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

OUR FUTURE IN DETAIL

DRAFT

2 Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City

3Revised Delivery Program 2017-2021 and Operational Plan 2018-2019Lake Macquarie City

Mayor’s introduction 4

Chief Executive Officer’s introduction 5

Introduction 6

Snapshot of our City 6

Vision and Values 8

Our Councillors 12

Funding at a glance 14

Our Plan 16

About this Plan 17

Integrated Planning and Reporting Framework 18

Involving our community 19

How to read this Plan 22

Unique landscape 24

Lifestyle and wellbeing 28

Mobility and accessibility 34

Diverse economy 38

Connected communities 42

Creativity 47

Shared decision making 50

Works program 2018-2019 54

Business activities 60

Introduction 61

Property and Business Development 62

CiviLake 64

Organisational support 66

Introduction 66

Financial management 68

Rates 69

Fees and charges for goods and services 71

Proposed borrowings 73

Projected financial statements and ratios 74

CONTENT


MESSAGE FROM THE MAYOR, KAY FRASER

Our Future in Detail, Council’s four-year Delivery Program and Operational Plan 2018-2019, sets out many exciting projects Council is planning to deliver for our community over the next financial year.This delivery program and operational plan reflects the seven focus areas that make up the City’s Community Values, developed through a comprehensive community consultation program and adopted by Council in 2016.Our Values prioritise Lake Macquarie’s unique landscape, our lifestyle and wellbeing, diverse economy, connected communities, creativity, mobility and accessibility and shared decision-making. The values form the basis of Council and the community’s shared vision for the City and guide our planning for facilities and services.There is a strong focus on recreational infrastructure in this Delivery PIan and one of the projects I am looking forward to seeing come to fruition is the new Belmont Baths. There is so much enthusiasm among the community for this project and the baths will become a real drawcard for Belmont and Lake Macquarie. Improvements to public swimming facilities are also planned elsewhere, with a major upgrade to Toronto Swim Centre set to be delivered by mid 2019 and the installation of a sustainable solar-powered heating system at Speers Point that will allow patrons to enjoy longer operating hours and warmer water during shoulder periods.One of our most exciting works projects is unfolding at Cameron Park, where construction of a new sports and recreational hub is entering

the final stages. The sprawling Pasterfield Sports Complex includes a football field, netball and multi-courts, playgrounds, exercise equipment, cricket nets, cycleways and paths, skate park and a new community amenities building, laid out across an eight-hectare site. Rejuvenation of the popular and well-used Warners Bay foreshore will continue and construction of the new, improved Pelican Boat Ramp will begin. Council is also excited about the transformation of the grand old Rathmines Community Hall into a new, modern performing arts space for western Lake Macquarie.Design and construction of contemporary, multi-purpose parks will begin at Morisset’s Bernie Goodwin Reserve and Thomas H Halton Park in Croudace Bay, and the community will see significant progress on new skate parks in both places, as well as at Windale and Charlestown.We will continue to deliver a diverse program of festivals and community events, including the Lake Mac Big Weekend, Float Your Boat, Carols by Candlelight, Living Smart and NAIDOC Week activities.The establishment of a foreshore public art trail will get under way with the installation of the first commissioned artworks. The trail will visually enhance our lakeside environment and drive tourism, stimulating the local economy.There is much to look forward to as together we continue to shape a diverse, liveable and dynamic Lake Macquarie.

Councillor Kay Fraser Mayor


MESSAGE FROM THE CEO, MORVEN CAMERON

I am delighted to present, for the first time in my role as Chief Executive Officer, Lake Macquarie City Council’s Delivery Program and Operational Plan. It is an exciting time to live and work in Lake Macquarie. Already, we are a city of choice for people who value lifestyle and opportunity and Council has a vision to build on those assets to enhance even further our reputation as a thriving, dynamic regional centre.Our Future in Detail sets out a plan of action for the delivery of services and facilities that will help us work with the community in the short to medium term to realise that vision.From neighbourhood actions to projects with City-wide and regional benefits, the plan outlines the resources Council will commit to meeting our planning objectives in seven focus areas.At a big-picture level, we will continue to advance planning for major projects such as the development of the North West Lake Macquarie precinct, a catalyst area for regional growth that promises to deliver thousands of homes, jobs and new industries in coming decades, creating an economic and lifestyle hub. Within this precinct, we will work with State Government to prepare a strategic business case for the Lake Macquarie Transport Interchange and further our proposal to extend the Hunter Region Sports Centre. The construction of Munibung Road will create a new link between Boolaroo and Cardiff, improving connectivity and travel times in

this increasingly busy part of the City while simultaneously boosting opportunities for exciting new retail and commercial investment. The expansion of the Awaba Waste Management Facility and introduction of kerbside collections for food and garden waste will continue our sustainable ‘360–degree approach’ to waste management – encouraging the community to ‘reduce, reuse and recycle’ in order to achieve our goal of diverting waste from landfill. We will advance our evolution as a Smart City by embarking on a bold and groundbreaking revitalisation of Pearson Street Mall at Charlestown, transforming this under-used public space into a lively, modern meeting place where people can connect to wi-fi and experiment with emerging technologies. These are just some of the strategies and projects we will develop over the course of this plan as we continue to drive positive change in Lake Macquarie. The future is bright, and Council is committed to building on the solid foundation and momentum that Lake Macquarie has enjoyed in recent years to deliver for our community.

Morven Cameron Chief Executive Officer


SNAPSHOT OF OUR CITY

CITY AREA: 757km2

LAKE CIRCUMFERENCE: 174km

POPULATION: 205,748

PROJECTIONS TO 2036: 29,220 people

13,991 new dwellings

WORKFORCE: 82,075

BUSINESSES: 12,610

GROSS REGIONAL PRODUCT:

$9.93 billion

Lake Macquarie City’s population is more than 205,000, making it the largest city in the Lower Hunter. People who live in the 95 communities that dot our landscape are blessed with an enviable lifestyle – a superb natural environment, world-class infrastructure and facilities, engaged and connected communities, the potential for significant economic growth and a positive outlook for our future. The City’s centrepiece is a vast blue water expanse, twice the size of Sydney Harbour.

Lake Macquarie was first inhabited by the Awabakal tribe, Awabakal meaning ‘people of the calm surface’, more than 8000 years ago. European settlement dates from 1826 where land was used mainly for timber production and farming. Council acknowledges the Awabakal People as the traditional custodians of the land, lake and waterways of our City.

Cardiff

Morisset Swansea

Toronto

Charlestown

Warners Bay

Wyee

Glendale

WEST WARD

NORTH WARD

EAST WARD

Belmont


SNAPSHOT OF OUR CITY The northern part of the City was

developed from the 1870s 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 line to Sydney. The most rapid development occurred in the years after the two World Wars especially from the 1960s.Lake Macquarie is uniquely positioned, 60 minutes to Sydney on the M1, 10 minutes to Newcastle, 35 minutes to Hunter Valley Wine Country and 40 minutes to Newcastle airport and is just two hours by car from Sydney’s international airport. With an eye on the past and present, we are keenly focused on the future of the City and the challenges and opportunities that lie ahead.

Our people and life

Population growth and change are challenges and opportunities for the City. The City’s population is expected to increase by 29,220 between now and 2036, creating demand for 13,991 new dwellings and 11,741 new jobs. Like many coastal areas, we have an ageing population although we also have a large proportion of our population under 15 years of age. Responding to growth in the number of people over 65 and younger people presents different challenges and opportunities. More than 8000 people identified as Aboriginal or Torres Strait Islander People in the 2016 Census.Transport choice and convenience is one of the most important issues for our residents, including having a transport network that allows us to move around our City safely and easily. North west Lake Macquarie has been identified as a focal point for transport connectivity, with plans for a transport interchange to improve public transport connections and improve road and rail links with other centres such as Newcastle, Sydney and the Hunter Valley. The growth in shared pathways connecting our key

destinations continues to make walking and cycling a more viable option. Using technology and creativity to our advantage and incorporating new ways of connecting with each other are important issues for our City. Having safe vibrant spaces and places for our residents will enable our towns and suburbs to foster involvement, cohesion and a strong sense of community that we all desire.

Lake, bush, coast and mountains

The Lake, bushland, coast and mountains are important features of our City. The City enjoys 38,000 hectares of bushland. How we manage growth and change will be vital to the long-term preservation of our natural assets.Climate change is perhaps the greatest challenge facing the globe and Lake Macquarie is not immune to its impacts. How the City responds and adapts to this challenge will have a major bearing on our quality of life.

Prosperity and success

Lake Macquarie’s economic strength is built upon its diverse landscape and natural resource base, with key industries developing out of timber, agriculture, water and minerals. The City has developed into a hub for small- to medium- sized businesses with professional services, knowledge, healthcare and technology-based industries exhibiting strong growth. With a labour force of more than 82,000 people and roughly 12,500 businesses along with fluctuations in the growth and decline in various industries, providing jobs within the City for our residents is a key challenge. Development in response to population growth and change continues to be a significant driver of economic activity in the City.


OUR VISION AND VALUES


OUR VISION AND VALUES

Vision is applied imagination

– Stephen Covey

OUR VISION Lake Macquarie is a City with a lake at its heart encircled by distinctive towns and villages.

We balance our cherished environments with our need for great spaces to live and visit, smart transport options and a thriving economy; which adapt

and strive to be fair for all.


OUR VALUES

We value

LIFESTYLE AND WELLBEING a place that encourages safe, active and social opportunities.

We value

MOBILITY AND ACCESSIBILITYeffective transport systems that provide choices to conveniently move people, goods and services.

We value our

UNIQUE LANDSCAPEa place where the natural environment (bushland, coast, lake and mountains) is protected and enhanced; where our existing urban centres are the focus of our growth, maintaining their unique characteristics.

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


We value a

DIVERSE ECONOMYwhich is resilient and adaptable to change, making the best use of the unique advantages of our location and lifestyle.

We value

CONNECTED COMMUNITIESthat support and care for all and provide a sense of belonging.

We value

CREATIVITYworking together with creative process and outcomes that bring together history, culture, knowledge and expertise that supports new technologies and ways of thinking.

We value

SHARED DECISION-MAKINGLake Macquarie communities continue shared responsibility for governance.


ELECTORAL WARDS

OUR COUNCILLORS

Lake Macquarie City Council is divided into three wards: North, East and West.

All Lake Macquarie ratepayers and residents over the age of 18 are eligible to enrol and vote in the local government elections. Residents who are enrolled can vote to elect a Mayor and four Councillors to represent their respective ward.

Cardiff

Morisset Swansea

Toronto

Charlestown

Warners Bay

Wyee

Glendale

WEST WARD

NORTH WARD

EAST WARD

Belmont


OUR COUNCILLORS

YOUR ELECTEDCOUNCILLORS

MA

YO

R

Councillor Kay Fraser (ALP) 4921 0223 [email protected]

Councillor Brian Adamthwaite (ALP)

0417 061 433 badamthwaite@

lakemac.nsw.gov.au

Councillor Colin Grigg (LM IND)

0429 908 747 cgrigg@

lakemac.nsw.gov.au

Councillor David Belcher (ALP)

0429 914 623 dbelcher@

lakemac.nsw.gov.au

Councillor Luke Cubis (LM IND) Deputy Mayor

0429 939 475 lcubis@

lakemac.nsw.gov.au

Councillor Adam Shultz (ALP)

0429 931 044 ashultz@

lakemac.nsw.gov.au

Councillor Kevin Baker (LIB)

0429 867 935 kbaker@

lakemac.nsw.gov.au

Councillor Jason Pauling (LIB)

0417 416 577 jpauling@

lakemac.nsw.gov.au

Councillor Nick Jones (LIB)

0429 889 781 njones@

lakemac.nsw.gov.au

Councillor Barney Langford (ALP)

0417 137 758 blangford@

lakemac.nsw.gov.au

Councillor Wendy Harrison (IND)

0409 775 432 wharrison@

lakemac.nsw.gov.au

Councillor Christine Buckley (ALP)

0428 546 549 cbuckley@

lakemac.nsw.gov.au

Councillor John Gilbert (LM IND)

0429 945 243 jgilbert@

lakemac.nsw.gov.au

NO

RTH

WA

RD

WES

T W

AR

DEA

ST W

AR

D


Property

Expenditure $27MPercentage of total 7.15%

CiviLake


Unique Landscape


Lifestyle and Wellbeing


Organisational Support


Shared Decision-making


Creativity


Mobility and Accessibility


Connected Communities


Diverse Economy


FUNDINGAT A GLANCEExpenditure by focus area

Includes operating expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.

Total expenditure

$372M


Budget by source of funds

Includes operating and capital revenue, sale of assets, loan borrowings and utilisation of external and internal reserves. Excludes depreciation and dedications.

Total source of funds

$372M

Rates

Budget $131MPercentage of total 35.08%

Utilisation of Reserves


Annual Charges


Interest on Investments


Sale of Assets


Loans Utilised


Other Revenue


User Charges & Fees


Grants & Contributions - Capital


Grants & Contributions - Operating


Budget by expenditure

This table and pie chart show a breakdown of our spending, which includes operatiing expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.

Total expenditure

$372M Materials & Contracts


Capital - New


Transfers to Restricted Cash


Capital - Replacement


Employee Costs


Loan Repayments


Borrowing costs


Other Operating Expenses



OUR PLAN


ABOUT THIS PLANThe Delivery Program 2017-2021 and Operational Plan 2018-2019 form part of Council’s Integrated Planning and Reporting Framework. This document outlines actions and strategies Council will undertake to achieve the objectives defined in the Lake Macquarie City Community Strategic Plan 2017-2027.The Delivery Program is a four-year plan that covers the term of an elected Council. To create the Program, we looked at the Community Strategic Plan and asked what could we achieve over the next four years to bring us closer to the community’s vision and values. With limited resources – skills, labour, time and money – we cannot achieve everything at once.The four-year Delivery Program is reviewed annually to determine which objectives set out in the Community Strategic Plan can be 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.

The Operational Plan 2018-2019 is the second year of the Delivery Program 2017-2021. It outlines the actions that will be undertaken for each strategy, determines who has primary responsibility and highlights related Council plans that coincide with each action.Progress against actions identified in the Operational Plan is reported quarterly. An annual report is also prepared that reflects and reports on Council’s overall performance for the financial year.The progress and achievements of the Delivery Program are reported every four years at the last meeting of an elected Council’s term.This planning process allows Council to prioritise projects based on the needs and direction provided by our community, and ensure our actions align to our community’s vision and values for the City.

OUR PLAN


INTEGRATED PLANNING AND REPORTING FRAMEWORKOur Integrated Planning and

Reporting FrameworkLake Macquarie City Council Integrated Planning and Reporting Framework

Community Strategic Plan• City Vision and Community Values

• 10+ year objectives

Supporting strategies and plans

Delivery Program and Operational Plan• Four year strategies

• One year actions

Monitoring and reporting• Annual Report

• State of the Environment Report• Four-yearly End of Term Report

Resourcing Strategy• Long-term Financial Plan• Asset Management Plan

• Workforce Management Plan• Information Technology and Information Management Plan• Plant and Fleet Management

Community engagement

State and regional plans
























INVOLVING OUR COMMUNITY

Engaging with key stakeholders and the community is fundamental to Council’s operations, as it helps to improve and guide decision-making by collecting and collating multiple perspectives and ideas from members of the community and people or groups potentially affected by those decisions.The end result is not necessarily about gaining universal support for a project or a decision. It is about fairness, transparency and involving key stakeholders in Council processes, as appropriate, so they understand the drivers of projects and what they mean for them as individuals and for their community or the City as a whole.Council recognises that engagement is an integral part of modern business operations and seeking the views of stakeholders provides valuable commentary, opinion, support and insight for large organisations such as Council to make better informed decisions.This Plan has been developed based on a range of feedback from stakeholders and the community including the 2018 Lake Macquarie City Council Community Survey, the 2016 Lake Macquarie City Vision and Values Survey and feedback received as part of the ‘Shape Your Future’ project.

Stakeholder engagement frameworkCouncil’s stakeholder engagement structure and principles are based on the public participation spectrum developed by the International Association for Public Participation (IAP2) (see Figure 1 over page).A key component of all projects undertaken by Council involves identifying stakeholders and selecting appropriate and relevant methods to engage with them. Council uses many methods to reach people including an online engagement portal that allows stakeholders to provide input and feedback on projects that affect them or they have an interest in. For more information about engagement for this Plan and other projects, go to shapelakemac.com.au.


IAP2’S PUBLIC PARTICIPATION SPECTRUM

INFORM CONSULT INVOLVE COLLABORATE EMPOWER

PU

BLIC

PA

RTIC

IPATIO

N G

OA

L To provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

To obtain public feedback on analysis, alternatives and/or decisions.

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

To place final decision making in the hands of the public.

PR

OM

ISE

TO

TH

E P

UB

LIC

We will keep you informed.

We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision. We will seek your feedback on drafts and proposals.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.

We will work together with you to formulate solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

We will implement what you decide.

© IAP2 International Federation 2014. All rights reserved.

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.

Figure 1: IAP2’s Public Participation Spectrum

Community survey

One of the ways we engage our community is through a Citywide community survey, conducted every two years. The last community survey was undertaken during February and March 2016.The 2016 sample consisted of 1002 residents with 842 of these selected by a computer-based random selection process using the electronic White Pages. The remaining 160 were recruited via face-to-face interactions at a number of areas around the City. A sample size of 1002 residents provides a maximum sampling error of plus or minus 3.1 per cent at 95 per cent confidence.Survey respondents rated importance and satisfaction for more than 60 services and facilities.

Overall, 93 per cent of respondents were either somewhat satisfied, satisfied or very satisfied with Council’s performance over the last 12 months (see Figure 2).The survey also revealed that the top priority for our community is to maintain road surfaces. This is based on the gap between importance and satisfaction ratings, that is, where importance is high and satisfaction is low. Table 1 shows the top 10 community priorities based on this calculation. Council staff ensured that these priorities were included in the development of this Plan.


2%

5%

32%

47%

14%

0% 25% 50%

Not at all satisfied

Not very satisfied

Somewhat satisfied

Satisfied

Very satisfied

Figure 2: Overall satisfaction with Council’s performance

(number of respondents = 1002). Source: LMCC Community Survey, April 2016.

Ranking Service/ FacilityImportance

Mean*Satisfaction

Mean*Performance

Gap

1 Maintaining road surfaces 4.83 2.79 2.05

2 Public toilet cleaning 4.76 2.97 1.80

3 Generating local employment opportunities 4.70 2.99 1.72

4

Footpaths 4.49 2.96 1.52

Illegal dumping control 4.75 3.23 1.52

6 Maintaining drains 4.70 3.20 1.50

7 Overall appearance of City roads 4.43 2.94 1.49

8 Public transport 4.40 3.12 1.28

9 Community safety/Crime prevention 4.74 3.48 1.26

10 Council’s response time to requests 4.36 3.12 1.25

Table 1: Performance gap analysis. Source: LMCC Community Survey, April 2016. * Out of a maximum score of 5

22 Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019

HOW TO READ THIS PLAN

23Lake Macquarie CityRevised Delivery Program 2017-2021 and Operational Plan 2018-2019

24 Lake Macquarie CityOperational Plan 2018-2019

UNIQUE LANDSCAPE

STRATEGY 2017-2021 ACTION 2018-2019 PRIMARY RESPONSIBILITY

Undertake works to protect and enhance the health of aquatic and terrestrial environments

Commence transition of Coastal Zone Management Plan to Coastal Management Program

Sustainability

Complete priority on-ground works projects at: Crockers Creek - streambank rehabilitation Nine Mile - beach rehabilitation Ruttleys Road - illegal dumping deterrence Black Neds Bay - wetland rehabilitation

Sustainability

Regenerate eight hectares of natural bushland through the Lake Macquarie Landcare Program, including weeding and planting activities

Asset Management

Ensure Council-owned land is managed to protect and enhance natural environments

Ensure 100 per cent of bulk material at or from CiviLake worksites is not subject to adverse audit findings

CiviLake

Continue rehabilitation of west McDonalds Quarry at Glendale, in accordance with the Quarry Rehabilitation Program

Asset Management

Undertake rehabilitation of contaminated land at priority sites in accordance with the works program

Asset Management

Provide sustainable waste management services that meet community needs and expectations

Continue Awaba Waste Management Facility expansion project

City Projects

Investigate establishment of Community Recycling Centre for east side of the City

Sustainability

Respond to 100 per cent of illegal dumping incidents, investigate 100 per cent of service requests prioritised as high impact and/or with the potential to identify an offender

Sustainability

RELATED PLANS

Coastal Zone Management Plan

Environmental Sustainability Action Plan

OBJECTIVE

Natural environments are protected and enhanced

The following information helps to explain the headings used in this document.

Strategies

These are the four-year activities and plans Council will undertake that contribute to achieving the long-term objectives, and ultimately the City vision.

Actions

The Operational Plan actions detail the activities and projects Council will undertake during 2018-2019. Each action relates to a Delivery Program strategy.

Primary responsibilityThe responsible Council department that will oversee and report on the relevant action.

Key focus area

The Delivery Program and Operational Plan are structured around key focus areas, which are the same as the community values that were adopted by Council in November 2016 following extensive community engagement.

Related plans

Council prepares and implements a range of other plans and strategies that support the Integrated Planning and Reporting Framework. Many of the actions in the Operational Plan are derived from these plans.

Objectives

These are the community’s long-term priorities and aspirations for the City. They contribute to achieving the City vision. The City vision was adopted by Council in November 2016 following extensive community engagement. Council has a custodial role in working towards realising these outcomes;

however, it is not wholly responsible for achieving them. Other partners, such as state agencies and community groups have an important role to play in achieving the objectives.


UNIQUE LANDSCAPE


Undertake works to protect and enhance the health of aquatic and terrestrial environments

Commence transition of Coastal Zone Management Plan to Coastal Management Program

Sustainability

Undertake environmental enhancement projects in accordance with the works program

Sustainability

Regenerate eight hectares of natural bushland through the Lake Macquarie Landcare Program, including weeding and planting activities

Asset Management

Ensure Council-owned land is managed to protect and enhance natural environments

Ensure 100 per cent of bulk material at or from CiviLake worksites is not subject to adverse audit findings

CiviLake

Continue rehabilitation of west McDonalds Quarry at Glendale, in accordance with the Quarry Rehabilitation Program

Asset Management

Provide sustainable waste management services that meet community needs and expectations

Continue Awaba Waste Management Facility expansion project

City Projects

Investigate establishment of Community Recycling Centre for east side of the City

Sustainability

Respond to 100 per cent of illegal dumping incidents, investigate 100 per cent of service requests prioritised as high impact and/or with the potential to identify an offender

Sustainability

RELATED PLANS

Lake Macquarie Coastal Zone Management Plan


Waste Strategy

OBJECTIVE

Natural environments are protected and enhanced


UNIQUE LANDSCAPEOBJECTIVE

We have vibrant town centres and villages


Plan for and implement improvements to town centres and villages

Complete stage one of the Charlestown Pearson Street Mall revitalisation project incorporating actions from the Lake Mac Smart City, Smart Council Digital Economy Strategy

Asset Management

RELATED PLANS

Lake Macquarie Development Control Plan 2014

Town Centre Streetscape Master Plans

OBJECTIVE

New development and growth complements our unique character and sense of place


Optimise land use to meet social, environmental and economic needs of the City

Prepare the West Wallsend Heritage Master Plan for public exhibition

Integrated Planning

Update Environmental Sustainability Action Plan Sustainability

RELATED PLANS

Lake Macquarie Local Environmental Plan 2014


Waste Strategy

Better Buildings Strategy



UNIQUE LANDSCAPEOBJECTIVE

Our natural landscape is an integral part of our City’s identity


Promote high quality development

Commence enforcement action concerning unauthorised development within 21 days of identifying a breach

Development Assessment and Compliance

Implement Lead Expert Working Group recommendations assigned to Council within available resources

Sustainability

Commence a review of planning controls in the Development Control Plan to provide a more place-specific emphasis

Integrated Planning

Report on development application processing times for all development types

Development Assessment and Compliance

RELATED PLANS


Contaminated Land Policy and Procedure


UNIQUE LANDSCAPE FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022

$’000 $’000 $’000 $’000

Operational Revenue 16,045 16,375 16,545 16,863

Capital Revenue - - - -

Total Revenue 16,045 16,375 16,545 16,863

Operational Expenditure (40,923) (41,695) (42,491) (43,461)

Operating Result (24,878) (25,320) (25,946) (26,598)

Operating Result before Capital (24,878) (25,320) (25,946) (26,598)

Capital - New (14,560) (628) (645) (663)

Capital - Replacement (241) (248) (255) (266)

Dedications - - - -

Transfer to Restricted Cash (13,212) (13,494) (13,610) (13,849)

- - - -

Total Capital (28,013) (14,370) (14,510) (14,778)

Funds Required (52,891) (39,690) (40,456) (41,376)

Funded by:

Loans Utilised 14,510 628 645 663

Proceeds from Asset Sales - - - -

Restricted Cash - Depreciation 241 248 255 266

Restricted Cash - Other 13,590 13,573 13,718 13,962

BUDGET SURPLUS / (DEFICIT) (24,550) (25,241) (25,838) (26,485)

Capital Works

Capital - New $’000 $’000 $’000 $’000

Awaba Extension 13,200 0 0 0

Foreshore Stabilisation And Littoral Vegetation 382 393 403 414

Stormwater Treatment Devices 107 59 61 62

Creek Stabilisation And Riparian Vegetation Works 172 177 182 186

Geotechnical Risk Management Mapping 698 0 0 0

Total 14,560 628 645 663

Capital - Replacement $’000 $’000 $’000 $’000

Lake Foreshore Rehabilitation 0 0 0 4

Noxious Weed Mapping - Tablet Replacement 131 135 138 141

SQIDS Replacement 110 114 117 121

Total 241 248 255 266


OBJECTIVE

Our community has access to adaptable and inclusive community and health services

LIFESTYLE AND WELLBEING


Support and continue to develop services to promote community health and wellbeing

Deliver the water safety program ‘A Matter of Seconds’ to a minimum of 50 Lake Macquarie primary schools

Leisure Services

Maintain a sustainable Lake Macquarie Family Day Care service

Community Planning

Provide ocean lifeguard services at patrolled locations seven days a week for seven months of the year

Leisure Services

Provide initial response to reports of dog attacks within 12 hours

Waste Environment and Rangers

Undertake 12 education and awareness programs including microchipping days and responsible pet ownership programs


Implement actions from supporting plans and strategies that support community health and wellbeing

Deliver 2018-2019 actions, as outlined in:1. Youth Strategy 2. Ageing Population Strategy3. Disability Inclusion Action Plan4. Children and Family Strategy5. Aboriginal Community Plan

Community Planning

Deliver actions in the Crime Prevention Strategy to address residential burglary, theft from motor vehicle, malicious damage and domestic violence

Community Planning



Ensure public health premises and related services meet legislative requirements and community expectations

Inspect all food and regulated premises, including public pools, tattooists and cooling towers, in accordance with food authority partnership and relevant legislative requirements


Deliver improved amenity cleaning services and response times by implementing, monitoring and reviewing a system to provide information to residents on amenity cleaning activities, including time and date of the last clean for each public toilet


RELATED PLANS

Waste Strategy

Disability Inclusion Action Plan

Lake Macquarie Youth Strategy

Lake Macquarie Crime Prevention Strategy

Ageing Population Strategy

Children and Family Strategy

Aboriginal Community Plan

City of Lake Macquarie Multicultural Plan


OBJECTIVE

Our public spaces help us feel healthy and happy



Ensure sports and recreational facilities and services are available to meet community needs and expectations

Undertake sports facility capital projects in accordance with the works program

Community Planning

Undertake parks and playgrounds capital projects in accordance with the works program

Community Planning

Undertake Lake aquatic capital projects in accordance with the works program

Community Planning

Undertake swim centre capital projects in accordance with the works program

Asset Management

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

Leisure Services

Maintain operational cost recovery of Council-managed swim centres at 50 per cent or higher

Leisure Services

Commence preparation of a City-wide parks strategy Community Planning

Ensure future development supports the growth of our community

Complete a review of the Morisset Catchment Development Contributions Plan and report to Council for adoption

Community Planning

Complete a review of the Northlakes Development Contributions Plan and report to Council for adoption

Community Planning

Undertake stormwater drainage construction projects in accordance with the works program

Asset Management

Ensure public spaces and community buildings meet the needs of the community

Undertake community buildings capital projects in accordance with the works program

Asset Management

Undertake cemeteries capital projects in accordance with the works program

Community Planning

Undertake libraries and cultural facility capital projects in accordance with the works program

Asset Management

Commence preparation of a master plan and plan of management for Rathmines Park

Community Planning

RELATED PLANS

Forward Capital Works Program Asset Management Plans

Coastal Zone Management Plan Community Facilities Strategy

Sports Facility Strategy Better Buildings Strategy

Lake Macquarie City Council Development Contributions Plan


OBJECTIVE

Our vibrant City has events and festivals that enhance our lifestyle



Host and support a diverse range of festivals and events

Hold events including: 1. Carols by Candlelight 2. Living Smart Festival 3. Lake Mac Festival (Australia Day) 4. Float Your Boat 5. Lake Macquarie Australia Day Awards 6. Lake Macquarie Sports Awards 7. activities to recognise and celebrate various national and international days and weeks (e.g. NAIDOC Week) 8. small-scale community and cultural events

Community Planning

Administer the Corporate Sponsorship program to expend allocated budget

Customer Service and Communications

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

Community Planning

RELATED PLANS

Multicultural Plan



LIFESTYLE AND WELLBEING FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000


Capital Revenue 15,209 12,203 12,198 12,192

Total Revenue 55,378 54,232 55,232 56,541




Capital - New (10,473) (43,970) (22,215) (15,637)

Capital - Replacement (10,497) (7,383) (9,603) (5,379)

Dedications (500) (500) (500) (500)


Loan Repayments - - - -

Total Capital (66,626) (95,436) (76,670) (66,706)

Funds Required (88,527) (119,454) (102,783) (94,537)

Funded by:Loans Utilised 3,063 1,787 8,675 573


Restricted Cash - Depreciation 8,902 5,560 8,303 5,087



CAPITAL WORKS SUMMARY CAPITAL - NEW Eastern Batterslope Works - Awaba Landfill Disposal Facility 125 0 0 0

Cardiff Mens Shed 710 0 0 0

Community Facility Windale 80 2000 0 0

Toronto Meals On Wheels Car Park 75 0 0 0

Caves Beach - Amenities Upgrade 500 0 0 0

Hunter Sports Centre New Works 55 56 57 59

Hunter Sports Centre Extension 0 23000 7869 0

Parks Improvement - Citywide 156 157 161 165

Vehicle Control - Community Land 24 25 25 26

S94 Capital Expenditure 0 11898 11890 14754

Cameron Park Masterplan - Sports Fields And Parks 1000 0 0 0

Fernleigh Track - Continue Implementation Of Implementation Plan Projects

100 0 0 0

Barton & Lumsden Fields Belmont - Masterplan 70 0 0 0

Swansea Crown Reserve Program 100 150 150 200

Croudace Bay Sporting Complex 100 1000 0 0

Thomas Halton Park - Park Upgrade 200 1870 0 0

Thomas Halton Park - Bmx Track 432 0 0 0

TC Frith Ave Boolaroo Open Space 1000 2246 0 0

Lakelands Tennis - Amenities & Pathways 663 0 0 0

Lake Macquarie Variety Playground 452 0 0 0

Martinsville Oval 0 150 0 0

Pelican Boat Ramp - Land Based Works 947 0 0 0

Rathmines Park Masterplan 50 50 1500 0


LIFESTYLE AND WELLBEING FINANCIAL RESOURCES CONTINUED

CAPITAL - NEW CONTINUED $’000 $’000 $’000 $’000

Balcolyn Street Balcolyn Jetty 0 0 61 432

Car & Trailer Parking Swansea Boat Ramp 639 0 0 0

Community / Recreation Infrastructure 250 0 500 0

Morisset Skate Park 50 666 0 0

Pontoon Jetty Bennet Park Valentine 239 0 0 0

Pontoon Jetty Rathmines Park 239 0 0 0

Speers Point Park Jetty Replacement 905 0 0 0

Toronto Foreshore Masterplan 80 0 0 0

Wangi Rsl Jetty 635 672 0 0

Wyee West - Saltro Recreation Area 0 30 0 0

Redhead Beach - Lifeguard Observation Room 115 0 0 0

Catherine Hill Bay - Lifeguard Observation Room 75 0 0 0

Photovoltaic System 60Kw & Double Glazed Windows & Insulation 407 0 0 0Total 10,473 43,970 22,215 15,637

CAPITAL - REPLACEMENT Acquisition Of Infringement Devices 0 11 19 0

Capital Equipment Parking Patrol Officers 0 0 7 0

Replacement Of Pool Testing Kits 0 2 0 0

Replacement Of Water Quality Meter 0 6 0 0

Asset Replacement - Essential Services Compliance 112 112 112 112

Community Development & Facilities - Replacement Works 708 731 751 771

Public Cemeteries - Replacement Works 105 107 110 112

Parks Building Replacement Works 618 632 647 662

Parks Facilities Replacement Works 1077 1103 1130 1157

Lake Foreshore Replacement Works 611 395 404 414

Rathmines Community Hall Rejuvenation 600 0 0 0

Hunter Sports Centre Replacement Works 142 146 150 153

Croudace Bay Rugby League Fields - Upgrade Floodlights 0 220 0 0

Thomas Halton Park - Skate Park Upgrade 324 0 0 0

Thomas Halton Park - Playground Upgrade 0 1710 0 0

Belmont Baths 457 0 0 0

Optimising Sports Turf Surfaces - Carrying Capacity, Playability And Durability 300 220 280 0

Martinsville Oval 101 472 0 0

Balcolyn Street Balcolyn Boat Ramp 0 0 0 58 Bernie Goodwin Reserve Morisset - Upgrade Playground & Neighbourhood Centre 818 0 0 0

Bill Bower Oval Glendale Floodlighting 579 0 0 0

Douglass St Oval Dora Creek - Upgrade Sportsfields 0 0 0 246

Lenaghan Oval Belmont North - Upgrade Floodlighting 0 0 45 250

Ulinga Oval Cardiff - Amenities & Carpark 0 72 1500 0

Ulinga Sports Complex & Community Hall 0 138 3155 0

Surf Club Replacement Works 198 203 209 213

Beach Lifeguard Service Equipment Replacement 18 8 5 9

Swansea Swim Centre Replacement Works 0 1045 0 0

Swansea Swim Centre Equipment Replacement 4 33 2 9

Charlestown Swim Centre Equipment Replacement 4 8 4 0

Speers Point Swim Centre Replacement Works 616 0 1073 0

Speers Point Swim Centre Equipment Replacement 4 8 0 102

West Wallsend Swim Centre Equipment Replacement 4 0 0 9

Morisset Swim Centre Replacement Works 400 0 0 0

Essential Upgrade To Toronto Indoor Swim Centre Plant Room 2698 0 0 0

Swim Centre Replacement Works 0 0 0 1102

Total 10,497 7,383 9,603 5,379



Ensure roads, drainage and associated infrastructure meets community needs and service levels

Undertake kerb and gutter construction projects in accordance with the works program

Asset Management

Undertake sealing of gravel roads in accordance with the works program

Asset Management

Undertake road resurfacing and rehabilitation projects in accordance with the works program

Asset Management

Maintain roads, drainage and associated infrastructure in accordance with the annual maintenance program

CiviLake

Complete construction of Munibung Road, connecting Boolaroo and Cardiff

City Projects

Ensure active transportation infrastructure meets community needs and service levels

Undertake footpath projects in accordance with the works program

Asset Management

Undertake off-road cycleway projects in accordance with the works program

Asset Management

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

Asset Management

Prepare the Charlestown Transport Management Plan for public exhibition

Integrated Planning

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

Asset Management

RELATED PLANS

Asset Management Plans


Footpath Strategy

Energy Resilience Plan

Cycling Strategy

MOBILITY AND ACCESSIBILITYOBJECTIVE

It is safe and easy to connect with others and get around our City



People of all abilities use and enjoy our places and spaces


Ensure community and transportation infrastructure are accessible for people with a wide range of abilities

Work with Transport NSW to improve accessibility of bus stops and supporting infrastructure, in conjunction with changes to the regional transport network

Asset Management

Commence construction of a Changing Places facility at Caves Beach as part of the Disability Inclusion Action Plan, and as part of a broader refurbishment of the amenities building at Caves Beach Reserve

Community Planning

Complete construction of a Changing Places facility at Toronto Swim Centre as part of the Disability Inclusion Action Plan, and as part of a broader refurbishment of the Toronto Swim Centre

Community Planning

Complete designs for improved beach access to Redhead and Blacksmiths beaches, as part of the Disability Inclusion Action Plan

Community Planning

RELATED PLANS




User-friendly and direct public transport connects our towns and villages

OBJECTIVE

New technology supports our transport choices


Plan and advocate for the provision of State public transport facilities and services that meet community needs and service levels

Advocate for improved public transport infrastructure and services across the City

Executive

Advocate for State and Federal support for the Lake Macquarie Transport Interchange and north west Lake Macquarie area

Executive

RELATED PLANS



Ensure contemporary technology is utilised for managing the City’s transportation infrastructure assets and operations

Implement strategic asset management systems including mobile capital works tools

Corporate Information

Implement technology to allow staff to access and action customer requests in the field



MOBILITY AND ACCESSIBILITY FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000


Capital Revenue 13,848 13,853 13,857 13,862

Total Revenue 15,687 15,718 15,749 15,781




Capital - New (15,929) (10,371) (11,108) (11,421)


Dedications (13,500) (13,500) (13,500) (13,500)



Total Capital (56,656) (58,500) (59,849) (60,778)

Funds Required (99,786) (102,404) (107,286) (109,845)

Funded by:Loans Utilised 8,447 8,934 9,666 9,974





Capital Works Capital - New $’000 $’000 $’000 $’000 Minor Works 234 241 247 252

Subdivision Compliance - Project Management 675 695 716 737

Citywide Suburb Signs 51 52 0 0

Charlestown Smart Mall 1,000 0 0 0

Kerb & Gutter Construction 1,409 2,226 2,292 2,361

Sealing Gravel Roads 1,196 1,256 1,293 1,332

Traffic Facilities Improvement 1,017 1,057 1,576 1,611

Munibung Road Extension 4,944

Capital Expenditure - Urban Drainage 2,470 2,544 2,620 2,699

Bonnells Bay/Morisset - Bonnells Bay & Morisset Peninsula Cycleways - 880 0 0 0

Footpath & Cycleway Program 2,054 2,301 2,364 2,429

Total 15,929 10,371 11,108 11,421

Capital - Replacement $’000 $’000 $’000 $’000 Asset Replacement - Roads 1,945 2,015 2,067 2,121

Regional Roads Heavy Patching 222 225 229 232

Asset Replacement - Traffic & Transport 679 703 724 746

Asset Replacement - Retaining Walls 205 211 218 223

Road Resurfacing & Rehabilitation 21,860 29,120 29,609 30,102

Asset Replacement - Drainage 546 563 579 597

Additional Footpath Replacement Works 109 113 116 119

Total 25,566 32,949 33,542 34,139



Raise the City’s profile as a desirable visitor destination

Implement the 2018-2019 actions as outlined in the Lake Macquarie Destination Management Plan

Cultural Services

Initiate a minimum of 60 nationally-focused tourism media and editorial opportunities to promote the City

Cultural Services

Assist industry in the development of four quality tourism products for the City, for example, on lake activities and tours

Cultural Services

Develop and implement quarterly online tourism destination marketing campaigns to key priority markets including families, visiting friends and relatives, over 55s and special interest groups

Cultural Services

Initiate two visitor economy research projects within the sporting and adventure tourism markets to assess growth and economic opportunities

Cultural Services

Partner with surf clubs to deliver high priority business development opportunities

Leisure Services

Build a strong City identity

Implement the City’s identity, image and positioning Customer Service and Communications

RELATED PLANS

Lake Macquarie Destination Management Plan


DIVERSE ECONOMYOBJECTIVE

Our City is a popular destination with a wide variety of experiences



Promote an environment where start-ups, small and medium businesses are encouraged

Consider annual progress reports from Dantia to ensure continued alignment with the City’s vision

Executive

Support businesses to build capability to use new technology in order to realise economic opportunities

Support implementation of the 1 Gigabyte City initiative to provide a high-speed, high-performance data network

Executive

Partner with Service NSW to complete a pilot project to reduce red tape for development and construction

Organisational Performance

RELATED PLANS

Lake Mac Smart City, Smart Council Digital Economy Strategy


We have an adaptable and diverse economy



Ensure land use plans have the appropriate balance of different land uses

Publish key City demographic, development approvals and economic details via Council’s website on an annual basis

Integrated Planning

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

Integrated Planning

Develop evening and night-time economy policy Cultural Services

RELATED PLANS

Lifestyle 2030 Strategy


Our growing population supports a thriving local economy


DIVERSE ECONOMY FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000

Operational Revenue 47 48 49 50


Total Revenue 47 48 49 50




Capital - New - - - -

Capital - Replacement - - - -

Dedications - - - -

Transfer to Restricted Cash - - - -


Total Capital - - - -

Funds Required (1,975) (2,004) (2,064) (2,096)

Funded by:Loans Utilised - - - -


Restricted Cash - Depreciation - - - -

Restricted Cash - Other - - - -


Capital Works Capital - New $’000 $’000 $’000 $’000Nil - - - -

Total - - - -

Capital - Replacement $’000 $’000 $’000 $’000Nil - - - -

Total - - - -



Empower our community to embrace technology

Implement new technologies, such as 3D printing, coding workshops or audio/digital media, in three library spaces

Cultural Services

Deliver a mobile library program where The Rover attends a minimum of 10 community events with 7000 customer interactions

Cultural Services

Establish community renewable energy projects at two host sites within the City

Sustainability

Eliminate barriers to accessing information and services

Increase to 100 the total number of Council data sets publicly available to increase transparency and provide a resource to catalyse local innovation and app development


Develop a diverse program of arts, literacy and technology for the new Windale Library and community facility

Cultural Services

Develop a cultural collections strategy and review collection procurement strategies to improve customer requests and access

Cultural Services

Expand free wi-fi at Council facilities and community events


Enhance community spaces with urban and public art, place making and place activation

Facilitate four urban and public art projects for the City, including those listed in the works program

Cultural Services

Enable meaningful creative learning and cultural experiences

Deliver a minimum of 2800 cultural programs and activities at Lake Mac Libraries and Lake Macquarie City Art Gallery

Cultural Services

RELATED PLANS


Library Service Delivery Model


Arts, Heritage and Cultural Plan


CONNECTED COMMUNITIESOBJECTIVE

Public spaces help connect us with each other and the world



Implement and review plans and strategies to support an inclusive community

Hold at least 60 activities in Council’s Over 55s program and 12 activities in the You’re Kidding Me program to educate families and older people, and ensure that they are able to participate in the community

Community Planning

Undertake 10 capacity building initiatives with local services and communities to meet the needs of disadvantaged groups or isolated communities

Community Planning

Implement six actions in Council’s Disability Inclusion Action Plan that develop positive community attitudes and behaviours, and to support meaningful access to employment

Community Planning

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


Commence implementation of Aboriginal cultural heritage management reforms as outlined in the Aboriginal Cultural Heritage Act

Integrated Planning

Support volunteer and community groups to increase community capacity

Work with community groups to deliver capital works on at least 10 local facilities

Community Planning

RELATED PLANS



Ageing Population Strategy

Multicultural Plan

Children and Family Strategy


We are a supportive and inclusive community



Celebrate our Aboriginal and Torres Strait Islander culture and other cultures

Produce and distribute four editions of the Koori Grapevine newsletter to provide information to the Aboriginal community on relevant programs and projects

Community Planning

Administer the NAIDOC Week Grant program to provide funding for schools and community groups to undertake activities and events to celebrate and recognise NAIDOC Week

Community Planning

Seek opportunities to facilitate the interpretation of Aboriginal cultural heritage through the City, for example, artwork and interpretive signage

Cultural Services

Develop and deliver 30 Aboriginal heritage educational and contemporary art programs in consultation with the community through the Lake Macquarie City Art Gallery and Lake Mac Libraries

Cultural Services

RELATED PLANS




We are proud of our City’s heritage and cultures



Adapt our City to a changing climate

Complete Pelican Blacksmiths Local Adaptation Plan Sustainability

Deliver emergency preparedness workshops to at least five community groups and promote the Early Warning Network across the City

Sustainability

Empower our community to adopt sustainable behaviours

Support the Sustainable Neighbourhoods program to deliver environmental sustainability initiatives and activities that attract at least 4000 attendees and volunteers

Sustainability

Deliver at least three programs to enhance the connection between residents and the natural environment including Explore Our Great Outdoors, Backyard Habitat for Wildlife and Community Ecosystem Monitoring Program

Sustainability

Encourage uptake of smart and sustainable infrastructure

Develop an electric vehicle charging strategy for the City Sustainability

RELATED PLANS




Lake Macquarie Waterway Floodplain Risk Management Study and Plan



Our community responds and adapts to change


CONNECTED COMMUNITIES FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000


Capital Revenue 687 687 687 687

Total Revenue 2,243 2,274 2,255 2,287




Capital - New (2,510) (1,480) (1,111) (1,040)


Dedications (687) (687) (687) (687)



Total Capital (5,758) (4,766) (4,383) (4,349)

Funds Required (24,002) (22,978) (23,265) (23,674)






Capital Works Capital - New $’000 $’000 $’000 $’000 Sustainability & Environmental Levy - Capital Works 94 96 99 102

Council Energy Resilience 2,208 1,173 800 725

Aged & Disabled Services New Works 209 210 212 214

Total 2,510 1,480 1,111 1,040

Capital - Replacement $’000 $’000 $’000 $’000 Asset Replacement - Emergency Services 36 36 36 36

Children Services Buildings - Replacement Works 153 157 162 166

Library Stock 570 582 593 605

Digital Collection 163 166 170 173

Speers Point Library Replacement Works 125 180 185 190

Wangi Wangi Library Replacement Works 50 0 0 0

Total 1,097 1,122 1,146 1,171



Create opportunities that provide open communication, partnerships and leadership with the creative and cultural sector

Undertake 2018-2019 actions as outlined in the Arts, Heritage and Cultural Plan

Cultural Services

RELATED PLANS


Library Service Delivery Model

CREATIVITYOBJECTIVE

Creative thinking drives our City


Investigate opportunities for improving income generation in the cultural sector

Identify and develop three income-generating programs within the creative and cultural economy

Cultural Services

RELATED PLANS


OBJECTIVE

Our City has a strong creative industry


CREATIVITY


Develop a suite of interpretation themes and sites around the City

Host a minimum of four heritage network meetings and deliver engagement and awareness programs within the sector

Cultural Services

Run a cultural volunteer program with a minimum of 50 volunteers actively engaged in cultural programs

Cultural Services

Deliver two virtual space projects that exploit technology to bring to life our history, landscape and oral history

Cultural Services

RELATED PLANS




OBJECTIVE

Cultural experiences and public art connect us with the past, present and future


CREATIVITY FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000







Capital - New (4,653) (205) (140) (115)

Capital - Replacement (30) (31) (31) (32)

Dedications - - - -

Transfer to Restricted Cash - - - -


Total Capital (4,683) (236) (171) (147)

Funds Required (6,618) (2,270) (2,261) (2,310)

Funded by:Loans Utilised 897 55 55 50


Restricted Cash - Depreciation 290 31 31 32

Restricted Cash - Other 3,636 325 255 255


Capital Works Capital - New $’000 $’000 $’000 $’000 Art Gallery Redevelopment Stage 3 1,818 0 0 0

Public Artworks Citywide 104 115 50 25

Arts Cultual Heritage Strategy Implementation 100 90 90 90

Public Art Tourism Driver 572 0 0 0

Speers Point Multi Arts Centre 2,060 0 0 0

Total 4,653 205 140 115

Capital - Replacement $’000 $’000 $’000 $’000 Art Gallery Replacement Works 30 31 31 32

Total 30 31 31 32


SHARED DECISION-MAKINGOBJECTIVE

Partnerships between community, government and business benefit our City


Develop and maintain a network of key agencies, organisations, peak bodies and community groups

Contribute to the regional strategic planning process through the Hunter Joint Organisation

Executive

Facilitate five meetings of the Lake Macquarie Interagency, eight meetings for children’s or family services, and conduct two training sessions for community groups

Community Planning

Influence decisions that impact our region

Provide solutions-focused submissions and attend appropriate workshops and consultation forums regarding Government policy reviews

Executive


SHARED DECISION-MAKING


Deliver high quality and informative customer service

Answer 80 per cent of phone calls to Customer Service Centre within 30 seconds


Greet customers at the Customer Service counter within three and a half minutes on average


Maintain and improve website content and processes to enhance the customer experience


Develop a process to close the loop with customers on finalising the outcome of service requests


Develop a process for benchmarking Council’s quality of customer service


Provide clear, accessible and relevant information to the community

Increase video content and investigate new tools for Council’s website and intranet


Use interactive online tools to present progress of Council’s Operational Plan and financial performance

Organisational Performance

RELATED PLANS

Customer Charter


We know how and why decisions are made



Our community influences decisions that shape our City


Actively engage with and seek direction from the community and key stakeholders

Identify new opportunities for community engagement and provide a broad range of engagement tools to ensure accessibility for community participation


Provide resources to support 10 meetings of the Lake Macquarie Youth Advisory Council, with outcomes of meetings inform Council’s strategies and plans

Community Planning

Provide our customers with simple and convenient ways to access and do business with Council

Increase the number of people registered to receive their rates by email to more than 4000


RELATED PLANS

Community Engagement Strategy

Customer Charter

Lake Macquarie Youth Strategy


SHARED DECISION MAKING FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000








Capital - Replacement - - - -

Dedications - - - -

Transfer to Restricted Cash (207) (207) (270) (270)


Total Capital (207) (207) (270) (270)

Funds Required (3,432) (3,374) (4,369) (3,465)



Restricted Cash - Depreciation - - - -

Restricted Cash - Other 282 147 910 -


Capital Works Capital - New $’000 $’000 $’000 $’000 Nil - - - -

Total - - - -

Capital - Replacement $’000 $’000 $’000 $’000 Nil - - - -

Total - - - -


WORKS PROGRAM 2018-2019

PROJECT LOCATION PROJECT TITLE

FOOTPATHS

Caves BeachPark Avenue - footpath from Swansea High School to Northcote Avenue (St Patrick’s Primary School) - 800m

Charlestown Frederick Street - footpath 104m

City-wide various locations - investigations and designs for future works

City-wide various locations - laneway rails and bollards

City-wide various locations - miscellaneous pram ramps construction

City-wide various locations - miscellaneous footpaths

City-wide various locations - miscellaneous footpaths - replacement works

Fishing PointSealand Road - footpath in conjunction with continued stage 2 kerb and gutter construction - 380m

Redhead Collier Street - footpath from Redhead Road to Shortland Street - 300m

Redhead Redhead Road - footpath from Redhead Road to White Cap Close - 150m

Redhead Steel Street - footpath from Collier Street to Liles Lane - 260m

Wangi WangiWatkins Road - footpath in conjunction with Stage 1 road rehabilitation between Short Street and Crescent Road - 640m

Windermere ParkBaldwin Boulevarde and Fishery Point Road - footpath in conjunction with road reconstruction between Pearson Street and Grant Street - 150m

KERB AND GUTTER


Fishing PointSealand Road - continued stage 2 kerb and gutter section between house number 35 and service road - both sides

Fishing PointCarlisle Row - continued construction - kerb and gutter and rehabilitation on both sides between Hereford Rise and Bourneville Road

OFF-ROAD CYCLEWAYS

Bonnells BayBonnells Bay to Brightwaters and Sunshine - final design and commence construction (pending land matters)


Speers Point Speers Point to Glendale cycleway - commence construction

This list outlines the physical works and actions that Council plans to undertake during the 2018/2019 financial year. The list is based on projects identified as a priority. It is Council’s intention to deliver these projects, or equivalent, subject to project feasibility and physical constraints. Council is forecast to spend $102 million on capital works.



ROAD RESURFACING AND REHABILITATION

BalcolynBay Street - road rehabilitation incorporated with kerb and gutter - continued construction of Stage 2 works - section between Helena Street and Queens Street

CardiffJohn Street - road rehabilitation between Macquarie Road and First Street (continued from watermain relocation in 2017-2018)


City-wide various locations - partial asset rehabilitations

City-wide various locations - road resurfacing

City-wide various locations - minor bridge repair and replacement

City-wide various locations - heavy road patching and regional road repairs

Morisset Macquarie Street - road rehabilitation between Hospital Road and Rivergum Drive - construction

RathminesClydebank Road - Stage 2 - road rehabilitation from Stage 1 - Dorrington Street and Letchworth Parade

RathminesAlkrington Avenue - continued construction - the section between Bourneville Road and Hereford Rise

TorontoThe Boulevarde - road rehabilitation from Victory Parade Main Road 217 (continued from watermain relocation in 2017-2018)

Wangi WangiWatkins Road - Stage 1 road rehabilitation (including kerb and gutter) between Short Street and Crescent Road

Windermere ParkBaldwin Boulevarde and Fishery Point Road - road reconstruction between Pearson Street and Grant Street (including kerb and gutter and drainage)

WyeeRuttleys Road - The section between Railway Bridge and 900m towards Government Road (stage 2)

Wyee Wyee Road – Stage 5 road rehabilitation north from Ruttleys Road roundabout for 1.3km



SEALING GRAVEL ROADS


Mandalong Midway Road - seal full length

West Wallsend O’Donnelltown Road - seal from existing seal to end stage 2

STORMWATER DRAINAGE

City-wide various locations - drainage replacement works

City-wide various locations - miscellaneous drainage projects


Fishing Point Alkrington Road - drainage upgrade in conjunction with road reconstruction - continued works

Mount Hutton Ada Street - flood mitigation outside house number 7A - continued works

Wangi Wangi Beach Road - drainage upgrade works behind School Lane

Wangi WangiWatkins Road - drainage improvements in front of house number 102 (to be incorporated with road rehabilitation on Watkins Road)

TRAFFIC AND TRANSPORT

Belmont NorthOld Belmont Road - install guardrail along the eastern side of Old Belmont Road, opposite its intersection with Twin View Court

Cardiff Thomas Street and Harrison Street intersection - pedestrian refuge


City-wide various locations - miscellaneous bicycle facilities

City-wide various locations - miscellaneous bus facilities

City-wide various locations - suburb signs

City-wide various locations - traffic and transport facilities replacement

Gateshead Sydney Street - install kerb extensions with a marked pedestrian crossing

Kotara South Stuart, Lugar and Inglis Streets - replacement of rubber humps in asphalt

Morisset Doyalson Street - kerb extensions at pedestrian crossing fronting school

North Cooranbong

Alton Road - pedestrian refuge at the intersection of Alton Road and Freemans Drive

TeralbaYork Street - installation of kerb extensions and ramp at existing pedestrian crossing at Teralba Public School

Whitebridge Waran Road - speed control devices stage 1

CEMETERIES

Belmont replace cemetery headstone beams



COMMUNITY BUILDINGS

Balcolyn Shingle Splitters Reserve public toilet design

Belmont Belmont Meals on Wheels office - kitchen replacement

Cardiff Cardiff Men’s Shed - commence construction

City-wide various locations - asbestos removal and replacement

City-wide various locations - emergency services replacement

City-wide various locations - master key system upgrade

Dudley Dudley Senior Citizen’s - bathroom design

Kilaben Bay Kilaben Bay Community Hall - kitchen upgrade

Marmong Point Marmong Point Community Hall - kitchen and window replacement

Martinsville Martinsville Oval - amenities design and commence construction

Rathmines Rathmines Community Hall - internal refurbishment - construct

Redhead Redhead Preschool - internal refurbishment

Toronto Toronto Community Hall - demolition

Windale Windale Tennis Courts - meterboard upgrade

ENVIRONMENTAL ENHANCEMENT

Belmont Nine Mile Beach rehabilitation

Brightwaters Bay Vista Road illegal dumping deterrence

City-wide various locations - lighting, heating and cooling upgrades

City-wide various locations - stormwater treatment devices

City-wide various locations - foreshore stabilisation and littoral vegetation

City-wide various locations - creek stabilisation and riparian vegetation works

City-wide various sports fields - irrigation system modernisation works

Jewells Crockers Creek - streambank rehabilitation

Redhead Nine Mile Beach rehabilitation

Swansea Black Neds Bay wetland rehabilitation

BEACH AND LAKE AQUATIC FACILITIES

Belmont Belmont Baths - swimming enclosure construction

Belmont Belmont Baths - amenities building construction

Blacksmiths Blacksmiths Surf Lifesaving Club - skylight and ventilation design and construct

Catherine Hill Bay Catherine Hill Bay Beach - new lifeguard observation room - continued construction

Caves Beach Caves Beach Surf Lifesaving Club - public amenities near car park

Caves Beach Caves Beach Surf Lifesaving Club - hydrant upgrade

City-wide various locations - lake foreshore rehabilitation



City-wide various locations - stormwater quality improvement device - replacement

Pelican Pelican Boat Ramp replacement - construction

Rathmines pontoon - design and commence construction

Redhead Beach lifeguard observation room - design and construct

Redhead Redhead Surf Lifesaving Club - kiosk and services upgrade - construction

Speers Point Jetty renewal works - design

Swansea James L Boyd Reserve - car park upgrade construction

Valentine Bennett Park - pontoon - design and commence construction

Wangi Wangi Wangi Wangi Jetty - design and commence construction

LIBRARY AND CULTURAL FACILITIES

Booragul Lake Macquarie City Art Gallery - investigation and upgrade of switchboard - construction

Charlestown Charlestown Library - minor internal refurbishment - construction

Swansea Swansea Centre - building and mechanical system design

Wangi WangiWangi Wangi Library - external and internal refurbishment - design and construction (pending grant funding)

PARKS AND PLAYGROUNDS

Belmont Molly Smith Netball Courts - resurface courts 22 and 25

Blacksmiths Install new beach access pathways to existing beach access points

Blacksmiths Replace water charged fencing around Blacksmiths Oval

Booragul Edwards Parks playground renewal/grant assisted

City-wide various locations - fencing renewal projects - parks and playgrounds

City-wide various locations - table renewal projects - parks and playgrounds

Eleebana Thomas H Halton Reserve - improvements - commence construction

Kahibah Kahibah Park - replace existing playground and equipment

Martinsville Martinsville Playground - design and commence construction

Morisset Morisset Skate Park - design and commence construction

Morisset Bernie Goodwin Reserve - improvements, upgrade and commence construction

Swansea Coon Island - foreshore improvements - stage 2 construction

Swansea Parbury Park complex - resurface court

Speers Point Lake Macquarie Variety Playground - extension - construction

Warners Bay Warners Bay foreshore upgrade - continue construction

West Wallsend West Wallsend Tennis Courts - replace existing shelter

Windale Windale Skate Park - design and commence construction (subject to land ownership resolution)



SPORTING FACILITIES

Belmont Belmont Sports Complex Master Plan - detailed design

Boolaroo TC Frith Croquet Facility - continue detailed design

Cameron Park Pasterfield Sports Complex - complete construction

Croudace Bay Croudace Bay Skate Park - design and commence construction

Croudace Bay Croudace Bay Sporting Complex Master Plan - commence detailed design

Glendale Bill Bower Sportsground - floodlight upgrade construction

Lakelands Lakelands Tennis Facility - amenities and path construction

Swansea Parbury Park - floodlight upgrade - construction

Warners Bay Feighan Oval - floodlight upgrade - construction

Warners Bay Feighan Oval - amenities - construction

LAKE MAC SWIM CENTRES

Speers Point Speers Point Swim Centre - modification of starting block plinths

Speers Point Speers Point Swim Centre - plant room circulation upgrade

Speers Point Speers Point Swim Centre - solar and pool heating system installed

Swansea Swansea Swim Centre - kiosk design

Swansea Swansea Swim Centre - modification of starting block plinths

TorontoToronto Swim Centre - 60kW photovoltaic system, roof replacement, double glazed windows and insulation, accessible amenities changing place, upgrade to plant room - construction

MAJOR INFRASTRUCTURE

Awaba Awaba Waste Management Facility expansion - new works

BoolarooMunibung Road - complete construction of Munibung Road extension linking Boolaroo and Cardiff

LAKE MAC HOLIDAY PARKS

Belmont Belmont Pines Lakeside - installation of new accessible villa

Blacksmiths Blacksmiths Beachside - installation of new accessible villa

Swansea Swansea Gardens Lakeside - installation of new accessible villa and new villa

Swansea Swansea Gardens Lakeside - complete construction of amenities refurbishment

URBAN AND PUBLIC ART

Caves Beach Beach precinct - sculpture and gate commission

Speers Point Speers Point Park - sculpture commission

Windale Shopping area - public art commission


BUSINESS ACTIVITIES

Council is involved in a range of business activities.The profits generated by Council businesses are returned to the community through the provision of additional and improved services. By competing with private enterprise, staff are also able to develop new skills.Further community benefits are realised through Council measuring the competitiveness of its in-house service provision against external providers and reducing the unit cost of overheads by allocating them more widely.


Property and Business DevelopmentThe Property and Business Development department is dedicated to the management of Council’s community and operational real estate assets. Operational assets include those needed to conduct the business of Council, like the Administrative Centre, and those that are held to maximise recurring income to Council. The department is self-funding and contributes to Council’s General Fund.The Property and Business Development department is also responsible for the operation of Council’s four Holiday Parks - Wangi Point Lakeside, Belmont Pines, Blacksmiths Beachside and Swansea Gardens, with the objective of offering high-quality tourist facilities to visitors of our City. The Holiday Parks are self-funding and any profits are reinvested in the holiday parks.

CiviLakeCiviLake provides a wide range of civil engineering construction and maintenance works and services, plus open space maintenance, signwriting, and building trades services to Council and private clients. CiviLake returns the profits generated from private works back to the community through improved and additional services. Carrying out private works and services also enables CiviLake to benchmark itself against private enterprise and demonstrate that its works and services carried out for Council are done in an industry-competitive manner.



Continually improve amenities at Holiday Parks where feasible

Undertake Holiday Parks projects in accordance with the works program

Property and Business Development

Develop and implement an annual asset management plan for each Holiday Park


Develop and implement an annual marketing plan with a comprehensive strategy, budget and action plan to enhance the profile of Lake Mac Holiday Parks


Ensure Holiday Park fees and charges are in line with industry standards

Carry out an annual benchmarking report prior to setting the fees and charges each year


OBJECTIVE

We provide a high standard of facilities at our Holiday Parks

PROPERTY AND BUSINESS DEVELOPMENT


Manage strategically held properties and land holdings to create reoccurring income and increase return on investment

Report on actions undertaken in town centres that address development opportunities, constraints, value-add and disposal options for Council-owned operational classified land


Undertake actions to manage Council-owned operational holdings outside town centres in accordance with the 10-year strategic review


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


Apply the Lease Equity Model for leased facilities

Renew all applicable leases and licences that expire during the year in line with the Lease Equity Model


OBJECTIVE

Maximise the long-term value of Council’s strategic property portfolio

BUSINESS ACTIVITIES


PROPERTY FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000



Total Revenue 11,345 11,712 12,059 12,402


Operating Result 2,461 2,767 2,803 2,865

Operating Result before Capital 2,461 2,767 2,803 2,865

Capital - New (2,345) (657) (846) (432)

Capital - Replacement (325) (710) (1,260) (1,420)

Dedications - - - -



Total Capital (18,784) (15,485) (15,660) (14,594)

Funds Required (16,323) (12,718) (12,857) (11,729)


Proceeds from Asset Sales 4,618 2,256 1,295 140



BUDGET SURPLUS / (DEFICIT) - - - -

Capital Works Capital - New $’000 $’000 $’000 $’000 Sale Of Council Land 725 353 368 52

New Development - 113 Wyndham Way Eleebana 958 0 0 0

Land Development - Anticipated Projects 79 81 84 85

Sale Of Community Land 38 39 40 41

Blacksmiths - New Capital Works 155 20 20 195

Belmont - New Capital Works 150 50 120 20

Swansea - New Capital Works 220 95 195 20

Wangi Holiday Park - New Capital Works 20 20 20 20

Total 2,345 657 846 432

Capital - Replacement $’000 $’000 $’000 $’000 Blacksmiths - Replacement Capital Works 70 60 370 320

Belmont - Replacement Works 115 450 270 620

Swansea - Replacement Works 20 120 500 460

Wangi Holiday Park - Replacement Capital Works 20 20 20 20

Replacement Of Roof, Guttering And Downpipes - Lake Cinema - - 100 -

Replace Roof 100 - - -

Replacement Of Air Conditioning - 60 - -

Total 325 710 1,260 1,420


CIVILAKE


Undertake external works to generate commercial returns and provide benchmarking opportunities against broader industry

Undertake external works that generate a profit of greater than five per cent of actual costs

CiviLake

OBJECTIVE

External works provide additional revenue to Council

BUSINESS ACTIVITIES


CIVILAKE

CIVILAKE FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000



Total Revenue 4,217 4,046 3,884 3,731


Operating Result 622 592 563 535

Operating Result before Capital 622 592 563 535


Capital - Replacement (998) - - -

Dedications - - - -

Transfer to Restricted Cash (622) (592) (563) (535)


Total Capital (1,620) (592) (563) (535)

Funds Required (998) - - -



Restricted Cash - Depreciation 998 - - -

Restricted Cash - Other - - - -

BUDGET SURPLUS / (DEFICIT) - - - -

Capital Works Capital - New $’000 $’000 $’000 $’000 Nil - - - -

Total - - - -

Capital - Replacement $’000 $’000 $’000 $’000

Relocation & Restablishment Of Civilake’S Bulk Materials Storage Operation 598

Toronto Sub Depot Relocation To Woodbine Close Toronto 400 - - -

Total 998 - - -


ORGANISATIONAL SUPPORTDELIVERING OUR FUTUREIn order to deliver on our community’s vision, Council provides a wide range of internal support services.These are made up of our Resourcing Strategy – asset, workforce, financial, information technology and plant and fleet management – plus others including procurement, supply, safety, records, governance and corporate planning.Council’s Resourcing Strategy supports the Community Strategic Plan, Delivery Program and Operational Plan by detailing how Council can help achieve the community’s goals in terms of time, money, assets and people.Effective resource planning ensures focus on the short-term and long-term goals for the City.Detailed strategy and action plans sit within the Resourcing Strategy in the following areas:

workforce planning; asset management planning; financial planning; information technology and

management; and plant and fleet management.

The following table outlines the finances required to deliver on the actions contained in the Resourcing Strategy, as well as those required to provide internal support services.

Resourcing Strategy 2017–2027

DELIVERING OUR FUTURE


ORGANISATIONAL SUPPORT FINANCIAL RESOURCES

2018/2019 2019/2020 2020/2021 2021/2022$’000 $’000 $’000 $’000


Capital Revenue 8,220 23,878 7,023 7,170

Total Revenue 167,015 187,202 174,941 179,807


Operating Result 154,367 171,554 158,409 161,999

Operating Result before Capital 146,147 147,676 151,386 154,829

Capital - New (2,021) (6,125) (6,280) (6,317)


Dedications - - - -


Loan Repayments (3,872) (5,845) (6,710) (7,990)

Total Capital (29,894) (51,266) (35,004) (36,965)

Funds Required 124,473 120,288 123,405 125,034


Proceeds from Asset Sales 1,467 1,665 1,311 1,292



BUDGET SURPLUS / (DEFICIT) 146,871 150,347 157,861 162,188

Capital Works Capital - New $’000 $’000 $’000 $’000 It & Im Future Development 0 500 500 500

Capital Contributions - Expenditure 0 24 24 25

Capital Contributions Rms - Expenditure 0 1,131 1,155 1,179

Capital Grants - Expenditure 0 4,448 4,568 4,581

New Plant Program 1,734 0 0 0

New Plant (18/19) - Green Crew Equipment - Civ 265

Furniture Acquisitions 22 22 32 33

Total 2,021 6,125 6,280 6,317

Capital - Replacement $’000 $’000 $’000 $’000 It & Im Future Development - 389 379 379

Council’S Online Replacement - Authority Implementation 1,185 - - -

Software Upgrade Q Flow Counter Ticketing - - 81 -

Plant Replacement - Light Vehicles 2,300 2,300 2,300 2,300

Plant Replacement - Small Plant Items 500 500 500 500

Plant Replacement - Plant & Equipment Items 4,480 4,640 3,995 4,425

Office Furniture Replacement 15 16 16 17

Administration Building Replacement Works 1,605 294 302 310

Administration Building Replacement Furniture 13 13 13 14

Boolaroo Works Depot - Replacement Works 464 308 316 325

Total 10,562 8,460 7,903 8,270


FINANCIALMANAGEMENT


About rates

RATES

Council raises about 40 per cent of its operating income from rates and provides many services that rates help to fund.These services include: maintenance of roads, parks

and gardens; libraries; community services for senior

citizens and youth; town planning; food inspections; animal services; tourism; and swimming pools.

Rates are the way our community contributes to funding these services.Council rates are determined in accordance with the provisions of the Local Government Act 1993. This legislation provides the process to calculate rates and limits the income councils can receive from rates. Each property in Lake Macquarie falls into one of four categories for rating purposes depending on the land use of the property.

These categories are: residential; business; farmland; and mining.

Council decides which category your property should be in, based on its land use.Rates are calculated annually and include the ordinary rate and annual charges. The ordinary rate includes a flat base amount, plus an ad valorem amount, which is based on the value of your land. Land valuation is conducted every three years by the NSW Valuer General. The land value does not include the value of your house, buildings, or other improvements to the land. Council uses this figure to calculate the ad valorem amount to reflect any changes in the value of your land.

FINANCIALMANAGEMENT


Table 2: 2018/2019 rating structure and yield

Rate type Category Sub-categoryAd valorem

amounts cents in $

Base amount $

Base amount per cent of total

rates

2018-2019Rate yield

$

Ordinary Residential Not applicable 0.252826 713.16 50.00 113,806,456

Ordinary Farmland Not applicable 0.176978 713.16 37.08 76,939

Ordinary Mining Not applicable 2.659983 1063.29 2.00 956,964

Ordinary Business Not applicable 1.189720 100.91 2.00 19,032,151

NOTES:

1. The amounts shown in the column 2018/2019 Rate Yield have been calculated in accordance with the permissible increase in Council’s Notional General Income, for 2018/2019 of four point seven five per cent (4.75%). This is in accordance with a determination made by IPART, resulting from an application for a Special Variation to General Income, in accordance with Section 508A of the Local Government Act 1993.

2. The difference in the rate yield (as shown above) and the rate income (as shown in the overall summary of estimates of income and expenditure for the year ended 30 June 2019) is as a result of the granting of Pensioner Rebates, rate adjustments as a result of Section 585 of the Local Government Act 1993 (i.e. where ratepayers apply for a postponement of part of rates on land which is used only as the site of a house or rural land but, because of its zoning or permitted use, is valued for rating purposes in a way that reflects its permitted use rather than its actual use) and a minimal amount in relation to unknown owners.

3. As Council will continue to process adjustments to its rating records until the time the Operational Plan is adopted, minor changes to the amounts shown in the above table will occur. These adjustments include the processing of Supplementary Valuation Lists from the Valuer General’s Department, changes to rating categories, and changes in the rateability of land.

4. The amounts shown in the above table are inclusive of adjustments to Notional Income for newly rateable Crown Land.

Ordinary and special rates

The categories of residential, farmland, mining and business apply to the whole of the Council area.The rating structure for the residential category is based on a combination of a base amount of rate and an ad valorem (amount in the dollar) component. The level of the base amount has been set to achieve 50 per cent of total rate income from this category, with the ad valorem component raising the remaining 50 per cent of the total income.The rating structure for the business and mining categories is based on a combination of a base amount of rate and an ad valorem component. The level of the base amount has been set to achieve two per cent of total rate income from each category, with the ad valorem component raising 98 per cent of the total income.

The rating structure for the farmland category is based on a combination of a base amount of rate and an ad valorem component. The base amount for this category is set the same as the base amount for the residential category, with the ad valorem component being set at 70 per cent of the ad valorem component in the residential category.The rate amounts shown in this document include the ordinary rate and a special rate variation approved by IPART in 2012. This special rate applies until 30 June 2019 and increases Council’s general income to secure its long-term financial sustainability and maintain assets and levels of service needed for our residents.


FEES AND CHARGES FOR GOODS AND SERVICESEach year, Council determines its fees and charges. Income from fees and charges helps us provide services and facilities for our City.Our fees and charges are intended to cover the cost associated with: the supply of a product, service, or

commodity; the giving of information; providing a service in connection with the

Council’s regulatory functions, including receiving an application for approval, granting an approval, making an inspection and issuing a certificate; and

allowing admission to any building or enclosure.

In accordance with Section 608 of the Local Government Act 1993 and other relevant legislation, Council levies a range of fees and charges as contained within this document.When Council determines its fees for goods and services, it takes into account the following factors: the cost of providing the service; the importance of the service to the

community;

prices fixed by relevant industry bodies; any factors specified in the Local

Government regulations; equity factors; user pays principle; financial objectives; customer objectives; resource use objectives; and cross-subsidisation objectives.

Council reviews all fees and charges, not subject to statutory control, on an annual basis, prior to finalisation of Council’s annual operating budget.The predominant consideration in reviewing those fees and charges is full cost recovery on a fee for service (user pays) basis. However, this principle only applies where the cost of the service provision and the end users can be accurately determined.Council’s annual Fees and Charges are available at lakemac.com.au.


Domestic waste management chargeThe domestic waste management charge is an annual charge for waste services that is listed as a separate amount on your residential or farmland rates notice. It includes a levy charged by the state government.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.The charge in 2018/2019, per rateable property, per service is:

Commercial waste management chargeThe commercial waste management charge for 2018/2019 per property per service is $460. The estimated yield of the charge (excluding GST) is $2,022,410.

Effluent removal chargeCouncil levies a waste management charge for effluent removal services, which will apply uniformly to each parcel of rateable land for which the service is available. The charge for 2018/2019 per property is $2,580. The estimated yield of the charge is $985,560.

Fee Type 2018/2019

Domestic Waste Management Charges

Standard domestic waste management package – this fee is for one 240L fortnightly garbage, one 240L/360L fortnightly recycling, and one 240L weekly green bin collection service

$434

Strata standard package – this fee is for one 240L fortnightly garbage, one 240L/360L fortnightly recycling, and one 240L weekly green bin collection service

$434

Strata weekly package – this fee is for one 240L weekly garbage, one 240L/360L fortnightly recycling, and one 240L fortnightly green bin collection service

$610

Strata downsize standard package – this fee is for one 140L fortnightly garbage, one 140L fortnightly recycling, and one 140L green bin collection service

$384

Strata downsize weekly package – this fee is for one 140L weekly garbage, one 140L fortnightly recycling, and one 140L fortnightly green bin collection service

$560

Strata shared 240L standard package (shared between 2 strata dwellings) *$334

Strata shared 240L weekly package (shared between 2 strata dwellings) *$591

Strata shared 660L standard package (shared between 3-5 strata dwellings) *$509

Strata shared 660L weekly package (shared between 3-5 strata dwellings) *$908

Strata shared 1100L standard package (shared between 6-10 strata dwellings) service *$356

Strata shared 1100L weekly package (shared between 6-10 strata dwellings) *$658

The estimated yield of the charge is $36,956,064. * fee per property


Council’s borrowings are governed by the provisions of the Local Government Act 1993 and the Local Government (General) Regulation 2005.A council may borrow at any time for any purpose allowed under the Local Government Act 1993.A council may borrow by way of overdraft or loan or by any other means approved by the Minister.

The Minister may impose limitations or restrictions on borrowings by a particular council.The proposed loan program below reflects the loan-borrowing program to be adopted by Council for the 2018/2019 financial year.

PROPOSED BORROWINGS

Proposed Borrowings 2018/2019 loan program

Project Description Total

Council’s computer systems upgrade 903,862

Waste Management Plant 1,734,000

Furniture Acquisitions 21,500

Awaba Waste Management Facility Expansion 13,325,027

Council Energy Risilience 2,301,439

Stormwater Treatment, Foreshore Stabilisation & Riparian Works 611,898

Aged & Disabled Services Works 208,733

West Wyee Paper Subdivision Planning & Design 698,329

Subdivision Compliance 909,048

Management of Traffic & Transport Assets 51,200

Sealing Gravel Roads 695,816

Kerb & Gutter Construction 1,250,707

Traffic Facilities Improvement 1,016,682

Drainage Improvement 2,469,583

Footway & Cycleway Construction 2,054,012

Caves Beach Amenities Upgrade 500,000

Hunter Sports Centre Upgrade - New Works 54,573

Frith Ave Boolaroo Open Space & Amenities 2,130,506

Catherine Hill Bay Lifeguard Oberservation Room 190,000

Art Gallery Construction 897,400

Pontoon Jetty Rathmines Park 63,508

Green Crew Equipment 265,000

Total 32,352,823


PROJECTED FINANCIAL STATEMENT 2017/2018 - 2021/2022

PROJECTED 2017/2018

PROJECTED 2018/2019

PROJECTED 2019/2020

PROJECTED 2020/2021

PROJECTED 2021/2022

$’000 $’000 $’000 $’000 $’000

Income from Continuing OperationsIncomeRates 123,632 130,578 134,041 137,581 141,200 Annual Charges 37,262 38,719 40,301 41,491 42,447 User Charges & Fees 17,616 17,205 18,004 18,436 19,137 Interest on Investments 6,219 7,354 8,087 8,522 9,290 Grants & Contributions - Operating 20,382 27,580 28,135 28,505 29,044 Grants & Contributions - Capital 43,443 37,965 50,621 33,764 33,910 Other Revenue 12,672 12,709 12,712 12,717 12,741 Net Gain on Disposal of Assets 763 - - - - Total Income from Continuing Operations 261,989 272,110 291,901 281,016 287,769

ExpensesEmployee Costs (87,571) (98,909) (100,156) (104,588) (108,466)Materials & Contracts (55,568) (38,515) (38,383) (38,189) (37,481)Borrowing costs (5,934) (7,246) (9,365) (9,941) (10,963)Depreciation (50,201) (55,475) (57,186) (61,743) (62,988)Other Operating Expenses (26,880) (29,803) (30,630) (31,546) (32,880)Net Loss on Disposal of Assets (1,221) - - - - Total Expenses from Continuing Operations (227,375) (229,948) (235,720) (246,007) (252,778)

Operating Result from Continuing Operations 34,614 42,162 56,181 35,009 34,991

Operating Result from Discontinued Operations - - - - -

Net Operating result for the yearAttributable to:- Council 34,614 42,162 56,181 35,009 34,991 - Minority interests - - - - -

Net operating result for the year before grants and contributions provided for capital purposes (8,829) 4,197 5,560 1,245 1,081

Capital ExpensesCapital - New (65,884) (52,490) (63,437) (42,345) (35,625)Capital - Replacement (71,410) (49,316) (50,903) (53,740) (50,678)Dedications (14,852) (14,687) (14,687) (14,687) (14,687)Transfer to Restricted Cash (102,353) (91,875) (105,987) (89,597) (90,143)Loan Repayments (2,571) (3,872) (5,845) (6,710) (7,990)Total Capital (257,070) (212,240) (240,859) (207,079) (199,123)

Funds Required (222,456) (170,078) (184,678) (172,070) (164,132)

Funded By:Loans Utilised 29,510 32,353 14,067 22,104 15,172 Sale of Assets 11,792 6,085 3,921 2,606 1,432 Restricted Cash – Asset Replacement 54,780 50,059 55,442 62,683 61,774 Restricted Cash – Other 125,510 80,776 110,426 83,837 84,896 Funded from Provision for Future Rehabilitation 788 805 822 840 858

Budget Surplus / (Deficit) (76) - - - -

Balance of FundsUnspent Loans 200 200 200 200 200 Unspent Grants and Contributions 80,584 92,842 81,823 82,413 82,746 Funded Provision for Asset Replacement 26,426 31,842 33,586 32,648 33,862 Funded Provision for ELE 1,000 1,000 1,000 1,000 1,000 Other Restricted Cash 101,585 101,693 109,575 116,085 122,376 Unrestricted Cash (76) (76) (76) (76) (76)Total Cash 209,720 227,502 226,110 232,270 240,108

Gross Debt 105,415 133,567 141,789 157,183 164,366


PROJECTED STATEMENT OF FINANCIAL POSITION 2017/2018 - 2021/2022

PROJECTED 30/6/2018

PROJECTED 30/6/2019

PROJECTED 30/6/2020

PROJECTED 30/6/2021

PROJECTED 30/6/2022

$’000 $’000 $’000 $’000 $’000

ASSETSCurrent AssetsCash and Cash equivalents 21,844 23,811 23,666 24,310 25,131 Investments 106,188 115,754 115,046 118,180 122,167 Receivables 13,281 13,547 13,818 14,094 14,376 Inventories 1,987 2,027 2,067 2,109 2,151 Other 456 465 474 484 494 Non-current assets classified as held for sale - - - - - Total Current Assets 143,756 155,605 155,072 159,177 164,318

Non-Current AssetsInvestments 80,738 88,011 87,473 89,856 92,887 Receivables 995 1,014 1,035 1,055 1,076 Inventories 500 500 500 500 500 Property, Plant and Equipment 2,551,571 2,606,031 2,674,515 2,721,451 2,758,348 Other 725 461 198 0 - Total Non-Current Assets 2,634,528 2,696,017 2,763,721 2,812,861 2,852,812

Total Assets 2,778,284 2,851,622 2,918,792 2,972,039 3,017,129

LIABILITIESCurrent LiabilitiesBank overdraft - Payables 19,722 20,117 20,519 20,930 21,348 Borrowings 3,871 5,845 6,710 7,990 8,932 Provisions 65,170 66,995 68,871 70,799 72,781 Total Current Liabilities 88,763 92,956 96,099 99,720 103,063

Non-Current LiabilitiesPayables - - - - - Borrowings 101,544 128,052 135,409 149,523 155,763 Provisions 16,989 17,464 17,953 18,456 18,973 Total Non-Current Liabilities 118,533 145,516 153,362 167,979 174,736

Total Liabilities 207,296 238,472 249,461 267,699 277,798

Net Assets 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331

EQUITYRetained Earnings 1,303,166 1,345,328 1,401,509 1,436,518 1,471,509 Revaluation Reserve 1,267,822 1,267,822 1,267,822 1,267,822 1,267,822 Council equity interest 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331 Minority equity interestTotal Equity 2,570,988 2,613,150 2,669,331 2,704,340 2,739,331


PROJECTED CASH FLOW STATEMENT FOR YEARS ENDED 30 JUNE 2017/2018 - 2021/2022

PROJECTED 2017/2018

PROJECTED 2018/2019

PROJECTED 2019/2020

PROJECTED 2020/2021

PROJECTED 2021/2022

$’000 $’000 $’000 $’000 $’000

Opening Cash 242,062 209,720 227,174 225,782 231,941 Cash flows from operating activitiesReceipts:Rates and annual charges 160,894 169,297 174,342 179,072 183,647 User charges and fees 17,616 17,205 18,004 18,436 19,137 Investment revenue and interest 6,219 7,354 8,087 8,522 9,290 Grants and contributions 20,382 27,580 28,135 28,505 29,044 Other 12,672 12,709 12,712 12,717 12,741 Payments:Employee benefits and on-costs (87,571) (98,909) (100,156) (104,588) (108,466)Materials and contracts (55,568) (38,515) (38,383) (38,189) (37,481)Operating Expenses (24,859) (27,731) (28,505) (29,367) (30,646)Borrowing costs (5,934) (7,246) (9,365) (9,941) (10,963)Other

285,913 271,464 292,373 291,277 298,573

Cash flows from financing activitiesAdditional Borrowings 23,288 32,353 14,067 22,104 15,172 Repayments (2,571) (3,872) (5,845) (6,710) (7,990)

306,630 299,945 300,595 306,671 305,755

Cash flows from investing activitiesCapital Contributions 28,591 23,278 35,934 19,077 19,223 New Acquisitions (65,884) (52,490) (63,437) (42,345) (35,625)Replacement Acquisitions (71,410) (49,316) (50,903) (53,740) (50,678)Sale of Assets 11,792 6,085 3,921 2,606 1,432 Add back non cash items

209,719 227,502 226,110 232,269 240,107

Restricted Cash *Opening Balance 242,062 209,796 227,577 226,185 232,346 Transfers to Restrictions 175,842 179,702 177,240 173,444 168,303 Transfers from Restrictions (208,108) (161,921) (178,632) (167,283) (160,465)

Total Restricted Cash 209,796 227,577 226,185 232,346 240,184

Unrestricted Cash (76) (76) (76) (76) (76)

Closing Balance 209,720 227,502 226,110 232,270 240,108

* Council maintains a number of assets (or reserves) for various purposes. Externally restricted reserves can only be used for the purpose for which it has been received, whereas internally restricted reserves have been determined by Council for use in a specific fashion.


PROJECTED RESTRICTED CASH FOR YEARS ENDED 30 JUNE 2017/2018 - 2021/2022

PROJECTED 2017/2018

PROJECTED 2018/2019

PROJECTED 2019/2020

PROJECTED 2020/2021

PROJECTED 2021/2022

External Restrictions: $’000 $’000 $’000 $’000 $’000

RMS Advances 866 1,974 1,974 1,974 1,974 Developer Contributions 69,614 79,997 69,340 69,948 70,301 Specific Purpose Unexpended Grants 6,585 8,036 7,655 7,615 7,570 Domestic Waste Management Surplus 11,017 10,370 12,002 14,306 16,746 DWM Land Infrastructure 3,516 4,102 4,711 5,335 5,977 DWM Site Rehabilitation 7,722 8,674 9,646 10,638 11,651 Crown Reserve 130 178 175 219 213 Caravan Parks Reserve 2,422 3,315 4,182 4,308 4,333 Contributions to Works 1,711 2,134 2,153 2,175 2,200 Contributions - Trust 2,493 2,493 2,493 2,493 2,493 Waste & Sustainability Improvement (WaSIP) 12 12 12 12 12 Other Sundry Contributions 182 182 182 182 182

106,269 121,465 114,524 119,206 123,651

Internal Restrictions:

Employee Leave Entitlements 1,000 1,000 1,000 1,000 1,000 Asset Replacement Reserve 26,426 31,842 33,586 32,648 33,862 Strategic Property Reserve 21,585 23,395 24,453 24,586 23,972 Unexpended Loan Funds 200 200 200 200 200 External Works 769 994 1,208 1,412 1,607 Section 94 Matching Funds 7,244 7,275 7,307 7,339 7,371 General Fund Restricted Cash 3,778 3,331 3,172 3,162 3,162 Open Space Acquisition 4,465 4,465 4,465 4,465 4,465 Quarry Rehabilitation 3,014 2,462 2,199 1,654 615 Grant Matching Funds 1,322 1,115 889 999 1,099 Community Land 18,325 14,020 14,230 14,543 14,920 Cemeteries Improvement 1,050 1,182 1,317 1,455 1,597 IT Replacement 4,025 4,031 5,988 7,966 9,962 Water & Energy Reduction Strategies Reserve 415 8 8 8 8 Employee Resources 498 498 498 498 498 Insurance Proceeds 723 1,023 1,323 1,623 1,923 Charlestown Open Space Endowment Fund 3,326 3,466 3,616 3,778 3,955 Cardiff Town Park Endowment Fund 2,554 2,608 2,667 2,733 2,805 Sustainability Environmental Levy 60 60 60 60 60 Roads and Drainage 35 35 35 35 35 Community Facilities 1,419 1,419 1,419 1,419 1,419 Wangi Point Lakeside Holiday Park 748 930 1,109 1,285 1,457 Elections 545 752 912 272 542

103,527 106,112 111,660 113,139 116,533 209,796 227,577 226,185 232,346 240,184


RATIOS

Budgeted 2017/2018

Budgeted 2018/2019

Budgeted 2019/2020

Budgeted 2020/2021

Budgeted 2021/2022

Unrestricted Current RatioCurrent Assets - External Restrictions 2.27 2.20 2.22 2.16 2.15Current Liabilities – Specific Purpose LiabilitiesTarget (Greater than) 1.5 1.5 1.5 1.5 1.5

Own Source Revenue RatioOwn Source Revenue 0.75 0.76 0.73 0.78 0.78Total RevenueTarget (Greater than) 0.60 0.60 0.60 0.60 0.60

Rates & Annual Charges Outstanding PercentageRates & Annual Charges Outstanding 3.55% 3.45% 3.42% 3.39% 3.38%Rates & Annual Charges CollectibleTarget (Less than) 5.00% 5.00% 5.00% 5.00% 5.00%

Operating PerformanceNet Operating Result (excluding capital & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) -0.038 0.018 0.023 0.005 0.004Operating Revenue (excluding capital & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures)

Target (Equal to) 0.0 0.0 0.0 0.0 0.0

Asset Renewal RatioAsset Renewals Expenditure 1.42 0.89 0.89 0.87 0.80Depreciation, Amortisation ExpenditureTarget (Greater than) 1.0 1.0 1.0 1.0 1.0

Debt Service Cover RatioNet Operating Result (excluding capital, depreciation & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) 4.92 5.37 4.13 3.78 3.38Principal repayments (Cashflow statement) & Interest repayments (P&L)

Target (Greater than) 2.0 2.0 2.0 2.0 2.0

Cash Expense Cover RatioCurrent year cash and cash equivalents and term deposits 8.70 9.50 9.13 9.06 9.04Payments from Statement of Cash Flows of Operating and Financing activitiesTarget (Greater than) 3.0 3.0 3.0 3.0 3.0

Cash Funding of DepreciationAmount of funding being applied to the ARR 94.00% 88.51% 82.64% 76.04% 73.01%DepreciationTarget (Greater than) 90% 90% 90% 90% 90%

Ratio Target

Lake Macquarie City Council

126-138 Main Road Speers Point NSW 2284Box 1906 Hunter Region Mail Centre NSW 2310

(02) 4921 0333

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© Lake Macquarie City Council

M&C 22198

LAKE MACQUARIE CITYREVISED DELIVERY PROGRAM 2017-2021 AND OPERATIONAL PLAN 2018–2019

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