LET’S MAKE IT HAPPEN
DRAFT REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 INTRODUCTION 4 4 From the Mayor 5 From the CEO 6 Overview 8 Funding at a glance
OUR CITY 10 11 About our City 13 Our Vision and Values 14 Our Councillors and wards
DEVELOPING OUR PLAN 16 17 About this Plan 18 How we plan and report 20 Involving our community 22 Community survey
OUR PLAN 24 24 How to read this Plan 27 Unique landscape 31 Lifestyle and wellbeing 39 Mobility and accessibility 47 Diverse economy 53 Connected communities 59 Creativity 63 Shared decision-making
SUPPORTING OUR PLAN 66 67 Business activities 68 Organisational support 70 Financial management 71 Rates 72 Fees and charges 74 Proposed borrowings 75 Projected financial statements and ratios 80 WORKS PROGRAM 2019-2020
2 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 3 Message from the Mayor Message from the CEO
Our Operational Plan for These are the focal points of and improved access to our Lake Macquarie is a growing This increases transparency, I believe this new Plan strikes 2019-2020 sets out many exciting our vision for the City and reflect beaches, along with better City of vibrant experiences and and means we can report, a good balance between making projects Council plans to the values of our community. playgrounds and a vibrant program opportunity, and we want this year-by-year on the construction great things happen for our City deliver in this third year of our This new Plan contains more of community events and festivals. energy to be expressed and maintenance of community while managing our financial Delivery Program 2017-2021. than 250 actions, including I look forward to working through all we do. assets – such as our roads and resources for the long term. swim centres, and enables better We have achieved a great deal in $93 million worth of city works, together as we continue to It is fitting then that this new Morven Cameron the past two years. The magnificent which together build on this vision. shape a diverse, liveable and plan of action for our City is one tracking through the phases of Chief Executive Officer feasibility, design, implementation Pasterfield Sports Complex and One of our most exciting dynamic Lake Macquarie. of the first of Council’s plans to and completion of key projects. the innovative Lake Macquarie projects for the year is the bear Lake Macquarie City’s fresh Councillor Kay Fraser Organics Resource Recovery $2.3 million transformation of Mayor new branding. I am delighted to present the Facility are two landmark projects Lake Macquarie City Art Gallery Along with a new look, we have Operational Plan 2019-2020, which we have delivered for our City to include a dedicated space made some significant changes outlines all of the actions we are that demonstrate how strongly for contemporary Aboriginal art to the way we structure our Plan committed to delivering for our we believe in shaping our own and a covered outdoor area for this year. All of the actions in our City and our community in the future – not waiting for it. arts engagement programs. capital works program are now year ahead. The 250-plus actions detailed in this Plan are aligned As we look to the year ahead, we We will also complete our incorporated into the lists of actions to the objectives and goals of our are guided by our priorities - our expansion of the Awaba Waste under the seven key focus areas Community Strategic Plan and unique landscape, our lifestyle Management Facility while delivering that form the main body of the Plan. reflect our integrated approach to and wellbeing, diverse economy, new jetties, shared pathways Making this change consolidates connected communities, creativity, the actions and demonstrates how planning and reporting. mobility and accessibility, and they align to overarching strategies shared decision-making. and objectives.
4 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 5 Overview LET’S BRING IT TO LIFE
The Operational Plan 2019-2020 is our way CARE FOR OUR COAST ENGAGE ENLIVEN of shaping success for the Lake Macquarie We will complete dune restoration works at various sites We will develop a Community Participation Plan for We will install five urban and public art projects for community. including Caves Beach and Nine Mile Beach. how we engage the community in land use planning. the City.
With more than 250 proposed actions and $93 million worth of design and construction works spanning the entire City over the next Connected communities 12 months, we will make significant progress 36 ACTIONS $22M BUDGET towards achieving our City Vision. Investment in roadworks, cycleways, footpaths and pedestrian refuges will make it easier for everyone to get around, while upgrades to community buildings, cultural and sporting Unique landscape Shared decision-making facilities, swim centres, parks and playgrounds 22 ACTIONS $73M BUDGET 13 ACTIONS $2M BUDGET will ensure we can live life to the fullest.
SMOOTH THE WAY PLAY AFTER DARK EXPERIENCE MORE We will construct a new shared pathway between We will pilot evening and night-time activities and events A $2.3 million expansion of Lake Macquarie Art Gallery ENJOY THE LAKE Argenton and Speers Point to create better in Warners Bay, Charlestown, Belmont and Toronto as is underway. The project is proudly funded by NSW We will replace the jetty at Speers Point to improve connectivity for cyclists and pedestrians. When part of our Night-Time Economy Action Plan. Government through the Regional Growth Fund, in access to the Lake. complete, it will link Glendale to the Wallsend rail trail. association with Council.
Diverse economy Creativity Mobility and accessibility 29 ACTIONS $39M BUDGET 5 ACTIONS $7M BUDGET 58 ACTIONS $58M BUDGET
Lifestyle and wellbeing 91 ACTIONS $133M BUDGET
Works projects $2.5 million $3.5 million $4 million $4 million $4.5 million $18 million $19 million $37.5 million We forecast to spend $93 million Upgrading our parks and Upgrading library and Constructing new footpaths Implementing recreation Improving stormwater Upgrading City assets Upgrading community Resurfacing and on works projects across the City playgrounds cultural facilities and cycleways master plans and drainage and enhancing and preparing for future facilities upgrading roads, constructing local ecosystems growth improving traffic and in the next 12 months, including: sporting facilities transport infrastructure
6 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 7 Funding at a glance
Mobility and accessibility Council generates income to Budget by expenditure Budget by source of funds 16% fund services and assets for the Diverse Total expenditure $356M economy City through rates on property, Total expenditure $356M 11% government grants, developer Includes operating expenses, borrowing costs, Includes operating and capital revenue, sale new capital expenditure, replacement capital contributions, interest on of assets, loan borrowings and utilisation expenditure, loan repayments and transfers of external and internal reserves. Excludes investments, user charges and to restricted cash. Excludes depreciation and depreciation and dedications. Council’s own business activities. dedications. Connected communities These funds are used to maintain 6% and improve the City while Expenditure by focus area delivering a range of quality Total expenditure $356M Creativity 2% Lifestyle and services to the community. Includes operating expenses, borrowing costs, wellbeing Shared new capital expenditure, replacement The following diagrams show 37% decision-making how Council has budgeted to use capital expenditure, loan repayments Corporate 1% and transfers to restricted cash. Excludes 6% funds during 2019-2020, by key depreciation and dedications. focus area, by the source of funds and by budget expenditure area.
Employee costs 102,882 Rates 136,393 Materials and contracts 48,162 Utilisation of reserves 42,750 Borrowing costs 7,700 Sale of assets 4,675 Unique Other operating expenses 28,371 Loans utilised 27,382 landscape Loan repayments 5,507 Other revenue 13,671 21% Capital - new 39,644 Annual charges 37,565 Capital - replacement 54,199 User charges and fees 19,436 Transfers to restricted cash 69,851 Interest on investments 8,087 356,316 Grants and contributions - operating 26,513 Grants and contributions - capital 39,845 356,316
8 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 9 OUR CITY
About our City
Lake Macquarie City’s line to Sydney. The most rapid population is more than development occurred in the 205,000, making it the largest years after the two World Wars, city in the Lower Hunter. especially from the 1960s. People who live in the 95 Lake Macquarie is uniquely communities that dot our positioned, 60 minutes to landscape are blessed with an Sydney on the M1, 10 minutes to enviable lifestyle – a superb Newcastle, 35 minutes to Hunter natural environment, world-class Valley Wine Country and 40 infrastructure and facilities, minutes to Newcastle Airport, engaged and connected and is just two hours by car from communities, the potential for Sydney’s international airport. significant economic growth and With an eye on the past a positive outlook for our future. and present, we are keenly The City’s centrepiece is a vast focused on the future of the blue water expanse, twice the City and the challenges and size of Sydney Harbour. opportunities that lie ahead. Lake Macquarie was first inhabited by the Awabakal tribe, Awabakal Our people and life meaning ‘people of the calm Population growth and change surface’, more than 8000 years are challenges and opportunities ago. European settlement dates for the City. Like many coastal from 1826, when land was used areas, we have an ageing mainly for timber production and population, although we also farming. Council acknowledges have a large proportion of our the Awabakal people as the population under 15 years of traditional custodians of the land, age. Responding to growth in the Lake and waterways of our City. number of people over 65 and The northern part of the City younger people presents different was developed from the 1870s, challenges and opportunities. primarily for the establishment of coal mining, and development in the southern part of the City in the early 1900s was aided by the construction of the railway
10 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 11 CITY AREA 757km2
LAKE CIRCUMFERENCE 174km
POPULATION 205,748
WORKFORCE 82,075
BUSINESSES 12,610
GROSS REGIONAL PRODUCT $9.93 billion Our Vision and Values
More than 8000 people identified for our City. Having safe, vibrant Prosperity and success as Aboriginal or Torres Strait spaces and places for our Lake Macquarie’s economic Islander in the 2016 Census. residents will enable our towns strength is built upon its diverse Transport choice and convenience and suburbs to foster involvement, landscape and natural resource is one of the most important cohesion and a strong sense of base, with key industries developing issues for our residents, including community that we all desire. out of timber, agriculture, water and having a transport network that minerals. The City has developed Lake, bush, coast allows us to move around our City Lake Mac’s City Vision and Community Values, developed by the community in and mountains into a hub for small to medium- safely and easily. North West Lake sized businesses, with professional 2016, guide our planning and provide direction for how the City responds to The Lake, bushland, coast and Macquarie has been identified services, knowledge, healthcare mountains are important features change and growth. as a focal point for transport and technology-based industries of our City. The City enjoys 38,000 connectivity, with plans for a exhibiting strong growth. The Vision and Values reflect the hectares of bushland. How we Lifestyle and wellbeing Connected communities transport interchange to improve With a labour force of more than priorities of our residents and manage growth and change A place that encourages safe, active That support and care for all and public transport connections and 82,000 people, roughly 12,500 shape policies and plans prepared and social opportunities. provide a sense of belonging. improve road and rail links with will be vital to the long-term businesses, and fluctuations by Council, including this Plan. Creativity other centres such as Newcastle, preservation of our natural assets. Mobility and accessibility in the growth and decline in Working together with creative Sydney and the Hunter Valley. Climate change is perhaps the Unique landscape Effective transport systems that various industries, providing process and outcomes that bring The growth in shared pathways greatest challenge facing the A place where the natural provide choices to conveniently jobs within the City for our together history, culture, knowledge globe and Lake Macquarie is environment (bushland, coast, move people, goods and services. connecting our key destinations residents is a key challenge. and expertise that support new continues to make walking and not immune to its impacts. How Lake and mountains) is protected Development in response to Diverse economy technologies and ways of thinking. cycling a more viable option. the City responds and adapts to and enhanced; where our existing population growth and change urban centres are the focus of our this challenge will have a major Which is resilient and adaptable to Shared decision-making Using technology and creativity to continues to be a significant driver growth, maintaining their unique change, making the best use of the bearing on our quality of life. Lake Macquarie communities our advantage and incorporating characteristics. unique advantages of our location of economic activity in the City. continue shared responsibility for new ways of connecting with and lifestyle. governance. each other are important issues
12 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 13 Our Councillors and wards
Adamstown Heights, Barnsley, Cameron Park, Cardiff, Charlestown, Arcadia Vale, Argenton, Awaba, Balcolyn, Balmoral, Blackalls Park, Belmont, Belmont North, Belmont South, Blacksmiths, Cams Dudley, Edgeworth, Garden Suburb, Glendale, Highfields, Bolton Point, Bonnells Bay, Boolaroo, Booragul, Brightwaters, Wharf, Catherine Hill Bay, Caves Beach, Crangan Bay, Croudace Hillsborough, Holmesville, Kahibah, Mount Hutton, New Lambton Buttaba, Carey Bay, Coal Point, Cooranbong, Dora Creek, Eraring, Bay, Eleebana, Floraville, Gateshead, Jewells, Little Pelican, Marks Heights, Seahampton, Warners Bay, West Wallsend, Whitebridge Fassifern, Fennell Bay, Fishing Point, Freemans Waterhole, Point, Moonee, Murrays Beach, Nords Wharf, Pelican, Pinny Beach, Kilaben Bay, Killingworth, Lakelands, Macquarie Hills, Mandalong, Redhead, Swansea, Swansea Heads, Tingira Heights, Valentine, Marmong Point, Martinsville, Mirrabooka, Morisset, Morisset Windale Park, Myuna Bay, Rathmines, Ryhope, Silverwater, Speers Point, Sunshine, Teralba, Toronto, Wakefield, Wangi Wangi, Woodrising, Wyee, Wyee Point, Yarrawonga Park
MAYOR NORTH WARD WEST WARD EAST WARD
Councillor Councillor Councillor Brian Adamthwaite (ALP) David Belcher (ALP) Adam Shultz (ALP) 0417 061 433 0429 914 623 0429 931 044 [email protected] [email protected] [email protected]
Councillor Councillor Councillor Councillor Kay Fraser (ALP) Kevin Baker (LIB) Jason Pauling (LIB) Nick Jones (LIB) 4921 0223 0429 867 935 0417 416 577 0429 889 781 [email protected] [email protected] [email protected] [email protected]
Councillor Councillor Councillor Barney Langford (ALP) Wendy Harrison (IND) Christine Buckley (ALP) 0417 137 758 0409 775 432 0428 546 549 [email protected] [email protected] [email protected]
Councillor Councillor Councillor Colin Grigg (LM IND) Luke Cubis (LM IND) John Gilbert (LM IND) 0429 908 747 0429 939 475 0429 945 243 [email protected] [email protected] [email protected] View information on our Councilors online at lakemac.com.au/council/councillors-and-wards /councillor-profiles
14 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 15 DEVELOPING OUR PLAN About this Plan The Delivery Program 2017-2021 The Operational Plan 2019-2020 and Operational Plan 2019-2020 is the third year of the Delivery form part of Council’s Integrated Program 2017-2021. It outlines the Planning and Reporting Framework. actions that will be undertaken This document outlines actions and for each strategy, determines who strategies Council will undertake to has primary responsibility and achieve the objectives defined in highlights related Council plans the Lake Macquarie City Community that correspond with each action. Strategic Plan 2017-2027. Progress against actions identified The Delivery Program is a in the Operational Plan is reported four-year plan that covers the quarterly. An annual report is also term of an elected Council. prepared that reflects and reports To create the Program, we looked on Council’s overall performance at the Community Strategic Plan for the financial year. and asked what could we achieve The progress and achievements of over the next four years to bring the Delivery Program are reported us closer to the community’s every four years at the last meeting Vision and Values. With limited of an elected Council’s term. resources – skills, labour, time This planning process allows and money – we cannot achieve Council to prioritise projects everything at once. based on the needs and direction The four-year Delivery Program is provided by our community, and reviewed annually to determine ensure our actions align to our which objectives set out in the community’s Vision and Values Community Strategic Plan can be for the City. achieved within Council’s available resources, and an Operational Plan of actions for the coming financial year is created. This ensures that Council’s long-term planning is consistent with the current and future needs of the community.
16 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 17 How we plan and report
The NSW Local Government infrastructure. The difference The Framework allows NSW councils Monitoring and reporting Integrated Planning and Reporting lies in how each community to draw their various plans together, framework recognises that responds to these needs. understand how they interact and The four-year Delivery Program is Council’s long-term planning is Delivery Program and four times reviewed annually to determine consistent with the current and each year on progress towards most communities share similar The Integrated Reporting get the maximum leverage from which objectives set out in the future needs of the community. our current annual Operational aspirations: a safe, healthy and Framework has been developed their efforts by planning holistically Community Strategic Plan can be Plan. These reports are available pleasant place to live, a sustainable in recognition that council plans and sustainably for the future. In addition to our Annual achieved within Council’s available at lakemac.com.au. environment, opportunities for and policies should not exist in Report, we report twice yearly resources, and an Operational Plan social interaction, education isolation - that they are on progress towards our four-year of actions for the coming financial and employment, and reliable inter-connected. year is created. This ensures that
Community Strategic Plan The key document in the that will realistically be delivering the long-term Our Integrated Planning and State and Reporting Framework Framework is the 10-year available. objectives of the Plan. regional plans Community Strategic While a council has a The Community Strategic Plan. The purpose of custodial role in initiating, Plan, Delivery Program this Plan is to identify preparing and maintaining and Operational Plan are the community’s main the Community Strategic organised under seven key priorities and aspirations Plan on behalf of the local focus areas that reflect for the future, and plan government area, it is not the community’s Vision Community strategies to achieve them. wholly responsible for its and Values. This provides engagement These strategies will take implementation. a clear strategic alignment into consideration the Other partners, such between Council’s long- Community Strategic Plan issues and pressures that as state agencies and term, mid-term and annual • City Vision and Community Values • 10+ year objectives may affect the community community groups may planning and reporting. and the level of resources also be engaged in
Resourcing Strategy
DELIVERING A Community Strategic and Operational Plan by OUR FUTURE Plan can only be achieved detailing how Council Resourcing Strategy 2017–2027 with sufficient resources. can help achieve the Resourcing Strategy Monitoring and reporting • Long-term Financial Plan • Annual Report Council’s 10 year Resourcing community’s goals in terms • Asset Management Plan • State of the Environment Report Strategy supports the of time, money, assets and • Workforce Management Plan Supporting strategies • Four-yearly End of Term Report DELIVERING • Information Technology and and plans OUR FUTURE Community Strategic Plan, people. Information Management Plan • Plant and Fleet Management Resourcing Strategy 2017–2027 Delivery Program
OUR FUTURE Delivery Program IN DETAIL OUR FUTURE The Delivery Program four years to bring us closer the four-year Delivery IN DETAIL is a four-year plan that to the community’s Vision Program strategies under covers the term of an and Values. each key focus area. The Revised Delivery Program 2017–2021 and Operational Plan 2018–2019 Delivery Program and Operational Plan elected Council. To create The Operational Plan Operational Plan also • Four-year strategies the Program, we look at outlines the actions that details how Council will • One-year actions the Community Strategic Council will undertake in fund these actions. Plan and ask what we can Revised Delivery Program 2017–2021 and Operational Plan 2018–2019 the coming year to achieve achieve over the coming
18 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 19 Involving our community
Engaging with key stakeholders Council processes, as appropriate, This Plan has been developed Stakeholder Engagement Council uses many methods to and the community is fundamental so they understand the drivers of based on a range of feedback from Framework reach people including an online to Council’s operations, as it helps projects and what they mean for stakeholders and the community engagement portal that allows Council’s stakeholder engagement to improve and guide decision- them as individuals and for their including the 2018 Lake Macquarie stakeholders to provide input and structure and principles are making by collecting and collating community or City as a whole. City Council Community Survey, feedback on projects that affect based on the public participation multiple perspectives and ideas the 2016 Lake Macquarie City them or they have an interest in. Council recognises that spectrum developed by the from members of the community Vision and Values Survey and For more information about engagement is an integral part of International Association for and people or groups potentially feedback received as part of the engagement for this Plan modern business operations and Public Participation (IAP2) affected by those decisions. ‘Shape Your Future’ project. and other projects, go to seeking the views of stakeholders (see Figure 1 over page). The end result is not necessarily provides valuable commentary, shape.lakemac.com.au. A key component of all projects about gaining universal support opinion, support and insight for undertaken by Council involves for a project or a decision. It is large organisations such as Council identifying stakeholders and about fairness, transparency and to make better informed decisions. selecting appropriate and relevant involving key stakeholders in methods to engage with them.
20 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 21 Community survey
One of the ways we engage our Overall, 91 per cent of respondents Performance gap ranking community is through a City-wide were either 'Somewhat satisfied', Key findings community survey, conducted every 'Satisfied' or 'Very satisfied' with When analysing performance Priority ranking 2018 Service/Facility Importance mean Satisfaction mean Performance gap two years. The last community Council’s performance over the last gap data, it is important 1 Public transport 4.48 2.64 1.84 survey was undertaken in 12 months (see Figure 2 over page). to consider both stated March 2018. The survey also revealed that the satisfaction and the absolute 2 Maintaining road surfaces 4.81 3.01 1.80 The 2018 sample size was top priority for our community is size of the performance gap. 3 Public toilet cleaning 4.75 3.07 1.68 1001 residents, with 902 of to maintain road surfaces. This 4 Generating local employment opportunities 4.63 3.11 1.52 these selected by a computer- is based on the gap between 5 Footpaths 4.47 3.05 1.42 based random selection process importance and satisfaction using the electronic White Pages. ratings, that is, where importance Illegal dumping control 4.74 3.46 1.28 6 The remaining were recruited is high and satisfaction is low. Overall appearance of City roads 4.43 3.15 1.28 via face-to-face interactions at a The table opposite shows the top 10 8 Council’s response time to requests 4.41 3.14 1.27 number of locations around the community priorities based on this City. A sample size of 1001 residents calculation. Council staff ensured 9 Managing residential development 4.47 3.21 1.26 provides a maximum sampling that these priorities were included 10 Maintaining drains 4.60 3.35 1.25 error of plus or minus 3.1 per cent in the development of this Plan. at 95 per cent confidence. Figure 2: Performance gap analysis. Source: Lake Macquarie City Council Community Survey, May 2018. * Out of a maximum score of 5 Survey respondents rated importance and satisfaction for more than 70 services and facilities. Very satisfied 12%
Satisfied 50%
Somewhat satisfied 29%
Not very satisfied 7%
IAP2’s Public Participation Spectrum Not at all satisfied 2%
0% 20% 40% 60% 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.
Public Inform Consult Involve Collaborate Empower participation To provide the public with balanced and To obtain public feedback on analysis, To work directly with the public throughout To partner with the public in each To place final decision goal objective information to assist them in alternatives and/or decisions. the process to ensure that public concerns aspect of the decision including the making in the hands of understanding the problem, alternatives, and aspirations are consistently understood development of alternatives and the the public. opportunities and/or solutions. and considered. identification of the preferred solution.
Promise Inform Consult Involve Collaborate Empower to the Public We will keep you informed. We will keep you informed, listen to and We will work with you to ensure that your We will work together with you to We will implement what acknowledge concerns and aspirations, concerns and aspirations are directly formulate solutions and incorporate you decide. and provide feedback on how public input reflected in the alternatives developed your advice and recommendations into influenced the decision. We will seek your and provide feedback on how public input the decisions to the maximum extent feedback on drafts and proposals. influenced the decision. possible.
Figure 1: IAP2’s Public Participation Spectrum
22 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 23 OUR PLAN The following information helps to explain the headings used in this Plan. This section details more than 100 actions Council commits to achieving for 2019-2020, Key focus area along the financial resources we have budgeted to support their delivery. The Delivery Program and Operational Plan are structured The actions and financial resources include the services, programs and capital around key focus areas, which works projects that we will be working on during the year. are the same as the Community Values that were adopted by Council in November 2016 Unique landscape following extensive community OBJECTIVE 1.0 engagement. Natural environments are protected and enhanced How to read this Plan STRATEGY 1.1.1 Objectives Undertake works to protect and enhance the health of aquatic and terrestrial environments These are the community’s long- ACTION 2019-2020 PRIMARY RESPONSIBILITY Complete a scoping study for transition to a Coastal Management Program Environmental Systems term priorities and aspirations Regenerate eight hectares of natural bushland through the Lake Macquarie Landcare Program, Community Partnerships Key focus areas Financial resources Works program for the City. They contribute including weeding and planting activities Implement a strategic program of works to manage natural areas Environmental Systems The plan is presented under The detailed budget for Capital works actions are now to achieving the City Vision. The City Vision was adopted STRATEGY 1.1.2 the seven key focus areas that 2019-2020 is provided for incorporated in the key focus Ensure Council-owned land is managed to protect and enhance natural environments by Council in November 2016 underpin our Community Strategic each focus area and includes area actions to demonstrate ACTION 2019-2020 PRIMARY RESPONSIBILITY following extensive community Implementation of the Crokers Creek Streambank stabilisation and riparian rehabilitation at Jewells Environmental Systems Completion of the City-wide dune restoration and improvement program Plan and Delivery Program. projections for the next two and track how they align to the engagement. Council has Environmental Systems (various sites including Nine Mile Beach and Caves Beach) We have developed these actions financial years. The high-level strategies and objectives of our a custodial role in working Implementation of the City-wide foreshore stabilisation program Environmental Systems towards realising these (various sites including Belmont, Buttaba and Wyee) in consultation with our community overall budget is provided in the integrated planning and reporting Implementation of the City-wide wetland and saltmarsh rehabilitation program Environmental Systems to help achieve the strategies of Financial Management section framework. These actions include outcomes; however, it is not (various sites including Wyee and Marks Point) wholly responsible for achieving Completion of the City-wide Lake foreshore rehabilitation program Asset Management our four-year Delivery Program on pages 74-83 of this Plan, along work Council will do during Completion of the City-wide Stormwater Quality Improvement Device - replacement Asset Management them. Other partners, such as Implementation of Stage 2 of foreshore replacement work at Green Point Asset Management and deliver on the objectives with the corresponding rates, the year regarding feasibility, Continue rehabilitation of West MacDonalds Quarry at Glendale and begin preparation of rehabilitation state agencies and community Asset Management works at Oakdale Road Quarry at Redhead, in accordance with the Quarry Rehabilitation Program of our 10-year Community Strategic fees and charges and borrowings design, implementation and groups have an important STRATEGY 1.3 Plan. for 2019-2020. completion of our works projects. role to play in achieving these Provide sustainable waste management services that meet community needs and expectations objectives. ACTION 2019-2020 PRIMARY RESPONSIBILITY Feasibility describes tasks such Complete delivery of Awaba Waste Management Facility expansion City Projects as site investigations, specialist Commence design and approvals for Eastlake Community Recycling Centre Waste Services Strategies Respond to 100 per cent of illegal dumping incidents, investigate 100 per cent of service requests Environmental Regulation studies, master planning, strategic prioritised as high impact and/or with the potential to identify an offender and Compliance These are the four-year planning and concept design. RELATED PLANS Lake Macquarie Coastal Zone Management Plan, Environmental Sustainability Action Plan, Waste Strategy activities and plans Council Design describes detailed design will undertake that contribute tasks such as civil or structural to achieving the long-term objectives, and ultimately the engineering, landscape design, City Vision. architectural design, electrical REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 31 design, hydraulic design, project Actions approvals/development consent The Operational Plan actions and the tender process. detail the activities and projects Implement describes projects that Council will undertake during 2019-2020. Each action that will commence or are under relates to a Delivery Program construction, but will not be strategy. completed by 30 June 2020. Primary responsibility Related plans Complete describes projects that Integrated actions The responsible Council Council prepares and will be finished by 30 June 2020. These are sets of actions department that will oversee implements a range of that contribute to achieving and report on the relevant other plans and strategies The full works program for strategies in multiple focus action. that support the Integrated 2019-2020 is provided on areas. Each set has a primary Planning and Reporting pages 85-90 of this Plan. action in one focus area and Framework. Many of the actions secondary actions in other in the Operational Plan are focus areas. derived from these plans.
24 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 25 Unique landscape OBJECTIVE 1.1 Natural environments are protected and enhanced
STRATEGY 1.1.1 Undertake works to protect and enhance the health of aquatic and terrestrial environments ACTION 2019-2020 PRIMARY RESPONSIBILITY
Complete a scoping study for transition to a Coastal Management Program Environmental Systems Regenerate eight hectares of natural bushland through the Lake Macquarie Landcare Program, Community Partnerships including weeding and planting activities Implement a strategic program of works to manage natural areas Environmental Systems
STRATEGY 1.1.2 Ensure Council-owned land is managed to protect and enhance natural environments ACTION 2019-2020 PRIMARY RESPONSIBILITY
Implement Crokers Creek streambank stabilisation and riparian rehabilitation at Jewells Environmental Systems Complete City-wide dune restoration and improvement program Environmental Systems (various sites including Nine Mile Beach and Caves Beach) Implement City-wide foreshore stabilisation program Environmental Systems (various sites including Belmont, Buttaba and Wyee) Implement City-wide wetland and saltmarsh rehabilitation program Environmental Systems (various sites including Wyee and Marks Point) Complete City-wide Lake foreshore rehabilitation program Asset Management Complete City-wide Stormwater Quality Improvement Device replacement Asset Management Implement Stage 2 of foreshore replacement work at Green Point Asset Management Continue rehabilitation of West MacDonalds Quarry at Glendale and begin preparation of rehabilitation Asset Management works at Oakdale Road Quarry at Redhead, in accordance with the Quarry Rehabilitation Program
STRATEGY 1.1.3 Provide sustainable waste management services that meet community needs and expectations ACTION 2019-2020 PRIMARY RESPONSIBILITY
Complete delivery of Awaba Waste Management Facility expansion City Projects Commence design and approvals for Eastlake Community Recycling Centre Waste Services Respond to 100 per cent of illegal dumping incidents, investigate 100 per cent of service requests Environmental Regulation prioritised as high impact and/or with the potential to identify an offender and Compliance
RELATED PLANS Lake Macquarie Coastal Zone Management Plan, Environmental Sustainability Action Plan, Waste Strategy
26 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 27 OBJECTIVE 1.2 We have vibrant town centres and villages STRATEGY 1.2.1 Plan for and implement improvements to economic centres and suburbs Unique landscape ACTION 2019-2020 PRIMARY RESPONSIBILITY financial resources Implement construction activities for Pearson Street Mall, Charlestown Asset Management 2019-2020 2020-2021 2021-2022 2022-2023 $000 $000 $000 $000
RELATED PLANS Lake Macquarie Development Control Plan 2014, Streetscape Master Plans Operational revenue 17,161 17,246 17,504 18,427 Capital revenue 100 22 - - OBJECTIVE 1.3 Total revenue 17,261 17,268 17,504 18,427 Operational expenditure (45,599) (44,726) (45,579) (46,679) New development and growth complements our unique Operating result (28,339) (27,458) (28,076) (28,253) character and sense of place Operating result before capital (28,439) (27,480) (28,076) (28,253) Capital - new (13,178) (1,545) (663) (681) STRATEGY 1.3.1 Capital - replacement (960) (941) (379) (380) Optimise land use to meet social, environmental and economic needs of the City Dedications - - - - ACTION 2019-2020 PRIMARY RESPONSIBILITY Transfer to restricted cash (13,494) (13,610) (13,849) (14,121) Prepare and report a draft Housing Strategy to Council for exhibition Integrated Planning Loan repayments - - - - Prepare scope and methodology and commence a review of planning controls for Total capital (27,633) (16,097) (14,890) (15,182) Integrated Planning development in Rural Residential and Environmental Living areas Funds required (56,071) (43,577) (42,965) (43,434) Prepare a Development Plan and hold landowner ballot for the Wyee West Paper Subdivision Integrated Planning Funded by:
RELATED PLANS Lake Macquarie Local Environmental Plan 2014, Lake Macquarie Development Control Plan 2014, Waste Strategy, Loans utilised 13,078 1,445 663 681 Better Buildings Strategy, Lake Macquarie Coastal Zone Management Plan Proceeds from asset sales - - - - Restricted cash - depreciation 860 367 374 380 Restricted cash - other 20,173 19,104 18,578 18,985 OBJECTIVE 1.4 BUDGET SURPLUS / (DEFICIT) (21,960) (22,661) (23,350) (23,388) Our natural landscape is an integral part CAPITAL WORKS Capital - new of our City’s identity Awaba Waste Management Facility expansion works 12,300 - - - STRATEGY 1.4.1 Stormwater treatment devices 393 403 414 425 Promote high quality development Community Recycling Centres - Eastlake and Awaba 200 900 - - ACTION 2019-2020 PRIMARY RESPONSIBILITY Creek stabilisation and riparian vegetation works 177 182 186 191 Foreshore stabilisation and littoral vegetation 59 61 62 64 Respond to all requests regarding unauthorised development and commence initial Environmental Regulation and investigations with 21 days Compliance Awaba Community Recycling Centre - new baler 50 - - -
Establish the Lead Mitigation Grants Panel to disburse funds, develop a Standard Remediation 13,178 1,545 663 681 Action Plan and deliver on other recommendations of the Lead Expert Working Group assigned to Community Partnerships Capital - replacement Council within available resources Green Point foreshore protection 500 - - - Prepare an Area Plan for the Teralba Heritage Precinct Integrated Planning Lake foreshore rehabilitation 135 138 141 145 Development Assessment and Report on development application processing times for each development processing group Stormwater Quality Improvement Device replacement 114 117 121 124 Certification Essential services compliance 112 112 112 111
RELATED PLANS Lake Macquarie Development Control Plan 2014, Contaminated Land Policy and Procedure Stage 2 Landcare Resource Centre 100 574 - - Noxious weed mapping - tablet replacement - - 4 - 960 941 379 380
28 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 29 Lifestyle and wellbeing
OBJECTIVE 2.1 Our community has access to adaptable and inclusive community and health services STRATEGY 2.1.1 Support and continue to develop services to promote community health and wellbeing ACTION 2019-2020 PRIMARY RESPONSIBILITY
Deliver the water safety program 'A Matter of Seconds' to a minimum of 50 Lake Macquarie primary schools Leisure Services Ensure Lake Macquarie Family Day Care remains a sustainable child care option for the City and Community Partnerships complies with relevant legislation Provide ocean lifeguard services at patrolled locations seven days a week for seven months of the year Leisure Services Environmental Regulation and Provide initial response to reports of urgent dog attacks within 24 hours Compliance Undertake 12 education and awareness programs including microchipping days and Environmental Regulation and pet responsibility programs Compliance Develop an action plan to support Council's Homelessness Policy Committment Community Partnerships
STRATEGY 2.1.2 Develop and implement actions from supporting plans and strategies that support community health and wellbeing ACTION 2019-2020 PRIMARY RESPONSIBILITY
Continue to promote the Good Neighbour campaign and other actions as outlined in the Community Partnerships Ageing Population Strategy Introduce additional resources to Council facilities to assist with communication for all the community, for example hearing loops and magnifiers, and deliver other actions as outlined in the Community Partnerships Disability Inclusion Action Plan Deliver a fraud prevention education program with high-risk groups and other actions as Community Partnerships outlined in the Crime Prevention Strategy Commence preparation of an updated Crime Prevention Strategy for the City Community Partnerships Prepare a revised Youth Strategy for the City in consultation with the community and Community Partnerships report to Council for adoption
STRATEGY 2.1.3 Ensure public health premises and related services meet legislative requirements and community expectations ACTION 2019-2020 PRIMARY RESPONSIBILITY
Inspect all food and regulated premises, including public pools, tattooists and cooling towers, Environmental Regulation in accordance with food authority partnership and relevant legislative requirements and Compliance
RELATED PLANS Ageing Population Strategy, Disability Inclusion Action Plan, Lake Macquarie Youth Strategy, Lake Macquarie Crime Prevention Stategy
30 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 31 OBJECTIVE 2.2 Our public spaces help us feel healthy and happy
STRATEGY 2.2.1 Ensure sports and recreational facilities and services are available to meet community needs and expectations ACTION 2019-2020 PRIMARY RESPONSIBILITY ACTION 2019-2020 PRIMARY RESPONSIBILITY
Commence smart sportsfields pilot project on one sports field Environmental Systems Implement the City-wide Asbestos Action Plan - modular amenities removal and replacement Asset Management Use the 2018-2019 beach user surveys to identify additional opportunities to improve water safety Investigate the feasibility of the Charlestown Community Centre Community Partnerships Leisure Services awareness across the City Design Edgeworth Child Care bathroom upgrade Asset Management Attract more than 300,000 visits to Lake Mac Swim Centres Leisure Services Design Cardiff Mens Shed at Glendale Asset Management Maintain operational cost recovery of Council-managed swim centres at 50 per cent or higher Leisure Services Design Cardiff Child Care bathroom upgrade Asset Management Design the Blackalls Park public amenities replacement Asset Management Implement Belmont Child Care kitchenette upgrades Asset Management STRATEGY 2.2.2 Complete demolition of the Nords Wharf garage Asset Management Ensure future development supports the growth of our community Complete demolition of the Cullen Park public amenities at Belmont Asset Management ACTION 2019-2020 PRIMARY RESPONSIBILITY Complete demolition of the public amenities at Belmont South Asset Management
Prepare the Morisset Catchment Development Contributions Plan for adoption by Council Development Contributions Complete replacement of the Sugar Valley Community Hall amenities at West Wallsend Asset Management Implement Lake Mac Libraries Capital Development Strategy as outlined within the Lake Mac Design the Windale Community Centre Community Partnerships Arts, Culture and Tourism Libraries Strategic Plan 2019-2024
STRATEGY 2.2.5 STRATEGY 2.2.3 Undertake libraries and cultural facility capital projects Ensure public spaces and community buildings meet the needs of the community in accordance with the works program ACTION 2019-2020 PRIMARY RESPONSIBILITY ACTION 2019-2020 PRIMARY RESPONSIBILITY
Design Rathmines Park Master Plan Asset Management Design Redhead Child Care bathroom upgrade Asset Management Finalise the development of a City-wide parks strategy in consultation with the community and Investigate the feasibility of the Sugar Valley Library Museum at Cameron Park Arts, Culture and Tourism Asset Management report to Council for exhibition Design the Speers Point Multi Arts Space Arts, Culture and Tourism Investigate feasibility of the development of the Toronto Foreshore Master Plan Asset Management Implement the Wangi Creative Hub at Wangi Wangi Arts, Culture and Tourism Implement CREATE Charlestown Arts, Culture and Tourism Complete the Art Gallery upgrade at Booragul Arts, Culture and Tourism STRATEGY 2.2.4 Implement the Swansea Centre HVAC and BMS system upgrade Asset Management Undertake community buildings capital projects in accordance with the works program ACTION 2019-2020 PRIMARY RESPONSIBILITY STRATEGY 2.2.6 Implement Rathmines Community Hall rejuventation Asset Management Design Rathmines Music Centre including replacement of asbestos containing material Undertake swim centre capital projects in accordance with the works program Asset Management and bathroom upgrade ACTION 2019-2020 PRIMARY RESPONSIBILITY Complete the City-wide installation of rooftop solar photovoltaic systems and batteries at various Environmental Systems community buildings Implement refurbishment of first aid room at the Swansea Swim Centre Asset Management Design Speers Point Library amenities replacement Asset Management Design Teralba Landcare Stage 2 building replacement Asset Management Implement City-wide heating and cooling upgrades at various community buildings Environmental Systems Complete the Garden Suburb Community Hall amenities and kitchen upgrade Asset Management
32 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 33 STRATEGY 2.2.7 Undertake aquatic capital projects in accordance with the works program
ACTION 2019-2020 PRIMARY RESPONSIBILITY ACTION 2019-2020 PRIMARY RESPONSIBILITY
Design the Belmont Street Jetty at Swansea Asset Management Complete Killingworth War Memorial Stage 2 preservation works Asset Management Investigate the feasibility of Surf Life Saving Club concrete and structural works at Caves Beach Asset Management Complete playground replacement at Elbrook Drive Reserve Playground, Rankin Park Asset Management Complete the new Main Beach access pathways at Blacksmiths Beach Asset Management Complete the Wangi RSL jetty replacement at Wangi Wangi Asset Management STRATEGY 2.2.9 Complete the jetty replacement at Speers Point Asset Management Undertake sports facility capital projects in accordance with the works program Design concepts for the sportsground and Surf Life Saving Club facility at Catherine Hill Bay Asset Management ACTION 2019-2020 PRIMARY RESPONSIBILITY Design the first aid room at Catherine Hill Bay Surf Life Saving Club Asset Management Design skate park at Windale Asset Management Design the lifeguard observation room at Redhead Asset Management Investigate the feasibility of the Lake Macquarie Croquet Centre at Boolaroo Asset Management Design the Thomas H. Halton Park upgrade at Eleebana Asset Management STRATEGY 2.2.8 Implement the Jack McLaughlan Oval Edgeworth Senior Soccer amenities at Edgeworth Asset Management Undertake parks and playgrounds capital projects in accordance with the works program Complete roofing and seating replacement at Lyall Peacock at Toronto Asset Management ACTION 2019-2020 PRIMARY RESPONSIBILITY Design master plan for the Croudace Bay Sporting Complex Asset Management Complete replacement of the playground at Butler Crescent Park, Warners Bay Asset Management Design the croquet facility at Swansea Asset Management Implement Martinsville Oval amenities and playground construction at Martinsville Asset Management Complete the amenities upgrade at Feighan Park No.1 at Warners Bay Asset Management Design the Reay Park amenities replacement at Dudley Asset Management Investigate the feasibility of a master plan for Barton and Lumsden Fields, Belmont Asset Management Investigate the feasibility of Ulinga Park lighting, car park, community centre and playground at Complete roofing and seating replacement at Cahill Ovals at Belmont Asset Management Asset Management Cardiff South Complete the upgrade of Bernie Goodwin Reserve at Morisset Asset Management Design the replacement public amenities at Lions Park at Eleebana Asset Management Complete tennis court resurfacing at Wyee Recreation Reserve Asset Management Design the Ken and Audrey Owen Walkway at Redhead Asset Management Design skate park at Morisset Asset Management Design the Hunter Barnett Oval amenities awning replacement at Windale Asset Management Design skate park at Thomas H. Halton Park at Croudace Bay Asset Management Implement the replacement of the existing timber play structure at Speers Point Asset Management Implement optimising soccer field sports turf surfaces and fence replacement at John St, Warners Bay Asset Management Variety Playground
Complete new three-bay storage shed at Awaba Oval - grant Asset Management 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 Complete West Wallsend War Memorial Stage 2 preservation works at West Wallsend Asset Management Development Contributions Plan Complete City-wide fencing replacement projects: Asset Management Complete fence replacement at Ungala Road Reserve, Blacksmiths Asset Management Complete fence replacement at Reids Reserve, Swansea Heads Asset Management OBJECTIVE 2.3 Complete fence replacement at Nancy Dwyer Netball Courts, Cardiff Asset Management Complete fence replacement at Boat Rowers Reserve, Blacksmiths Asset Management Our vibrant City has events and festivals that enhance Complete fence replacement at Hillsborough Oval, Hillsborough Asset Management our lifestyle Complete fence replacement at Lions Park/Pump Station, Eleebana Asset Management STRATEGY 2.3.1 Complete fence replacement at tennis complex, Mount Hutton Asset Management Complete City-wide shelter replacement projects: Asset Management Host and support a diverse range of festivals and events Complete shelter replacement at Taylor Park, Barnsley Asset Management ACTION 2019-2020 PRIMARY RESPONSIBILITY Complete rust treatment and painting of amenities and grandstand Partner with private and community organisations to deliver 20 significant events and festivals and Asset Management Arts, Culture and Tourism Stage 2 at St Johns Oval ,Charlestown deliver other actions as outlined within the Events and Festival Strategy and Action Plan 2019-2024 Complete City-wide seating replacement projects: Asset Management Administer annual grant program for the effective distribution of major community, sport and cultural Arts, Culture and Tourism events and festivals for the City Complete seating replacement at Marks Oval, Floraville Asset Management Deliver a minimum of four events and activities at Lake Mac Swim Centres Leisure Services Complete seating replacement at Jack Edwards Oval, Argenton Asset Management Complete seating replacement at Laughlin Park, Belmont Asset Management RELATED PLANS Events and Festival Strategy and Action Plan Completion tiered seating replacement at Waterboard Oval, Blackalls Park Asset Management Complete canteen upgrade at Lydon Field, Dudley Asset Management
34 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 35 Lifestyle and wellbeing financial resources 2019-2020 2020-2021 2021-2022 2022-2023 2019-2020 2020-2021 2021-2022 2022-2023 $000 $000 $000 $000 $000 $000 $000 $000
Operational revenue 41,323 41,570 43,092 44,801 Wangi Foreshore Jetty - public jetty, near Wangi RSL Club 672 - - - Capital revenue 12,846 29,207 12,311 12,395 Acquisition of house in Cardiff - 498 - - Total revenue 54,169 70,777 55,403 57,196 Awaba Oval - new bay storage shed - Grant sccf2-765 49 - - - Operational expenditure (90,721) (93,652) (94,635) (96,293) PCYC Morisset new ceiling insulation and fans - Grant sccf2-764 94 - - - Operating result (36,552) (22,875) (39,233) (39,097) New aquatic works - 61 432 - Operating result before capital (49,398) (52,082) (51,543) (51,492) Community Asset Asbestos Action Plan - modular toilet replacement - 1,300 - - Capital - new (3,379) (52,173) (24,958) (16,975) Swansea croquet facility 25 263 - - Capital - replacement (7,126) (13,154) (5,021) (5,191) 3,379 52,173 24,958 16,975
Dedications (500) (500) (500) (500) Capital - replacement Transfer to restricted cash (41,728) (42,328) (43,392) (44,773) Acquisition of infringement devices 11 19 - 12 Loan repayments - - - - Capital equipment parking patrol officers - 7 - - Total capital (52,733) (108,155) (73,871) (67,439) Replacement of pool testing kits 2 - - - Funds required (102,131) (160,237) (125,414) (118,931) Replacement of water quality meter 6 - - - Funded by: Community development and facilities - replacement works 731 751 771 791 Loans utilised 1,404 2,668 9,432 1,775 Public cemeteries - replacement works 107 110 112 115 Proceeds from asset sales - - - - Parks building replacement works 632 647 662 678 Restricted cash - depreciation 6,323 7,546 5,039 5,008 Parks facilities replacement works 1,103 1,130 1,157 1,186 Restricted cash - other 27,837 61,167 43,040 43,318 Lake foreshore replacement works 100 699 414 423 Budget surplus / (deficit) (66,568) (88,856) (67,904) (68,831) Hunter Sports Centre replacement works 146 150 153 157 Capital works Croudace Bay rugby league fields - upgrade floodlights - 220 - - Capital - new Thomas H. Halton Park - skate park upgrade - 240 - - Cardiff Men`s Shed 30 704 - - Thomas H. Halton Park - playground upgrade - 1,710 - - Community facility Windale 500 4,400 - - Optimising sports turf surfaces - carrying capacity, playability and durability - 500 - - Minor works 241 247 252 259 Martinsville Oval - amenities and playground construction 622 - - - Subdivision compliance - project management 695 716 737 759 Lenaghan Oval, Belmont North - upgrade floodlighting - 45 250 - Hunter Sports Centre new works 56 57 59 60 Ulinga Sports Complex and Community Hall 30 3,263 - - Hunter Sports Centre extension - 23,000 7,869 - Swansea Swim Centre replacement works 1,045 - - - Parks improvement City-wide 157 161 165 170 Swansea Swim Centre equipment replacement 33 2 9 15 Vehicle control - Community land 25 25 26 27 Charlestown Swim Centre equipment replacement 8 4 - 22 S7.11 Capital expenditure - 10,697 15,000 15,000 Speers Point Swim Centre replacement works - 1,073 - - Barton and Lumsden Fields, Belmont, Master Plan 50 - - - Speers Point Swim Centre equipment replacement 8 - 102 - Swansea Crown Reserve Program 150 200 200 200 West Wallsend Swim Centre equipment replacement - - 9 - Windale Skate Park 150 870 - - Toronto Swim Centre essential upgrade to plant room 500 - - - Croudace Bay sporting complex 15 985 - - Toronto Swim Centre equipment replacement - - 1,102 1,133 Thomas H. Halton Park upgrade 200 1,920 - - Surf club replacement works 203 209 213 221 Thomas H. Halton Park - BMX track - 216 216 - Speers Point Jetty design 975 - - - Lake Macquarie Croquet Centre, Boolaroo 80 3,216 - - Beach lifeguard service equipment replacement 8 5 9 3 Rathmines Park Master Plan 50 1,500 - - Walters Park, Speers Point replacement floodlighting - Grant sccf2-123 155 - - - Community/recreation infrastructure - 500 - 500 Optimising sports turf surfaces - John Street Oval, Warners Bay 200 - - - Morisset Skate Park 30 636 - - Replacement aquatic works - - 58 437 Wyee West - Saltro Recreation Area 30 - - - Community Asset Asbestos Action Plan - modular toilet replacement 500 2,370 - - Redhead Beach - Lifeguard observation room 80 - - - 7,126 13,154 5,021 5,191
36 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 37 Mobility and accessibility
OBJECTIVE 3.1 It is safe and easy to connect with others and get around our City
STRATEGY 3.1.1 Ensure roads, drainage and associated infrastructure meets community needs and service levels ACTION 2019-2020 PRIMARY RESPONSIBILITY
Develop criteria for future years' road resurfacing program City Works Maintain roads, drainage and associated infrastructure in accordance with annual City Works maintenance program Undertake feasibility and planning for capital projects for delivery in future years Capital Works Program Commence construction of Munibung Road, connecting Boolaroo and Cardiff City Projects
STRATEGY 3.1.2 Undertake stormwater drainage construction projects in accordance with the works program ACTION 2019-2020 PRIMARY RESPONSIBILITY
Implement drainage upgrade to St Albans Close at Charlestown Asset Management Implement Watkins Road Stage 1 road rehabilitation, drainage, footpath and kerb and channel Asset Management construction between Short Street and Crescent Road at Wangi Wangi Implement Sunshine Parade road reconstruction, footpath and kerb and channel between Cessnock Asset Management Road and Waterside Avenue at Sunshine Implement Centre Avenue road rehabilitation with drainage upgrade between Fassifern Street and Asset Management South Parade at Blackalls Park Implement Barford Street design and commence road rehabilitation between Nord Street and Speers Asset Management Street at Speers Point Implement Fegan Street road reconstruction with water main replacement and kerb and channel Asset Management construction at West Wallsend Complete Baldwin Boulevarde and Fishery Point Road reconstruction including kerb and channel, Asset Management drainage and footpath between Pearson Street and Grant Street at Windemere Park Complete Alkrington Avenue road rehabilitation including drainage, footpath and kerb and channel Asset Management between Bourneville Road and Hereford Rise at Fishing Point Implement the Nelson Street kerb and channel construction with footpath, drainage and road Asset Management reconstruction to full length both sides of road at Barnsley Implement drainage upgrade at 102 Burwood Road, Whitebridge Asset Management Complete Henery Lane bank stabilisation, drainage and retaining wall at Redhead Asset Management
38 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 39 STRATEGY 3.1.3 STRATEGY 3.1.5 Undertake kerb and channel construction projects in accordance with the works program Undertake road rehabilitation in accordance with the works program ACTION 2019-2020 PRIMARY RESPONSIBILITY ACTION 2019-2020 PRIMARY RESPONSIBILITY
Complete Carlisle Row road rehabilitation and kerb and channel between Hereford Rise and Complete Alexander Parade (Reid to Phillip Streets) road rehabiliation at Caves Beach Asset Management Asset Management Bourneville Road both sides at Fishing Point Complete Alkrington Avenue road rehabilitation including drainage, footpath and kerb and Asset Management Implement Frith Street road rehabilitation, drainage and kerb and channel from channel between Bourneville Road and Hereford Rise at Fishing Point Asset Management Kahibah Road to 33 Firth Street, Kahibah Implement Nelson Street kerb and channel construction with footpath, drainage and road Asset Management Implement Watkins Road Stage 1 road rehabilitation, drainage, footpath and reconstruction to full length both sides of road at Barnsley Asset Management kerb and channel construction between Short Street and Crescent Road at Wangi Wangi Complete Baldwin Boulevarde and Fishery Point Road reconstruction including kerb and channel, Asset Management Implement Sunshine Parade road reconstruction, footpath and kerb and drainage and footpath between Pearson Street and Grant Street at Windemere Park Asset Management channel between Cessnock Road and Waterside Avenue at Sunshine Implement Barford Street design and commence road rehabilitation between Asset Management Complete Baldwin Boulevarde and Fishery Point Road reconstruction including kerb and Nord Street and Speers Street at Speers Point Asset Management channel, drainage and footpath between Pearson Street and Grant Street at Windemere Park Implement Boundary Street road rehabilitation shared project with Newcastle City Asset Management Complete Alkrington Avenue road rehabilitation including drainage, footpath and kerb Council at Kotara South Asset Management and channel between Bourneville Road and Hereford Rise at Fishing Point Complete Caves Beach Road (from 18 Caves Beach Road to Mawson Close) Asset Management Implement the Nelson Street kerb and channel construction with footpath, drainage road rehabilitation at Caves Beach Asset Management and road reconstruction to the full length both sides of road at Barnsley Implement Centre Avenue road rehabilitation with drainage upgrade between Fassifern Street and Asset Management South Parade at Blackalls Park Complete Civic Avenue (Park Avenue to Caves Beach Road) road rehabilitation Asset Management STRATEGY 3.1.4 at Caves Beach Implement Fegan Street road reconstruction with water main replacement and kerb and channel Undertake sealing gravel roads projects in accordance with the works program Asset Management construction at West Wallsend ACTION 2019-2020 PRIMARY RESPONSIBILITY Design Flowers Drive bridge replacement at Catherine Hill Bay Asset Management Design sealing of Mandalong Road from end of existing seal to Council boundary at Mandalong Asset Management Implement Watkins Road Stage 1 road rehabilitation, drainage, footpath and kerb and channel Asset Management Complete sealing of Midway Road from Old Maitland Road at Mandalong Asset Management construction between Short Street and Crescent Road at Wangi Wangi Complete sealing of Owens Road from existing seal for 660m at Martinsville Asset Management Complete Frith Street road rehabilitation and kerb and channel from Kahibah Road Asset Management to 33 Firth Street at Kahibah Complete Macquarie Grove (Park Avenue to Civic Avenue to Martha Street) road rehabilitation at Asset Management Caves Beach Design Macquarie Road rehabilitation between 97 Macquarie Road and Fassifern Road at Fassifern Asset Management Complete Macquarie Street road rehabilitation and kerb and channel between Hostpital Road and Asset Management Rivergum Drive at Morisset Design Ocean Street full reconstruction at Dudley Asset Management Complete Rea Street (Park Avenue to Macquarie Grove) road rehabilitation at Caves Beach Asset Management Complete Rocky Point Road rehabilitation between Cross Street and change in Asset Management seal near exit ramp at Eraring Design Ruttleys Road Stage 3 road rehabilitation between railway bridge east towards Asset Management Government Road at Wyee Implement Sunshine Parade road reconstruction, footpath and kerb and channel between Asset Management Cessnock Road and Waterside Avenue at Sunshine Implement the City-wide regional roads heavy patching program Asset Management Implement the City-wide road resurfacing program Asset Management
40 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 41 STRATEGY 3.1.6 STRATEGY 3.1.9 Ensure active transportation infrastructure meets community needs and service levels Undertake footpath and roadside projects in accordance with the works program ACTION 2019-2020 PRIMARY RESPONSIBILITY ACTION 2019-2020 PRIMARY RESPONSIBILITY
Prepare and report the Cardiff Transport Management Plan to Council for exhibition Integrated Planning Complete Algona Road footpath at Charlestown Asset Management Review existing cycling and footpath strategies, incorporating an action plan to improve Complete Awaba Road footpath at Toronto Asset Management Asset Management multi-modal travel, for use in determining the 2020-2021 works program Complete Blundell Parade shared pathway between existing shared pathway Asset Management and Toronto High School
STRATEGY 3.1.7 Complete Burwood Road shared pathway between Fernleigh Track and Kahibah Asset Management Complete Hillsborough Road culvert from Warners Bay High School Ensure off-road cycleway construction projects are undertaken Asset Management in accordance with the works program footbridge to pedestrian crossing at Warners Bay Complete Moto Street footpath from Milson Street to Kaleen Street at Charlestown Asset Management ACTION 2019-2020 PRIMARY RESPONSIBILITY Complete Beach Road pedestrian refuge and footpath construction at Redhead Asset Management Implement the Argenton to Glendale cycleway at Argenton Asset Management Implement Watkins Road Stage 1 road rehabilitation, drainage, footpath and kerb and channel Design Bay Vista Road, Brightwaters and Fishery Point Road, Bonnells Bay, at Bonnells Bay Asset Management Asset Management construction between Short Street and Crescent Road at Wangi Wangi Implement Sunshine Parade road reconstruction, footpath and kerb and channel between Cessnock Asset Management STRATEGY 3.1.8 Road and Waterside Avenue at Sunshine Complete Baldwin Boulevarde and Fishery Point Road reconstruction including kerb and channel, Ensure local transport infrastructure projects are undertaken to improve safety and Asset Management multi-modal travel, such as bus shelters, pedestrian refuges, crossings and kerb ramps drainage and footpath between Pearson Street and Grant Street at Windemere Park in accordance with the works program Implement Nelson Street kerb and channel construction with footpath, drainage and road Asset Management reconstruction to full length both sides of road at Barnsley ACTION 2019-2020 PRIMARY RESPONSIBILITY Complete Alkrington Avenue road rehabilitation including drainage, footpath and kerb and channel Asset Management Implement construction activities for Pearson Street Mall, Charlestown Asset Management between Bourneville Road and Hereford Rise at Fishing Point Implement the Anzac Parade and York Street 40km/HPA raised pedestrian Complete City-wide installation of laneway rails and bollards construction Asset Management Asset Management crossings with associated traffic infrastructure at Teralba Implement City-wide kerb ramps construction Asset Management Complete the Beach Road pedestrian refuge and footpath construction at Redhead Asset Management Complete City-wide surburb signage Asset Management RELATED PLANS Forward Capital Works Program, Asset Management Plans, Coastal Zone Management Plan, Footpath Strategy, Energy Resilience Plan, Cycling Strategy, Transport Management Plans Implement the Lake Street raised pedestrian crossing, kerb extensions and Asset Management lighting at Warners Bay Implement the Station Street and Yambo Street pedestrian crossing, kerb extensions Asset Management and lighting at Morisset Complete City-wide bicycle facilities at specific sites Asset Management Complete City-wide public transport facilities at specific sites Asset Management
42 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 43 Mobility and accessibility
financial resources 2019-2020 2020-2021 2021-2022 2022-2023 $000 $000 $000 $000
OBJECTIVE 3.2 Operational revenue 1,310 1,324 1,349 1,374 People of all abilities use and enjoy Capital revenue 23,733 23,187 23,185 23,183 Total revenue 25,043 24,511 24,534 24,558 our places and spaces Operational expenditure (50,929) (48,707) (52,968) (54,097) Operating result (25,886) (24,196) (28,434) (29,540) STRATEGY 3.2.1 Operating result before capital (49,619) (47,382) (51,619) (52,723) Ensure community and transportation infrastructure are accessible for people with a Capital - new (12,188) (12,272) (10,396) (10,689) wide range of abilities Capital - replacement (31,279) (35,892) (34,159) (35,156) ACTION 2019-2020 PRIMARY RESPONSIBILITY Dedications (21,350) (21,350) (21,350) (21,350)
Identify forward works programs to improve accessibility of bus stops and supporting infrastructure Transfer to restricted cash - - (861) (871) Asset Management as a result of accessbility review in partnership with NSW Government Loan repayments - - - - Construct a ramp and viewing platform at Blacksmiths Beach to improve access to the beach for Total capital (64,817) (69,514) (66,766) (68,066) Community Partnerships people with mobility restrictions Funds required (114,436) (116,896) (118,385) (120,789) Funded by: RELATED PLANS Disability Improvement Action Plan Loans utilised 9,390 10,778 8,985 9,287 Proceeds from asset sales - - - - Restricted cash - depreciation 30,843 35,457 33,726 34,725 OBJECTIVE 3.3 Restricted cash - other 1,846 1,087 861 871 User-friendly and direct public transport Budget surplus / (deficit) (72,358) (69,575) (74,813) (75,906) Capital works connects our economic centres Capital - new City-wide suburb signs 52 - - - STRATEGY 3.3.1 Charlestown Smart Mall 1,546 - - - Plan and advocate for the provision of State public transport facilities and services that meet Kerb and channel construction 1,288 1,350 1,415 1,481 community needs and service levels Sealing gravel roads program 2,157 2,195 2,243 2,274 ACTION 2019-2020 PRIMARY RESPONSIBILITY Traffic facilities improvement program 877 2,156 1,611 1,659 Drainage improvement program 2,394 3,070 2,699 2,780 Continue to pursue delivery of all stages of the Lake Macquarie Transport Interchange Executive Shared cycleway Brightwaters 415 1,087 - - Work with public transport operators to improve public transport accessibility and uptake in the City Asset Management Footway and cycleway program 1,398 2,364 2,429 2,495 Speers Point to Glendale cycleway 1,581 - - - Pedestrian refuge Mount Hutton - 50 - - OBJECTIVE 3.4 Rail bridge approaches and barriers Teralba 50 - - - Carlisle Row Fishing Point 130 - - - New technology supports our transport choices Redhead Beach Road footpath 300 - - - 12,188 12,272 10,396 10,689 STRATEGY 3.4.1 Capital - replacement Ensure contemporary technology is utilised for managing the City’s transportation Minor road works 2,015 2,067 2,121 2,168 infrastructure assets and operations Regional roads heavy patching 255 254 252 250 ACTION 2019-2020 PRIMARY RESPONSIBILITY Traffic minor works east 703 724 746 768 Retaining walls 261 793 223 228 Continue to implement technology to allow staff to access and action Corporate Information customer requests in the field Road resurfacing and rehabilitation 27,189 31,178 29,921 30,824 Drainage 563 579 597 615 Footway and cycleways 113 116 119 123 Road rehabilitation, Wyee 181 181 181 181 31,279 35,892 34,159 35,156
44 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 45 Diverse economy
OBJECTIVE 4.1 Our City is a popular destination with a wide variety of experiences
STRATEGY 4.1.1 Raise the City’s profile as a desirable visitor destination ACTION 2019-2020 PRIMARY RESPONSIBILITY
Complete Destination NSW marketing campaign project and tourism rranding in alignment with Council's branding program and other actions as outlined in the Lake Macquarie Destination Arts, Culture and Tourism Management Plan Initiate a minimum of 70 nationally-focused tourism media/PR/editorial opportunities to promote the Arts, Culture and Tourism City Assist industry in the development of four quality tourism products for the City, for example, Arts, Culture and Tourism on-Lake activities (e.g. cruises) and tours (e.g. arts trail) Undertake online destination marketing campaigns to reach an audience of more than two million Arts, Culture and Tourism Initiate two visitor economy research projects within the sporting and adventure tourism markets to Arts, Culture and Tourism assess growth and economic opportunities Implement the Tourism Ambassador Program for launch November 2019 Arts, Culture and Tourism Deliver ‘Smart Beaches’ 2019-2020 project according to agreed milestones with Northern Beaches Leisure Services Council and the University of Technology Sydney
STRATEGY 4.1.2 Build a strong City identity ACTION 2019-2020 PRIMARY RESPONSIBILITY
Communications and Implement the City’s place brand 'Let’s Lake Mac' Corporate Strategy Investigate and report to Council on the creation of a Central Business District named Lake Macquarie Integrated Planning
46 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 47 OBJECTIVE 4.2 We have an adaptable and diverse economy
STRATEGY 4.2.1 Promote an environment where start-ups, small and medium businesses are encouraged ACTION 2019-2020 PRIMARY RESPONSIBILITY
Consider annual reports from Dantia on progress to ensure continued alignment with the City’s Vision Executive Communications and Deliver the annual Lake Macquarie Business Excellence Awards Corporate Strategy
STRATEGY 4.2.2 Support the capacity of key industries to change and adapt ACTION 2019-2020 PRIMARY RESPONSIBILITY
Report to Council and publish on our website the key economic indicators and performance of the City Integrated Planning Host a minimum of three events with a night-time component and implement other short-term actions Integrated Planning from the Night Time Economy Action Plan 2019-2023 Participate in multi-stakeholder energy procurement process to improve Council’s energy resilience Environmental Systems
STRATEGY 4.2.3 STRATEGY 4.1.3 Support businesses to build capability to use new technology in order to realise Continually improve amenities at Holiday Parks where feasible economic opportunities ACTION 2019-2020 PRIMARY RESPONSIBILITY ACTION 2019-2020 PRIMARY RESPONSIBILITY
Property and Business Support implementation of telecommunications strategy and initiative to provide high-speed and Develop and implement an annual marketing plan to enhance the profile of Lake Macquarie Holiday Parks Corporate Information Development high performance data network Property and Business Complete Belmont Lakeside Holiday Park pool upgrade Development RELATED PLANS Night Time Economy Action Plan Property and Business Complete Belmont Lakeside Holiday Park shoreline pathway and boat ramp Development Property and Business Implement the installation of a relocatable amenities block at Blacksmiths Beachside Holiday Park Development Property and Business Complete Swansea Lakeside Holiday Park playground upgrade Development Property and Business Complete installation of a barbecue shelter at Swansea Lakeside Holiday Park Development Property and Business Implement the Swansea Lakeside Holiday Park Splash and Water Park Development
RELATED PLANS Lake Macquarie Destination Management Plan
48 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 49 OBJECTIVE 4.3 Diverse economy Our growing population supports financial resources 2019-2020 2020-2021 2021-2022 2022-2023 a thriving local economy $000 $000 $000 $000
Operational revenue 16,600 17,236 17,959 18,947 STRATEGY 4.3.1 Capital revenue - - - - Ensure land use plans have the appropriate balance of different land uses Total revenue 16,600 17,236 17,959 18,947 ACTION 2019-2020 PRIMARY RESPONSIBILITY Operational expenditure (20,297) (20,417) (20,512) (20,901)
Prepare a draft Local Strategic Planning Statement to Council for exhibition Integrated Planning Operating result (3,697) (3,181) (2,553) (1,954) Operating result before capital (3,697) (3,181) (2,553) (1,954) Scope and engage stakeholders for a concept plan for the Gateshead Medical Precinct Integrated Planning Capital - new (3,688) (1,496) (3,450) (22,644) Capital - replacement (1,145) (1,595) (2,130) (1,190) STRATEGY 4.3.2 Dedications - - - - Manage strategically held properties and land holdings to create reoccurring income and increase return on investment Transfer to restricted cash (15,304) (16,204) (15,626) (17,100) Loan repayments - - - - ACTION 2019-2020 PRIMARY RESPONSIBILITY Total capital (20,136) (19,295) (21,206) (40,934) Implement actions in the Toronto, Warners Bay, Charlestown and Belmont economic centres that Property and Business Funds required (23,834) (22,477) (23,758) (42,888) address development opportunities, constraints, value-add and disposal options for Council-owned Development operational classified land Funded by: Loans utilised - - 2,998 21,867 Property and Business Undertake actions to manage Council-owned operational holdings outside economic centres Development Proceeds from asset sales 3,010 3,340 2,165 2,807 Update and implement asset management plans for Council-owned investment holdings, in line with Property and Business Restricted cash - depreciation 1,378 1,438 1,455 1,450 return on investment parameters Development Restricted cash - other 13,750 12,287 11,649 11,217 Budget surplus / (deficit) (5,696) (5,411) (5,491) (5,546) STRATEGY 4.3.3 Capital works Undertake external civil works to generate commercial returns and provide Capital - new benchmarking opportunities against broader industry Sale of Council land 353 368 52 215 ACTION 2019-2020 PRIMARY RESPONSIBILITY Land development - anticipated projects 236 84 85 90 Sale of community land 39 40 41 42 Undertake external works that generate a profit of greater than five per cent of actual costs City Works Blacksmiths Holiday Park - new capital works 170 20 215 20
RELATED PLANS Lake Mac 2050 Belmont Holiday Park - new capital works 165 20 20 5 Swansea Holiday Park- new capital works 405 655 20 385 Wangi Holiday Park - new capital works 20 60 20 20 New development - 4 Bath Street, Toronto 500 250 2,998 21,867 New land - 92 Toronto Road, Booragul 815 - - - New land - Narara Street, Cooranbong 985 - - - 3,688 1,496 3,450 22,644 Capital - replacement Blacksmiths Holiday Park - replacement works 150 485 320 670 Belmont Holiday Park- replacement works 570 490 880 390 Swansea Holiday Park - replacement works 305 500 800 110 Wangi Holiday Park - replacement works 60 20 130 20 Replacement of roof, guttering and downpipes - Lake Cinema 60 100 - - 1,145 1,595 2,130 1,190
50 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 51 Connected communities OBJECTIVE 5.1 Public spaces help connect us with each other and the world
STRATEGY 5.1.1 Empower our community to embrace technology ACTION 2019-2020 PRIMARY RESPONSIBILITY
Implement apps that will provide an interactive and streamlined experience at Lake Mac Libraries and Arts, Culture and Tourism deliver actions outlined in the Lake Mac Libraries Strategic Plan Ensure The Rover, Lake Mac Libraries mobile tech transport, attends a minimum of 20 community Arts, Culture and Tourism events with 8000 customer interactions Deliver three creative technology inspired installations and kinetic public art commissions at various Arts, Culture and Tourism across locations across the City Facilitate community involvement in renewable energy by delivering a community information forum on the different models available to communities to progress community owned Community Partnerships renewable energy initiatives
STRATEGY 5.1.2 Eliminate barriers to accessing information and services ACTION 2019-2020 PRIMARY RESPONSIBILITY
Publicly provide Council data sets to enable the public to access our information Corporate Information Develop a cultural collections strategy and review collection procurement strategies to improve Arts, Culture and Tourism customer requests and access Provide wi-fi connectivity at Council facilities and community events Corporate Information
STRATEGY 5.1.3 Enhance community spaces with urban and public art, place making and place activation ACTION 2019-2020 PRIMARY RESPONSIBILITY
Prepare the Lake Macquarie Urban and Public Art Strategy and Action Plan 2019-2028 for adoption by Council Arts, Culture and Tourism Install five urban and public art projects across the City Arts, Culture and Tourism
STRATEGY 5.1.4 Enable meaningful creative learning and cultural experiences ACTION 2019-2020 PRIMARY RESPONSIBILITY
Prepare an Education and Public Program Strategy for cultural services across the City including arts, Arts, Culture and Tourism library, performing arts and heritage, for adoption by Council Deliver a creative open studio program that allows the community to engage with artists Arts, Culture and Tourism across the City
RELATED PLANS Lake Macquarie Urban and Public Art Strategy and Action Plan, Education and public program strategy for Cultural Services across the City, Lake Mac Libraries Strategic Plan
52 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 53 OBJECTIVE 5.2 OBJECTIVE 5.3 We are a supportive and inclusive community We are proud of our City’s heritage and cultures
STRATEGY 5.2.1 STRATEGY 5.3.1 Create opportunities for people from all demographics and abilities Celebrate our Aboriginal and Torres Strait Islander culture and other cultures to participate in community life ACTION 2019-2020 PRIMARY RESPONSIBILITY ACTION 2019-2020 PRIMARY RESPONSIBILITY Support NAIDOC Week through administration of the NAIDOC Week grant program and Community Partnerships Hold at least 60 activities as part of Council’s Over 55s program Community Partnerships participation in activities during NAIDOC Week Deliver 10 workshops as part of the You’re Kidding Me program for children and families, including the Deliver four editions of the Koori Grapevine newsletter and other actions as outlined Community Partnerships Community Partnerships annual You’re Kidding Me Expo in the Aboriginal Community Plan 2019-2023 Undertake 10 capacity-building initiatives with local services and communities to meet the needs of Facilitate the interpretation of Aboriginal cultural heritage through the City, for example, Community Partnerships Arts, Culture and Tourism disadvantaged groups or isolated communities artwork and interpretive signage Develop and deliver 30 Aboriginal cultural programs in consultation with the community through Refresh and deliver the Lake Macquarie Awards to encompass broader demographic groups including Communications and Arts, Culture and Tourism sporting, cultural and civic leadership Corporate Strategy the Lake Macquarie City Art Gallery and Lake Mac Libraries Implement disability awareness program for Council staff Community Partnerships Celebrate cultural expression through Harmony Day in March, in partnership with key stakeholders Community Partnerships Partner with media and community organisations to promote the stories of our culturally diverse Advocate for improved accessibility and inclusive Council events Community Partnerships Community Partnerships community and other actions within the current Multicultural Plan 2016-2020 Begin preparation of a new Multicultural Plan in consultation with the community Community Partnerships STRATEGY 5.2.2 Support volunteer and community groups to increase community capacity STRATEGY 5.3.2 ACTION 2019-2020 PRIMARY RESPONSIBILITY Recognise, protect and celebrate our heritage Work with community groups to deliver capital works on at least 20 local facilities Asset Management ACTION 2019-2020 PRIMARY RESPONSIBILITY Investigate strategies to make it easy for community members, including those with disability, Community Partnerships to volunteer for Council programs, activities and services Prepare a Conservation Management Plan for Council’s cemeteries Community Partnerships Integrate existing cultural volunteer programs and ensure a minimum of 50 volunteers Deliver heritage engagement and awareness programs and host four heritage network meetings Arts, Culture and Tourism Arts, Culture and Tourism are actively engaged Host four professional development workshops within the heritage and cultural industry for RELATED PLANS Aboriginal Community Plan, Multicultural Plan, Conservation Management Plan, Arts, Heritage and Cultural Plan Arts, Culture and Tourism community, for example GLAM symposium, significant assessment training, grant writing
RELATED PLANS Disability Inclusion Action Plan, Aboriginal Community Plan, Ageing Population Strategy, Multicultural Plan, Children and Family Strategy
54 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 55 OBJECTIVE 5.4 Connected communities Our community responds and adapts to change financial resources
2019-2020 2020-2021 2021-2022 2022-2023 STRATEGY 5.4.1 $000 $000 $000 $000 Adapt our City to a changing climate Operational revenue 1,671 1,573 1,629 1,706 ACTION 2019-2020 PRIMARY RESPONSIBILITY Capital revenue 687 687 687 687 Complete Pelican Blacksmiths Local Adaptation Plan Environmental Systems Total revenue 2,358 2,260 2,316 2,393 Identify three priority locations for those at risk of either fire or flooding and plan and develop Operational expenditure (19,488) (21,068) (21,560) (22,096) resources for local businesses, community groups and residents to prepare for disasters utilising the Community Partnerships Get Ready NSW Council Framework Operating result (17,130) (18,808) (19,243) (19,703) Report on Council and the City’s energy, water, waste and greenhouse gas emission targets within the Operating result before capital (17,817) (19,495) (19,930) (20,390) Environmental Systems revised Environmental Sustainability Strategy and actions Capital - new (1,810) (976) (1,105) (1,989) Capital - replacement (1,122) (1,146) (1,171) (1,196) STRATEGY 5.4.2 Dedications (687) (687) (687) (687) Empower our community to adopt sustainable behaviours Transfer to restricted cash (1,477) (1,439) (1,451) (1,463) ACTION 2019-2020 PRIMARY RESPONSIBILITY Loan repayments - - - - Total capital (5,096) (4,248) (4,413) (5,335) Assist Sustainable Neighbourhoods to establish a volunteer recruitment team and other actions as outlined in the Strengthening Sustainable Neighbourhoods: Strategy and Community Partnerships Funds required (22,913) (23,742) (24,344) (25,726) Implementation Plan 2018-2023 Funded by: Deliver a digital storytelling series on low impact living and other actions as outlined in the Community Partnerships Loans utilised 1,680 911 1,040 1,989 Environmental Sustainability Strategy and Action Plan Proceeds from asset sales - - - - Restricted cash - depreciation 1,618 1,677 1,707 1,738 STRATEGY 5.4.3 Encourage uptake of smart and sustainable infrastructure Restricted cash - other 1,360 1,322 1,334 1,347 Budget surplus / (deficit) (18,254) (19,831) (20,262) (20,652) ACTION 2019-2020 PRIMARY RESPONSIBILITY Capital works Implement an electric vehicle charging strategy for the City Asset Management Capital - new Sustainability and environmental levy - capital works 96 99 102 104 RELATED PLANS Lake Macquarie Development Control Plan, Lake Macquarie Coastal Zone Management Plan, Environmental Sustainability Action Plan, Lake Macquarie Waterway Floodplan Risk, Management Study and Plan, Council energy resilience 1,173 800 725 1,668 Energy Resilience Plan Aged and disabled services new works 210 12 214 217 Viewing platform and pathways, Blacksmiths Beach 200 - - - Flood warning signs 130 65 65 - 1,810 976 1,105 1,989 Capital - replacement Emergency services 36 36 36 36 Children services buildings 157 162 166 171 Library stock 582 593 605 617 Digital collection 166 170 173 177 Speers Point Library replacement works 180 185 190 195 1,122 1,146 1,171 1,196
56 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 57 Creativity
OBJECTIVE 6.1 Creative thinking drives our City
STRATEGY 6.1.1 Create opportunities that provide open communication, partnerships and leadership with the creative and cultural sector ACTION 2019-2020 PRIMARY RESPONSIBILITY
Review the results of the creative industry audit undertaken in 2017 to determine effectiveness Arts, Culture and and map future opportunities Tourism
STRATEGY 6.1.2 Develop and implement strategies that enhance public access to cultural facilities and events ACTION 2019-2020 PRIMARY RESPONSIBILITY
Implement radio frequency Identification technology (RFID) at Lake Mac Libraries and deliver other Arts, Culture and associated actions as outlined within the Lake Mac Libraries Strategy and Action Plan 2019-2024 Tourism
RELATED PLANS Lake Macquarie Libraries Strategy and Action Plan
STRATEGY 6.1.3 Communicate our culture: Be local, aim global ACTION 2019-2020 PRIMARY RESPONSIBILITY
No action for 2019-2020
STRATEGY 6.1.4 Develop and implement initiatives to attract, nurture and retain innovators ACTION 2019-2020 PRIMARY RESPONSIBILITY
Implement foundational initiatives from the Innovators Support Roadmap Executive
58 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 59 OBJECTIVE 6.2 Creativity Our City has a strong creative industry financial resources 2019-2020 2020-2021 2021-2022 2022-2023 $000 $000 $000 $000 STRATEGY 6.2.1 Investigate opportunities for improving income generation in the cultural sector Operational revenue 258 476 499 534 ACTION 2019-2020 PRIMARY RESPONSIBILITY Capital revenue 1,347 - - - Total revenue 1,605 476 499 534 Develop business cases for merchandising, performing arts subscription program and philanthropy Arts, Culture and campaigns to assist with building the creative and cultural economy Tourism Operational expenditure (4,211) (3,751) (3,798) (3,880) Operating result (2,606) (3,275) (3,300) (3,346) RELATED PLANS Arts, Heritage and Cultural Plan Operating result before capital (3,953) (3,275) (3,300) (3,346) Capital - new (2,705) (480) (115) (90) Capital - replacement (31) (31) (32) (33) OBJECTIVE 6.3 Dedications - - - - Transfer to restricted cash - - - - Cultural experiences and public art Loan repayments - - - - Total capital (2,736) (511) (147) (123) connect us with the past, present and future Funds required (6,688) (3,786) (3,447) (3,469) Funded by: STRATEGY 6.3.1 Loans utilised 647 55 50 50 Develop a suite of interpretation themes and sites around the City Proceeds from asset sales - - - - ACTION 2019-2020 PRIMARY RESPONSIBILITY Restricted cash - depreciation - - - - Deliver four projects that interpret our City’s heritage, for example, interpretive signage, virtual Arts, Culture and Restricted cash - other 358 475 125 100 reality experience and a heritage festival Tourism Budget surplus / (deficit) (5,682) (3,256) (3,272) (3,319)
RELATED PLANS Arts, Heritage and Cultural Plan Capital works Capital - new Art Gallery redevelopment Stage 3 1,000 - - - Charlestown public art 115 50 25 - Art,s Cultural, Heritage Strategy implementation 90 90 90 90 Speers Point Multi Arts Centre 1,500 340 - - 2,705 480 115 90 Capital - replacement Art Gallery 31 31 32 33 31 31 32 33
60 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 61 Shared decision-making
OBJECTIVE 7.1 Partnerships between community, government and business benefit our City
STRATEGY 7.1.1 Develop and maintain a network of key agencies, organisations, peak bodies and community groups ACTION 2019-2020 PRIMARY RESPONSIBILITY
Proactively engage with other levels of government to drive Council priorities, Executive for example the North West catalyst area
STRATEGY 7.1.2 Influence decisions that impact our region ACTION 2019-2020 PRIMARY RESPONSIBILITY
Contribute to the regional strategic planning process through the Hunter Joint Organisation Executive
OBJECTIVE 7.2 We know how and why decisions are made
STRATEGY 7.2.1 Deliver high quality and informative customer service ACTION 2019-2020 PRIMARY RESPONSIBILITY
Implement a process to close the loop with customers on finalising the outcome of service requests Customer Experience Establish a benchmark for measuring customer satisfaction and implement a ‘first contact’ customer Customer Experience satisfaction survey
STRATEGY 7.2.2 Provide clear, accessible and relevant information to the community ACTION 2019-2020 PRIMARY RESPONSIBILITY
Communications and Implement a new guideline and templates for the City’s signage Corporate Strategy Publish accurate and up-to-date information for DAs and Council policies to Council’s DA tracking Customer Experience system and website in a timely manner Update arts, culture, event and tourism interactive online tools and online cataloguing, and online Arts, Culture and Tourism community grants application process
62 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 63 OBJECTIVE 7.3 Shared decision-making Our community influences decisions that shape our City financial resources
2019-2020 2020-2021 2021-2022 2022-2023 STRATEGY 7.3.1 $000 $000 $000 $000 Actively engage with and seek direction from the community and key stakeholders Operational revenue 2 2 2 2 ACTION 2019-2020 PRIMARY RESPONSIBILITY Capital revenue - - - - Refresh the Shape Lake Mac engagement platform to align with the City’s place branding and Communications and Total revenue 2 2 2 2 Community Strategic Plan key focus areas Corporate Strategy Operational expenditure (2,239) (2,352) (2,324) (2,371) Develop a Community Participation Plan to set out how we engage with the community on land use Communications and Operating result (2,238) (2,350) (2,322) (2,370) planning matters Corporate Strategy Operating result before capital (2,238) (2,350) (2,322) (2,370) Support community participation in local government by providing adequate Communications and resources to Council’s committees: Corporate Strategy Capital - new - - - - Enhance the Lake Mac Print website to include functionality such as online quotation Capital - replacement - - - - Customer Experience and the ability to upload design files Dedications - - - - Transfer to restricted cash (207) (270) (270) (270) STRATEGY 7.3.2 Loan repayments - - - - Provide our customers with simple and convenient ways Total capital (207) (270) (270) (270) to access and do business with Council Funds required (2,445) (2,620) (2,592) (2,639) PRIMARY RESPONSIBILITY ACTION 2019-2020 Funded by: Implement a community portal and update Council’s website to improve user experience Corporate Information Loans utilised Proceeds from asset sales STRATEGY 7.3.3 Restricted cash - depreciation Prepare for 2020 Local Government Elections Restricted cash - other 47 910 - - ACTION 2019-2020 PRIMARY RESPONSIBILITY BUDGET SURPLUS / (DEFICIT) (2,398) (1,710) (2,592) (2,639) Communications and CAPITAL WORKS Undertake required preparations for the 2020 Local Government election Corporate Strategy Capital - new Nil ------Capital - replacement Nil ------
64 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 65 SUPPORTING Business OUR PLAN activities
CiviLake Property and Business Council’s City Works department Development operates CiviLake, which provides Property and Business a wide range of civil engineering Development department is construction and maintenance dedicated to the management works and services, plus open of Council’s community and space maintenance, signwriting, operational real estate assets. and building trades services to Operational assets include those Council and private clients. needed to conduct the business CiviLake returns the profits of Council, like the Administration generated from private works Building, and those that are held back to the community through to maximise recurring income to improved and additional services. Council. The department is self- Carrying out private works and funding and contributes to services also enables CiviLake to Council’s General Fund. benchmark itself against private The Property and Business enterprise and demonstrate that Development is also responsible its works and services carried out for the operation of Council’s for Council are done in an industry- four Holiday Parks – Wangi Point, competitive manner. Belmont Lakeside, Blacksmiths Beachside and Swansea Lakeside, with the objective of offering high quality tourist facilities to visitors of our City. The Holiday Parks are self-funding and any profits are re-invested in the holiday parks.
66 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 67 Organisational support
2019-2020 2020-2021 2021-2022 2022-2023 financial resources $000 $000 $000 $000
Operational revenue 24,832 25,745 26,778 27,531 Capital revenue 139,640 143,990 148,247 152,374 Total revenue 164,472 169,735 175,025 179,905 Operational expenditure (12,990) (14,134) (15,020) (16,347) Operating result 151,482 155,601 160,005 163,558 Operating result before capital 11,841 11,611 11,758 11,184 Capital - new (2,696) (6,310) (605) (695) Capital - replacement (12,536) (12,169) (8,270) (8,787) Dedications - - - - Transfer to restricted cash 2,359 4,204 4,078 4,181 Loan repayments (5,507) (7,037) (8,103) (9,439) Total capital (18,380) (21,312) (12,900) (14,740)
Funds required (6,539) (9,702) (1,142) (3,556) Funded by: Loans utilised 1,182 1,952 2,873 2,822 Proceeds from asset sales 1,665 1,311 1,292 1,512 Restricted cash - depreciation 9,291 15,045 5,549 5,776 Restricted cash - other 8,963 5,601 4,684 5,089 Organisational Budget surplus / (deficit) 14,563 14,207 13,256 11,643 Capital works support Capital - new IT and IM future development 500 500 500 500 New plant and fleet 313 73 73 72 In order to deliver on our Detailed strategy and action plans Community’s Vision, Council sit within the Resourcing Strategy in Boolaroo Works Depot - new works - - - 90 provides a wide range of internal the following areas: Furniture acquisitions 22 32 33 33 support services. workforce planning; IT infrastructure 1,861 1,008 - - Creating Spaces - future space planning project - 4,698 - - These are made up of our asset management planning; Resourcing Strategy – asset, 2,696 6,310 605 695 financial planning; workforce, financial, information Capital - replacement information technology and technology and plant and fleet IT and IM future development 389 379 379 379 management; and DELIVERING management – plus others OUR FUTURE Councils Online replacement - authority implementation 1,650 - - - including procurement, supply, plant and fleet management. Resourcing Strategy 2017–2027 Software upgrade Q Flow counter ticketing - 81 - - safety, records, governance and The following table outlines the Plant replacement - light vehicles 2,300 2,300 2,300 2,300 corporate planning. finances required to deliver on the Plant replacement - small plant items 500 500 500 500 actions contained in the Resourcing Council’s Resourcing Strategy Plant replacement - plant and equipment items 4,640 3,995 4,425 4,925 supports the Community Strategic Strategy, as well as those required Office furniture replacement 16 16 17 17 Plan, Delivery Program and to provide internal support Boolaroo Works Depot replacement works 100 316 325 334 Operational Plan by detailing services. Administrative Centre replacement works 20 302 310 318 how Council can help achieve the community’s goals in terms of time, Administrative Centre replacement furniture 13 13 14 14 money, assets and people. Depot building lighting capital replacement 100 - - - Works Depot fitout and renovation of existing office space 100 - - - Effective resource planning ensures focus on the short-term and long- Works Depot air conditioning 8 - - - term goals for the City. Creating Spaces - future space planning project 2,700 4,266 - - 12,536 12,169 8,270 8,787
68 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 69 Ordinary and special rates The rating structure for the The base amount for this category Financial management The categories of residential, business and mining categories is is set the same as the base amount farmland, mining and business based on a combination of a base for the residential category, amount of rate and an ad valorem with the ad valorem component Rates This legislation provides the Land valuation is conducted every apply to the whole of the Council area. component. The level of the base being set at 70 per cent of the Council raises about 40 per cent of process to calculate rates and three years by the NSW Valuer amount has been set to achieve ad valorem component in the The rating structure for the its operating income from rates and limits the income councils can General. The land value does not two per cent of total rate income residential category. receive from rates. Each property include the value of your house, residential category is based on provides many services that rates from each category, with the ad The rate amounts shown in this in Lake Macquarie falls into one buildings, or other improvements a combination of a base amount help to fund. valorem component raising 98 per document include the ordinary of four categories for rating to the land. Council uses this figure of rate and an ad valorem These services include: cent of the total income. rate and a special rate variation purposes depending on the to calculate the ad valorem amount (amount in the dollar) component. The rating structure for the approved by IPART in 2012. The rate maintenance of roads, parks land use of the property. to reflect any changes in the The level of the base amount has farmland category is based on a amounts shown in this document and gardens; value of your land. been set to achieve 50 per cent These categories are: combination of a base amount of include the ordinary rates variation libraries; of total rate income from this residential; rate and an ad valorem component. for 2019-2020 of 2.7 per cent. community services for senior category, with the ad valorem business; citizens and youth; component raising the remaining farmland; and 50 per cent of the total income. town planning; mining. food inspections; Council decides which category animal services; your property should be in, based Rating structure and yield 2019-2020 tourism; and on its land use.
swimming pools. Rates are calculated annually Ad valorem Base amount Base amount 2019-2020 Rate type Category Sub-category Rates are the way our community and include the ordinary rate and amounts cents in $ $ per cent of total rates Rate yield $ contributes to funding these annual charges. The ordinary rate services. includes a flat base amount, plus Ordinary Residential Not applicable 0.260336 730.20 50.00 118,003,440 Council rates are determined in an ad valorem amount, which is Ordinary Farmland Not applicable 0.182236 730.20 35.75 77,615 accordance with the provisions of based on the value of your land. Ordinary Mining Not applicable 2.730560 1,116.92 2.00 1,005,231 the Local Government Act 1993. Ordinary Business Not applicable 1.218123 101.46 2.01 19,470,223
NOTES: 1. The amounts shown in the column ‘2019-2020 Rate yield’ have been calculated in accordance with the permissible increase in Council’s notional general income for 2019-2020 of 2.70 per cent. This is in accordance with the rate-peg determination made by IPART. 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 2020) 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. instances in which 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). A minimal component of the difference in rate yield relates 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.
70 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 71 Fees and charges for goods and services
Each year, Council determines its In accordance with Section 608 of Council reviews all fees and fees and charges. Income from the Local Government Act 1993 and charges, not subject to statutory fees and charges helps us provide other relevant legislation, Council control, on an annual basis, prior services and facilities for our City. levies a range of fees and charges to finalisation of Council’s annual Our fees and charges are intended as contained within this document. operating budget. to cover the cost associated with: When Council determines its fees The predominant consideration in the supply of a product, service, for goods and services, it takes into reviewing those fees and charges or commodity; account the following factors: is full cost recovery on a fee for the giving of information; the cost of providing the service; service (user pays) basis. However, this principle only applies where providing a service in the importance of the service to the cost of the service provision connection with the Council’s the community; and the end users can be accurately regulatory functions, including prices fixed by relevant industry determined. receiving an application for bodies; approval, granting an approval, Fee increase percentages may be any factors specified in the making an inspection and greater than the Consumer Price Local Government regulations; issuing a certificate; and Index (CPI) due to a number of equity factors; factors including: allowing admission to any
building or enclosure. user pays principle; rounding; financial objectives; the practice of reviewing fees customer objectives; biennially versus annually; resource use objectives; and and/or
cross-subsidisation objectives. benchmarking of services/fees against other councils. Domestic waste The charge in 2019-2020, per Effluent removal charge Council’s annual fees and charges management charge rateable property, per service is Council levies a waste management are available at lakemac.com.au. The domestic waste management $440. Alternative Domestic Waste charge for effluent removal charge is an annual charge for options are included within the fees services, which will apply uniformly waste services that is listed and charges document located at to each parcel of rateable land for as a separate amount on your lakemac.com.au. which the service is available. The residential or farmland rates notice. charge for 2019-2020 per property It includes a levy charged by the is $2580. The estimated yield of the NSW Government. charge is $1,029,420. Most NSW councils have to pay the levy, which they then have to pass on to ratepayers on a fee for service basis. Councils are not permitted to make a profit or loss from this levy.
72 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 73 Projected financial statement Proposed borrowings 2019-2020 to 2022-2023
Council’s borrowings are governed A council may borrow by way of The proposed loan program PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 by the provisions of the Local overdraft or loan or by any other below reflects the loan-borrowing $000 $000 $000 $000 $000 Government Act 1993 and the means approved by the Minister. program to be adopted by Council Rates 131,446 136,393 140,562 144,774 148,835 Local Government (General) for the 2018-2019 financial year. The Minister may impose Annual charges 39,145 37,565 38,571 39,753 40,948 Regulation 2005. limitations or restrictions on User charges and fees 18,162 19,436 20,141 21,088 22,792 A council may borrow at any time borrowings by a particular council. Interest on investments 7,354 8,087 8,522 9,290 10,139 for any purpose allowed under the Grants and contributions - operating 20,802 26,513 26,358 26,856 27,336 Local Government Act 1993. Grants and contributions - capital 38,266 39,845 54,257 37,362 37,469 Other revenue 13,376 13,671 13,853 14,119 14,442 Proposed borrowings 2019-2020 loan program Net gain on disposal of assets Total revenue 268,550 281,510 302,265 293,242 301,960 Project description Total Employee costs (99,642) (102,882) (106,202) (110,722) (114,165) Information technology and management future development 500,000 Materials and contracts (49,008) (48,162) (44,698) (42,302) (42,547) Plant replacement - plant and equipment items 660,000 Borrowing costs (7,585) (7,700) (8,655) (9,061) (9,914) Furniture acquisitions 22,000 Depreciation (55,475) (59,360) (60,089) (64,613) (65,406) Council energy resilience 1,269,893 Other operating expenses (29,589) (28,371) (29,163) (29,698) (30,633) Net loss on disposal of assets Foreshore stabilisation and littoral vegetation 628,420 Net operational expenditure (241,299) (246,475) (248,807) (256,396) (262,665) Aged and disabled services new works 210,388 Operating result 27,251 35,034 53,458 36,845 39,295 Minor works 241,263 Operating result (excluding capital) (11,015) (4,811) (800) (517) 1,826 Subdivision compliance - project management 694,923 Capital additions - new (56,922) (39,644) (75,253) (41,292) (53,763) City-wide suburb signs 52,430 Capital additions - replacement (71,195) (54,199) (64,928) (51,162) (51,934) Kerb and channel construction 1,288,114 Dedications (14,687) (22,537) (22,537) (22,537) (22,537) Sealing gravel roads program 755,532 Transfer to restricted cash (83,417) (69,851) (69,647) (71,369) (74,417) Traffic facilities improvement 877,149 Loan repayments (4,171) (5,507) (7,037) (8,103) (9,439) Drainage improvement program 2,393,669 Total capital (230,391) (191,737) (239,402) (194,463) (212,089) Footway and cycleway program 1,397,500 Funds required (203,140) (156,703) (185,944) (157,618) (172,793) Hunter Sports Centre - new works 55,992 Funded by: Loans utilised 39,811 27,382 17,809 26,040 38,472 Parks improvement City-wide 156,607 Sale of assets 9,090 4,675 4,651 3,457 4,319 Vehicle control - community land 24,876 Restricted cash – asset replacement 61,259 50,312 61,531 47,850 49,076 Martinsville Oval - amenities and playground construction 150,000 Restricted cash – other 92,174 73,519 101,122 79,421 80,059 Redhead Beach - lifeguard observation room 80,000 Provision for future rehabilitation 805 815 832 850 868 Art Gallery - redevelopment Stage 3 592,475 Budget surplus/(deficit) 0 (0) 0 (0) (0) Public art tourism driver 55,000 Balance of funds Speers Point to Glendale cycleway 1,581,056 Unspent loans 391 391 391 391 391 Rail bridge approaches and barriers Teralba 50,000 Unspent grants and contributions 1,677 1,474 1,276 1,173 1,070 Lighting the Way - installation of energy efficient street lighting 994,291 Funded provision for asset replacement 28,701 31,070 21,627 30,437 38,637 Blacksmiths Beach - viewing platform and pathways 200,000 Funded provision for ELE 1,000 1,000 1,000 1,000 1,000 Community Recycling Centres - eastlake and Awaba 100,000 Other restricted cash 178,225 182,585 160,488 161,702 165,538 Unrestricted cash Awaba cCmmunity Recycling Centre - new baler 50,000 Total cash 209,994 216,520 184,783 194,704 206,637 Awaba Waste Management Facility expansion works 12,300,000 Total 27,381,578 Gross debt 117,770 139,645 150,416 168,353 197,386
74 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 75 Projected statement of financial position Projected cash flow statement 2019-2020 to 2022-2023 2019-2020 to 2022-2023
PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 CURRENT ASSETS Opening cash 214,271 209,994 216,520 184,783 194,704 Cash assets 22,504 22,655 19,334 20,372 21,620 Investment securities 109,399 110,130 93,988 99,034 105,103 Cash flows from operating activities Receivables 13,547 13,799 14,075 14,356 14,643 Receipts: Inventories 2,027 1,787 1,823 1,860 1,897 Rates and annual charges 170,590 173,958 182,886 184,527 189,783 Other 465 443 452 461 470 User charges and fees 18,162 19,436 20,141 21,088 22,792 Non-current assets classified as held for sale Investment revenue and interest 7,354 8,087 8,522 8,522 10,139 TOTAL CURRENT ASSETS 147,942 148,814 129,670 136,082 143,733 Grants and contributions 20,802 26,513 26,358 26,856 27,336 Other 13,376 13,671 13,853 14,119 14,442 NON-CURRENT ASSETS Payments Cash assets Employee benefits and oncosts (99,642) (102,882) (106,202) (110,722) (114,165) Investment securities 83,179 83,735 71,461 75,298 79,913 Materials and contracts (49,008) (48,162) (44,698) (42,302) (42,547) Receivables 1,014 1,360 1,387 1,415 1,443 Borrowing costs (7,585) (7,700) (8,655) (9,061) (9,914) Inventories 500 2,637 2,673 2,673 2,673 Operating expenses (9,626) (31,639) (21,722) (34,580) (36,125) Property, plant and equipment 2,617,666 2,658,691 2,756,641 2,803,359 2,861,650 Other Other 461 198 278,694 261,276 287,004 243,228 256,444 TOTAL NON-CURRENT ASSETS 2,702,820 2,746,621 2,832,163 2,882,746 2,945,680 Cash flows from financing activities Aditional borrowings 39,811 27,382 17,809 26,040 38,472 TOTAL ASSETS 2,850,762 2,895,435 2,961,833 3,018,828 3,089,413 Repayments (4,171) (5,507) (7,037) (8,103) (9,439) CURRENT LIABILITIES 314,332 283,150 297,776 261,165 285,477 Bank overdraft Cash flows from investing activities Creditors 20,117 17,010 17,350 17,697 18,051 Capital contributions 14,687 22,537 22,537 22,537 22,537 Interest bearing liabilities 5,845 7,037 8,103 9,439 10,454 New acquisitions (56,922) (39,644) (75,253) (41,292) (53,763) Provisions 66,995 68,335 69,702 71,096 72,518 Replacement acquisitions (71,195) (54,199) (64,928) (51,162) (51,934) TOTAL CURRENT LIABILITIES 92,957 92,383 95,155 98,232 101,023 Sale of assets 9,090 4,675 4,651 3,457 4,319 Add back non-cash items NON-CURRENT LIABILITIES 209,994 216,520 184,783 194,705 206,637 Payables - - - - - Restricted cash* Interest bearing liabilities 128,052 132,607 142,313 158,914 186,932 Opening balance 214,271 209,994 216,520 184,783 194,704 Provisions 17,464 23,122 23,584 24,056 24,537 Transfers to restrictions 187,811 156,592 147,545 162,022 178,295 TOTAL NON-CURRENT LIABILITIES 145,516 155,729 165,897 182,970 211,469 Transfers from restrictions (192,087) (150,066) (179,282) (152,100) (166,362) TOTAL LIABILITIES 238,473 248,111 261,052 281,202 312,492 Total restricted cash 209,994 216,520 184,783 194,704 206,637 NET ASSETS 2,612,289 2,647,323 2,700,781 2,737,626 2,776,921 Unrestricted cash 0 0 0 0 0 EQUITY Closing balance 209,994 216,520 184,783 194,704 206,637 Accumulated surplus 1,344,467 1,379,501 1,432,959 1,469,804 1,509,099 * 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 Asset revaluation reserve 1,267,822 1,267,822 1,267,822 1,267,822 1,267,822 internally restricted reserves have been determined by Council for use in a specific function. TOTAL EQUITY 2,612,289 2,647,323 2,700,781 2,737,626 2,776,921
76 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 77 Projected restricted cash Ratios 2019-2020 to 2022-2023 PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 $000 $000 $000 $000 $000
UNRESTRICTED CURRENT RATIO PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Current assets - external restrictions $000 $000 $000 $000 $000 Current liabilities - specific purpose liabilities 1.79 1.82 1.45 1.48 1.53
External restrictions Target (Greater than) 1.50 1.50 1.50 1.50 1.50 RMS advances 1,079 1,079 1,079 1,079 1,079 Developer contributions section 7.11 71,283 85,434 69,743 69,880 70,656 OWN SOURCE REVENUE RATIO Specific purpose unexpended grants 1,677 1,474 1,276 1,173 1,070 Own source revenue Domestic waste management 15,550 11,076 6,334 1,844 (2,375) Total revenue 0.78 0.76 0.73 0.78 0.79 Dwm land infrastructure 4,102 4,711 5,335 5,977 6,634 Target (Greater than) 0.60 0.60 0.60 0.60 0.60 Dwm site rehabilitation 8,674 9,646 10,638 11,651 12,685 Crown reserve 118 99 64 38 10 Holiday Park reserve 3,794 4,194 4,402 4,784 6,226 RATES and ANNUAL CHARGES OUTSTANDING PERCENTAGE Contributions to works 3,178 3,172 3,168 3,168 3,170 Rates and annual charges outstanding Other sundry contributions 137 137 137 137 137 Rates and annual charges collectable 3.62% 4.06% 4.01% 3.96% 3.92% 109,593 121,022 102,176 99,731 99,293 Target (Less than) 5.00% 5.00% 5.00% 5.00% 5.00% Internal restrictions Employee leave entitlements 1,000 1,000 1,000 1,000 1,000 OPERATING PERFORMANCE Asset replacement reserve 28,701 31,070 21,627 30,437 38,637 Net operating result (excluding capital and gain/loss on disposal and fair value adjustments and reversal of reval Unexpended loan funds 391 391 391 391 391 decrements and net share/loss of interests in joint ventures)
Strategic property reserve 16,820 15,268 16,161 16,923 18,212 Operating revenue (excluding capital and gain/loss on Matching funds Section 7.11 8,242 8,295 8,386 8,489 8,593 disposal and fair value adjustments and reversal of reval (4.78%) (1.99%) (0.32%) (0.20%) 0.69% decrements and net share/loss of interests in joint ventures) General fund restricted cash 4,718 4,659 4,649 4,649 4,649 Target (Equal to) 0.00% 0.00% 0.00% 0.00% 0.00% Open space acquisition 4,381 4,328 4,265 4,210 4,155 Quarry rehabilitation 2,579 332 12 - - ASSET RENEWAL RATIO Grant matching funds 4,500 4,274 3,832 3,932 4,032 Asset renewals expenditure Community land 14,799 13,313 9,855 10,232 10,673 Cemeteries improvement 1,222 1,312 1,404 1,499 1,595 Depreciation, amortisation expenditure 1.28 0.91 1.08 0.79 0.79 IT replacement reserve 2,715 - 119 1,262 2,121 Target (Greater than) 1.00 1.00 1.00 1.00 1.00 Charlestown open space endowment fund 3,462 3,582 3,705 3,851 4,010 Cardiff town park endowment fund 2,598 2,656 2,217 2,283 2,362 DEBT SERVICE COVER RATIO Insurance proceeds 1,049 1,349 1,649 1,949 2,249 Net operating result (excluding capital, depreciation and gain/loss on disposal and fair value adjustments and 3.78 4.13 3.78 3.73 3.47 Sustainability environmental levy 1 1 1 1 1 reversal of reval decrements and net share/loss of interests Roads and drainage reserve 34 34 34 34 34 in joint ventures) Community facilities reserve 1,323 1,323 1,323 1,323 1,323 Principal repayments (cashflow statement and interest repayments) Wangi Point Lakeside Holiday Park 1,115 1,400 1,704 1,964 2,495 Target (Greater than) 2.00 2.00 2.00 2.00 2.00 Election reserve 752 912 272 542 812 100,401 95,499 82,606 94,973 107,343 CASH EXPENSE COVER RATIO TOTAL 209,994 216,520 184,783 194,704 206,637 Current year cash and cash equivalents and term deposits Payments from statement of cash flows 8.78 8.47 7.57 7.32 7.52 of operating and financing activitites
Target (Greater than) 3.00 3.00 3.00 3.00 3.00
CASH FUNDING OF DEPRECIATION Amount of funding being applied to the ARR Depreciation, amortisation expenditure 90.54% 88.75% 86.68% 87.69% 87.57%
Target (Greater than) 100.00% 100.00% 100.00% 100.00% 100.00%
Note: The Office of Local Government target of 100% is considered high and not encouraging efficient capital replacement. The internal Council target is considered to be 80%
78 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 79 Priority projects
This section outlines the physical The stages are defined as follows: works and actions that Council Feasibility describes tasks such plans to undertake during the as site investigations, specialist 2019-2020 financial year. The list studies, master planning, strategic is based on projects identified as planning, and concept design. a priority. It is Council’s intention Design describes detailed design to deliver these projects, or tasks such as civil or structural equivalent, subject to project engineering, landscape design, feasibility and physical constraints. architectural design, electrical Council is forecast to spend design, hydraulic design, project $93 million on capital works. approvals/development consent, Program stages and the tender process. Our works program is managed and Implement describes projects planned in stages, from feasibility that will commence or are under to design, implement and complete. construction, but will not be Each year, we identify the desired completed by 30 June 2020. stage we will reach at 30 June for Complete describes projects that each project. The target stage is will be finished by 30 June 2020. identified in the final column of list WORKS of works in this section of the Plan. PROGRAM
80 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 81 Project location Project description Stage Project location Project description Stage
Beach and aquatic facilities Green Point Green Point foreshore replacement work - Stage 2 Implement
Blacksmiths Blacksmiths Beach viewing platform and accessible pathways Implement Jewells Crokers Creek streambank stabilisaiton and riparian rehabilitation Implement
Catherine Hill Bay Surf lifesaving club first aid room Design Footpaths
Caves Beach Surf lifesaving club concrete and structural investigations Feasibility Charlestown Algona Road footpath Complete
Redhead Lifeguard observation room Design Charlestown Moto Street footpath from Milson Street to Kaleen Street Complete
Speers Point Jetty replacement Complete City-wide Laneway rails and bollards Complete
Swansea Belmont Street jetty Design City-wide Miscellaneous kerb ramps construction Implement
Wangi Wangi Wangi RSL jetty replacement Complete Kahibah Burwood Road shared pathway between Fernleigh Track and Kahibah Complete
Community buildings Toronto Awaba Road footpath Complete
Belmont Belmont Child Care kitchenette upgrades Implement Blundell Parade shared pathway between existing shared pathway Toronto Complete and Toronto High School Cardiff Cardiff Child Care bathroom upgrade Design Hillsborough Road culvert section from Warners Bay High School Warners Bay Complete Charlestown Charlestown Community Centre Feasibility footbridge to pedestrian crossing
City-wide Heating and cooling upgrades at various community buildings Implement Kerb and channel
Install rooftop solar photovoltaic systems and batteries at City-wide Complete Barnsley Nelson Street kerb and channel construction full length both sides of road Implement various community buildings Carlisle Row road rehabilitation and kerb and channel between Fishing Point Complete Edgeworth Edgeworth Child Care bathroom upgrade Design Hereford Rise and Bourneville Road both sides
Garden Suburb Garden Suburb Community Hall amenities and kitchen upgrade Complete Lake Mac Swim Centres
Glendale Cardiff Mens Shed Design Swansea Swansea Swim Centre refurbishment of first aid room Implement
Martinsville Martinsville Oval amenities and playground construction Implement Library and cultural facilties
Nords Wharf Nords Wharf garage demolition Complete Booragul Art Gallery upgrade Complete
Rathmines Rathmines Community Hall rejuventation Implement Cameron Park Sugar Valley Library Museum Feasibility
Rathmines Music Centre asbestos containing material replacement and bathroom Rathmines Design Charlestown CREATE Charlestown Implement upgrade Speers Point Speers Point Multi Arts Space Design Redhead Redhead Child Care bathroom upgrade Design Speers Point Speers Point Library amenities replacement Design Teralba Teralba Landcare Stage 2 building replacement Design Swansea Swansea Centre HVAC and BMS system upgrade Implement Toronto Toronto Meals on Wheels carpark upgrade Complete Wangi Wangi Wangi Creative Hub Implement West Wallsend Sugar Valley Community Hall amenities replacement Complete Off-road cycleways Windale Windale Community Centre Design Argenton Argenton to Glendale cycleway Implement Environmental enhancement Bonnells Bay Bay Vista Road, Brightwaters, and Fishery Point Road, Bonnells Bay Design Dune restoration and improvement program City-wide Complete (various sites including Nine Mile Beach and Caves Beach) Parks and playgrounds
Foreshore stabilisation program City-wide Implement Argenton Jack Edwards Oval replace seating Complete (various sites including Belmont, Buttaba and Wyee) Barnsley Taylor Park replace shelter Complete City-wide Lake foreshore rehabilitation Complete Belmont Cahill Ovals roofing and seating replacement Complete City-wide Stormwater Quality Improvement Device replacement Complete Belmont Laughlin Park replace seating Complete Wetland and saltmarsh rehabilitation program City-wide Implement (various sites including Wyee and Marks Point) Belmont Cullen Park public amenities demolition Complete
Belmont South Public amenities demolition Complete
82 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 83 Project location Project description Stage Project location Project description Stage
Blackalls Park Waterboard Oval - replace teired seating Complete Caves Beach Civic Avenue - Park to Caves Beach Road - road rehabilitation Complete
Blackalls Park Blackalls Park - public amenities replacement Design Caves Beach Macquarie Grove - Park to Civic to Martha - road rehabilitation Complete
Blacksmiths Blacksmiths Beach - new beach access pathways Complete Caves Beach Martha Street - Park to Alexander to Macquarie Grove - road rehabilitation Complete
Blacksmiths Boat Rowers Reserve - replace fence Complete Caves Beach Rea Street - Park to Macquarie - road rehabilitation Complete
Blacksmiths Ungala Road Reserve - replace fence Complete City-wide Regional roads heavy patching program Implement
Cardiff Nancy Dwyer Netball Courts - replace fence Complete City-wide Road resurfacing program Implement
Cardiff South Ulinga Park - lighting, car park, community centre and playground Feasibility Dudley Ocean Street design for full reconstruction Design
Charlestown St Johns Oval trust treatment and painting of amenities and grandstand Stage 2 Complete Rocky Point Road rehabilitation between Cross Street and Eraring Complete change in seal near exit ramp City-wide Asbestos Action Plan - modular amenities removal and replacement Implement Fassifern Macquarie Road rehabilitation between 97 Macquarie Road and Fassifern Road Design Dudley Lydon Field canteen upgrade Complete Alkrington Avenue road rehabilitation including drainage and kerb and channel Fishing Point Complete Dudley Reay Park amenities replacement Design between Bourneville Road and Hereford Rise
Edgeworth Jack McLaughlan Oval Edgeworth Senior Soccer amenities Implement Frith Street road rehabilitation, drainage and kerb and channel Kahibah Implement from Kahibah Road to 33 Frith Street Eleebana Eleebana Lions Park/Pump Station replace fence Complete Boundary Street - Casey Avenue to Laurie Street - road rehabilitation - shared project Kotara South Implement Eleebana Thomas H. Halton Park upgrade Design with Newcastle City Council
Eleebana Lions Park public amenities replacement Design Macquarie Street road rehabilitation and kerb and channel between Hostpital Road and Morisset Complete Rivergum Drive Floraville Marks Oval - replace seating Complete Design and commence Barford Street road rehabilitation from section between Speers Point Implement Hillsborough Hillsborough Oval - replace fence Complete Nord Street and Speers Street
Killingworth Killingworth War Memorial Stage 2 preservation works Complete Sunshine Parade road reconstruction and kerb and channel between Cessnock Road Sunshine Implement and Waterside Avenue Morisset Bernie Goodwin Reserve upgrade Complete Watkins Road Stage 1 road rehabilitation, drainage and kerb and channel between Short Mount Hutton Tennis Complex - replace fence Complete Wangi Wangi Implement Street and Crescent Road Rankin Park Elbrook Drive Reserve Playground - replace playground Complete Fegan Street half-road reconstruction with water main replacement and kerb and West Wallsend Implement channel construction Rathmines Rathmines Park Master Plan Design Baldwin Boulevarde and Fishery Point Road reconstruction including kerb and channel, Redhead Ken and Audrey Owen Walkway Design Windemere Park Complete drainage and footpath between Pearson Street and Grant Street Speers Point Variety Playground - replace existing timber play structure Implement Ruttleys Road Stage 3 road rehabilitation between Railway Bge east towards Wyee Design Swansea Heads Reids Reserve - replace fence Complete Government Road Wyee Road Stage 5 road rehabilitation north from Ruttleys Road roundabout Toronto Lyle Peacock roofing and seating replacement Complete Wyee Complete for 1.3km Toronto Toronto Foreshore Master Plan Feasibility Sealing gravel roads Warners Bay Butler Crescent Park - replace playground Complete Mandalong Mandalong Road from end of existing seal to Council boundary Design West Wallsend West Wallsend War Memorial Stage 2 preservation works Complete Mandalong Midway Road full length from Old Maitland Road Complete Windale Hunter Barnett Oval amenities - awning replacement Design Martinsville Owens Road from existing seal for 660m Complete Wyee Wyee Recreation Reserve - resurface tennis court Complete Sporting facilities Road resurfacing and rehabilitation Awaba Awaba Oval newthree bay storage shed - Grant Complete Centre Avenue road rehabilitation with drainage upgrade between Fassifern Street and Blackalls Park Implement South Parade Belmont Barton and Lumsden Fields Master Plan Feasibility
Catherine Hill Bay Flowers Drive bridge replacement Design Boolaroo Lake Macquarie Croquet Centre Feasibility
Caves Beach Alexander Parade - Reid to Phillip Streets - road rehabiliation Complete Catherine Hill Bay Sportsground and surf life saving club facility concept Design
Caves Beach Caves Beach Road - 18 Caves Beach Road to Mawson Close - road rehabilitation Complete Croudace Bay Croudace Bay Sporting Complex Master Plan Design
84 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 85 Project location Project description Stage
Croudace Bay Skate park at Thomas H. Halton Park Design
Morisset Skate park Design
Speers Point Walters Park floodlighting replacement Complete
Swansea Croquet facility Design
Warners Bay Feighan Park No.1 amenities upgrade Complete
Warners Bay Optimising soccer fields sports turf surfaces and fence replacement at John Street Implement
Windale Skate Park Design
Stormwater drainage
Charlestown St Albans Close drainage upgrade Implement
Redhead Henery Lane bank stabilisation, drainage and retaining wall Complete
Whitebridge 102 Burwood Road drainage upgrade Implement
Traffic and transport
Charlestown Pearson Street Mall, Charlestown Implement
City-wide City-wide surburb signage final stage Complete
City-wide Micellaneous bicycle facilities at specific sites Complete
City-wide Micellaneous public transport facilities at specific sites Complete
Morisset Station Street and Yambo Street pedestrian crossing, kerb extensions and lighting Implement
Redhead Beach Road pedestrian refuge and footpath construction Complete
Anzac Parade and York Street 40km/HPA Raised pedestrian crossings with Teralba Implement associated traffic infrastructure
Warners Bay Lake Street raised pedestrian crossing, kerb extensions and lighting Implement
86 LAKE MACQUARIE CITY COUNCIL REVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2019-2020 87 For more information lakemac.com.au lakemaccity ourlakemac lakemac 02 4921 0333
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