OUR FUTURE IN DETAIL
DRAFT Revised Delivery Program 2017–2021 and Operational Plan 2018–2019 Lake Macquarie City 2 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 CONTENT
Mayor’s introduction 4 Our Plan 16 Business activities 60 Chief Executive Officer’s About this Plan 17 Introduction 61 introduction 5 Integrated Planning Property and and Reporting Framework 18 Business Development 62 Introduction 6 Involving our community 19 CiviLake 64 Snapshot of our City 6 How to read this Plan 22 Vision and Values 8 Unique landscape 24 Organisational support 66 Our Councillors 12 Lifestyle and wellbeing 28 Introduction 66 Funding at a glance 14 Mobility and accessibility 34 Diverse economy 38 Financial management 68 Connected communities 42 Rates 69 Creativity 47 Fees and charges for Shared decision making 50 goods and services 71 Works program 2018-2019 54 Proposed borrowings 73 Projected financial statements and ratios 74
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 3 MESSAGE FROM THE MAYOR, KAY FRASER
Our Future in Detail, Council’s four-year the final stages. The sprawling Pasterfield Delivery Program and Operational Plan Sports Complex includes a football field, 2018-2019, sets out many exciting projects netball and multi-courts, playgrounds, exercise Council is planning to deliver for our community equipment, cricket nets, cycleways and paths, over the next financial year. skate park and a new community amenities This delivery program and operational plan building, laid out across an eight-hectare site. reflects the seven focus areas that make up the Rejuvenation of the popular and well-used City’s Community Values, developed through Warners Bay foreshore will continue and a comprehensive community consultation construction of the new, improved Pelican Boat program and adopted by Council in 2016. Ramp will begin. Council is also excited about Our Values prioritise Lake Macquarie’s the transformation of the grand old Rathmines unique landscape, our lifestyle and wellbeing, Community Hall into a new, modern performing diverse economy, connected communities, arts space for western Lake Macquarie. creativity, mobility and accessibility and shared Design and construction of contemporary, decision-making. The values form the basis multi-purpose parks will begin at Morisset’s of Council and the community’s shared vision Bernie Goodwin Reserve and Thomas H Halton for the City and guide our planning for Park in Croudace Bay, and the community will facilities and services. see significant progress on new skate parks There is a strong focus on recreational in both places, as well as at Windale and infrastructure in this Delivery PIan and one Charlestown. of the projects I am looking forward to We will continue to deliver a diverse program seeing come to fruition is the new Belmont of festivals and community events, including Baths. There is so much enthusiasm among the the Lake Mac Big Weekend, Float Your Boat, community for this project and the baths will Carols by Candlelight, Living Smart and become a real drawcard for Belmont and NAIDOC Week activities. Lake Macquarie. The establishment of a foreshore public art Improvements to public swimming facilities trail will get under way with the installation of are also planned elsewhere, with a major the first commissioned artworks. The trail will upgrade to Toronto Swim Centre set to be visually enhance our lakeside environment and delivered by mid 2019 and the installation of a drive tourism, stimulating the local economy. sustainable solar-powered heating system at There is much to look forward to as together Speers Point that will allow patrons to enjoy we continue to shape a diverse, liveable and longer operating hours and warmer water dynamic Lake Macquarie. during shoulder periods. One of our most exciting works projects is Councillor Kay Fraser unfolding at Cameron Park, where construction Mayor of a new sports and recreational hub is entering
Lake Macquarie City 4 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 MESSAGE FROM THE CEO, MORVEN CAMERON
I am delighted to present, for the first time in this increasingly busy part of the City while my role as Chief Executive Officer, Lake simultaneously boosting opportunities for Macquarie City Council’s Delivery Program exciting new retail and commercial investment. and Operational Plan. The expansion of the Awaba Waste It is an exciting time to live and work in Lake Management Facility and introduction of Macquarie. Already, we are a city of choice for kerbside collections for food and garden people who value lifestyle and opportunity and waste will continue our sustainable ‘360– Council has a vision to build on those assets degree approach’ to waste management – to enhance even further our reputation as a encouraging the community to ‘reduce, reuse thriving, dynamic regional centre. and recycle’ in order to achieve our goal of Our Future in Detail sets out a plan of action diverting waste from landfill. for the delivery of services and facilities that will We will advance our evolution as a Smart City help us work with the community in the short to by embarking on a bold and groundbreaking medium term to realise that vision. revitalisation of Pearson Street Mall at From neighbourhood actions to projects Charlestown, transforming this under-used with City-wide and regional benefits, the plan public space into a lively, modern meeting outlines the resources Council will commit to place where people can connect to wi-fi and meeting our planning objectives in seven experiment with emerging technologies. focus areas. These are just some of the strategies and At a big-picture level, we will continue to projects we will develop over the course of advance planning for major projects such as the this plan as we continue to drive positive development of the North West Lake Macquarie change in Lake Macquarie. The future is bright, precinct, a catalyst area for regional growth that and Council is committed to building on the promises to deliver thousands of homes, jobs solid foundation and momentum that Lake and new industries in coming decades, creating Macquarie has enjoyed in recent years to an economic and lifestyle hub. deliver for our community. Within this precinct, we will work with State Morven Cameron Government to prepare a strategic business Chief Executive Officer case for the Lake Macquarie Transport Interchange and further our proposal to extend the Hunter Region Sports Centre. The construction of Munibung Road will create a new link between Boolaroo and Cardiff, improving connectivity and travel times in
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 5 SNAPSHOT OF OUR CITY
CITY AREA: 757km2
LAKE CIRCUMFERENCE: 174km
POPULATION: 205,748
PROJECTIONS TO 2036: 29,220 people 13,991 new dwellings
WORKFORCE: NORTH WARD 82,075
Glendale BUSINESSES: Cardiff Charlestown
12,610 Warners Bay GROSS REGIONAL PRODUCT: Toronto EAST WARD WEST WARD $9.93 billion Belmont
Morisset Swansea
Wyee
Lake Macquarie City’s population is more than Lake Macquarie was first inhabited by 205,000, making it the largest city in the Lower the Awabakal tribe, Awabakal meaning ‘people Hunter. People who live in the 95 communities of the calm surface’, more than 8000 years that dot our landscape are blessed with an ago. European settlement dates from 1826 enviable lifestyle – a superb natural environment, where land was used mainly for timber world-class infrastructure and facilities, engaged production and farming. Council and connected communities, the potential for acknowledges the Awabakal People as the significant economic growth and a positive traditional custodians of the land, lake and outlook for our future. waterways of our City. The City’s centrepiece is a vast blue water expanse, twice the size of Sydney Harbour.
Lake Macquarie City 6 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 SNAPSHOT The northern part of the City was destinations continues to make walking and developed from the 1870s primarily for the cycling a more viable option. OF OUR CITY establishment of coal mining, and development Using technology and creativity to our advantage in the southern part of the City in the early and incorporating new ways of connecting with 1900s was aided by the construction of each other are important issues for our City. the railway line to Sydney. The most rapid Having safe vibrant spaces and places for our development occurred in the years after the residents will enable our towns and suburbs to two World Wars especially from the 1960s. foster involvement, cohesion and a strong sense Lake Macquarie is uniquely positioned, of community that we all desire. 60 minutes to Sydney on the M1, 10 minutes to Newcastle, 35 minutes to Hunter Valley Wine Lake, bush, coast and mountains Country and 40 minutes to Newcastle airport and is just two hours by car from Sydney’s The Lake, bushland, coast and mountains are international airport. important features of our City. The City enjoys With an eye on the past and present, we are 38,000 hectares of bushland. How we manage keenly focused on the future of the City and the growth and change will be vital to the long-term challenges and opportunities that lie ahead. preservation of our natural assets. Climate change is perhaps the greatest challenge facing the globe and Lake Macquarie Our people and life is not immune to its impacts. How the City Population growth and change are challenges responds and adapts to this challenge will have and opportunities for the City. The City’s a major bearing on our quality of life. population is expected to increase by 29,220 between now and 2036, creating demand for Prosperity and success 13,991 new dwellings and 11,741 new jobs. Like many coastal areas, we have an ageing Lake Macquarie’s economic strength is population although we also have a large built upon its diverse landscape and natural proportion of our population under 15 years of resource base, with key industries developing age. Responding to growth in the number of out of timber, agriculture, water and minerals. people over 65 and younger people presents The City has developed into a hub for small- to different challenges and opportunities. More than medium- sized businesses with professional 8000 people identified as Aboriginal or Torres services, knowledge, healthcare and technology- Strait Islander People in the 2016 Census. based industries exhibiting strong growth. Transport choice and convenience is one of With a labour force of more than 82,000 people the most important issues for our residents, and roughly 12,500 businesses along with including having a transport network that allows fluctuations in the growth and decline in various us to move around our City safely and easily. industries, providing jobs within the City for our North west Lake Macquarie has been identified residents is a key challenge. as a focal point for transport connectivity, with Development in response to population growth plans for a transport interchange to improve and change continues to be a significant driver public transport connections and improve of economic activity in the City. road and rail links with other centres such as Newcastle, Sydney and the Hunter Valley. The growth in shared pathways connecting our key
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 7 OUR VISION AND VALUES
Lake Macquarie City 8 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 OUR VISION AND VALUES Vision is applied imagination – Stephen Covey
OUR VISION Lake Macquarie is a City with a lake at its heart encircled by distinctive towns and villages. We balance our cherished environments with our need for great spaces to live and visit, smart transport options and a thriving economy; which adapt and strive to be fair for all.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 9 OUR VALUES
Lake Mac’s new City Vision and Community Values, developed by the community in 2016, will guide future planning and provide direction for how the City responds to change and growth. This new direction reflects the priorities of our residents and will shape policies and plans prepared by Council, including this plan.
We value our UNIQUE LANDSCAPE a place where the natural environment (bushland, coast, lake and mountains) is protected and enhanced; where our existing urban centres are the focus of our growth, maintaining their unique characteristics.
We value LIFESTYLE AND WELLBEING a place that encourages safe, active and social opportunities.
We value MOBILITY AND ACCESSIBILITY effective transport systems that provide choices to conveniently move people, goods and services.
Lake Macquarie City 10 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 We value a DIVERSE ECONOMY which is resilient and adaptable to change, making the best use of the unique advantages of our location and lifestyle.
We value CONNECTED COMMUNITIES that support and care for all and provide a sense of belonging.
We value CREATIVITY working together with creative process and outcomes that bring together history, culture, knowledge and expertise that supports new technologies and ways of thinking.
We value SHARED DECISION- MAKING Lake Macquarie communities continue shared responsibility for governance.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 11 OUR COUNCILLORS
ELECTORAL WARDS
NORTH WARD Lake Macquarie City Council is divided into three wards: North, East and West.
All Lake Macquarie ratepayers and Glendale Cardiff residents over the age of 18 are eligible to enrol and vote in the local government Charlestown elections. Residents who are enrolled can Warners Bay vote to elect a Mayor and four Councillors to represent their respective ward. Toronto EAST WARD WEST WARD Belmont
Morisset Swansea
Wyee
Lake Macquarie City 12 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 YOUR ELECTED OUR COUNCILLORS
COUNCILLORS MAYOR Councillor Kay Fraser (ALP) 4921 0223 [email protected]
Councillor Councillor Councillor Councillor NORTH WARD Brian Adamthwaite (ALP) Kevin Baker (LIB) Barney Langford (ALP) Colin Grigg (LM IND) 0417 061 433 0429 867 935 0417 137 758 0429 908 747 badamthwaite@ kbaker@ blangford@ cgrigg@ lakemac.nsw.gov.au lakemac.nsw.gov.au lakemac.nsw.gov.au lakemac.nsw.gov.au WEST WARD WEST Councillor Councillor Councillor Councillor David Belcher (ALP) Jason Pauling (LIB) Wendy Harrison (IND) Luke Cubis (LM IND) 0429 914 623 0417 416 577 0409 775 432 Deputy Mayor dbelcher@ jpauling@ wharrison@ 0429 939 475 lakemac.nsw.gov.au lakemac.nsw.gov.au lakemac.nsw.gov.au lcubis@ lakemac.nsw.gov.au EAST WARD EAST Councillor Councillor Councillor Councillor Adam Shultz (ALP) Nick Jones (LIB) Christine Buckley (ALP) John Gilbert (LM IND) 0429 931 044 0429 889 781 0428 546 549 0429 945 243 ashultz@ njones@ cbuckley@ jgilbert@ lakemac.nsw.gov.au lakemac.nsw.gov.au lakemac.nsw.gov.au lakemac.nsw.gov.au
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 13 FUNDING AT A GLANCE
Expenditure by focus area
Property CiviLake Expenditure $27M Expenditure $5M Organisational Support Percentage of total 7.15% Percentage of total 1.39% Expenditure $34M Percentage of total 9.27%
Shared Decision-making Unique Landscape Expenditure $3M Expenditure $68M Percentage of total 0.92% Percentage of total 18.41%
Creativity Total expenditure Expenditure $7M Percentage of total 1.79% $372M Connected Communities Lifestyle and Wellbeing Expenditure $24M Percentage of total 6.48% Expenditure $136M Percentage of total 36.53% Diverse Economy Expenditure $2M Percentage of total 0.54%
Mobility and Accessibility Expenditure $65M Percentage of total 17.51%
Includes operating expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.
Lake Macquarie City 14 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 Budget by source of funds
Rates Budget $131M Percentage of total 35.08% Annual Charges Budget $39M Percentage of total 10.40% Utilisation of Reserves Total User Charges & Fees Budget $62M source of funds Percentage of total 16.57% Budget $17M $372M Percentage of total 4.62% Sale of Assets Interest on Investments Budget $6M Budget $7M Percentage of total 1.63% Percentage of total 1.98% Grants & Contributions - Operating Loans Utilised Budget $28M Budget $32M Percentage of total 7.41% Percentage of total 8.69% Grants & Contributions - Capital Other Revenue Budget $38M Budget $13M Percentage of total 10.20% Percentage of total 3.41%
Includes operating and capital revenue, sale of assets, loan borrowings and utilisation of external and internal reserves. Excludes depreciation and dedications.
Budget by expenditure
Loan Repayments Employee Costs Budget $4M Percentage of total 1.06% Budget $99M Percentage of total 26.96%
Transfers to Restricted Cash Budget $92M Percentage of total 25.04% Total expenditure
$372M Materials & Contracts Capital - Replacement Budget $39M Budget $49M Percentage of total 10.51% Percentage of total 13.44%
Borrowing costs Budget $7M Percentage of total 1.98% Capital - New Other Operating Expenses Budget $52M Percentage of total 12.89% Budget $30M Percentage of total 8.12%
This table and pie chart show a breakdown of our spending, which includes operatiing expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 15 OUR PLAN
Lake Macquarie City 16 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 OUR PLAN ABOUT THIS PLAN
The Delivery Program 2017-2021 and The Operational Plan 2018-2019 Operational Plan 2018-2019 form part is the second year of the Delivery of Council’s Integrated Planning and Program 2017-2021. It outlines the Reporting Framework. This document actions that will be undertaken for outlines actions and strategies Council each strategy, determines who has will undertake to achieve the objectives primary responsibility and highlights defined in the Lake Macquarie City related Council plans that coincide Community Strategic Plan 2017-2027. with each action. The Delivery Program is a four-year Progress against actions identified plan that covers the term of an elected in the Operational Plan is reported Council. To create the Program, we quarterly. An annual report is also looked at the Community Strategic prepared that reflects and reports on Plan and asked what could we achieve Council’s overall performance for the over the next four years to bring us financial year. closer to the community’s vision and The progress and achievements of values. With limited resources – skills, the Delivery Program are reported labour, time and money – we cannot every four years at the last meeting of achieve everything at once. an elected Council’s term. The four-year Delivery Program is This planning process allows Council reviewed annually to determine which to prioritise projects based on the objectives set out in the Community needs and direction provided by our Strategic Plan can be achieved within community, and ensure our actions Council’s available resources, and align to our community’s vision and an Operational Plan of actions for values for the City. the coming financial year is created. This ensures that Council’s long-term planning is consistent with the current and future needs of the community.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 17 INTEGRATED PLANNING Our Integrated Planning and Lake Macquarie City Council Reporting Framework ANDIntegrated REPORTING Planning and Reporting FRAMEWORK Framework
State and State and State and regional plans regional plans regional plans
Community Community Community engagement engagement engagement
Community Strategic Plan Community Strategic Plan Community Strategic Plan • City Vision and Community Values • City Vision and Community Values • City Vision and Community Values • 10+ year objectives • 10+ year objectives • 10+ year objectives
Resourcing Strategy Monitoring and reporting Resourcing Strategy Monitoring and reporting Resourcing Strategy Monitoring and reporting • Long-term Financial Plan • Annual Report • Long-term Financial Plan • Annual Report • Long-term Financial Plan • Annual Report • Asset Management Plan • State of the Environment Report • Asset Management Plan • State of the Environment Report • Asset Management Plan • State of the Environment Report • Workforce Management Plan Supporting strategies • Four-yearly End of Term Report • Workforce Management Plan Supporting strategies • Four-yearly End of Term Report • Workforce Management Plan Supporting strategies • Four-yearly End of Term Report • Information Technology and and plans • Information Technology and and plans • Information Technology and and plans Information Management Plan Information Management Plan Information Management Plan • Plant and Fleet Management • Plant and Fleet Management • Plant and Fleet Management
Delivery Program and Operational Plan Delivery Program and Operational Plan Delivery Program and Operational Plan • Four year strategies • Four year strategies • Four year strategies • One year actions • One year actions • One year actions
Lake Macquarie City 18 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 INVOLVING OUR COMMUNITY
Engaging with key stakeholders and the Stakeholder engagement framework community is fundamental to Council’s Council’s stakeholder engagement structure operations, as it helps to improve and guide and principles are based on the public decision-making by collecting and collating participation spectrum developed by the multiple perspectives and ideas from members International Association for Public of the community and people or groups Participation (IAP2) (see Figure 1 over page). potentially affected by those decisions. A key component of all projects undertaken The end result is not necessarily about gaining by Council involves identifying stakeholders universal support for a project or a decision. and selecting appropriate and relevant methods It is about fairness, transparency and involving to engage with them. Council uses many key stakeholders in Council processes, as methods to reach people including an online appropriate, so they understand the drivers engagement portal that allows stakeholders of projects and what they mean for them as to provide input and feedback on projects individuals and for their community or the that affect them or they have an interest in. City as a whole. For more information about engagement Council recognises that engagement is an for this Plan and other projects, go to integral part of modern business operations shapelakemac.com.au. and seeking the views of stakeholders provides valuable commentary, opinion, support and insight for large organisations such as Council to make better informed decisions. This Plan has been developed based on a range of feedback from stakeholders and the community including the 2018 Lake Macquarie City Council Community Survey, the 2016 Lake Macquarie City Vision and Values Survey and feedback received as part of the ‘Shape Your Future’ project.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 19 IAP2’S PUBLIC PARTICIPATION SPECTRUM
The IAP2 Federation has developed the Spectrum to help groups define the public’s role in any public participation process. The IAP2 Spectrum is quickly becoming an international standard.
INFORM CONSULT INVOLVE COLLABORATE EMPOWER
To provide the public To obtain public To work directly with To partner with To place final decision with balanced and feedback on analysis, the public throughout the public in each making in the hands of GOAL objective information alternatives and/or the process to ensure aspect of the the public.
ION to assist them in decisions. that public concerns decision including
AT understanding the and aspirations the development of problem, alternatives, are consistently alternatives and the ICIP opportunities and/or understood and identification of the RT solutions. considered. preferred solution. PA PUBLIC
We will keep you We will keep you We will work with We will work We will implement informed. informed, listen to you to ensure that together with you to what you decide. and acknowledge your concerns and formulate solutions
PUBLIC concerns and aspirations are directly and incorporate aspirations, and reflected in the your advice and THE provide feedback alternatives developed recommendations
TO on how public and provide feedback into the decisions to input influenced the on how public the maximum extent decision. We will seek input influenced the possible. your feedback on decision. PROMISE drafts and proposals.
© IAP2 International Federation 2014. All rights reserved. Figure 1: IAP2’s Public Participation Spectrum
Community survey
One of the ways we engage our community Overall, 93 per cent of respondents were either is through a Citywide community survey, somewhat satisfied, satisfied or very satisfied conducted every two years. The last community with Council’s performance over the last 12 survey was undertaken during February and months (see Figure 2). March 2016. The survey also revealed that the top priority The 2016 sample consisted of 1002 residents for our community is to maintain road surfaces. with 842 of these selected by a computer- This is based on the gap between importance based random selection process using the and satisfaction ratings, that is, where electronic White Pages. The remaining 160 importance is high and satisfaction is low. were recruited via face-to-face interactions at Table 1 shows the top 10 community priorities a number of areas around the City. A sample based on this calculation. Council staff ensured size of 1002 residents provides a maximum that these priorities were included in the sampling error of plus or minus 3.1 per cent at development of this Plan. 95 per cent confidence. Survey respondents rated importance and satisfaction for more than 60 services and facilities.
Lake Macquarie City 20 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 Importance Satisfaction Performance Ranking Service/ Facility Mean* Mean* Gap
1 Maintaining road surfaces 4.83 2.79 2.05
2 Public toilet cleaning 4.76 2.97 1.80
3 Generating local employment opportunities 4.70 2.99 1.72
Footpaths 4.49 2.96 1.52 4 Illegal dumping control 4.75 3.23 1.52
6 Maintaining drains 4.70 3.20 1.50
7 Overall appearance of City roads 4.43 2.94 1.49
8 Public transport 4.40 3.12 1.28
9 Community safety/Crime prevention 4.74 3.48 1.26
10 Council’s response time to requests 4.36 3.12 1.25
Table 1: Performance gap analysis. Source: LMCC Community Survey, April 2016. * Out of a maximum score of 5
Very satisfied 14%
Satisfied 47%
Somewhat satisfied 32%
Not very satisfied 5%
Not at all satisfied 2%
0% 25% 50%
Figure 2: Overall satisfaction with Council’s performance (number of respondents = 1002). Source: LMCC Community Survey, April 2016.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 21 HOW TO READ THIS PLAN
Lake Macquarie City 22 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 The following information helps to explain the headings used in this document.
Key focus area Objectives The Delivery Program and These are the community’s long-term Operational Plan are structured priorities and aspirations for the City. around key focus areas, which They contribute to achieving the City are the same as the community vision. The City vision was adopted by values that were adopted by Council in November 2016 following Council in November 2016 extensive community engagement. following extensive community Council has a custodial role in working engagement. towards realising these outcomes; however, it is not wholly responsible for achieving them. Other partners, such as state UNIQUE agencies and community groups have an important LANDSCAPE role to play in achieving the objectives. OBJECTIVE Natural environments are protected and enhanced Strategies
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Undertake works to Commence transition of Coastal Zone Management Sustainability These are the four-year protect and enhance the Plan to Coastal Management Program health of aquatic and terrestrial environments Complete priority on-ground works projects at: Sustainability activities and plans Council Crockers Creek - streambank rehabilitation Nine Mile - beach rehabilitation Ruttleys Road - illegal dumping deterrence will undertake that contribute Black Neds Bay - wetland rehabilitation Regenerate eight hectares of natural bushland through Asset Management to achieving the long-term the Lake Macquarie Landcare Program, including weeding and planting activities Ensure Council-owned Ensure 100 per cent of bulk material at or from CiviLake CiviLake objectives, and ultimately the land is managed to worksites is not subject to adverse audit findings protect and enhance City vision. natural environments Continue rehabilitation of west McDonalds Quarry at Asset Management Glendale, in accordance with the Quarry Rehabilitation Program Undertake rehabilitation of contaminated land at priority Asset Management sites in accordance with the works program Actions Provide sustainable Continue Awaba Waste Management Facility expansion City Projects waste management project services that meet community needs and Investigate establishment of Community Recycling Sustainability The Operational Plan actions expectations Centre for east side of the City
Respond to 100 per cent of illegal dumping incidents, Sustainability detail the activities and projects investigate 100 per cent of service requests prioritised as high impact and/or with the potential to identify an Council will undertake during offender
RELATED PLANS 2018-2019. Each action relates Coastal Zone Management Plan to a Delivery Program strategy. Environmental Sustainability Action Plan
Primary responsibility The responsible Council
Lake Macquarie City department that will oversee 24 Operational Plan 2018-2019 and report on the relevant action.
Related plans Council prepares and implements a range of other plans and strategies that support the Integrated Planning and Reporting Framework. Many of the actions in the Operational Plan are derived from these plans.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 23 UNIQUE LANDSCAPE
OBJECTIVE Natural environments are protected and enhanced
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Undertake works to Commence transition of Coastal Zone Management Sustainability protect and enhance the Plan to Coastal Management Program health of aquatic and terrestrial environments Undertake environmental enhancement projects in Sustainability accordance with the works program Regenerate eight hectares of natural bushland through Asset Management the Lake Macquarie Landcare Program, including weeding and planting activities Ensure Council-owned Ensure 100 per cent of bulk material at or from CiviLake CiviLake land is managed to worksites is not subject to adverse audit findings protect and enhance natural environments Continue rehabilitation of west McDonalds Quarry at Asset Management Glendale, in accordance with the Quarry Rehabilitation Program Provide sustainable Continue Awaba Waste Management Facility expansion City Projects waste management project services that meet community needs and Investigate establishment of Community Recycling Sustainability expectations Centre for east side of the City
Respond to 100 per cent of illegal dumping incidents, Sustainability investigate 100 per cent of service requests prioritised as high impact and/or with the potential to identify an offender
RELATED PLANS Lake Macquarie Coastal Zone Management Plan Environmental Sustainability Action Plan Waste Strategy
Lake Macquarie City 24 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 UNIQUE LANDSCAPE
OBJECTIVE We have vibrant town centres and villages
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Plan for and implement Complete stage one of the Charlestown Pearson Street Asset Management improvements to town Mall revitalisation project incorporating actions from the centres and villages Lake Mac Smart City, Smart Council Digital Economy Strategy
RELATED PLANS Lake Macquarie Development Control Plan 2014 Town Centre Streetscape Master Plans
OBJECTIVE New development and growth complements our unique character and sense of place
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Optimise land use Prepare the West Wallsend Heritage Master Plan for Integrated Planning to meet social, public exhibition environmental and economic needs of the Update Environmental Sustainability Action Plan Sustainability City
RELATED PLANS Lake Macquarie Local Environmental Plan 2014 Lake Macquarie Development Control Plan 2014 Waste Strategy Better Buildings Strategy Lake Macquarie Coastal Zone Management Plan
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 25 UNIQUE LANDSCAPE
OBJECTIVE Our natural landscape is an integral part of our City’s identity
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Promote high quality Commence enforcement action concerning Development Assessment development unauthorised development within 21 days of identifying and Compliance a breach Implement Lead Expert Working Group Sustainability recommendations assigned to Council within available resources
Commence a review of planning controls in the Integrated Planning Development Control Plan to provide a more place- specific emphasis Report on development application processing times for Development Assessment all development types and Compliance
RELATED PLANS Lake Macquarie Development Control Plan 2014 Contaminated Land Policy and Procedure
Lake Macquarie City 26 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 UNIQUE LANDSCAPE FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 16,045 16,375 16,545 16,863 Capital Revenue - - - - Total Revenue 16,045 16,375 16,545 16,863
Operational Expenditure (40,923) (41,695) (42,491) (43,461) Operating Result (24,878) (25,320) (25,946) (26,598)
Operating Result before Capital (24,878) (25,320) (25,946) (26,598)
Capital - New (14,560) (628) (645) (663) Capital - Replacement (241) (248) (255) (266) Dedications - - - - Transfer to Restricted Cash (13,212) (13,494) (13,610) (13,849) - - - - Total Capital (28,013) (14,370) (14,510) (14,778)
Funds Required (52,891) (39,690) (40,456) (41,376)
Funded by: Loans Utilised 14,510 628 645 663 Proceeds from Asset Sales - - - - Restricted Cash - Depreciation 241 248 255 266 Restricted Cash - Other 13,590 13,573 13,718 13,962
BUDGET SURPLUS / (DEFICIT) (24,550) (25,241) (25,838) (26,485)
Capital Works Capital - New $’000 $’000 $’000 $’000 Awaba Extension 13,200 0 0 0 Foreshore Stabilisation And Littoral Vegetation 382 393 403 414 Stormwater Treatment Devices 107 59 61 62 Creek Stabilisation And Riparian Vegetation Works 172 177 182 186 Geotechnical Risk Management Mapping 698 0 0 0 Total 14,560 628 645 663
Capital - Replacement $’000 $’000 $’000 $’000 Lake Foreshore Rehabilitation 0 0 0 4 Noxious Weed Mapping - Tablet Replacement 131 135 138 141 SQIDS Replacement 110 114 117 121 Total 241 248 255 266
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 27 LIFESTYLE AND WELLBEING
OBJECTIVE Our community has access to adaptable and inclusive community and health services
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Support and continue Deliver the water safety program ‘A Matter of Seconds’ Leisure Services to develop services to to a minimum of 50 Lake Macquarie primary schools promote community health and wellbeing Maintain a sustainable Lake Macquarie Family Day Care Community Planning service Provide ocean lifeguard services at patrolled locations Leisure Services seven days a week for seven months of the year Provide initial response to reports of dog attacks within Waste Environment and 12 hours Rangers Undertake 12 education and awareness programs Waste Environment and including microchipping days and responsible pet Rangers ownership programs Implement actions from Deliver 2018-2019 actions, as outlined in: Community Planning supporting plans and 1. Youth Strategy strategies that support 2. Ageing Population Strategy community health and 3. Disability Inclusion Action Plan wellbeing 4. Children and Family Strategy 5. Aboriginal Community Plan Deliver actions in the Crime Prevention Strategy to Community Planning address residential burglary, theft from motor vehicle, malicious damage and domestic violence
Lake Macquarie City 28 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Ensure public health Inspect all food and regulated premises, including public Waste Environment and premises and related pools, tattooists and cooling towers, in accordance Rangers services meet legislative with food authority partnership and relevant legislative requirements and requirements community expectations Deliver improved amenity cleaning services and Waste Environment and response times by implementing, monitoring and Rangers reviewing a system to provide information to residents on amenity cleaning activities, including time and date of the last clean for each public toilet
RELATED PLANS Waste Strategy Disability Inclusion Action Plan Lake Macquarie Youth Strategy Lake Macquarie Crime Prevention Strategy Ageing Population Strategy Children and Family Strategy Aboriginal Community Plan City of Lake Macquarie Multicultural Plan
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 29 LIFESTYLE AND WELLBEING
OBJECTIVE Our public spaces help us feel healthy and happy
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Ensure sports and Undertake sports facility capital projects in accordance Community Planning recreational facilities and with the works program services are available to meet community needs Undertake parks and playgrounds capital projects in Community Planning and expectations accordance with the works program Undertake Lake aquatic capital projects in accordance Community Planning with the works program Undertake swim centre capital projects in accordance Asset Management with the works program Attract more than 300,000 visits to Lake Mac Swim Leisure Services Centres Maintain operational cost recovery of Council-managed Leisure Services swim centres at 50 per cent or higher Commence preparation of a City-wide parks strategy Community Planning
Ensure future Complete a review of the Morisset Catchment Community Planning development supports Development Contributions Plan and report to Council the growth of our for adoption community Complete a review of the Northlakes Development Community Planning Contributions Plan and report to Council for adoption Undertake stormwater drainage construction projects in Asset Management accordance with the works program Ensure public spaces Undertake community buildings capital projects in Asset Management and community accordance with the works program buildings meet the needs of the community Undertake cemeteries capital projects in accordance Community Planning with the works program Undertake libraries and cultural facility capital projects in Asset Management accordance with the works program Commence preparation of a master plan and plan of Community Planning management for Rathmines Park
RELATED PLANS Forward Capital Works Program Asset Management Plans Coastal Zone Management Plan Community Facilities Strategy Sports Facility Strategy Better Buildings Strategy Lake Macquarie City Council Development Contributions Plan
Lake Macquarie City 30 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 LIFESTYLE AND WELLBEING
OBJECTIVE Our vibrant City has events and festivals that enhance our lifestyle
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Host and support a Hold events including: Community Planning diverse range of festivals 1. Carols by Candlelight and events 2. Living Smart Festival 3. Lake Mac Festival (Australia Day) 4. Float Your Boat 5. Lake Macquarie Australia Day Awards 6. Lake Macquarie Sports Awards 7. activities to recognise and celebrate various national and international days and weeks (e.g. NAIDOC Week) 8. small-scale community and cultural events Administer the Corporate Sponsorship program to Customer Service and expend allocated budget Communications Administer community grants and the Lake Macquarie Community Planning Games programs to expend allocated budget
RELATED PLANS Multicultural Plan Aboriginal Community Plan
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 31 LIFESTYLE AND WELLBEING FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 40,169 42,029 43,034 44,349 Capital Revenue 15,209 12,203 12,198 12,192 Total Revenue 55,378 54,232 55,232 56,541
Operational Expenditure ( 77,279) (78,250) (81,345) (84,372) Operating Result (21,901) (24,018) (26,113) (27,831)
Operating Result before Capital (37,110) (36,221) (38,311) (40,023)
Capital - New (10,473) (43,970) (22,215) (15,637) Capital - Replacement (10,497) ( 7,3 8 3) (9,603) (5,379) Dedications (500) (500) (500) (500) Transfer to Restricted Cash (45,156) (43,583) (44,351) (45,190) Loan Repayments - - - - Total Capital (66,626) (95,436) (76,670) (66,706)
Funds Required (88,527) (119,454) (102,783) (94,537)
Funded by: Loans Utilised 3,063 1,787 8,675 573 Proceeds from Asset Sales - - - - Restricted Cash - Depreciation 8,902 5,560 8,303 5,087 Restricted Cash - Other 36,355 70,391 41,479 42,547
BUDGET SURPLUS / (DEFICIT) (40,207) (41,716) (44,326) (46,330)
CAPITAL WORKS SUMMARY CAPITAL - NEW Eastern Batterslope Works - Awaba Landfill Disposal Facility 125 0 0 0 Cardiff Mens Shed 710 0 0 0 Community Facility Windale 80 2000 0 0 Toronto Meals On Wheels Car Park 75 0 0 0 Caves Beach - Amenities Upgrade 500 0 0 0 Hunter Sports Centre New Works 55 56 57 59 Hunter Sports Centre Extension 0 23000 7869 0 Parks Improvement - Citywide 156 157 161 165 Vehicle Control - Community Land 24 25 25 26 S94 Capital Expenditure 0 11898 11890 14754 Cameron Park Masterplan - Sports Fields And Parks 1000 0 0 0 Fernleigh Track - Continue Implementation Of Implementation 100 0 0 0 Plan Projects Barton & Lumsden Fields Belmont - Masterplan 70 0 0 0 Swansea Crown Reserve Program 100 150 150 200 Croudace Bay Sporting Complex 100 1000 0 0 Thomas Halton Park - Park Upgrade 200 1870 0 0 Thomas Halton Park - Bmx Track 432 0 0 0 TC Frith Ave Boolaroo Open Space 1000 2246 0 0 Lakelands Tennis - Amenities & Pathways 663 0 0 0 Lake Macquarie Variety Playground 452 0 0 0 Martinsville Oval 0 150 0 0 Pelican Boat Ramp - Land Based Works 947 0 0 0 Rathmines Park Masterplan 50 50 1500 0
Lake Macquarie City 32 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 LIFESTYLE AND WELLBEING FINANCIAL RESOURCES CONTINUED
CAPITAL - NEW CONTINUED $’000 $’000 $’000 $’000
Balcolyn Street Balcolyn Jetty 0 0 61 432 Car & Trailer Parking Swansea Boat Ramp 639 0 0 0 Community / Recreation Infrastructure 250 0 500 0 Morisset Skate Park 50 666 0 0 Pontoon Jetty Bennet Park Valentine 239 0 0 0 Pontoon Jetty Rathmines Park 239 0 0 0 Speers Point Park Jetty Replacement 905 0 0 0 Toronto Foreshore Masterplan 80 0 0 0 Wangi Rsl Jetty 635 672 0 0 Wyee West - Saltro Recreation Area 0 30 0 0 Redhead Beach - Lifeguard Observation Room 115 0 0 0 Catherine Hill Bay - Lifeguard Observation Room 75 0 0 0 Photovoltaic System 60Kw & Double Glazed Windows & Insulation 407 0 0 0 Total 10,473 43,970 22,215 15,637
CAPITAL - REPLACEMENT Acquisition Of Infringement Devices 0 11 19 0 Capital Equipment Parking Patrol Officers 0 0 7 0 Replacement Of Pool Testing Kits 0 2 0 0 Replacement Of Water Quality Meter 0 6 0 0 Asset Replacement - Essential Services Compliance 112 112 112 112 Community Development & Facilities - Replacement Works 708 731 751 771 Public Cemeteries - Replacement Works 105 107 110 112 Parks Building Replacement Works 618 632 647 662 Parks Facilities Replacement Works 1077 1103 1130 1157 Lake Foreshore Replacement Works 611 395 404 414 Rathmines Community Hall Rejuvenation 600 0 0 0 Hunter Sports Centre Replacement Works 142 146 150 153 Croudace Bay Rugby League Fields - Upgrade Floodlights 0 220 0 0 Thomas Halton Park - Skate Park Upgrade 324 0 0 0 Thomas Halton Park - Playground Upgrade 0 1710 0 0 Belmont Baths 457 0 0 0 Optimising Sports Turf Surfaces - Carrying Capacity, 300 220 280 0 Playability And Durability Martinsville Oval 101 472 0 0 Balcolyn Street Balcolyn Boat Ramp 0 0 0 58 Bernie Goodwin Reserve Morisset - Upgrade Playground & 818 0 0 0 Neighbourhood Centre Bill Bower Oval Glendale Floodlighting 579 0 0 0 Douglass St Oval Dora Creek - Upgrade Sportsfields 0 0 0 246 Lenaghan Oval Belmont North - Upgrade Floodlighting 0 0 45 250 Ulinga Oval Cardiff - Amenities & Carpark 0 72 1500 0 Ulinga Sports Complex & Community Hall 0 138 3155 0 Surf Club Replacement Works 198 203 209 213 Beach Lifeguard Service Equipment Replacement 18 8 5 9 Swansea Swim Centre Replacement Works 0 1045 0 0 Swansea Swim Centre Equipment Replacement 4 33 2 9 Charlestown Swim Centre Equipment Replacement 4 8 4 0 Speers Point Swim Centre Replacement Works 616 0 1073 0 Speers Point Swim Centre Equipment Replacement 4 8 0 102 West Wallsend Swim Centre Equipment Replacement 4 0 0 9 Morisset Swim Centre Replacement Works 400 0 0 0 Essential Upgrade To Toronto Indoor Swim Centre Plant Room 2698 0 0 0 Swim Centre Replacement Works 0 0 0 1102 Total 10,497 7,383 9,603 5,379
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 33 MOBILITY AND ACCESSIBILITY
OBJECTIVE It is safe and easy to connect with others and get around our City
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Ensure roads, drainage Undertake kerb and gutter construction projects in Asset Management and associated accordance with the works program infrastructure meets community needs and Undertake sealing of gravel roads in accordance with the Asset Management service levels works program Undertake road resurfacing and rehabilitation projects in Asset Management accordance with the works program Maintain roads, drainage and associated infrastructure in CiviLake accordance with the annual maintenance program Complete construction of Munibung Road, connecting City Projects Boolaroo and Cardiff Ensure active Undertake footpath projects in accordance with the Asset Management transportation works program infrastructure meets community needs and Undertake off-road cycleway projects in accordance with Asset Management service levels the works program Undertake local traffic and transport infrastructure Asset Management projects (e.g. bus shelters) in accordance with the works program Prepare the Charlestown Transport Management Plan for Integrated Planning public exhibition Update works programs associated with the footpath Asset Management and cycleway strategies to incorporate active transport objectives
RELATED PLANS Asset Management Plans Coastal Zone Management Plan
Footpath Strategy
Energy Resilience Plan
Cycling Strategy
Lake Macquarie City 34 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 MOBILITY AND ACCESSIBILITY
OBJECTIVE People of all abilities use and enjoy our places and spaces
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Ensure community Work with Transport NSW to improve accessibility of bus Asset Management and transportation stops and supporting infrastructure, in conjunction with infrastructure are changes to the regional transport network accessible for people with a wide range of Commence construction of a Changing Places facility Community Planning abilities at Caves Beach as part of the Disability Inclusion Action Plan, and as part of a broader refurbishment of the amenities building at Caves Beach Reserve
Complete construction of a Changing Places facility at Community Planning Toronto Swim Centre as part of the Disability Inclusion Action Plan, and as part of a broader refurbishment of the Toronto Swim Centre Complete designs for improved beach access to Community Planning Redhead and Blacksmiths beaches, as part of the Disability Inclusion Action Plan
RELATED PLANS Disability Inclusion Action Plan
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 35 MOBILITY AND ACCESSIBILITY
OBJECTIVE User-friendly and direct public transport connects our towns and villages
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Plan and advocate for Advocate for improved public transport infrastructure Executive the provision of State and services across the City public transport facilities and services that meet Advocate for State and Federal support for the Lake Executive community needs and Macquarie Transport Interchange and north west Lake service levels Macquarie area
RELATED PLANS Energy Resilience Plan
OBJECTIVE New technology supports our transport choices
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Ensure contemporary Implement strategic asset management systems Corporate Information technology is utilised including mobile capital works tools for managing the City’s transportation Implement technology to allow staff to access and action Corporate Information infrastructure assets and customer requests in the field operations
Lake Macquarie City 36 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 MOBILITY AND ACCESSIBILITY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 1,839 1,865 1,892 1,919 Capital Revenue 13,848 13,853 13,857 13,862 Total Revenue 15,687 15,718 15,749 15,781
Operational Expenditure (58,817) (59,622) (63,186) (64,848) Operating Result (43,130) (43,904) (47,437) (49,067)
Operating Result before Capital (56,978) (57,757) (61,294) (62,929)
Capital - New (15,929) (10,371) (11,108) (11,421) Capital - Replacement (25,566) (32,949) (33,542) (34,139) Dedications (13,500) (13,500) (13,500) (13,500) Transfer to Restricted Cash (1,661) (1,680) (1,699) (1,718) Loan Repayments - - - - Total Capital (56,656) (58,500) (59,849) (60,778)
Funds Required (99,786) (102,404) (107,286) (109,845)
Funded by: Loans Utilised 8,447 8,934 9,666 9,974 Proceeds from Asset Sales - - - - Restricted Cash - Depreciation 24,412 32,543 33,132 33,726 Restricted Cash - Other 10,288 3,218 3,519 4,031
BUDGET SURPLUS / (DEFICIT) (56,639) (57,709) (60,969) (62,114)
Capital Works Capital - New $’000 $’000 $’000 $’000 Minor Works 234 241 247 252 Subdivision Compliance - Project Management 675 695 716 737 Citywide Suburb Signs 51 52 0 0 Charlestown Smart Mall 1,000 0 0 0 Kerb & Gutter Construction 1,409 2,226 2,292 2,361 Sealing Gravel Roads 1,196 1,256 1,293 1,332 Traffic Facilities Improvement 1,017 1,057 1,576 1,611 Munibung Road Extension 4,944 Capital Expenditure - Urban Drainage 2,470 2,544 2,620 2,699 Bonnells Bay/Morisset - Bonnells Bay & Morisset Peninsula Cycleways - 880 0 0 0 Footpath & Cycleway Program 2,054 2,301 2,364 2,429 Total 15,929 10,371 11,108 11,421
Capital - Replacement $’000 $’000 $’000 $’000 Asset Replacement - Roads 1,945 2,015 2,067 2,121 Regional Roads Heavy Patching 222 225 229 232 Asset Replacement - Traffic & Transport 679 703 724 746 Asset Replacement - Retaining Walls 205 211 218 223 Road Resurfacing & Rehabilitation 21,860 29,120 29,609 30,102 Asset Replacement - Drainage 546 563 579 597 Additional Footpath Replacement Works 109 113 116 119 Total 25,566 32,949 33,542 34,139
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 37 DIVERSE ECONOMY
OBJECTIVE Our City is a popular destination with a wide variety of experiences
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Raise the City’s profile Implement the 2018-2019 actions as outlined in the Lake Cultural Services as a desirable visitor Macquarie Destination Management Plan destination Initiate a minimum of 60 nationally-focused tourism Cultural Services media and editorial opportunities to promote the City Assist industry in the development of four quality tourism Cultural Services products for the City, for example, on lake activities and tours Develop and implement quarterly online tourism Cultural Services destination marketing campaigns to key priority markets including families, visiting friends and relatives, over 55s and special interest groups Initiate two visitor economy research projects within Cultural Services the sporting and adventure tourism markets to assess growth and economic opportunities Partner with surf clubs to deliver high priority business Leisure Services development opportunities Build a strong City Implement the City’s identity, image and positioning Customer Service and identity Communications
RELATED PLANS Lake Macquarie Destination Management Plan Coastal Zone Management Plan
Lake Macquarie City 38 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 DIVERSE ECONOMY
OBJECTIVE We have an adaptable and diverse economy
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Promote an environment Consider annual progress reports from Dantia to ensure Executive where start-ups, small continued alignment with the City’s vision and medium businesses are encouraged Support businesses to Support implementation of the 1 Gigabyte City initiative Executive build capability to use to provide a high-speed, high-performance data network new technology in order to realise economic Partner with Service NSW to complete a pilot project to Organisational Performance opportunities reduce red tape for development and construction
RELATED PLANS Lake Mac Smart City, Smart Council Digital Economy Strategy
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 39 DIVERSE ECONOMY
OBJECTIVE Our growing population supports a thriving local economy
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Ensure land use plans Publish key City demographic, development approvals Integrated Planning have the appropriate and economic details via Council’s website on an annual balance of different land basis uses Exhibit a new long-term land use strategy for the City - Integrated Planning Lake Mac 2050 Develop evening and night-time economy policy Cultural Services
RELATED PLANS Lifestyle 2030 Strategy
Lake Macquarie City 40 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 DIVERSE ECONOMY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 47 48 49 50 Capital Revenue - - - - Total Revenue 47 48 49 50
Operational Expenditure (2,022) (2,052) (2,113) (2,146) Operating Result (1,975) (2,004) (2,064) (2,096)
Operating Result before Capital (1,975) (2,004) (2,064) (2,096)
Capital - New - - - - Capital - Replacement - - - - Dedications - - - - Transfer to Restricted Cash - - - - Loan Repayments - - - - Total Capital - - - -
Funds Required (1,975) (2,004) (2,064) (2,096)
Funded by: Loans Utilised - - - - Proceeds from Asset Sales - - - - Restricted Cash - Depreciation - - - - Restricted Cash - Other - - - -
BUDGET SURPLUS / (DEFICIT) (1,975) (2,004) (2,064) (2,096)
Capital Works Capital - New $’000 $’000 $’000 $’000 Nil - - - - Total - - - -
Capital - Replacement $’000 $’000 $’000 $’000 Nil - - - - Total - - - -
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 41 CONNECTED COMMUNITIES
OBJECTIVE Public spaces help connect us with each other and the world
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Empower our community Implement new technologies, such as 3D printing, Cultural Services to embrace technology coding workshops or audio/digital media, in three library spaces
Deliver a mobile library program where The Rover Cultural Services attends a minimum of 10 community events with 7000 customer interactions
Establish community renewable energy projects at two Sustainability host sites within the City Eliminate barriers to Increase to 100 the total number of Council data Corporate Information accessing information sets publicly available to increase transparency and and services provide a resource to catalyse local innovation and app development Develop a diverse program of arts, literacy and Cultural Services technology for the new Windale Library and community facility
Develop a cultural collections strategy and review Cultural Services collection procurement strategies to improve customer requests and access Expand free wi-fi at Council facilities and community Corporate Information events Enhance community Facilitate four urban and public art projects for the City, Cultural Services spaces with urban and including those listed in the works program public art, place making and place activation Enable meaningful Deliver a minimum of 2800 cultural programs and Cultural Services creative learning and activities at Lake Mac Libraries and Lake Macquarie City cultural experiences Art Gallery
RELATED PLANS Environmental Sustainability Action Plan Library Service Delivery Model Lake Mac Smart City, Smart Council Digital Economy Strategy Arts, Heritage and Cultural Plan Energy Resilience Plan
Lake Macquarie City 42 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 CONNECTED COMMUNITIES
OBJECTIVE We are a supportive and inclusive community
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Implement and review Hold at least 60 activities in Council’s Over 55s program Community Planning plans and strategies and 12 activities in the You’re Kidding Me program to to support an inclusive educate families and older people, and ensure that they community are able to participate in the community Undertake 10 capacity building initiatives with local Community Planning services and communities to meet the needs of disadvantaged groups or isolated communities
Implement six actions in Council’s Disability Inclusion Community Planning Action Plan that develop positive community attitudes and behaviours, and to support meaningful access to employment Receive at least 20 nominations for the Lake Macquarie Customer Service and Australia Day Awards Communications Commence implementation of Aboriginal cultural heritage Integrated Planning management reforms as outlined in the Aboriginal Cultural Heritage Act Support volunteer and Work with community groups to deliver capital works on Community Planning community groups to at least 10 local facilities increase community capacity
RELATED PLANS Disability Inclusion Action Plan
Aboriginal Community Plan Ageing Population Strategy Multicultural Plan Children and Family Strategy
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 43 CONNECTED COMMUNITIES
OBJECTIVE We are proud of our City’s heritage and cultures
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Celebrate our Aboriginal Produce and distribute four editions of the Koori Community Planning and Torres Strait Grapevine newsletter to provide information to the Islander culture and Aboriginal community on relevant programs and projects other cultures Administer the NAIDOC Week Grant program to provide Community Planning funding for schools and community groups to undertake activities and events to celebrate and recognise NAIDOC Week Seek opportunities to facilitate the interpretation of Cultural Services Aboriginal cultural heritage through the City, for example, artwork and interpretive signage
Develop and deliver 30 Aboriginal heritage educational Cultural Services and contemporary art programs in consultation with the community through the Lake Macquarie City Art Gallery and Lake Mac Libraries
RELATED PLANS Aboriginal Community Plan
Arts, Heritage and Cultural Plan
Lake Macquarie City 44 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 CONNECTED COMMUNITIES
OBJECTIVE Our community responds and adapts to change
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Adapt our City to a Complete Pelican Blacksmiths Local Adaptation Plan Sustainability changing climate Deliver emergency preparedness workshops to at least Sustainability five community groups and promote the Early Warning Network across the City
Empower our Support the Sustainable Neighbourhoods program Sustainability community to adopt to deliver environmental sustainability initiatives and sustainable behaviours activities that attract at least 4000 attendees and volunteers Deliver at least three programs to enhance the Sustainability connection between residents and the natural environment including Explore Our Great Outdoors, Backyard Habitat for Wildlife and Community Ecosystem Monitoring Program Encourage uptake of Develop an electric vehicle charging strategy for the City Sustainability smart and sustainable infrastructure
RELATED PLANS Lake Macquarie Development Control Plan 2014 Lake Macquarie Coastal Zone Management Plan Environmental Sustainability Action Plan Lake Macquarie Waterway Floodplain Risk Management Study and Plan Energy Resilience Plan
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 45 CONNECTED COMMUNITIES FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 1,556 1,587 1,568 1,600 Capital Revenue 687 687 687 687 Total Revenue 2,243 2,274 2,255 2,287
Operational Expenditure (20,487) (20,486) (21,137) (21,612) Operating Result (18,244) (18,212) (18,882) (19,325)
Operating Result before Capital (18,931) (18,899) (19,569) (20,012)
Capital - New (2,510) (1,480) (1,111) (1,040) Capital - Replacement (1,097) (1,122) (1,146) (1,171) Dedications (687) (687) (687) (687) Transfer to Restricted Cash (1,464) (1,477) (1,439) (1,451) Loan Repayments - - - - Total Capital (5,758) (4,766) (4,383) (4,349)
Funds Required (24,002) (22,978) (23,265) (23,674)
Funded by: Loans Utilised 2,510 1,480 1,111 1,040 Proceeds from Asset Sales - - - - Restricted Cash - Depreciation 1,589 1,618 1,677 1,707 Restricted Cash - Other 1,348 1,360 1,322 1,334
BUDGET SURPLUS / (DEFICIT) (18,555) (18,520) (19,155) (19,593)
Capital Works Capital - New $’000 $’000 $’000 $’000 Sustainability & Environmental Levy - Capital Works 94 96 99 102 Council Energy Resilience 2,208 1,173 800 725 Aged & Disabled Services New Works 209 210 212 214 Total 2,510 1,480 1,111 1,040
Capital - Replacement $’000 $’000 $’000 $’000 Asset Replacement - Emergency Services 36 36 36 36 Children Services Buildings - Replacement Works 153 157 162 166 Library Stock 570 582 593 605 Digital Collection 163 166 170 173 Speers Point Library Replacement Works 125 180 185 190 Wangi Wangi Library Replacement Works 50 0 0 0 Total 1,097 1,122 1,146 1,171
Lake Macquarie City 46 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 CREATIVITY
OBJECTIVE Creative thinking drives our City
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Create opportunities Undertake 2018-2019 actions as outlined in the Arts, Cultural Services that provide open Heritage and Cultural Plan communication, partnerships and leadership with the creative and cultural sector
RELATED PLANS Arts, Heritage and Cultural Plan Library Service Delivery Model
OBJECTIVE Our City has a strong creative industry
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Investigate opportunities Identify and develop three income-generating programs Cultural Services for improving income within the creative and cultural economy generation in the cultural sector
RELATED PLANS Arts, Heritage and Cultural Plan
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 47 CREATIVITY
OBJECTIVE Cultural experiences and public art connect us with the past, present and future
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Develop a suite of Host a minimum of four heritage network meetings and Cultural Services interpretation themes deliver engagement and awareness programs within the and sites around the City sector Run a cultural volunteer program with a minimum of 50 Cultural Services volunteers actively engaged in cultural programs
Deliver two virtual space projects that exploit technology Cultural Services to bring to life our history, landscape and oral history
RELATED PLANS Arts, Heritage and Cultural Plan Aboriginal Community Plan Lake Mac Smart City, Smart Council Digital Economy Strategy
Lake Macquarie City 48 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 CREATIVITY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 130 293 302 306 Capital Revenue - - - - Total Revenue 130 293 302 306
Operational Expenditure (2,065) (2,327) (2,392) (2,469) Operating Result (1,935) (2,034) (2,090) (2,163)
Operating Result before Capital (1,935) (2,034) (2,090) (2,163)
Capital - New (4,653) (205) (140) (115) Capital - Replacement (30) (31) (31) (32) Dedications - - - - Transfer to Restricted Cash - - - - Loan Repayments - - - - Total Capital (4,683) (236) (171) (147)
Funds Required (6,618) (2,270) (2,261) (2,310)
Funded by: Loans Utilised 897 55 55 50 Proceeds from Asset Sales - - - - Restricted Cash - Depreciation 290 31 31 32 Restricted Cash - Other 3,636 325 255 255
BUDGET SURPLUS / (DEFICIT) (1,795) (1,859) (1,920) (1,973)
Capital Works Capital - New $’000 $’000 $’000 $’000 Art Gallery Redevelopment Stage 3 1,818 0 0 0 Public Artworks Citywide 104 115 50 25 Arts Cultual Heritage Strategy Implementation 100 90 90 90 Public Art Tourism Driver 572 0 0 0 Speers Point Multi Arts Centre 2,060 0 0 0 Total 4,653 205 140 115
Capital - Replacement $’000 $’000 $’000 $’000 Art Gallery Replacement Works 30 31 31 32 Total 30 31 31 32
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 49 SHARED DECISION-MAKING
OBJECTIVE Partnerships between community, government and business benefit our City
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY Develop and maintain a Contribute to the regional strategic planning process Executive network of key agencies, through the Hunter Joint Organisation organisations, peak bodies and community Facilitate five meetings of the Lake Macquarie Community Planning groups Interagency, eight meetings for children’s or family services, and conduct two training sessions for community groups Influence decisions that Provide solutions-focused submissions and attend Executive impact our region appropriate workshops and consultation forums regarding Government policy reviews
Lake Macquarie City 50 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 SHARED SHARED DECISION-MAKING DECISION-MAKING
OBJECTIVE We know how and why decisions are made
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Deliver high quality and Answer 80 per cent of phone calls to Customer Service Customer Service and informative customer Centre within 30 seconds Communications service Greet customers at the Customer Service counter within Customer Service and three and a half minutes on average Communications Maintain and improve website content and processes to Customer Service and enhance the customer experience Communications
Develop a process to close the loop with customers on Customer Service and finalising the outcome of service requests Communications
Develop a process for benchmarking Council’s quality of Customer Service and customer service Communications
Provide clear, accessible Increase video content and investigate new tools for Customer Service and and relevant information Council’s website and intranet Communications to the community Use interactive online tools to present progress of Organisational Performance Council’s Operational Plan and financial performance
RELATED PLANS Customer Charter
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 51 SHARED DECISION-MAKING
OBJECTIVE Our community influences decisions that shape our City
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Actively engage with Identify new opportunities for community engagement Customer Service and and seek direction from and provide a broad range of engagement tools to Communications the community and key ensure accessibility for community participation stakeholders Provide resources to support 10 meetings of the Lake Community Planning Macquarie Youth Advisory Council, with outcomes of meetings inform Council’s strategies and plans Provide our customers Increase the number of people registered to receive their Customer Service and with simple and rates by email to more than 4000 Communications convenient ways to access and do business with Council
RELATED PLANS Community Engagement Strategy Customer Charter Lake Macquarie Youth Strategy
Lake Macquarie City 52 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 SHARED DECISION MAKING FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 2 2 2 2 Capital Revenue - - - - Total Revenue 2 2 2 2
Operational Expenditure (3,227) (3,169) (4,101) (3,197) Operating Result (3,225) (3,167) (4,099) (3,195)
Operating Result before Capital (3,225) (3,167) (4,099) (3,195)
Capital - New - - - - Capital - Replacement - - - - Dedications - - - - Transfer to Restricted Cash (207) (207) (270) (270) Loan Repayments - - - - Total Capital (207) (207) (270) (270)
Funds Required (3,432) (3,374) (4,369) (3,465)
Funded by: Loans Utilised - - - - Proceeds from Asset Sales - - - - Restricted Cash - Depreciation - - - - Restricted Cash - Other 282 147 910 -
BUDGET SURPLUS / (DEFICIT) (3,150) (3,227) (3,459) (3,465)
Capital Works Capital - New $’000 $’000 $’000 $’000 Nil - - - - Total - - - -
Capital - Replacement $’000 $’000 $’000 $’000 Nil - - - - Total - - - -
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 53 WORKS PROGRAM 2018-2019 This list outlines the physical works and actions that Council plans to undertake during the 2018/2019 financial year. The list is based on projects identified as a priority. It is Council’s intention to deliver these projects, or equivalent, subject to project feasibility and physical constraints. Council is forecast to spend $102 million on capital works.
PROJECT PROJECT TITLE LOCATION FOOTPATHS Park Avenue - footpath from Swansea High School to Northcote Avenue Caves Beach (St Patrick’s Primary School) - 800m Charlestown Frederick Street - footpath 104m City-wide various locations - investigations and designs for future works City-wide various locations - laneway rails and bollards City-wide various locations - miscellaneous pram ramps construction City-wide various locations - miscellaneous footpaths City-wide various locations - miscellaneous footpaths - replacement works Sealand Road - footpath in conjunction with continued stage 2 kerb and Fishing Point gutter construction - 380m Redhead Collier Street - footpath from Redhead Road to Shortland Street - 300m Redhead Redhead Road - footpath from Redhead Road to White Cap Close - 150m Redhead Steel Street - footpath from Collier Street to Liles Lane - 260m Watkins Road - footpath in conjunction with Stage 1 road rehabilitation between Short Street Wangi Wangi and Crescent Road - 640m Baldwin Boulevarde and Fishery Point Road - footpath in conjunction with road reconstruction Windermere Park between Pearson Street and Grant Street - 150m KERB AND GUTTER City-wide various locations - investigations and designs for future works Sealand Road - continued stage 2 kerb and gutter section between house number 35 and Fishing Point service road - both sides Carlisle Row - continued construction - kerb and gutter and rehabilitation on both sides between Fishing Point Hereford Rise and Bourneville Road OFF-ROAD CYCLEWAYS Bonnells Bay to Brightwaters and Sunshine - final design and commence construction Bonnells Bay (pending land matters) City-wide various locations - investigations and designs for future works Speers Point Speers Point to Glendale cycleway - commence construction
Lake Macquarie City 54 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 PROJECT PROJECT TITLE LOCATION ROAD RESURFACING AND REHABILITATION Bay Street - road rehabilitation incorporated with kerb and gutter - continued construction of Balcolyn Stage 2 works - section between Helena Street and Queens Street John Street - road rehabilitation between Macquarie Road and First Street (continued from Cardiff watermain relocation in 2017-2018) City-wide various locations - investigations and designs for future works City-wide various locations - partial asset rehabilitations City-wide various locations - road resurfacing City-wide various locations - minor bridge repair and replacement City-wide various locations - heavy road patching and regional road repairs Morisset Macquarie Street - road rehabilitation between Hospital Road and Rivergum Drive - construction Clydebank Road - Stage 2 - road rehabilitation from Stage 1 - Dorrington Street and Rathmines Letchworth Parade Alkrington Avenue - continued construction - the section between Bourneville Road and Rathmines Hereford Rise The Boulevarde - road rehabilitation from Victory Parade Main Road 217 Toronto (continued from watermain relocation in 2017-2018) Watkins Road - Stage 1 road rehabilitation (including kerb and gutter) between Wangi Wangi Short Street and Crescent Road Baldwin Boulevarde and Fishery Point Road - road reconstruction between Pearson Street Windermere Park and Grant Street (including kerb and gutter and drainage) Ruttleys Road - The section between Railway Bridge and 900m towards Wyee Government Road (stage 2) Wyee Wyee Road – Stage 5 road rehabilitation north from Ruttleys Road roundabout for 1.3km
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 55 PROJECT PROJECT TITLE LOCATION SEALING GRAVEL ROADS City-wide various locations - investigations and designs for future works Mandalong Midway Road - seal full length West Wallsend O’Donnelltown Road - seal from existing seal to end stage 2 STORMWATER DRAINAGE City-wide various locations - drainage replacement works City-wide various locations - miscellaneous drainage projects City-wide various locations - investigations and designs for future works Fishing Point Alkrington Road - drainage upgrade in conjunction with road reconstruction - continued works Mount Hutton Ada Street - flood mitigation outside house number 7A - continued works Wangi Wangi Beach Road - drainage upgrade works behind School Lane Watkins Road - drainage improvements in front of house number 102 Wangi Wangi (to be incorporated with road rehabilitation on Watkins Road) TRAFFIC AND TRANSPORT Old Belmont Road - install guardrail along the eastern side of Old Belmont Road, opposite its Belmont North intersection with Twin View Court Cardiff Thomas Street and Harrison Street intersection - pedestrian refuge City-wide various locations - investigations and designs for future works City-wide various locations - miscellaneous bicycle facilities City-wide various locations - miscellaneous bus facilities City-wide various locations - suburb signs City-wide various locations - traffic and transport facilities replacement Gateshead Sydney Street - install kerb extensions with a marked pedestrian crossing Kotara South Stuart, Lugar and Inglis Streets - replacement of rubber humps in asphalt Morisset Doyalson Street - kerb extensions at pedestrian crossing fronting school North Alton Road - pedestrian refuge at the intersection of Alton Road and Freemans Drive Cooranbong York Street - installation of kerb extensions and ramp at existing pedestrian crossing Teralba at Teralba Public School Whitebridge Waran Road - speed control devices stage 1 CEMETERIES Belmont replace cemetery headstone beams
Lake Macquarie City 56 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 PROJECT PROJECT TITLE LOCATION COMMUNITY BUILDINGS Balcolyn Shingle Splitters Reserve public toilet design Belmont Belmont Meals on Wheels office - kitchen replacement Cardiff Cardiff Men’s Shed - commence construction City-wide various locations - asbestos removal and replacement City-wide various locations - emergency services replacement City-wide various locations - master key system upgrade Dudley Dudley Senior Citizen’s - bathroom design Kilaben Bay Kilaben Bay Community Hall - kitchen upgrade Marmong Point Marmong Point Community Hall - kitchen and window replacement Martinsville Martinsville Oval - amenities design and commence construction Rathmines Rathmines Community Hall - internal refurbishment - construct Redhead Redhead Preschool - internal refurbishment Toronto Toronto Community Hall - demolition Windale Windale Tennis Courts - meterboard upgrade ENVIRONMENTAL ENHANCEMENT Belmont Nine Mile Beach rehabilitation Brightwaters Bay Vista Road illegal dumping deterrence City-wide various locations - lighting, heating and cooling upgrades City-wide various locations - stormwater treatment devices City-wide various locations - foreshore stabilisation and littoral vegetation City-wide various locations - creek stabilisation and riparian vegetation works City-wide various sports fields - irrigation system modernisation works Jewells Crockers Creek - streambank rehabilitation Redhead Nine Mile Beach rehabilitation Swansea Black Neds Bay wetland rehabilitation BEACH AND LAKE AQUATIC FACILITIES Belmont Belmont Baths - swimming enclosure construction Belmont Belmont Baths - amenities building construction Blacksmiths Blacksmiths Surf Lifesaving Club - skylight and ventilation design and construct Catherine Hill Bay Catherine Hill Bay Beach - new lifeguard observation room - continued construction Caves Beach Caves Beach Surf Lifesaving Club - public amenities near car park Caves Beach Caves Beach Surf Lifesaving Club - hydrant upgrade City-wide various locations - lake foreshore rehabilitation
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 57 PROJECT PROJECT TITLE LOCATION City-wide various locations - stormwater quality improvement device - replacement Pelican Pelican Boat Ramp replacement - construction Rathmines pontoon - design and commence construction Redhead Beach lifeguard observation room - design and construct Redhead Redhead Surf Lifesaving Club - kiosk and services upgrade - construction Speers Point Jetty renewal works - design Swansea James L Boyd Reserve - car park upgrade construction Valentine Bennett Park - pontoon - design and commence construction Wangi Wangi Wangi Wangi Jetty - design and commence construction LIBRARY AND CULTURAL FACILITIES Booragul Lake Macquarie City Art Gallery - investigation and upgrade of switchboard - construction Charlestown Charlestown Library - minor internal refurbishment - construction Swansea Swansea Centre - building and mechanical system design Wangi Wangi Library - external and internal refurbishment - design and construction Wangi Wangi (pending grant funding) PARKS AND PLAYGROUNDS Belmont Molly Smith Netball Courts - resurface courts 22 and 25 Blacksmiths Install new beach access pathways to existing beach access points Blacksmiths Replace water charged fencing around Blacksmiths Oval Booragul Edwards Parks playground renewal/grant assisted City-wide various locations - fencing renewal projects - parks and playgrounds City-wide various locations - table renewal projects - parks and playgrounds Eleebana Thomas H Halton Reserve - improvements - commence construction Kahibah Kahibah Park - replace existing playground and equipment Martinsville Martinsville Playground - design and commence construction Morisset Morisset Skate Park - design and commence construction Morisset Bernie Goodwin Reserve - improvements, upgrade and commence construction Swansea Coon Island - foreshore improvements - stage 2 construction Swansea Parbury Park complex - resurface court Speers Point Lake Macquarie Variety Playground - extension - construction Warners Bay Warners Bay foreshore upgrade - continue construction West Wallsend West Wallsend Tennis Courts - replace existing shelter Windale Windale Skate Park - design and commence construction (subject to land ownership resolution)
Lake Macquarie City 58 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 PROJECT PROJECT TITLE LOCATION SPORTING FACILITIES Belmont Belmont Sports Complex Master Plan - detailed design Boolaroo TC Frith Croquet Facility - continue detailed design Cameron Park Pasterfield Sports Complex - complete construction Croudace Bay Croudace Bay Skate Park - design and commence construction Croudace Bay Croudace Bay Sporting Complex Master Plan - commence detailed design Glendale Bill Bower Sportsground - floodlight upgrade construction Lakelands Lakelands Tennis Facility - amenities and path construction Swansea Parbury Park - floodlight upgrade - construction Warners Bay Feighan Oval - floodlight upgrade - construction Warners Bay Feighan Oval - amenities - construction LAKE MAC SWIM CENTRES Speers Point Speers Point Swim Centre - modification of starting block plinths Speers Point Speers Point Swim Centre - plant room circulation upgrade Speers Point Speers Point Swim Centre - solar and pool heating system installed Swansea Swansea Swim Centre - kiosk design Swansea Swansea Swim Centre - modification of starting block plinths Toronto Swim Centre - 60kW photovoltaic system, roof replacement, double glazed windows Toronto and insulation, accessible amenities changing place, upgrade to plant room - construction MAJOR INFRASTRUCTURE Awaba Awaba Waste Management Facility expansion - new works Munibung Road - complete construction of Munibung Road extension linking Boolaroo and Boolaroo Cardiff LAKE MAC HOLIDAY PARKS Belmont Belmont Pines Lakeside - installation of new accessible villa Blacksmiths Blacksmiths Beachside - installation of new accessible villa Swansea Swansea Gardens Lakeside - installation of new accessible villa and new villa Swansea Swansea Gardens Lakeside - complete construction of amenities refurbishment URBAN AND PUBLIC ART Caves Beach Beach precinct - sculpture and gate commission Speers Point Speers Point Park - sculpture commission Windale Shopping area - public art commission
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 59 BUSINESS ACTIVITIES
Council is involved in a range of business activities. The profits generated by Council businesses are returned to the community through the provision of additional and improved services. By competing with private enterprise, staff are also able to develop new skills. Further community benefits are realised through Council measuring the competitiveness of its in-house service provision against external providers and reducing the unit cost of overheads by allocating them more widely.
Lake Macquarie City 60 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 Property and CiviLake Business Development CiviLake provides a wide range of The Property and Business civil engineering construction and Development department is dedicated maintenance works and services, to the management of Council’s plus open space maintenance, community and operational real estate signwriting, and building trades assets. Operational assets include services to Council and those needed to conduct the business private clients. of Council, like the Administrative CiviLake returns the profits Centre, and those that are held to generated from private works maximise recurring income to Council. back to the community through The department is self-funding and improved and additional services. contributes to Council’s General Fund. Carrying out private works and The Property and Business services also enables CiviLake to Development department is also benchmark itself against private responsible for the operation of enterprise and demonstrate that Council’s four Holiday Parks - Wangi its works and services carried out Point Lakeside, Belmont Pines, for Council are done in an industry- Blacksmiths Beachside and Swansea competitive manner. Gardens, with the objective of offering high-quality tourist facilities to visitors of our City. The Holiday Parks are self- funding and any profits are reinvested in the holiday parks.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 61 BUSINESS ACTIVITIES PROPERTY AND BUSINESS DEVELOPMENT OBJECTIVE We provide a high standard of facilities at our Holiday Parks
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Continually improve Undertake Holiday Parks projects in accordance with Property and Business amenities at Holiday the works program Development Parks where feasible Develop and implement an annual asset management Property and Business plan for each Holiday Park Development Develop and implement an annual marketing plan with Property and Business a comprehensive strategy, budget and action plan to Development enhance the profile of Lake Mac Holiday Parks Ensure Holiday Park fees Carry out an annual benchmarking report prior to setting Property and Business and charges are in line the fees and charges each year Development with industry standards
OBJECTIVE Maximise the long-term value of Council’s strategic property portfolio
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Manage strategically Report on actions undertaken in town centres that Property and Business held properties and address development opportunities, constraints, value- Development land holdings to create add and disposal options for Council-owned operational reoccurring income classified land and increase return on investment Undertake actions to manage Council-owned Property and Business operational holdings outside town centres in accordance Development with the 10-year strategic review Update and implement asset management plans for Property and Business Council-owned investment holdings in line with return on Development investment parameters Apply the Lease Equity Renew all applicable leases and licences that expire Property and Business Model for leased during the year in line with the Lease Equity Model Development facilities
Lake Macquarie City 62 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 PROPERTY FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 11,345 11,712 12,059 12,402 Capital Revenue - - - - Total Revenue 11,345 11,712 12,059 12,402
Operational Expenditure (8,884) (8,945) (9,256) (9,537) Operating Result 2,461 2,767 2,803 2,865
Operating Result before Capital 2,461 2,767 2,803 2,865
Capital - New (2,345) (657) (846) (432) Capital - Replacement (325) (710) (1,260) (1,420) Dedications - - - - Transfer to Restricted Cash (16,114) (14,118) (13,554) (12,742) Loan Repayments - - - - Total Capital (18,784) (15,485) (15,660) (14,594)
Funds Required (16,323) (12,718) (12,857) (11,729)
Funded by: Loans Utilised - - - - Proceeds from Asset Sales 4,618 2,256 1,295 140 Restricted Cash - Depreciation 1,068 1,101 1,192 1,228 Restricted Cash - Other 10,637 9,361 10,370 10,361
BUDGET SURPLUS / (DEFICIT) - - - -
Capital Works Capital - New $’000 $’000 $’000 $’000 Sale Of Council Land 725 353 368 52 New Development - 113 Wyndham Way Eleebana 958 0 0 0 Land Development - Anticipated Projects 79 81 84 85 Sale Of Community Land 38 39 40 41 Blacksmiths - New Capital Works 155 20 20 195 Belmont - New Capital Works 150 50 120 20 Swansea - New Capital Works 220 95 195 20 Wangi Holiday Park - New Capital Works 20 20 20 20 Total 2,345 657 846 432
Capital - Replacement $’000 $’000 $’000 $’000 Blacksmiths - Replacement Capital Works 70 60 370 320 Belmont - Replacement Works 115 450 270 620 Swansea - Replacement Works 20 120 500 460 Wangi Holiday Park - Replacement Capital Works 20 20 20 20 Replacement Of Roof, Guttering And Downpipes - Lake Cinema - - 100 - Replace Roof 100 - - - Replacement Of Air Conditioning - 60 - - Total 325 710 1,260 1,420
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 63 BUSINESS ACTIVITIES CIVILAKE
OBJECTIVE External works provide additional revenue to Council
STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY
Undertake external Undertake external works that generate a profit of CiviLake works to generate greater than five per cent of actual costs commercial returns and provide benchmarking opportunities against broader industry
Lake Macquarie City 64 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 CIVILAKE FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 4,217 4,046 3,884 3,731 Capital Revenue - - - - CIVILAKE Total Revenue 4,217 4,046 3,884 3,731 Operational Expenditure (3,595) (3,454) (3,321) (3,196) Operating Result 622 592 563 535
Operating Result before Capital 622 592 563 535
Capital - New - - - - Capital - Replacement (998) - - - Dedications - - - - Transfer to Restricted Cash (622) (592) (563) (535) Loan Repayments - - - - Total Capital (1,620) (592) (563) (535)
Funds Required (998) - - -
Funded by: Loans Utilised - - - - Proceeds from Asset Sales - - - - Restricted Cash - Depreciation 998 - - - Restricted Cash - Other - - - -
BUDGET SURPLUS / (DEFICIT) - - - -
Capital Works Capital - New $’000 $’000 $’000 $’000 Nil - - - - Total - - - -
Capital - Replacement $’000 $’000 $’000 $’000 Relocation & Restablishment Of Civilake’S Bulk Materials 598 Storage Operation Toronto Sub Depot Relocation To Woodbine Close Toronto 400 - - - Total 998 - - -
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 65 ORGANISATIONAL SUPPORT DELIVERING OUR FUTURE
In order to deliver on our community’s vision, Council provides a wide range of internal support services. These are made up of our Resourcing Strategy – asset, workforce, financial, information technology and plant and fleet management – plus others including procurement, supply, safety, records, governance and corporate planning. Council’s Resourcing Strategy supports the Community Strategic Plan, Delivery Program and Operational Plan by detailing how Council can help achieve the community’s goals in DELIVERING terms of time, money, assets and people. OUR FUTURE
Effective resource planning ensures focus on Resourcing Strategy 2017–2027 the short-term and long-term goals for the City. Detailed strategy and action plans sit within the Resourcing Strategy in the following areas: workforce planning; asset management planning; financial planning; information technology and management; and plant and fleet management. The following table outlines the finances required to deliver on the actions contained in the Resourcing Strategy, as well as those required to provide internal support services.
Lake Macquarie City 66 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 ORGANISATIONAL SUPPORT FINANCIAL RESOURCES
2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 Operational Revenue 158,795 163,324 167,918 172,637 Capital Revenue 8,220 23,878 7,023 7,170 Total Revenue 167,015 187,202 174,941 179,807
Operational Expenditure (12,648) (15,648) (16,532) (17,808) Operating Result 154,367 171,554 158,409 161,999
Operating Result before Capital 146,147 147,676 151,386 154,829
Capital - New (2,021) (6,125) (6,280) (6,317) Capital - Replacement (10,562) (8,460) ( 7,9 0 3) (8,270) Dedications - - - - Transfer to Restricted Cash (13,439) (30,836) (14,111) (14,388) Loan Repayments (3,872) (5,845) (6,710) ( 7,9 9 0) Total Capital (29,894) (51,266) (35,004) (36,965)
Funds Required 124,473 120,288 123,405 125,034
Funded by: Loans Utilised 2,924 1,182 1,952 2,873 Proceeds from Asset Sales 1,467 1,665 1,311 1,292 Restricted Cash - Depreciation 12,559 14,341 18,090 19,727 Restricted Cash - Other 5,448 12,871 13,103 13,262
BUDGET SURPLUS / (DEFICIT) 146,871 150,347 157,861 162,188
Capital Works Capital - New $’000 $’000 $’000 $’000 It & Im Future Development 0 500 500 500 Capital Contributions - Expenditure 0 24 24 25 Capital Contributions Rms - Expenditure 0 1,131 1,155 1,179 Capital Grants - Expenditure 0 4,448 4,568 4,581 New Plant Program 1,734 0 0 0 New Plant (18/19) - Green Crew Equipment - Civ 265 Furniture Acquisitions 22 22 32 33 Total 2,021 6,125 6,280 6,317
Capital - Replacement $’000 $’000 $’000 $’000 It & Im Future Development - 389 379 379 Council’S Online Replacement - Authority Implementation 1,185 - - - Software Upgrade Q Flow Counter Ticketing - - 81 - Plant Replacement - Light Vehicles 2,300 2,300 2,300 2,300 Plant Replacement - Small Plant Items 500 500 500 500 Plant Replacement - Plant & Equipment Items 4,480 4,640 3,995 4,425 Office Furniture Replacement 15 16 16 17 Administration Building Replacement Works 1,605 294 302 310 Administration Building Replacement Furniture 13 13 13 14 Boolaroo Works Depot - Replacement Works 464 308 316 325 Total 10,562 8,460 7,903 8,270
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 67 FINANCIAL MANAGEMENT
Lake Macquarie City 68 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 FINANCIAL MANAGEMENT RATES
About rates
Council raises about 40 per cent of These categories are: its operating income from rates and residential; provides many services that rates business; help to fund. farmland; and These services include: mining. maintenance of roads, parks and gardens; Council decides which category your property should be in, based on its libraries; land use. community services for senior Rates are calculated annually and citizens and youth; include the ordinary rate and annual town planning; charges. The ordinary rate includes food inspections; a flat base amount, plus an ad animal services; valorem amount, which is based on the value of your land. Land valuation tourism; and is conducted every three years by
swimming pools. the NSW Valuer General. The land Rates are the way our community value does not include the value contributes to funding these services. of your house, buildings, or other Council rates are determined in improvements to the land. Council accordance with the provisions of the uses this figure to calculate the ad Local Government Act 1993. This valorem amount to reflect any legislation provides the process to changes in the value of your land. calculate rates and limits the income councils can receive from rates. Each property in Lake Macquarie falls into one of four categories for rating purposes depending on the land use of the property.
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 69 Ordinary and special rates
The categories of residential, farmland, The rating structure for the farmland category mining and business apply to the whole of is based on a combination of a base amount of the Council area. rate and an ad valorem component. The base The rating structure for the residential category amount for this category is set the same as the is based on a combination of a base amount of base amount for the residential category, with rate and an ad valorem (amount in the dollar) the ad valorem component being set at component. The level of the base amount has 70 per cent of the ad valorem component been set to achieve 50 per cent of total rate in the residential category. income from this category, with the ad valorem The rate amounts shown in this document component raising the remaining 50 per cent of include the ordinary rate and a special rate the total income. variation approved by IPART in 2012. This The rating structure for the business and mining special rate applies until 30 June 2019 and categories is based on a combination of a base increases Council’s general income to secure amount of rate and an ad valorem component. its long-term financial sustainability and maintain The level of the base amount has been set to assets and levels of service needed achieve two per cent of total rate income from for our residents. each category, with the ad valorem component raising 98 per cent of the total income.
Table 2: 2018/2019 rating structure and yield
Ad valorem Base amount 2018-2019 Base amount Rate type Category Sub-category amounts cents per cent of total Rate yield $ in $ rates $
Ordinary Residential Not applicable 0.252826 713.16 50.00 113,806,456
Ordinary Farmland Not applicable 0.176978 713.16 37.0 8 76,939
Ordinary Mining Not applicable 2.659983 1063.29 2.00 956,964
Ordinary Business Not applicable 1.189720 100.91 2.00 19,032,151
NOTES: 1. The amounts shown in the column 2018/2019 Rate Yield have been calculated in accordance with the permissible increase in Council’s Notional General Income, for 2018/2019 of four point seven five per cent (4.75%). This is in accordance with a determination made by IPART, resulting from an application for a Special Variation to General Income, in accordance with Section 508A of the Local Government Act 1993. 2. The difference in the rate yield (as shown above) and the rate income (as shown in the overall summary of estimates of income and expenditure for the year ended 30 June 2019) is as a result of the granting of Pensioner Rebates, rate adjustments as a result of Section 585 of the Local Government Act 1993 (i.e. where ratepayers apply for a postponement of part of rates on land which is used only as the site of a house or rural land but, because of its zoning or permitted use, is valued for rating purposes in a way that reflects its permitted use rather than its actual use) and a minimal amount in relation to unknown owners. 3. As Council will continue to process adjustments to its rating records until the time the Operational Plan is adopted, minor changes to the amounts shown in the above table will occur. These adjustments include the processing of Supplementary Valuation Lists from the Valuer General’s Department, changes to rating categories, and changes in the rateability of land. 4. The amounts shown in the above table are inclusive of adjustments to Notional Income for newly rateable Crown Land.
Lake Macquarie City 70 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 FEES AND CHARGES FOR GOODS AND SERVICES
Each year, Council determines its fees and prices fixed by relevant industry bodies; charges. Income from fees and charges helps any factors specified in the Local us provide services and facilities for our City. Government regulations; Our fees and charges are intended to cover the equity factors; cost associated with: user pays principle; the supply of a product, service, or commodity; financial objectives; the giving of information; customer objectives; providing a service in connection with the resource use objectives; and Council’s regulatory functions, including cross-subsidisation objectives. receiving an application for approval, Council reviews all fees and charges, not granting an approval, making an inspection subject to statutory control, on an annual basis, and issuing a certificate; and prior to finalisation of Council’s annual operating allowing admission to any building or budget. enclosure. The predominant consideration in reviewing In accordance with Section 608 of the Local those fees and charges is full cost recovery on Government Act 1993 and other relevant a fee for service (user pays) basis. However, legislation, Council levies a range of fees and this principle only applies where the cost of charges as contained within this document. the service provision and the end users can be When Council determines its fees for goods accurately determined. and services, it takes into account the following Council’s annual Fees and Charges are factors: available at lakemac.com.au. the cost of providing the service; the importance of the service to the community;
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 71 Domestic waste Commercial waste management charge management charge The domestic waste management charge is an The commercial waste management charge for annual charge for waste services that is listed 2018/2019 per property per service is $460. as a separate amount on your residential or The estimated yield of the charge (excluding farmland rates notice. It includes a levy charged GST) is $2,022,410. by the state government. Most NSW councils have to pay the levy, which they then have to pass on to ratepayers on a Effluent removal charge fee for service basis. Councils are not permitted Council levies a waste management charge to make a profit or loss from this levy. for effluent removal services, which will apply The charge in 2018/2019, per rateable uniformly to each parcel of rateable land for property, per service is: which the service is available. The charge for 2018/2019 per property is $2,580. The estimated yield of the charge is $985,560.
Fee Type 2018/2019 Domestic Waste Management Charges Standard domestic waste management package – this fee is for one 240L fortnightly garbage, one 240L/360L $434 fortnightly recycling, and one 240L weekly green bin collection service
Strata standard package – this fee is for one 240L fortnightly garbage, one 240L/360L fortnightly recycling, and $434 one 240L weekly green bin collection service
Strata weekly package – this fee is for one 240L weekly garbage, one 240L/360L fortnightly recycling, and one $610 240L fortnightly green bin collection service
Strata downsize standard package – this fee is for one 140L fortnightly garbage, one 140L fortnightly recycling, $384 and one 140L green bin collection service
Strata downsize weekly package – this fee is for one 140L weekly garbage, one 140L fortnightly recycling, and $560 one 140L fortnightly green bin collection service
Strata shared 240L standard package (shared between 2 strata dwellings) *$334
Strata shared 240L weekly package (shared between 2 strata dwellings) *$591
Strata shared 660L standard package (shared between 3-5 strata dwellings) *$509
Strata shared 660L weekly package (shared between 3-5 strata dwellings) *$908
Strata shared 1100L standard package (shared between 6-10 strata dwellings) service *$356
Strata shared 1100L weekly package (shared between 6-10 strata dwellings) *$658 The estimated yield of the charge is $36,956,064. * fee per property
Lake Macquarie City 72 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 PROPOSED BORROWINGS
Council’s borrowings are governed by the The Minister may impose limitations provisions of the Local Government Act or restrictions on borrowings by a 1993 and the Local Government (General) particular council. Regulation 2005. The proposed loan program below reflects A council may borrow at any time for any the loan-borrowing program to be adopted by purpose allowed under the Local Government Council for the 2018/2019 financial year. Act 1993. A council may borrow by way of overdraft or loan or by any other means approved by the Minister.
Proposed Borrowings 2018/2019 loan program
Project Description Total Council’s computer systems upgrade 903,862 Waste Management Plant 1,734,000 Furniture Acquisitions 21,500 Awaba Waste Management Facility Expansion 13,325,027 Council Energy Risilience 2,301,439 Stormwater Treatment, Foreshore Stabilisation & Riparian Works 611,898 Aged & Disabled Services Works 208,733 West Wyee Paper Subdivision Planning & Design 698,329 Subdivision Compliance 909,048 Management of Traffic & Transport Assets 51,200 Sealing Gravel Roads 695,816 Kerb & Gutter Construction 1,250,707 Traffic Facilities Improvement 1,016,682 Drainage Improvement 2,469,583 Footway & Cycleway Construction 2,054,012 Caves Beach Amenities Upgrade 500,000 Hunter Sports Centre Upgrade - New Works 54,573 Frith Ave Boolaroo Open Space & Amenities 2,130,506 Catherine Hill Bay Lifeguard Oberservation Room 190,000 Art Gallery Construction 8 97,40 0 Pontoon Jetty Rathmines Park 63,508 Green Crew Equipment 265,000 Total 32,352,823
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 73 PROJECTED FINANCIAL STATEMENT 2017/2018 - 2021/2022
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 $’000 Income from Continuing Operations Income Rates 123,632 130,578 134,041 137,581 141,200 Annual Charges 37,262 38,719 40,301 41,491 42,447 User Charges & Fees 17,616 17,20 5 18,004 18,436 19,137 Interest on Investments 6,219 7,354 8,087 8,522 9,290 Grants & Contributions - Operating 20,382 27,58 0 28,135 28,505 29,044 Grants & Contributions - Capital 43,443 37,9 6 5 50,621 33,764 33,910 Other Revenue 12,672 12,709 12,712 12,717 12,741 Net Gain on Disposal of Assets 763 - - - - Total Income from Continuing Operations 261,989 272,110 291,901 281,016 287,769
Expenses Employee Costs (87,571) (98,909) (100,156) (104,588) (108,466) Materials & Contracts (55,568) (38,515) (38,383) (38,189) (37,481) Borrowing costs (5,934) ( 7,246) (9,365) (9,941) (10,963) Depreciation (50,201) (55,475) (57,18 6) (61,743) (62,988) Other Operating Expenses (26,880) (29,803) (30,630) (31,546) (32,880) Net Loss on Disposal of Assets (1,221) - - - - Total Expenses from Continuing Operations (227,375) (229,948) (235,720) (246,007) (252,778)
Operating Result from Continuing Operations 34,614 42,162 56,181 35,009 34,991
Operating Result from Discontinued Operations - - - - -
Net Operating result for the year Attributable to: - Council 34,614 42,162 56,181 35,009 34,991 - Minority interests - - - - -
Net operating result for the year before grants and (8,829) 4,197 5,560 1,245 1,081 contributions provided for capital purposes
Capital Expenses Capital - New (65,884) (52,490) (63,437) (42,345) (35,625) Capital - Replacement (71,410) (49,316) (50,903) (53,740) (50,678) Dedications (14,852) (14,687) (14,687) (14,687) (14,687) Transfer to Restricted Cash (102,353) (91,875) (105,987) (89,597) (90,143) Loan Repayments (2,571) (3,872) (5,845) (6,710) ( 7,9 9 0) Total Capital (257,070) (212,240) (240,859) (207,079) (199,123)
Funds Required (222,456) (170,078) (184,678) (172,070) (164,132)
Funded By: Loans Utilised 29,510 32,353 14,067 22,104 15,172 Sale of Assets 11,792 6,085 3,921 2,606 1,432 Restricted Cash – Asset Replacement 54,780 50,059 55,442 62,683 61,774 Restricted Cash – Other 125,510 80,776 110,426 83,837 84,896 Funded from Provision for Future Rehabilitation 788 805 822 840 858
Budget Surplus / (Deficit) (76) - - - -
Balance of Funds Unspent Loans 200 200 200 200 200 Unspent Grants and Contributions 80,584 92,842 81,823 82,413 82,746 Funded Provision for Asset Replacement 26,426 31,842 33,586 32,648 33,862 Funded Provision for ELE 1,000 1,000 1,000 1,000 1,000 Other Restricted Cash 101,585 101,693 109,575 116,085 122,376 Unrestricted Cash (76) (76) (76) (76) (76) Total Cash 209,720 227,502 226,110 232,270 240,108
Gross Debt 105,415 133,567 141,789 157,183 164,366
Lake Macquarie City 74 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 PROJECTED STATEMENT OF FINANCIAL POSITION 2017/2018 - 2021/2022
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 30/6/2018 30/6/2019 30/6/2020 30/6/2021 30/6/2022 $’000 $’000 $’000 $’000 $’000 ASSETS Current Assets Cash and Cash equivalents 21,844 23,811 23,666 24,310 25,131 Investments 106,188 115,754 115,046 118,180 122,167 Receivables 13,281 13,547 13,818 14,094 14,376 Inventories 1,987 2,027 2,067 2,109 2,151 Other 456 465 474 484 494 Non-current assets classified as held for sale - - - - - Total Current Assets 143,756 155,605 155,072 159,177 164,318
Non-Current Assets Investments 80,738 88,011 87,473 89,856 92,887 Receivables 995 1,014 1,035 1,055 1,076 Inventories 500 500 500 500 500 Property, Plant and Equipment 2,551,571 2,606,031 2,674,515 2,721,451 2,758,348 Other 725 461 198 0 - Total Non-Current Assets 2,634,528 2,696,017 2,763,721 2,812,861 2,852,812
Total Assets 2,778,284 2,851,622 2,918,792 2,972,039 3,017,129
LIABILITIES Current Liabilities Bank overdraft - Payables 19,722 20,117 20,519 20,930 21,348 Borrowings 3,871 5,845 6,710 7,9 9 0 8,932 Provisions 65,170 66,995 68,871 70,799 72,781 Total Current Liabilities 88,763 92,956 96,099 99,720 103,063
Non-Current Liabilities Payables - - - - - Borrowings 101,544 128,052 135,409 149,523 155,763 Provisions 16,989 17,46 4 17,9 53 18,456 18,973 Total Non-Current Liabilities 118,533 145,516 153,362 167,979 174,736
Total Liabilities 207,296 238,472 249,461 267,699 277,798
Net Assets 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331
EQUITY Retained Earnings 1,303,166 1,345,328 1,401,509 1,436,518 1,471,509 Revaluation Reserve 1,267,822 1,267,822 1,267,822 1,267,822 1,267,822 Council equity interest 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331 Minority equity interest Total Equity 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 75 PROJECTED CASH FLOW STATEMENT FOR YEARS ENDED 30 JUNE 2017/2018 - 2021/2022
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 $’000 $’000 $’000 $’000 $’000 Opening Cash 242,062 209,720 227,174 225,782 231,941 Cash flows from operating activities Receipts: Rates and annual charges 160,894 169,297 174,342 179,072 183,647 User charges and fees 17,616 17,20 5 18,004 18,436 19,137 Investment revenue and interest 6,219 7,354 8,087 8,522 9,290 Grants and contributions 20,382 27,58 0 28,135 28,505 29,044 Other 12,672 12,709 12,712 12,717 12,741 Payments: Employee benefits and on-costs (87,571) (98,909) (100,156) (104,588) (108,466) Materials and contracts (55,568) (38,515) (38,383) (38,189) (37,481) Operating Expenses (24,859) (27,731) (28,505) (29,367) (30,646) Borrowing costs (5,934) ( 7,246) (9,365) (9,941) (10,963) Other 285,913 271,464 292,373 291,277 298,573
Cash flows from financing activities Additional Borrowings 23,288 32,353 14,067 22,104 15,172 Repayments (2,571) (3,872) (5,845) (6,710) ( 7,9 9 0) 306,630 299,945 300,595 306,671 305,755
Cash flows from investing activities Capital Contributions 28,591 23,278 35,934 19,077 19,223 New Acquisitions (65,884) (52,490) (63,437) (42,345) (35,625) Replacement Acquisitions (71,410) (49,316) (50,903) (53,740) (50,678) Sale of Assets 11,792 6,085 3,921 2,606 1,432 Add back non cash items 209,719 227,502 226,110 232,269 240,107
Restricted Cash * Opening Balance 242,062 209,796 227,577 226,185 232,346 Transfers to Restrictions 175,842 179,702 177,240 173,444 168,303 Transfers from Restrictions (208,108) (161,921) (178,632) (167,28 3) (160,465)
Total Restricted Cash 209,796 227,577 226,185 232,346 240,184
Unrestricted Cash (76) (76) (76) (76) (76)
Closing Balance 209,720 227,502 226,110 232,270 240,108
* Council maintains a number of assets (or reserves) for various purposes. Externally restricted reserves can only be used for the purpose for which it has been received, whereas internally restricted reserves have been determined by Council for use in a specific fashion.
Lake Macquarie City 76 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 PROJECTED RESTRICTED CASH FOR YEARS ENDED 30 JUNE 2017/2018 - 2021/2022
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022
External Restrictions: $’000 $’000 $’000 $’000 $’000
RMS Advances 866 1,974 1,974 1,974 1,974 Developer Contributions 69,614 79,997 69,340 69,948 70,301 Specific Purpose Unexpended Grants 6,585 8,036 7,6 55 7,615 7,570 Domestic Waste Management Surplus 11,017 10,370 12,002 14,306 16,746 DWM Land Infrastructure 3,516 4,102 4,711 5,335 5,977 DWM Site Rehabilitation 7,722 8,674 9,646 10,638 11,651 Crown Reserve 130 178 175 219 213 Caravan Parks Reserve 2,422 3,315 4,182 4,308 4,333 Contributions to Works 1,711 2,134 2,153 2,175 2,200 Contributions - Trust 2,493 2,493 2,493 2,493 2,493 Waste & Sustainability Improvement (WaSIP) 12 12 12 12 12 Other Sundry Contributions 182 182 182 182 182 106,269 121,465 114,524 119,206 123,651
Internal Restrictions:
Employee Leave Entitlements 1,000 1,000 1,000 1,000 1,000 Asset Replacement Reserve 26,426 31,842 33,586 32,648 33,862 Strategic Property Reserve 21,585 23,395 24,453 24,586 23,972 Unexpended Loan Funds 200 200 200 200 200 External Works 769 994 1,208 1,412 1,607 Section 94 Matching Funds 7,24 4 7,275 7,3 07 7,3 39 7,371 General Fund Restricted Cash 3,778 3,331 3,172 3,162 3,162 Open Space Acquisition 4,465 4,465 4,465 4,465 4,465 Quarry Rehabilitation 3,014 2,462 2,199 1,654 615 Grant Matching Funds 1,322 1,115 889 999 1,099 Community Land 18,325 14,020 14,230 14,543 14,920 Cemeteries Improvement 1,050 1,182 1,317 1,455 1,597 IT Replacement 4,025 4,031 5,988 7,9 6 6 9,962 Water & Energy Reduction Strategies Reserve 415 8 8 8 8 Employee Resources 498 498 498 498 498 Insurance Proceeds 723 1,023 1,323 1,623 1,923 Charlestown Open Space Endowment Fund 3,326 3,466 3,616 3,778 3,955 Cardiff Town Park Endowment Fund 2,554 2,608 2,667 2,733 2,805 Sustainability Environmental Levy 60 60 60 60 60 Roads and Drainage 35 35 35 35 35 Community Facilities 1,419 1,419 1,419 1,419 1,419 Wangi Point Lakeside Holiday Park 748 930 1,109 1,285 1,457 Elections 545 752 912 272 542 103,527 106,112 111,660 113,139 116,533 209,796 227,577 226,185 232,346 240,184
Lake Macquarie City Revised Delivery Program 2017-2021 and Operational Plan 2018-2019 77 RATIOS
Budgeted Budgeted Budgeted Budgeted Budgeted 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 ati ar et Unrestricted Current Ratio Current Assets - External Restrictions 2.27 2.20 2.22 2.16 2.15 Current Liabilities – Specific Purpose Liabilities Target (Greater than) 1.5 1.5 1.5 1.5 1.5
Own Source Revenue Ratio Own Source Revenue 0.75 0.76 0.73 0.78 0.78 Total Revenue Target (Greater than) 0.60 0.60 0.60 0.60 0.60
Rates & Annual Charges Outstanding Percentage Rates & Annual Charges Outstanding 3.55% 3.45% 3.42% 3.39% 3.38% Rates & Annual Charges Collectible Target (Less than) 5.00% 5.00% 5.00% 5.00% 5.00%
Operating Performance
Net Operating Result (excluding capital & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) -0.038 0.018 0.023 0.005 0.004
Operating Revenue (excluding capital & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) Target (Equal to) 0.0 0.0 0.0 0.0 0.0
Asset Renewal Ratio Asset Renewals Expenditure 1.42 0.89 0.89 0.87 0.80 Depreciation, Amortisation Expenditure Target (Greater than) 1.0 1.0 1.0 1.0 1.0
Debt Service Cover Ratio
Net Operating Result (excluding capital, depreciation & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) 4.92 5.37 4.13 3.78 3.38
Principal repayments (Cashflow statement) & Interest repayments (P&L) Target (Greater than) 2.0 2.0 2.0 2.0 2.0
Cash Expense Cover Ratio Current year cash and cash equivalents and term deposits 8.70 9.50 9.13 9.06 9.04 Payments from Statement of Cash Flows of Operating and Financing activities Target (Greater than) 3.0 3.0 3.0 3.0 3.0
Cash Funding of Depreciation Amount of funding being applied to the ARR 94.00% 88.51% 82.64% 76.04% 73.01% Depreciation Target (Greater than) 90% 90% 90% 90% 90%
Lake Macquarie City 78 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019
LAKE MACQUARIE CITY REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2018–2019
Lake Macquarie City Council 126-138 Main Road Speers Point NSW 2284 Box 1906 Hunter Region Mail Centre NSW 2310 (02) 4921 0333 [email protected] lakemac.com.au facebook.com/lakemaccity twitter.com/lakemac instagram.com/ourlakemac
© Lake Macquarie City Council
M&C 22198