation including graffiti removal completed as planned. Awaiting the adoption of the and gardening Volunteer Policy before proceeding as a result of changes to legislation increasing risks for the
Council. Training for graffiti volunteers was successfully completed and the development of graffiti volunteer guidelines was completed. Support community events and Behind Target A traffic management capacity-building workshop celebrations in town centres was not held as planned. LGNSW Events Network Town Centres and the Transport Management Centre were contacted for suitable facilitators without success – the Rural Fire Service and Police have agreed to be involved. Workshop delivery is now proposed for Quarter 3, and two further workshops for Quarter 4. Moving Around Finalise the Road Reseal Policy Behind Target A draft policy and peer review was completed. Further adjustments and review is required prior to issuing to key stakeholders. Project delayed due to greater than expected resourcing requirements for the update of the Asset Management Plans and Dam Safety Emergency Plan review. Expected completion in Quarter 4. Finalise Sealing Unsealed Roads Policy Behind Target The policy was not drafted as planned. The project was delayed due to greater than expected resourcing requirements for update of the Asset Management Plans and Dam Safety Emergency
Plan review. Given current resourcing and ongoing projects, this project will likely require deferral to 2015-2016. Review the Blue Mountain Bike Plan 2020 Behind Target The review of the Blue Mountains Bike 2020 was completed but not reported to the Council as planned. A report was drafted and is scheduled to go to the February 2015 Council Meeting. Facilitate liaison and coordination of Behind Target The quarterly Blue Mountains Integrated Transport community and government agencies on meeting was not held as planned due to the Transportand Public Access integrated transport matters unavailability of key members. The meeting is to be held in February 2015. Complete a Road Safety Risk Audit (note Behind Target This project was carried over from 2013-2014. The carried over from 13/14) project was delayed due to greater than expected resourcing requirements for Event Traffic Management Plan review. Expected completion in Quarter 4. Develop a Bike Safety package (carried Withdrawn This project was carried over from 2013-2014. over from 13/14) Withdrawn due to Road Safety Co-ordinator temporary vacancy and need to focus resources on Roads and Maritime Service approved road safety projects.
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Status at 31 Service Operational Plan Action Comment December 2014
Looking After People Deliver an asset works program to Withdrawn This project has been withdrawn as there is no implement the Access and Equity Plan funding for the 2014-2015 Access and Equity
Program.
Review the management, use, fees and Behind Target This project has been delayed due to staff performance of community halls vacancies. A review of this project will occur in Quarter 3 to assess the delivery method. Review and manage Community Building Behind Target Due to staff vacancies, 14 community building site Agreements visits were not undertaken as planned. This project will continue in Quarter 3 but it is unlikely to reach Community Development the number of sites listed as a target. The Premises Review Panel will be informed of the status in Quarter 3. Support community events and festivals Behind Target A traffic management capacity-building workshop by providing a ‘one stop shop’ for was not held as planned. LGNSW Events Network information and event application and the Transport Management Centre were processing contacted for suitable facilitators without success –
the Rural Fire Service and Police have agreed to be involved. Workshop delivery now proposed for Quarter 3, and two further workshops for Quarter 4. Implement actions to maintain and allow Behind Target An update report was not prepared as planned. A for future restoration of the heritage report will be prepared for the February 2015 concrete water features in Wilson Park, Council Meeting. Cultural Development Lawson
Implement and promote the policy for Behind Target This project was carried over from 2013-2014. A Council reserve closures during draft protocol has been developed and presented emergency periods (carried over from to the Council’s Governance and Risk Steering 13/14) Group. Work has not commenced on developing this into an organisational policy, due to priority being given to the Emergency Preparedness Toolkit. It is proposed that this task be completed by Quarter 4. Plan for cyclic maintenance of asset Behind Target Due to delays with the tender process, the program protection zones and fire trails on Council is behind schedule. The program will be back on managed lands track in Quarter 3.
Emergency Management Emergency
Sustainable Economy Work with the Blue Mountains Economic Behind Target Discussions with the Blue Mountains Economic Enterprise in the promotion of the Blue Enterprise will be held during Quarter 3 to explore
Mountains Business Park in Lawson promotional opportunities for the business park.
& Tourism
Economic Development
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Status at 31 Service Operational Plan Action Comment December 2014
Civic Leadership – Providing Good Government Manage the Asset Management System Behind Target This project has been impacted by vacancies. including processes and system Successful candidates will start in January. It is improvements anticipated that some of this work will be attempted to be completed to meet the Quarter 3 target. Develop the works program to improve Behind Target This project has been delayed due to vacancies. building compliance and implement the Successful candidates will start in January. It is Asset Planning program as funded anticipated that some of this work will be attempted to be completed to meet the Quarter 3 target. Commence review of Recreation and Behind Target The review of the Nature-based Recreation Strategy Sport, Nature Based Recreation, and the Recreation & Sport Strategy was delayed –
Integrated Transport and Cultural awaiting Geographic Information System (GIS) Strategies support for the project to advance to the next stages. The GIS support was fully occupied with the Planning wide Strategic Local Environment Plan project during Quarter 2, and should be available Quarter 3 to progress this City - project. Other Operational Support Services Review legal account management Behind Target A review of legal account management processes processes was commenced and data collection processes redesigned and implemented. However, system
Risk & testing scheduled for Quarter 2 will now commence Governance in Quarter 3. Review and update the corporate Rescheduled Project behind target due to other priorities and
website unscheduled work. While this project will still commence in 2014-2015, project delivery will be rescheduled to continue into 2015-2016. Develop and maintain a corporate photo Behind Target Project behind target due to other priorities and Corporate Marketing library unscheduled work, however will still be completed
Communications & in 2014-2015. Develop a 10 year Revenue Strategy to Behind Target Delayed due to other priorities such as the special inform the Long Term Financial Plan and variation project, Annual Financial Statements and ensure the Council is maximising its annual business planning and budgeting. revenue Develop and maintain a financial trend Behind Target Delayed due to other priorities such as the special database variation project, Annual Financial Statements and annual business planning and budgeting.
Commence review of future financial Behind Target The review of requirements with IT and relevant system business requirements stakeholders has not commenced due to other priorities such as the special variation project, Annual Financial Statements and annual business Finance Management planning and budgeting. Complete investigation of possible use of Behind Target Creation of a revised project plan has not invoice recognition technology as a commenced due to other priorities such as the productivity improvement measure special variation project, Annual Financial Statements and annual business planning and budgeting.
Develop and implement Service Rescheduled A change in 2014-2015 organisational priorities has Standards resulted in this project being deferred to 2015- & & Saftey People 2016. Note: Actions that have been rescheduled or withdrawn are not included in the calculations.
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Special Rate Variation Funded Projects
Blue Mountains City Council has submitted applications to the Independent Pricing and Regulatory Tribunal (IPART) to increase rates above the permissible increase through special variations to general income. The Council’s 2010 application was partially approved raising $5.5 million for asset renewal and maintenance. The Council’s 2013 application to continue the 2010 special variation was also approved, providing an additional $23 million over the next 10 years for asset renewal and maintenance. The tables below provide an update as at 31 December 2014, of the special variation funded asset renewal and maintenance expenditure in 2014-2015. Some of the special variation projects and funds have been carried over from 2013-2014.
Expenditure to 31 Service Budget December 2014
Capital Expenditure Water Resource Management $255,750 $11,000 Transport and Public Access $1,386,463 $1,140,889 Community Development $52,350 $14,549 Cultural Development $7,065 $2,000 Sport and Recreation $168,348 $122,180 Operational Expenditure Town Centres / Sport and Recreation - Maintenance $376,055 $188,028 TOTAL $2,246,031 $1,478,646
Refer to the Assets Works Program section of this report for more details on individual projects.
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Environment Levy Report Photo: David Noble
With around 10,000ha of bushland and 300km of waterways, the City of Blue Mountains enjoys a wealth of natural assets, which contribute greatly to our local tourism economy, quality of life, and our standing as a City within a World Heritage Area.
The Blue Mountains’ global reputation as a clean, green environment is the backbone of our local tourism industry, attracting over three million visitors a year, contributing $560 million annually to our economy and supporting over 5000 jobs.
Healthy local bushland and waterways are critical to our water supplies. Our City sits within a major drinking water catchment, servicing over 3.7 million people, and many local creeks flow into drinking water dams, including Warragamba Dam.
The City’s bushland reserves are also home to a remarkable range of plants and wildlife, including rare and endangered species found nowhere else on earth. Blue Mountains residents consistently rate access to local bushland and wildlife as aspects they value most about living here.
In 2005, after extensive consultation with the community, Council introduced the Environment Levy to help protect and restore this unique natural environment. Ratepayers pay the Levy as part of their rates – costing the average property owner around $45 per year (87 cents per week).
The Environment Levy raises around $1.5 million per year. Council uses these funds to monitor and restore waterways, control noxious weeds, rehabilitate bushland, renew sites of cultural and historical value, protect threatened species and support community conservation volunteers. The Levy also helps to renew parts of the City’s network of 120km of walking tracks, 85 lookouts and five campsites.
Council uses the Environment Levy to secure significant external grant funding for the City. Since 2005, Council has attracted over $3.6 million in additional grants for the City - an extra 37 cents gained for every ratepayer dollar invested.
The current levy will expire in 2015. Council is currently seeking a permanent extension to the Environment Levy from the Independent Pricing and Regulatory Tribunal (IPART).
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In July – December 2014, Council expended Levy funds in six program areas as shown below.
Program Area Expenditure Bushland and Endangered Ecological Community Management $92,177 Noxious and Environmental Weed Control $112,752 Aboriginal Land Management and Heritage $7,840 Natural Area Visitor Facilities $107,500 Environmental Education and Engagement $17,748 Aquatic Monitoring and Catchment Health $82,061 Total Levy Expenditure $420,078 *Salary costs (except for Aquatic Program) not included in this report (see Annual Report for details)
External Grant Income In July – December 2014, Council successfully leveraged $396,250 in additional grant funding through the Environment Levy. Council will expend these funds from January 2015 onwards.
Program Area Grant Income Bushland and Endangered Ecological Community Management 136,250 Noxious and Environmental Weed Control $157,000 Natural Area Visitor Facilities $103,000 Total Grant Income $396,250
Highlights for each Environment Levy program area are outlined below.
Council will provide a more detailed Environment Levy report with the Annual Report 2014-2015.
Bushland and Endangered Ecological Community Management • Bush regeneration and wetland restoration works were completed across 55 reserves as part of the restoration of rare and threatened forests and Blue Mountains Swamps across the following four conservation landscapes: - The Lower Blue Mountains Shale – Sandstone Landscape - Blue Mountains Plateau Conservation Landscape - The Sandstone Granite landscapes of the Megalong Valley - The Moist Basalt Cap Conservation Landscapes of Mount Wilson, Mount Tomah and Mount Irvine • Weed control, sediment and erosion management works and re-plantings were conducted in the following areas: - Bushland reserves containing Federal and State Government-listed Blue Mountains Swamps (part of the ‘Save our Swamps’ programs) - Moist Basalt Cap Forests of Mount Wilson - Granite Sandstone Woodlands and Forests of the Megalong Valley - Endangered Sydney Turpentine Ironbark Forest (Knapsack Park, Glenbrook) - Shale Sandstone Transitional Forest (between Springwood and Lapstone) - Blue Mountains Shale Cap Forest across the Springwood Shale Cap - The critically endangered Sun Valley Cabbage Gum Forest, Sun Valley
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Noxious and Environmental Weed Control • As part of the city wide Biodiversity Conservation Program, a targeted and systematic private lands inspection program has been undertaken in priority catchments across the City. This included 700 new inspections in the lower Blue Mountains targeting highly invasive bird distributed weeds. • Council undertook a Public Land Weed Control Program targeting urban areas in all townships across the LGA, integrating this work with the private lands inspection program. • Fifteen on site visits were undertaken to provide bushland conservation and weed management advice to residents as part of the Resident Weed Support Program. • The ongoing Rural Practice Improvements Program achieved good outcomes including partnership building with landowners in rural landscape to achieve more effective cross tenure weed management and compliance with noxious weeds responsibilities.
Aboriginal Land Management and Heritage • Works targeting ‘weeds of national significance’ were undertaken at places of Aboriginal significance at Shaw’s Creek in Hawkesbury Heights, Ticehurst Park in Faulconbridge, Kangaroo Rock in Lawson and The Gully in Katoomba. • Bush and swamp regeneration activities continued as part of the Garguree Swamp Restoration Project (an indigenous led Swampcare group working on a declared Aboriginal Place) with an additional $35,000 Protecting Aboriginal Places grant secured to extend the project into the section of stream below Catalina Park to link the bushland of McRaes Paddock and the upper portion of The Gully. • Five Aboriginal Swampcare, Bushcare and Landcare groups were supported including Birriban Landcare, Garguree Swampcare, Garang Landcare, Gibbergunyah Bushcare and Gulanga Bushcare.
Natural Area Visitor Facilities Katoomba Cascades Upgrade Project - A $400,000 upgrade for a popular stretch of the Prince Henry Cliff Walk, funded from the Environment Levy and a $170,000 grant from the State Government’s Metropolitan Greenspace – Regional Trails Program, will soon make it easier to experience one of the Mountains’ most spectacular night-time views.
Stage One involved the installation of a 200m boardwalk/concrete walking track, along with new lookout balustrade at the Duke and Duchess of York Lookout. Under-rail night lighting will extend the Reids Plateau night-lit walk 300m east to the Cascades, where a spectacular new bridge has been established across the creek, providing opportunities to view the Katoomba Cascades in full flow.
Stage Two – will extend to Cliff View Lookout. Under-rail night lighting is due finish in 2015.
New lookout balustrade, track surfacing and boardwalk – Katoomba Cascades
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Buttenshaw Bridge, South Leura - The walking track program delivered network upgrades with a 14m steel bridge replacement at Elysian Rock Lookout, Leura. Buttenshaw Bridge had become dangerous and closed to the public. Council helicoptered in most of the new bridge before the end of 2014 and the new bridge is due to open in February 2015.
Mt York Restoration - restoration of nature-based recreation areas at Mt York have progressed. Two areas that were closed due to the 2013 October bushfires are progressively being remediated.
Buttenshaw Bridge replacement works - South Leura
Environmental Education and Engagement
General Education and Engagement • Bush Trackers: Bush Trackers is a Blue Mountains environmental education initiative designed to connect children and their families with ‘the bush’ and to promote the natural spaces within our local communities as ‘child-friendly’ places. In November, Council delivered a Bushtrackers program at Glenbrook Lagoon with Glenbrook and Mt Riverview Primary Schools. The Bush Trackers program grew from the Stronger Families Alliance and has been supported by the National Parks and Wildlife Service Discovery Rangers. • Media program: Council continued its efforts to provide timely, accurate information to our community about local environmental issues, achievements and ways to help the environment, via local media, Council’s Facebook page and website. Council secured media coverage for articles profiling the clean-up of Leura Creek, the rehabilitation of Glenbrook Lagoon and Popes Glen (Blackheath) and Council’s Recreational Water Quality results. These articles also serve to provide positive publicity and encouragement to the community conservation volunteers who partner with Council to conserve and protect our local environment. • Improving Council’s environmental performance: Council continues to deliver and refine a Council- wide, systematic approach to improve Council’s compliance with the Environmental Planning and Assessment Act 1979. Council uses Levy funds to administer the approval process for Part 5 Environmental Assessments and provide staff training in best practice environmental management.
Bushland and Endangered Ecological Community Management As part of a public/private land partnerships program, weed control and conservation works were undertaken on private properties, Council reserves and in the Blue Mountains National Park to protect threatened forests in the Lower Mountains. This project is funded by a $99,000 grant from the Greater Sydney Local Land Services and will run from 2013-15.
Council provided technical advice to support remediation works on private properties containing Blue Mountains Swamp and Shale-based endangered ecological communities.
27 Six-Month Report 2014-2015
Community volunteers and partnerships: Noxious and environmental weed control • Council undertook industry training with 19 local nurseries to liaise on weed issues and provide information on management of pathogens which pose a threat to bushland health. • 18 Landcare groups were supported through the Bushcare and Community Weeds programs. • Council secured $77,595 of grant funding from the Greater Sydney Local Land Service and the Sydney Catchment Authority to support weed control and conservation works on private lands in target sub catchments and on Bush Backyard Network participants’ properties. These projects will be completed over the next 18 months in partnership with the South Leura Catchment Group, the Fitzgeralds Creek Catchment Group and Sydney Water. • In partnership with Council’s sub catchment works in North Hazelbrook, Roads & Maritime Services have provided $75,000 over 3 years to remediate their property in the headwaters of Woodford Creek. • Council adopted a revised Community Conservation Program Plan in November. This plan guides Council’s support of conservation volunteer programs, including Bushcare, Landcare, Trackcare, Streamwatch and Bush Backyards into the future. The Plan is based on an extensive review and outlines how Council will respond to changing organisational and community needs. It ensures that Council and community investment in these programs continues to be well directed, is responsive to community needs, and provides value for money. • Council conducted a community Weed Busters display at Big W, Katoomba, and noxious weeds displays at the Rhododendron Festival, Blackheath and the Love Lawson Festival, in collaboration with the Mid- Mountains Community centre. Council also ran a noxious weeds display and community engagement program at the Springwood Seniors day in collaboration with the Katoomba Neighbourhood Centre. Photo: Ona Janzen
Natural Areas Visitor Facilities • Trackcare: Council provided ongoing support to its volunteer based Blue Mountains Trackcare Program – with the rock climbing community in the upper mountains and the mountain biking community in the lower mountains with strong support from both stakeholder groups. • “Cragcare”: (climbers) generated 505hours of volunteer labour working at Blackheath (Centennial Glen). Volunteers unpacked 115 bags of sandstone delivered via helicopter to help construct numerous stabilisation structures and eight new steps below climbing landing platforms and on heritage walking tracks. • “Trailcare”: (bike riders) saw 250 metres of mountain biking trail developed by a professional trail building firm and supported 5 workdays through the year. Stabilisation works occurred on the new
28 Six-Month Report 2014-2015
downhill bike track. Council and volunteers closed and restored nearly 480 square metres of former vehicle access tracks. • Festival of Walking: The Festival of Walking is an initiative of Blue Mountains Lithgow & Oberon Tourism aimed at encouraging people to get outdoors in the Blue Mountains. Council again supported this annual walking initiative in 2014 with on the ground event support and information on local walking tracks.
Aquatic Monitoring and Catchment Health - engagement • The Streamwatch program: In collaboration with the Australian Museum, Council supported 8 local community groups to conduct monthly water quality monitoring at 16 waterways across the local government area. • Council also assisted Blackheath Public School in the delivery of water bug workshops to around 60 students in November at the Rhododendron Gardens, Blackheath.
Photo: David Noble
Aquatic Monitoring and Catchment Health • Weekly summer sampling at Megalong Creek, Pulpit Hill Creek, Yosemite Creek, Kedumba Creek, Leura Cascades, Wentworth Falls Lake, Bedford Creek and Glenbrook Lagoon as part of the Recreational Water Quality Monitoring Program, to test suitability for water-based recreation. • Monthly water quality monitoring at six Leura Falls Creek sites as part of the Leura Falls Catchment Improvement Project, a joint initiative between Council and the Sydney Catchment Authority. Stormwater treatment sites were prepared ready for construction of stormwater treatment trains. The comprehensive water quality monitoring program will allow a thorough assessment how the project reduces nutrients and suspended solids in Leura Falls Creek. • Council was Highly Commended in the Local Government NSW Excellence in the Environment Awards for the Glenbrook Lagoon Restoration Program. • Aquatic Systems Officers presented two peer-reviewed papers at the Australian Stream Management Conference in July 2014, on aquatic weed control at Glenbrook Lagoon and pesticide contamination at Jamison Creek. The conference papers were published in the proceedings of the 7th Australian Stream Management Conference. • Council published the 2014 Recreational Water Quality Report and the 2013 Aquatic Macroinvertebrate Survey Report on the Council website. • Installation completed of two Stormwater Quality Improvement Systems at Glenbrook Lagoon, to manage underlying factors in aquatic weed infestations and improve recreational water quality. • Creekline and wetland restoration works continued throughout the city as part of the Riparian Protection and Restoration actions. The works utilised soft engineering techniques to address impacts from stormwater damage on Blue Mountains Swamps in 2 degraded swamp systems, as well as targeted works in 13 other significant aquatic systems.
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Quarterly Budget Review Statement by the Responsible Accounting Officer
In accordance with the Local Government Act, 1993 and the provisions of clause 9 of the Financial Management Regulation, a budget review statement and revision of estimates must be completed and submitted to the Council for formal adoption at the end of each financial quarter. This report must include details on the general financial position of the Council and if this position is regarded as unsatisfactory, also include recommendations for remedial action.
The following information details the budget review statement to the end of December 2014 in accordance with the requirements of the legislation. The Department of Local Government has issued guidelines for the minimum requirements of Quarterly Budget Review Statements. The minimum requirements are mandatory from 1 July 2011. The statements included in the budget review statement by the responsible accounting officer comply with the minimum requirements of the Department of Local Government.
Working Capital Position An analysis of actual results and revised projections as at December 2014 Quarter has resulted in a forecast working capital position of $1.735M at 30 June 2015. The reason for the decline in working capital is the cost of funding the 2014 Council by-election. The original 2014-2015 adopted budget working capital as at 30 June 2015 was $1.85 million.
The optimum level of working capital for the Council has previously been identified in the range of $1.7 million to $1.8 million, which represents the industry standard to allow for stores and the provision of core debtors. Subject to the Council adopting the recommended variations, the estimated effective working capital of $1.735 million is within the optimum range and is considered a satisfactory position.
The following reconciliation illustrates the projected Working Capital position as at the 30 June 2015 review.
Working Capital Position Actual Working Capital Result– 1 July, 2014 1,846,000 Original Budget 2014-2015 Forecast Improvement in Working Capital 0 September 2014 Review (net result) 0 December 2014 Review (net result) -110,563 Revised Estimated Working Capital Result– 30 June 2015 1,735,437
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Operational Budget – Significant Variations The significant budget variations that occur in this review are summarised in the table below.
Significant Variations Operational Budget Favourable Unfavourable $ $ By-election costs 110,563 Westpool return of capital 358,000 Transfer to Reserve - Westpool return of capital 358,000 Gross Budget Variation as at Quarter 2 358,000 468,563 NET TOTAL -110,563
Capital Budget Review Statement for the Quarter Ended – 31 December 2014
Asset Works Program Summary Total 2014-2015 budget* $24,186,717 Total Dollars spent as at 31 December 2014 $10,538,150 Percentage spent 44% Percentage of projects on target or completed** 100% *Includes funding carried over from 2013-2014, recommended / adopted variations and capital funding for Major Projects. Excludes IT assets and plant and equipment. **Projects that have been rescheduled or withdrawn have been excluded from this calculation.
Note: • As this is a 12 month program, the majority of construction activity occurs in Quarters 3 and 4 with the majority of invoices processed in Quarter 4.
Asset Works Program (AWP) – Significant Variations The following variations relating to asset projects are recommended.
Significant Variations for AWP Budget 2014-2015 Hazelwood Childcare Centre – additional costs (from Property Investment Fund -65,297 reserve) Total -65,297
Cash Flow The Council’s cash and investments position has decreased by $6.1 million from a balance of $37.72 million at 30 September 2014 to a balance of $31.6 million at 31 December 2014 as presented below. This decrease is in line with the expected cash position for this part of the financial year.
The graph below displays: • The level of cash each quarter from December 2011 to December 2014. • The movement up or down for each quarter.
31 Six-Month Report 2014-2015
Loan Position The Council’s Loan Balance Outstanding as at 30 June 2014 was $58.7 million. At the end of December 2014 the loan balance stands at $56.2 million as a result of loan principal repayments that have occurred in the first six months of 2014-2015. It is worthy to note that the loan balance is forecast to decrease to $16.8M by 2024-2025, as projected in the Long Term Financial Plan.
The Council’s Debt Service Ratio financial performance indicator (i.e. the degree of revenue from continued operations committed to the repayment of debt) is within the Office of Local Government’s acceptable benchmark level of less than 10%. Nevertheless the Council has developed a Long Term Financial Plan with a strategy (Strategy 3 – Manage Borrowings Responsibly) to cease future loan borrowings and reduce existing debt. Implementing such a strategy is fiscally responsible as it allows the Council to further strengthen our financial capabilities and ensure we address our financial challenges.
Council resolved at the 2013-2014 Quarter 3 Budget Review Report to allocate $700,000 surplus operating funds to a reserve for debt reduction. An $800,000 surplus in the 2013-2014 Quarter 4 Budget Review Report was also placed in reserve for debt reduction and risk.
Going forward, the Council will further reduce debt earlier where possible and implement an annual review of borrowings. No new borrowings from 2014-2015 are planned unless: • The cost of the debt is funded from sufficient income or cost saving generated by the project; • Financially responsible subsidised loan funding is available (e.g. LIRS funding); • Any proposed new borrowing is supported by a comprehensive business case; or • The borrowing relates to deferred asset works carried forward from a prior period as resolved by the Council.
The ‘Total Borrowings Outstanding’ graph below: • Displays the Council’s projected Loan Balance Outstanding from 2014-2015 to 2024-2025 based on the Council’s Long Term Financial Plan; • Indicates that the total loan balance is forecast to decrease from $58.5 million in the 2014-2015 year to $16.8M in the 2024-2025 financial year; and
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• Demonstrates the planned results of the implementation of the Council’s financial sustainability Strategy 3 – Manage Borrowings Responsibly.
Cost Shifting At the 25 February 2014 Council Meeting the Council resolved to “report impacts of cost shifting in six monthly reports” (Minute No. 38, 25/02/14).
Local Government NSW conducts a Cost Shifting Survey of NSW local councils every two years. The latest report for the 2011-2012 financial year, which was released in March 2014, can be accessed via the Local Government NSW website at www.lgsa.org.au/policy/finance/cost-shifting-survey.
The definition of cost shifting adopted for the survey is based on the definition used in the survey undertaken for the Independent Inquiry into the Financial Sustainability of NSW Local Government in 2006. The following cost shifting scenarios are covered: • (The cost related to) the imposition of responsibility for providing a certain service, asset or regulatory functions upon Local Government by other spheres of government (Australian or State Government) without the provision of corresponding funding or compensation or the conferral of corresponding and adequate revenue raising capacity. • (The cost related to) the transfer of responsibility to Local Government for funding a certain service or function (including concessions and rebates) where the responsibility for funding of which lies with other spheres of government. • (The cost related to) the situation where Local Government agrees to provide a service/function on behalf of another sphere of government but funding is subsequently reduced or stopped, and Local Government is unable to withdraw because of community demand for the service/function. • (The cost related to) the situation where, for whatever reason, another sphere of government ceases to provide or provides insufficient levels of a service/function it is responsible for and Local Government steps in because of community demand for the service/function.
The survey measures the amount of cost shifting for a representative sample of the 152 general purpose councils in NSW, calculates a cost shifting ratio for each council in the sample and for the whole sample and extrapolates, from the sample ratio, an estimate of the amount of cost shifting on to the whole of NSW Local Government.
2011-2012 Cost Shifting Survey Results The cost shifting ratio for the complete survey sample is 5.60% of total income before capital amounts, equating to approximately $579 million. The findings for each of the three groups of councils
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(metropolitan, urban regional and rural) are reasonably consistent in the last four financial years. For 2011- 2012 the cost shifting ratio is: • 6.82% for the sample of metropolitan councils; • 6.18% for the sample of urban regional councils; and • 3.95% for the sample of rural councils.
The cost shifting ratio for Blue Mountains City Council, classified as an urban regional Council, was 7.24% equating to $6.9 million.
The LGNSW cost shifting survey includes the following items: 1. Contribution to NSW Fire Brigade in $ 2. Contribution to Rural Fire Service in $ 3. Contribution to NSW State Emergency Service 4. Pensioners rates rebates 5. Voluntary conservation agreements 6. Public library operations 7. Shortfall in cost recovery for regulation of on-site sewerage facilities 8. Shortfall in cost recovery for regulation of administration of the Companion Animal Act (NSW) 1998 9. Shortfall in cost recovery for regulation of administration of Contaminated Land Management Act (NSW) 1997 10. Shortfall in cost recovery for functions under the Protection of the Environment Operations Act (NSW) 1997 11. Shortfall in cost recovery for functions as local control authority for noxious weed 12. Functions under the Rural Fires Act (NSW) 1997 13. Immigration services and citizenship ceremonies 14. Shortfall in cost recovery in administering food safety regulation 15. Provision of educational services 16. Crime prevention / policing 17. Flood Mitigation program 18. Transfer of responsibilities for roads under RMS road reclassification 19. Medical services 20. Road safety 21. Community and human services 22. Waste levy 23. Sewerage treatment system license fee 24. Waste management site license fee 25. Taking away of revenue from crown reserve land under council management 26. Shortfall in cost recovery for processing of development applications
The following Federal and State Government changes to legislation and other government activities, while not strictly falling within the cost shifting definition as outlined above, are examples of government requirements adding additional imposts to local government. These include: • Aged and Disability Services – State and Federal Government Funding Cuts: The Council received a letter from Local Government NSW foreshadowing that State and Federal Government funding currently allocated to councils to part-fund their Aged and Disability Services Officer positions is likely to be redirected from these positions from 1 July 2015. Council currently receives State and Federal funding of $71,107 towards the costs of the Aged and Disability Services Development Officer position made up of $48,350 from the Federal Department of Social Services for the ageing work of the portfolio and $22,754 from the NSW Department of Ageing Disability and Home Care for the disability work. The Aged and Disability Services Development Officer’s role includes identifying local priority needs, advocating on important matters to State and Federal
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Governments, providing advice on planning issues for housing and neighbourhoods, input into the planning and development of infrastructure, facilities and services, and as a referral source on information to local residents. • NSW Rural Fire Service - 10/50 Vegetation Clearing code of practice: Whilst the 10/50 Code offers a potentially simple, economical and expeditious mechanism for landowners to mitigate bushfire risk, the 10/50 Code’s interaction with existing legislation creates a complex and potentially fraught regulatory and compliance environment for Council. • Family Day Care Service - Federal Government Funding Reductions: The Blue Mountains Family Day Care service currently manages the service delivery by approximately 61 educators to approximately 780 children from 623 registered families. Blue Mountains Family Day Care currently receives on average $210,000 per annum of federal funding, which represents approximately 40% of the service revenue. • Crown Land – Darks Common Reserve: The Crown Lands Division of NSW Department of Trade and Investment has written to Council regarding Council’s interest in assuming the care, control and management of Darks Common Reserve as a Corporate Trust under Section 95 of the Crown Lands Act 1989 (NSW Crown Reserve No D500009), Lapstone. Due to the currently unbudgeted additional costs to address risk such as bushfire hazard and public safety, the Council resolved at the 16 September 2014 meeting, to advise the Crown Lands Division of NSW Department of Trade and Investment that it is not in a position to accept the care, control and management of the Darks Common Reserve at this time. There would be an ongoing financial and risk burden. While Council has adopted this position regarding the proposal, it is possible for the Minister to compel Council to assume the care, control and management of the Reserve. • State Government Changes – Funding for Youth Services Development Officer: The State Government Department of Family and Community Services Grant of $17,844, which contributes to Council’s Youth Services Development Officer is only secured up to June 2016.
Measuring the Council’s Financial Performance The following series of measures are being used to monitor and report on the Council’s financial performance. Results for these measures will be provided at the end of the financial year. • Operating Result (excluding capital items and including depreciation): This measures whether the Council has sufficient revenue (excluding capital items) to cover expenditure requirements (including depreciation) • Unrestricted Current Ratio: Council's ability / liquidity to meet short term financial obligations such as loans, payroll and leave entitlements and fund expenditure requirements • Debt Service Ratio: Percentage of the Council's total revenue used to service debt • Rates & Annual Charges Coverage: Council's percentage of rate revenue, as a reliable income source, to fund operations • Building and Infrastructure Renewal Ratio: Council's ability to fund the renewal of built assets compared to the amount of funding projected to be required from depreciation expenditure requirements • Unrestricted Working Capital: Council’s allowance for stores and the provision of hard-core debtors • Rates and Annual Charges Outstanding: Council’s efficiency in credit management practices - assesses the impact of uncollected rates and annual charges on Council's liquidity and the adequacy of recovery efforts
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Report by Responsible Accounting Officer
The following statement is made in accordance with Clause 203(2) of the Local Government (General) Regulations 2005.
It is my opinion that the Quarterly Budget Review Statement for Blue Mountains City Council for the quarter ended 31 December 2014 indicates that Council’s projected financial position at 30 June 2015 will be satisfactory at year end, having regard to the projected estimates of income and expenditure and the original budgeted income and expenditure.
Signed:
Responsible Accounting Officer
Date: 19 January 2015
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Income & Expense- General Fund Budget Review Statement for the quarter ended - 31 December 2014 R'meded Projected Original Approved Changes changes year end Budget Revised for Council result Actual
Review (carry-over) Review Budget Resolution YTD
Income Rates and Annual Charges 60,117,538 60,117,538 60,117,538 30,059,000 User Charges and Fees 16,673,101 172,500 16,845,601 16,845,601 8,330,786 Interest and Investment Revenue 1,513,086 1,513,086 1,513,086 590,223 Other Revenues 3,369,184 3,369,184 358,000 3,727,184 2,253,068 Grants & Contributions - Operating 12,230,173 12,230,173 12,230,173 7,731,166 Grants and Contributions - Capital 5,151,000 151,220 230,372 5,532,592 65,000 5,597,592 5,392,284 Net gain from the disposal of assets 236,000 236,000 799,914 799,914 Share of interests in joint ventures 0 0 0 Total Income from continuing operations 99,290,082 151,220 402,872 99,844,174 423,000 100,831,088 55,156,441
Employee costs 46,023,240 150,000 -164,828 46,008,412 90,362 46,098,774 23,530,565 Borrowing Costs 3,986,800 3,986,800 3,986,800 1,910,856 Materials & Contracts 18,369,611 809,262 19,178,873 19,178,873 9,604,255 Depreciation 16,615,000 16,615,000 16,615,000 8,758,705 Legal Costs 692,365 692,365 692,365 472,968 Consultants 621,771 148,984 770,755 52,265 823,020 376,777 Other Expenses 13,677,111 9,807 -88,000 13,598,918 127,563 13,726,481 6,101,128 Interest and Investment Losses 0 0 0 Net Loss from Disposal of Assets 0 0 0 Share of interests in joint ventures 0 0 0 Total Expense from continuing operations 99,985,898 1,118,053 -252,828 100,851,123 270,190 101,121,313 50,755,254
Net Operating Result from continuing operations - Surplus (Deficit) -695,816 -966,833 655,700 -1,006,949 152,810 -290,225 4,401,187
Net Operating Result before capital items - Surplus(Deficit) -5,846,816 -1,118,053 425,328 -6,539,541 87,810 -5,887,817 -991,097
Statement of Financial Position (including Capital Movements for Year) Net Operating Result from continuing operations
R'meded Projected Original Approved Changes changes year end Budget Revised for Council result Actual
Review (carry-over) Review Budget Resolution YTD
-695,816 -966,833 655,700 -1,006,949 152,810 -854,139 4,401,187 Movements in Restricted Assets - 0 Transfer from 12,781,887 4,747,149 -364,230 17,164,806 199,947 17,364,753 3,294,559 Sale of Assets 1,649,676 1,649,676 1,649,676 1,686,522 Capital Acquisitions 25,644,747 3,780,316 291,470 29,716,533 463,320 30,179,853 16,230,117 Loan/Lease Repayments 4,706,000 4,706,000 4,706,000 1,910,856 Non Cash Budget for Depreciation 16,615,000 16,615,000 16,615,000 8,758,705 Change in Working Capital 0 0 0 0 -110,563 -110,563 0
Notes: This document forms part of Blue Mountains City Council's Quarterly Budget Review Statement (QBRS) for the quarter ended 31/12/14 and should be read in conjunction with other documents in the QBRS.
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Cash and Investments Budget Review Statement for the quarter ended - 31 December 2014 note: original budget is movement 2014/2015 plus opening balance at 30 June 2014 R'meded Projected Original Approved Changes changes year end Budget Revised for Council result Actual
(incl b/fwd Review & balance) carry-over Review Budget Resolution YTD
Unrestricted 0 0
Externally restricted Roads & Maritime contributions 64,193 64,193 64,193 64,193 Developer contributions 134,065 134,065 134,065 134,065 Other contributions 223,215 223,215 223,215 223,215 Domestic waste management 249,993 249,993 249,993 249,993 Waste Management - Carbon Pricing Works 1,212,978 1,212,978 1,212,978 1,212,978 Rural Fire Service 141,731 141,731 141,731 141,731 Special rates 0 0 0 0 Unexpended loans 6,657,593 656,000 7,313,593 7,313,593 7,313,593 Special purpose grants 2,334,363 -11,250 2,323,113 2,323,113 2,323,113 Total Externally restricted 11,018,131 644,750 0 11,662,881 0 11,662,881 11,662,881
Employee leave entitlements 2,372,886 2,372,886 2,372,886 2,372,886 Plant Replacement 3,067,631 3,067,631 3,067,631 3,067,631 Waste bins 364,154 364,154 364,154 364,154 Tip improvements 1,079,100 1,079,100 1,079,100 1,079,100 Waste Management Carbon Pricing 871,773 871,773 871,773 871,773 Pay & display 1,271,610 1,271,610 -333,023 938,587 938,587 Elections 254,531 254,531 49,408 303,939 303,939 Environmental levy 212,964 212,964 212,964 212,964 Property investment fund 292,984 -75,000 217,984 -65,297 152,687 152,687 Property fund (Lawson town centre) 50,173 50,173 50,173 50,173 Family day care 159,152 159,152 159,152 159,152 Workers compensation insurance 2,031,476 2,031,476 2,031,476 2,031,476 Insurance 36,000 36,000 36,000 36,000 Deferred Asset Works Program 538,572 538,572 538,572 538,572 Telephone/Information Systems 308,155 308,155 308,155 308,155 Internal borrowing - Cultural Centre Café -130,536 -130,536 -130,536 -130,536 Local committees - halls & other 304,060 304,060 304,060 304,060 Operating improvement initiatives 35,485 35,485 35,485 35,485 Floodplain risk mngt study & plan 40,000 40,000 40,000 40,000 Works carried forward 1,282,668 1,282,668 1,282,668 1,282,668 Cemeteries Improvements 52,106 52,106 52,106 52,106 Major capital projects 21,569 21,569 21,569 21,569 Sports field fees 211,580 211,580 211,580 211,580 Roads & Maritime Agency Further Works 39,683 39,683 39,683 39,683 Rental on crown lands 82,544 82,544 82,544 82,544 FAG in advance 0 0 0 0 Investments devaluation/losses funding 406,476 406,476 406,476 406,476 Special Rate Variation 10/11 357,327 357,327 357,327 357,327 Reduced Debt/Contingent Budgets 393,400 393,400 393,400 393,400 Living Catchments 22,379 22,379 22,379 22,379 Rate income provision 2012/13 -4,996 -4,996 -4,996 -4,996 Information Solutions 75,099 75,099 75,099 75,099
38 Six-Month Report 2014-2015 R'meded Projected Original Approved Changes changes year end Budget Revised for Council result Actual (incl b/fwd balance) Review Review Budget Resolution YTD
Customer services - mystery shopper 22,000 22,000 22,000 22,000 Walking Tracks Improvements 56,125 56,125 56,125 56,125 Upgrade Springwood Library 166,000 -166,000 0 0 0 Economic Development Contingent 2013/14 50,000 50,000 -50,000 0 0 Rural Fire Service DA Fees Waived 3,000 3,000 3,000 3,000 Hazelbrook Child Care Centre - Interest on grant 32,000 32,000 32,000 32,000 Organisation Re-alignment 100,000 100,000 100,000 100,000 Field Technology Hand Held Devices 30,000 30,000 30,000 30,000 Asset renewal & maintenance 5,809 5,809 5,809 5,809 Mapping project 9,000 9,000 9,000 9,000 Pumpout Sewage Systems Investigation 15,000 15,000 -15,000 0 0 Blue Mountains Sewer Strategy 15,000 15,000 15,000 15,000 Tiringa St & Lennox Park Tennis Club Works 65,021 65,021 65,021 65,021 Blue Mountains Theatre & Community Hub 111,886 -127,520 -15,634 -15,634 -15,634 Bushfire Emergency Relief 136,890 136,890 136,890 136,890 Library Service Review 20 20 20 20 Debt Reduction 737,496 737,496 737,496 737,496 Debt Reduction & Risk 800,000 88,000 888,000 888,000 888,000 Westpool Equity Distribution 8,000 8,000 358,000 366,000 366,000 Local Environment Plan Proposed Planning 227,000 227,000 -144,035 82,965 82,965
Total Internally restricted 18,690,252 -280,520 0 18,409,732 -199,947 18,209,785 18,209,785
Total Restricted 29,708,383 364,230 0 30,072,613 -199,947 29,872,666 29,872,666
Total cash and investments 29,708,383 364,230 0 30,072,613 -199,947 29,872,666 29,872,666
Available cash 0 0 0 0
Notes: The available cash position excludes restricted funds. External restrictions are funds that must be spent for a specific purpose and cannot be used by council for general operations. Internal restrictions are funds that council has determined will be used for a specific purpose.
This document forms part of Blue Mountains City Council's Quarterly Budget Review Statement (QBRS) for the quarter ended 31/12/14 and should be read in conjunction with other documents in the QBRS.
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Budget Review Contracts and Other Expenses for the quarter ended - 31 December 2014
PART A: Contracts Listing (lists contracts entered into during the quarter under review but have not been fully performed and have a value of $50,000 to $120,000) Contract value Commencement Duration of Budgeted Contractor Contract detail & purpose $ date contract (Y/N) Supply and Installation of Kealec Pty Ltd T/as Sportz N – Grant Floodlights at Lapstone Oval 54,220 10/12/2014 15 weeks Lighting Funding Netball Courts
Expenditure PART B - Consultancy and Legal expenses (actual expenditure 1/7/2014 to 31/12/2014) Budgeted YTD Expense $ (Y/N) Consultancies 376,777 Y Legal Fees 472,968 Y
Note: This document forms part of Blue Mountains City Council's Quarterly Budget Review Statement (QBRS) for the quarter ended 31/12/14 and should be read in conjunction with other documents in the QBRS.
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Key Terms Used in this Report • Sustainability Performance Reporting (Quadruple Bottom Line) – Sustainability performance measures are used to assess the Council's governance, environmental, social and financial performance or how sustainable and healthy we are as an organisation. • Major Projects - Major projects are defined as those projects that have a significant capital component and / or require significant financial / staff resources / community consultation usually over more than one financial year. • Asset Works Projects - Asset works are projects that broadly involve the planning and construction of new built assets or the improvement of existing built assets such as footpaths, signage, roads and community halls. • Operational Plan Actions - Operational Plan actions are a comprehensive list of all activities and projects the Council is committed to delivering each year in alignment with the Council's 4-year plans. • Service Performance Measures - Service performance measures are a quantitative assessment of outputs of Council service delivery to assess whether the Council has delivered service outputs as planned to required standards. • Delivery Program Performance Measures - The Delivery Program performance measures focus on outcome based measures of service activity including qualitative measures on perceptions of key stakeholders on service performance results and asset based measures used to measure the condition of built assets.
How Progress is Reported For each milestone / project / action progress will be shown as either: • On Target - is applied to a milestone / project / action that is in progress as planned. • Complete - is applied to a milestone / project / action that has been completed as planned. • Behind Target - is applied to a milestone / project / action that is not being delivered as planned which could be due to a number of reasons such as vacancies, weather or new issues that arose during the course of project implementation. • Not Complete – is applied to milestone / project / action that was not completed as planned. • Rescheduled - this is assigned to a project by the General Manager where resources have been redirected to other agreed priorities that have emerged or where delays / issues have arisen beyond the control of the Council. This status is removed from the calculations for "% of projects On Target / Complete". • Withdrawn - this is assigned to a project where the lead community partner or lead agency no longer wishes to proceed with the project or where it has been superseded by other priorities. This status is removed from the calculations for "% of projects On Target / Complete".
For each performance measure progress will be shown as either: • Below Target: applied to a performance target that was not achieved. • On Target: applied to a performance target that was achieved or tracking in the right direction to be achieved. • Within ±10% of Target: applied to a performance measure target that was within ±10% of the target. • Not Yet Available: applied to performance targets where the result is not available. These measures are removed from the calculation for "% of performance measures on target".
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