DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
LET’S LAKE MAC We live in a City like no other, with lively communities, beautiful beaches, lush forests and the delights of lakeside life. A City that’s rich in new ideas and next generation thinking – a natural playground for progress and possibility. To live here is to be connected. To be part of a genuine community that values creativity and collaboration, wellbeing and sustainability, opportunity and diversity. A community alive with energy and optimism, thriving in a City that’s home to exciting adventures and industry, new experiences and innovation. Our people shape our future, rather than waiting for it. And our vision for Lake Macquarie does the same, forging ahead with purpose and working tirelessly to make tomorrow greater.
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LAKE MACQUARIE CITY COUNCIL
4 INTRODUCTION
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4 From the Mayor 5 From the CEO 6 Overview 12 Funding
14 City profile 16 Vision and Values 18 Councillors and Wards
OUR CITY
20 DEVELOPING OUR PLAN
21 About this plan 22 How we plan and report 25 Involving our community
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OUR PLAN
30 How to read this plan 32 Unique landscape 38 Lifestyle and wellbeing 48 Mobility and accessibility 60 Diverse economy 66 Connected communities 74 Creativity 78 Shared decision making
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SUPPORTING OUR PLAN
85 Business activities 86 Organisational support 88 Financial management 92 Proposed borrowings 100 Works program
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
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MESSAGE FROM THE MAYOR As we plan for the year ahead, Council has a crucial role to play in ensuring our community continues to feel safe and that we can enjoy a life that is as close to normal as it can be. We have dealt with unprecedented challenges recently, however our resolve as a community and as a Council remains strong. I am very proud of the hard work we are undertaking to ensure we can continue to provide quality services to our City and its residents. Our Draft Operational Plan for 2020-2021 sets out many important projects we will endeavour to accomplish in this fourth year of our Delivery Program, which has been extended until 30 June 2022 in line with the NSW Government's postponement of locoal government elections until September 2021.
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As we look to the year ahead, we are guided by the priorities of our City Vision – our unique landscape, our lifestyle and wellbeing, diverse economy, connected communities, creativity, mobility and accessibility, and shared decision-making. These are the focal points of our vision for the City and reflect the values of our community. This new Plan contains more than 320 actions, including $105.4 million worth of City works, which together build on this vision. I look forward to working together as we continue to shape a diverse, liveable and dynamic Lake Macquarie. Councillor Kay Fraser Mayor
MESSAGE FROM THE CEO I am pleased to present the Draft Operational Plan 2020-2021, which outlines the actions we aim to deliver for our community in the year ahead. Life in Lake Macquarie City is changing as a result of COVID-19. As events unfold during this pandemic, we will work to ensure our community stays connected and everyone gets the services they need. Within limits and guidance provided by the Federal and NSW governments, we will work to keep Council services operating as normally as possible, adapting the way we deliver them, where needed. Council has implemented several initiatives to support the Lake Macquarie community during the crisis, and we are particularly mindful of people who are most vulnerable. Our Business and Community Support Package provides measures to support our people and
the local economy. It includes rent relief and a Financial Hardship Assistance Policy that will soften the impacts for individuals and sections of our community that are hurting. As our situation changes, our Operational Plan may also need to change. While this may present a challenge, our organisation is positioned well to deal with uncertain times like these. We have an agile workforce and sound business continuity and resilience plans in place. These strengths will help us deliver services our community relies on and progress important projects over the coming year. Maintaining essential services and working towards our City vision, while minimising risks to our staff and residents, will be our top priority. Morven Cameron Chief Executive Officer
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LET’S BRING IT TO LIFE The Operational Plan 2020-2021 is our way of shaping success for the Lake Macquarie community. With more than 320 proposed actions and $105.4 million worth of design and construction works spanning the entire City, we plan to make significant progress towards achieving our City Vision over the next 12 months. Investment in roadworks, cycleways, footpaths and lighting will make our favourite places and spaces more accessible, while upgrades to community buildings, cultural and sporting facilities, swim centres, parks and playgrounds will ensure Lake Macquarie continues to emerge as a vibrant and liveable City.
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Unique landscape
31 actions $65.7m budget Connected communities
Creativity
Lifestyle and wellbeing
Diverse economy
Shared decision making
Mobility and accessibility
66 actions $25.1m budget
38 actions $40.9m budget
21 actions $7.6m budget
22 actions $4.0m budget
69 actions $156.4m budget
78 actions $64.5m budget
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
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Lifestyle and wellbeing
HIGHLIGHTS
MAJOR LAKESIDE RECREATIONAL PRECINCT
Creativity PEARSON STREET MALL REVITALISED
A CUTTING EDGE MULTI ARTS PLACE
An innovative revitalisation project for Pearson Street Mall in Charlestown will see this popular outdoor lunch spot and meeting place transformed, with integrated artworks, new landscaping, climate sensors, free public Wi-Fi, and provision for food trucks and market stalls.
We will continue our focus on bringing creativity outdoors and make it accessible with work set to start on a new purpose-built Multi Arts Place (MAP) in our City’s best-loved recreational precinct, Speers Point Park.
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Transformed meeting places
LAKE MACQUARIE CITY COUNCIL
The project is funded by the NSW Government’s Regional Cultural Fund and Council. MAP will assist in growing our economy, strengthening our reputation as a premier cultural destination, and attracting new visitors to our City.
First new infrastructure delivered as part of a major upgrade to create an exciting recreational precinct at Thomas H Halton Park in Croudace Bay. When complete, the new lakeside precinct will feature amenities blocks, an upgraded playground with picnic facilities, a learner cyclist circuit, outdoor fitness equipment and exercise circuit, an enclosed dog exercise area, and a proposed location for a semi-permanent or permanent cafe. Components due for completion during 20202021 include a plaza-style skate park that will provide for skateboarders, roller skaters and bladers, BMX and scooter riders.
Unique landscape BEACH CARE Working collaboratively with Lake Macquarie Landcare, 30,000 native plants will be planted at Blacksmiths, Caves Beach, Catherine Hill Bay and Swansea Heads as part of Council works to stabilise our coastal dunes.
ď†Œ
30,000
native plants will be planted
URBAN GREENING STRATEGY We will design an urban greening strategy to identify opportunities and priorities for our City, such as increasing our urban tree canopy and reducing urban heat impacts.
Diverse economy CREATIVE LIGHTING TRIAL
NURTURING INNOVATORS
Strategic locations around our City will offer a welcoming glow as part of a creative lighting trial to increase night-time use of public spaces. The trial is just one of several activation projects we will implement over the next 12 months under our Night Time Economy Action Plan 2019-2023.
We will implement short-term actions from our Innovators Support Roadmap Action Plan. The Roadmap guides activities designed to attract, nurture and retain innovators in our City. It connects innovators, problem-solvers and helpers, spanning government, private enterprise and the tertiary education sector.
Creative lighting trial
We also plan to deliver a schools and industry co-innovation program, develop a community challenges idea platform and identify a Living Lab location in the City to test ideas and solutions.
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CONNECTING THROUGH TECHNOLOGY
Connected communities A NEW MULTICULTURAL PLAN We will work with our community to review Council’s Multicultural Plan and ensure Lake Macquarie City continues to be a welcoming and inclusive community. The plan will encourage a high level of social and economic participation by our multicultural residents and those who have newly arrived to our City. Council continues its work to ensure people of cultural and linguistically diverse backgrounds can participate fairly in society and access Council services.
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To empower our community to embrace technology, we will deliver four accessible technology projects planned for the City, such as apps and virtual reality, that will provide an interactive and streamlined experience. We will also deliver three creative technology inspired installations and kinetic public art commissions atvarious locations across the City.
Embrace technology
CREATING COMMUNITY OPPORTUNITIES FOR ALL To ensure people from all demographics and abilities living in our City are able to stay connected and active, we will ensure we continue to support local groups and community networks. Council will support capacity-building initiatives with local services for disadvantaged or isolated groups, and maintain our engagement with young people and seniors throughout Lake Mac.
Shared decision making
Engaging online shape.lakemac.com.au
GOING DIGITAL, STAYING HUMAN We’ll be making the most of opportunities to engage with our community online through shape.lakemac.com.au, where more than 4500 have their say on a diverse range of projects, plans and issues affecting our City each year. Consultation with our community has shown that Lake Macquarie City businesses and residents want to access self-service options and receive a personalised experience when dealing with Council, with information and services closely tailored to their unique needs. To achieve this, we will work behind the scenes in 2020-2021 to develop improved digital services while supporting our teams to deliver a more personalised customer experience.
Mobility and accessibility MISSING LINK We will complete the final section of a continuous shared pathway from Wallsend through Glendale to Speers Point. The new shared pathway will provide a recreational and commuter link between the retail and industrial hub of Glendale and our lakeside recreational destination, Speers Point. The new pathway will link to the existing shared pathway that follows the lake between Eleebana and Booragul, and forms part of the Creative Lake sculpture trail.
SAFER ACCESS AT FASSIFERN STATION We will complete design work for new traffic signals at Fassifern underpass to manage congestion and provide safer pedestrian access to Fassifern Train Station.
FERNLEIGH AWABAKAL SHARED TRACK We will commence construction of a new shared pathway linking the iconic Fernleigh Track with Blacksmiths Beach. When completed, the 3.5km
Fernleigh Awabakal Shared Track (FAST) will connect a 27km continuous walking and cycling route stretching from Murrays Beach to Adamstown, creating the longest continuous footpath and cycleway in the Hunter Region.
ď€˜ Longest
shared pathway
FAST will include multiple entry points, an amenities block and public art installations. The entire project, including elevated boardwalks skirting the picturesque Belmont Wetlands, is slated for completion by 2023. The NSW Government will contribute $7.4 million through its Regional Growth Environment and Tourism Fund. Council will contribute the remaining funds, at an estimated cost of $12 million. In 2020-2021 we will start work on a 1.5km stretch of the track, running parallel with the Pacific Highway and ending at Awabakal Avenue at Blacksmiths.
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
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FUNDING AT A GLANCE Council generates income to fund services and assets for the City through rates on property, government grants, developer contributions, interest on investments, user charges and Council’s own business activities. These funds are used to maintain and improve the City while delivering a range of quality services to the community. The following diagrams show how Council has budgeted to use funds during 2020-2021, by key focus area, by the source of funds and by budget expenditure area.
BUDGET BY EXPENDITURE Total expenditure $387.1M Includes operating expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.
BUDGET BY SOURCE OF FUNDS Total expenditure $387.1M Includes operating and capital revenue, sale of assets, loan borrowings and utilisation of external and internal reserves. Excludes depreciation and dedications.
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Employee Costs
101,053
Materials & Contracts
58,025
Borrowing Costs
8,287
Other Operating Expenses
28,350
Loan Repayments
8,081
Capital - New
42,139
Capital - Replacement
63,226
Transfers to Restricted Cash
77,931 387,092
Rates Utilisation of Reserves
140,562 55,116
Sale of Assets
3,961
Loans Utilised
26,860
Other Revenue
13,904
Annual Charges
39,728
User Charges & Fees
20,342
Interest on Investments Grants & Contributions - Operating Grants & Contributions - Capital
5,264 29,348 52,007 387,092
Expenditure by focus area Total expenditure $387.1M Includes operating expenses, borrowing costs, new capital expenditure, replacement capital expenditure, loan repayments and transfers to restricted cash. Excludes depreciation and dedications.
17% $64.5 million
Mobility & accessibility
6% $25.1 million
Connected communities
1% $4.0 million
17% $65.7 million Unique landscape
11% $40.9 million Diverse economy
40% $156.4 million Lifestyle & wellbeing
2% $7.6 million Creativity
6% $22.9 million
Organisational support
Shared decision making
TOTAL: $387.1 MILLION
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OUR CITY 174KM
ABOUT THIS CITY
LAKE CIRCUMFERENCE
37,596HA
Location
BUSHLAND
4000HA
NATURAL AREAS
757KM2 area
1 hour to Sydney on the M1, 2 hours to Sydney International Airport, 10 minutes to Newcastle, 35 minutes to Hunter Wine Country and 40 minutes to Newcastle Airport.
Economy 82,075 WORKFORCE 103,000 LABOUR FORCE 13,132 BUSINESSES
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1.2 MILLION ANNUAL VISITORS 18.2%
AGED 14 YEARS & UNDER
632KM
OF FOOTPATHS/ CYCLEWAYS
792KM OF DRAINAGE PIPELINE
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MEDIAN AGE
$
GROSS REGIONAL PRODUCT
33.8% 6.6%
AGED 55 & OVER
1498KM ROADS
627 FLOOD MITIGATION STRUCTURES AND STORMWATER DEVICES
204 20 4 ,914
10.3 BILLION
PEOPLE WITH DISABILITY*
117
SPORTING FACILITIES
ABORIGINAL AND/OR TORRES STRAIT ISLANDER PEOPLE
BORN OVERSEAS
116 MILLION
$
WORTH OF PARKS & RESERVES
PLAYGROUNDS
6
230,000
POPULATION
14.7% 8032
123
POPULATION BY 2030:
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SWIM CENTRES
DOG OFF-LEASH EXERCISE AREAS
4924 HOUSEHOLDS WHERE A NON-ENGLISH LANGUAGE IS SPOKEN
3
CULTURAL BUILDINGS
9
LIBRARIES
4 PATROLLED BEACHES & LIFESAVING CLUBS
* needing core function supports – estimated 20% of population have some form of disability
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OUR VISION AND VALUES
Lake Mac’s Vision and Community Values, developed by the community in 2016, guide our planning and provide direction for how the City responds to change and growth. The Vision and Values reflect the priorities of our residents and shape policies and plans prepared by Council.
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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.
CONNECTED COMMUNITIES DIVERSE ECONOMY
OUR VALUES UNIQUE LANDSCAPE A place where the natural environment (bushland, coast, Lake and mountains) is protected and enhanced; where our existing urban centres are the focus of our growth, maintaining their unique characteristics.
Which is resilient and adaptable to change, making the best use of the unique advantages of our location and lifestyle.
LIFESTYLE AND WELLBEING A place that encourages safe, active and social opportunities.
MOBILITY AND ACCESSIBILITY Effective transport systems that provide choices to conveniently move people, goods and services.
That support and care for all and provide a sense of belonging.
CREATIVITY Working together with creative process and outcomes that bring together history, culture, knowledge and expertise that support new technologies and ways of thinking.
SHARED DECISION MAKING Lake Macquarie communities continue shared responsibility for governance.
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OUR COUNCILLORS AND WARDS
Mayor
Councillor Kay Fraser (ALP)
Visit lakemac.com.au for contact details and information about our Councilors.
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North Ward Adamstown Heights, Barnsley, Cameron Park, Cardiff, Charlestown, Dudley, Edgeworth, Garden Suburb, Glendale, Highfields, Hillsborough, Holmesville, Kahibah, Mount Hutton, New Lambton Heights, Seahampton, Warners Bay, West Wallsend and Whitebridge.
Left to right: Councillor Brian Adamthwaite (ALP), Councillor Kevin Baker (LIB), Councillor Barney Langford (ALP) and Councillor Colin Grigg (LM IND).
East Ward Belmont, Belmont North, Belmont South, Blacksmiths, Cams Wharf, Catherine Hill Bay, Caves Beach, Crangan Bay, Croudace Bay, Eleebana, Floraville, Gateshead, Jewells, Little Pelican, Marks Point, Moonee, Murrays Beach, Nords Wharf, Pelican, Pinny Beach, Redhead, Swansea, Swansea Heads, Tingira Heights, Valentine and Windale.
Left to right: Councillor Adam Shultz (ALP), Councillor Nick Jones (LIB), Councillor Christine Buckley (ALP) and Councillor John Gilbert (LM IND).
West Ward Arcadia Vale, Argenton, Awaba, Balcolyn, Balmoral, Blackalls Park, Bolton Point, Bonnells Bay, Boolaroo, Booragul, Brightwaters, Buttaba, Carey Bay, Coal Point, Cooranbong, Dora Creek, Eraring, Fassifern, Fennell Bay, Fishing Point, Freemans Waterhole, Kilaben Bay, Killingworth, Lakelands, Macquarie Hills, Mandalong, Marmong Point, Martinsville, Mirrabooka, Morisset, Morisset Park, Myuna Bay, Rathmines, Ryhope, Silverwater, Speers Point, Sunshine, Teralba, Toronto, Wakefield, Wangi Wangi, Woodrising, Wyee, Wyee Point and Yarrawonga Park.
Left to right: Councillor David Belcher (ALP, Councillor Jason Pauling (LIB), Councillor Wendy Harrison (IND) and Councillor Luke Cubis (LM IND).
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G N I P O L E V E D N A L P OUR
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ABOUT THIS PLAN The Delivery Program 2017-2022 and Operational Plan 2020-2021 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 integrated 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.
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HOW WE PLAN AND REPORT Our Integrated Planning and Reporting Framework The NSW Local Government Integrated Planning and Reporting framework acknowledges that most communities share similar aspirations: a safe, healthy and pleasant place to live, a sustainable environment, opportunities for social interaction, education and employment, and reliable infrastructure. The difference lies in how each community responds to these needs. The Framework has been developed in recognition that council plans and policies should not exist in isolation - that they are inter-connected. It allows NSW councils to draw their various plans together, understand how they interact and get the maximum leverage from their efforts by planning holistically and sustainably for the future.
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STATE AND REGIONAL PLANS COMMUNITY STRATEGIC PLAN LOCAL STRATEGIC PLANNING STATEMENT
COMMUNITY ENGAGEMENT
(including Community Engagement Strategy and Community Participation Plan)
OTHER STRATEGIC PLANS EXAMPLES:
Imagine Lake Mac
Destination Management Plan
DELIVERY PROGRAM
Arts, Heritage and Cultural Plan
Economic Development Strategy
OPERATIONAL PLAN
Heritage Plan
ANNUAL REPORT
RESOURCING STRATEGY Long term financial planning Workforce management Assets management Digital management Plant and fleet management
COMMUNITY STRATEGIC PLAN The key document in the Framework is the 10-year Community Strategic Plan. The purpose of this Plan is to identify the community’s main priorities and aspirations for the future, and plan strategies to achieve them. These strategies will take into consideration the issues and pressures that may affect the community and the level of resources that will realistically be available. While Council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of the local government area, it is not wholly responsible for its implementation. Other partners, such as state agencies and community groups may also be engaged in delivering the long-term objectives of the Plan. The Community Strategic Plan, Delivery Program and Operational Plan are organised under seven key focus areas that reflect the community’s Vision and Values. This provides a clear strategic alignment between Council’s long-term, mid-term and annual planning and reporting.
RESOURCING STRATEGY A Community Strategic Plan can only be achieved with sufficient resources. Council’s 10-year 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.
DELIVERY PROGRAM The Delivery Program is a plan that covers the term of an elected Council. To create the Program, we look at the Community Strategic Plan and ask what we can achieve over the coming term to bring us closer to the community’s Vision and Values. The Operational Plan outlines the actions that Council will undertake in the coming year to achieve the Delivery Program strategies under each key focus area. The Operational Plan also details how Council will fund these actions.
MONITORING AND REPORTING The 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. In addition to our Annual Report, we report four times each year on progress towards our Delivery Program and current annual Operational Plan. These reports are available at lakemac.com.au
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INVOLVING OUR COMMUNITY Engaging with key stakeholders and the community is fundamental to Council’s operations. It helps us improve and guide decision-making by collecting and collating multiple perspectives and ideas from the community, businesses and groups potentially affected by those decisions.
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.
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. The aim is to develop a shared knowledge of the opportunities and constraints, and build understanding of what the proposal will mean for stakeholders as individuals, and for their community or City as a whole.
This Plan has been developed based on a range of feedback from stakeholders and the community, including results of 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 FRAMEWORK Council’s stakeholder engagement structure and principles are based on the public participation spectrum developed by the International Association for Public Participation (IAP2). 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 shape.lakemac.com.au.
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COMMUNITY SURVEY One of the ways we engage our community is through a City-wide community survey, conducted every two years. The most recent community survey was undertaken in February 2020, and will inform preparation of a new Community Strategic Plan for our City. The current Delivery Program and Operational Plan were informed by the results of the community survey conducted in March 2018. The 2018 sample size was 1001 residents, with 902 of these selected by a computer-based random selection process using the electronic White Pages. The remaining were recruited via face-to-face interactions at a number of locations around the City. A sample size of 1001 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 70 services and facilities.
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Overall, 91 per cent of respondents were either ‘Somewhat satisfied’, ‘Satisfied’ or ‘Very satisfied’ with Council’s performance over the previous 12 months
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. The diagram opposite shows the top 10 community priorities based on this calculation. Council staff ensured that these priorities were included in the development of this Plan.
1 Public transport 4.48 2.64 1.84
2 Maintaining road surfaces 4.81 3.01 1.80
3 Public toilet cleaning 4.75 3.07 1.68
4 Generating local employment opportunities
5
4.63 3.11 1.52
Footpaths 4.47 3.05 1.42
PERFORMANCE GAP PRIORITY RANKING 2018
6 Illegal dumping control 4.47 3.46 1.01
Source: Lake Macquarie City Council Community Survey, March 2018
Overall appearance of City roads 4.43 3.15 1.28
8 Council’s response time to requests 4.41 3.14 1.27
9 Managing residential development 4.47 3.21 1.26
10 Maintaining drains 4.60 3.35 1.25
COMMUNITY SATISFACTION RATING 2018
Source: Lake Macquarie City Council Community Survey, March 2018
Very satisfied
12%
Satisfied
50%
Somewhat satisfied
29%
Not very satisfied Not at all satisfied
Key: Importance mean Satisfaction mean Performance gap
7% 2% 20%
40%
60%
* Out of a maximum score of 5
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N A L P OUR
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LET'S GO This section details more than 320 actions Council commits to achieving for 20202021, along the financial resources we have budgeted to support their delivery. The actions and financial resources include the services, programs and capital works projects that we will be working on during the year.
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HOW TO READ THIS PLAN KEY FOCUS AREAS The plan is presented under the seven key focus areas that underpin our Community Strategic Plan and Delivery Program. We have developed these actions in consultation with our community to help achieve the strategies of our Delivery Program and deliver on the objectives of our Community Strategic Plan.
FINANCIAL RESOURCES The detailed budget for 2020-2021 is provided for each focus area and includes projections for the next two financial years. The high-level overall budget is provided in the Financial Management section on pages 88-99 of this Plan, along with the corresponding rates, fees and charges and borrowings for 2020-2021.
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WORKS PROGRAM Capital works actions are now incorporated in the key focus area actions to demonstrate and track how they align to the strategies and objectives of our integrated planning and reporting framework. These actions include work Council will do during the year regarding feasibility, design, implementation and completion of our works projects.
The full works program for 2020-2021 is provided on pages 100-110 of this Plan.
F easibility
d escribes tasks such as site investigations, specialist studies, master planning, strategic planning and concept design.
D esign
d escribes detailed design tasks such as civil or structural engineering, landscape design, architectural design, electrical design, hydraulic design, project approvals/development consent and the tender process.
Implement
describes projects that will commence or are under construction, but will not be completed by 30 June 2021.
Complete
describes projects that will be finished by 30 June 2021.
KEY FOCUS AREA
This heading indicates which key focus area this section of the plan relates to.
OBJECTIVES
These are the community’s long-term priorities and aspirations for the City. They contribute to achieving the City Vision. 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 these objectives.
OBJECTIVE 1.1
NATURAL ENVIRONMENTS ARE PROTECTED & ENHANCED
STRATEGY 1.1.1
These are the five-year activities and plans Council will undertake that contribute to achieving the long-term objectives, and ultimately the City Vision. The Operational Plan actions detail the activities and projects that Council will undertake during 2020-2021. Each action relates to a Delivery Program strategy.
Develop a framework to guide acquisition of strategically important conservation lands
Environmental Systems
Develop a local biodiversity offset framework that encourages biodiversity offsets locally and within the City
Environmental Systems
Complete a vulnerability assessment (Stage 2) and commence an options analysis (Stage 3) of the Coastal Management Program for Lake Macquarie City's coastal zone
Environmental Systems
Complete the Blacksmiths Beach Surf Amenity Assessment addressing items such as sand movement to control erosion
Environmental Systems
Implement bushland improvement works at 20 sites to manage weeds, erosion and other threats
Environmental Systems
PRIMARY RESPONSIBILITY Environmental Systems
Complete coastal dune stabilisation works by planting 30,000 native plants at Blacksmiths, Caves Beach, Catherine Hill Bay and Swansea Heads
Environmental Systems
Complete foreshore stabilisation feasibility assessments at Swansea and Buttaba, and bushland restoration works at Eraring foreshore
Environmental Systems
Complete wetland and saltmarsh rehabilitation works at Swansea, Belmont Lagoon and Bonnells Bay
Environmental Systems
Complete foreshore rehabilitation works at Thomas H. Halton Park, Eleebana
Environmental Systems
Complete stormwater quality improvement device installation at Caves Beach
Environmental Systems
Complete rehabilitation works at West MacDonalds Quarry, Glendale
Environmental Systems
Implement rehabilitation works at Oakdale Road Quarry, Redhead
Environmental Systems
Implement Stage 2 lakePlan foreshore rehabilitation works Green Point Development Control 2014, Contaminated Land at Policy and Procedure, Lead Expert Working Group Environmental Systems foreshore Recomendation Report
achieve our City’s vision and values by guiding the growth of the City over the next 20 years. It is based on our community’s land use priorities and includes strategic actions that reinforce global, national and regional plans.
STATEMENT ACTIONS
PRIMARY RESPONSIBILITY
ACTION 2020-2021
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
These are sets of actions that contribute to achieving strategies in multiple focus areas. Each set has a primary action in one focus in other area and secondary actions focus areas.
Actions marked with also form part of the Lake Macquarie City Local Strategic Planning Statement. The Local Strategic Planning Statement describes how we intend to
PRIMARY RESPONSIBILITY Community Partnerships
Complete a 250m vegetation establishment as the final stage of reconstruction of Crokers Creek and installation of rock protection and creekline revegetation at Cockle Creek, Teralba
RELATED PLANS
LOCAL STRATEGIC PLANNING
Regenerate 16 hectares of natural bushland through the Lake Macquarie Landcare Program, including weeding and planting activities
STRATEGY 1.1.2
INTEGRATED ACTIONS
ENSURE COUNCIL-OWNED LAND IS MANAGED TO PROTECT AND ENHANCE NATURAL ENVIRONMENTS
ACTIONS
ACTION 2020-2021
UNDERTAKE WORKS TO PROTECT AND ENHANCE THE HEALTH OF AQUATIC AND TERRESTRIAL ENVIRONMENTS
STRATEGIES
UNIQUE LANDSCAPE
33
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.
The responsible Council department that will oversee and report on the relevant action.
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
31
32
LAKE MACQUARIE CITY COUNCIL
WORKS PROGRAM ACTIONS:
UNIQUE LANDSCAPE OBJECTIVE 1.1
NATURAL ENVIRONMENTS ARE PROTECTED & ENHANCED
FEASIBILITY Investigations, planning and concept design will proceed
DESIGN detailed design, approvals and/or tender processes will proceed
IMPLEMENT projects will commence or be under construction
COMPLETE projects will be finished by 30 June 2021
INTEGRATED actions contribute to achieving strategies in multiple focus areas.
LSPS actions also form part of the Lake Macquarie City Local Strategic Planning Statement (LSPS)
STRATEGY 1.1.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE WORKS TO PROTECT AND ENHANCE THE HEALTH OF AQUATIC AND TERRESTRIAL ENVIRONMENTS
Regenerate 16 hectares of natural bushland through the Lake Macquarie Landcare Program, including weeding and planting activities
Community Partnerships
Develop a framework to guide acquisition of strategically important conservation lands
Environmental Systems
Develop a local biodiversity offset framework that encourages biodiversity offsets locally and within the City
Environmental Systems
Complete a vulnerability assessment (Stage 2) and commence an options analysis (Stage 3) of the Coastal Management Program for Lake Macquarie City's coastal zone
Environmental Systems
Complete the Blacksmiths Beach Surf Amenity Assessment to understand the changing behaviour of the surf
Environmental Systems
Implement bushland improvement works at 20 sites to manage weeds, erosion and other threats
Environmental Systems
STRATEGY 1.1.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE COUNCIL-OWNED LAND IS MANAGED TO PROTECT AND ENHANCE NATURAL ENVIRONMENTS
Complete coastal dune stabilisation works by planting 30,000 native plants at Blacksmiths, Caves Beach, Catherine Hill Bay and Swansea Heads
Environmental Systems
Complete foreshore stabilisation feasibility assessments at Swansea and Buttaba, and bushland restoration works at Eraring foreshore
Environmental Systems
Complete wetland and saltmarsh rehabilitation works at Swansea, Belmont Lagoon and Bonnells Bay
Environmental Systems
Complete foreshore rehabilitation works at Thomas H. Halton Park, Eleebana
Environmental Systems
Complete stormwater quality improvement device installation at Caves Beach
Environmental Systems
Complete rehabilitation works at West MacDonalds Quarry, Glendale
Environmental Systems
Implement a 250m vegetation establishment as the final stage of reconstruction of Crokers Creek and installation of rock protection and creekline revegetation at Cockle Creek, Teralba
Environmental Systems
Implement rehabilitation works at Oakdale Road Quarry, Redhead
Environmental Systems
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
33
STRATEGY 1.4.1
OBJECTIVE 1.2
WE HAVE VIBRANT TOWN CENTRES AND VILLAGES
34
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Implement Stage 2 lake foreshore rehabilitation works at Green Point foreshore
Environmental Systems
Design for the stabilisation of Pelican foreshore, considering recommendations from the economic assessment
Environmental Systems
Provide material support to Landcare groups engaged in on-ground activities across the City
Community Partnerships
STRATEGY 1.1.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
PROVIDE SUSTAINABLE WASTE MANAGEMENT SERVICES THAT MEET COMMUNITY NEEDS AND EXPECTATIONS
Implement the leacheate treatment facility at the Awaba Waste Management Facility
City Projects
Respond to 100 per cent of reported illegal dumping incidents and investigate 100 per cent of service requests prioritised as high impact and/or with the potential to identify an offender
Environmental Regulation and Compliance
RELATED PLANS
Coastal Zone Management Plan, Environmental Sustainability Action Plan, Waste Strategy
STRATEGY 1.2.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
PLAN FOR AND IMPLEMENT IMPROVEMENTS TO ECONOMIC CENTRES AND SUBURBS
Design an urban greening strategy to identify opportunities and priorities such as increased urban tree canopy and reduced urban heat impacts
Environmental Systems
Implement the Tree Replacement Program
Environmental Systems
Review priorities and identify funding mechanisms for public domain improvements in economic centres
Integrated Planning
RELATED PLANS
Lake Macquarie Development Control Plan 2014, Streetscape Master Plans
LAKE MACQUARIE CITY COUNCIL
OBJECTIVE 1.3
NEW DEVELOPMENT AND GROWTH COMPLEMENTS OUR UNIQUE CHARACTER AND SENSE OF PLACE
OBJECTIVE 1.4
OUR NATURAL LANDSCAPE IS AN INTEGRAL PART OF OUR CITY’S IDENTITY
STRATEGY 1.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
OPTIMISE LAND USE TO MEET SOCIAL, ENVIRONMENTAL AND ECONOMIC NEEDS OF THE CITY
Provide Council a review of planning controls for development in Rural Residential and Environmental Living areas
Integrated Planning
Complete the Development Plan and hold a landowner ballot for the Wyee West Paper Subdivision
Integrated Planning
Commence implementation of the Lake Macquarie Local Housing Strategy, including changes required to the Lake Macquarie Local Environmental Plan 2014 and Development Control Plan 2014, to encourage infill housing
Integrated Planning
Review land zoned as Primary Production Small Lots in Lake Macquarie Local Environmental Plan and identify opportunities for future urban land supply in appropriate locations
Integrated Planning
STRATEGY 1.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
RELATED PLANS
Local Environmental Plan 2014, Development Control Plan 2014, Waste Strategy, Better Buildings Strategy, Coastal Zone Management Plan
STRATEGY 1.4.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
PROMOTE HIGH QUALITY DEVELOPMENT
Facilitate four rounds of the Lead Mitigation Grants Panel
Community Partnerships
Report to Council on progress of Council assigned actions identifed in the Lead Expert Working Group recommendations
Environmental Systems
Prepare the draft Teralba Heritage Area Plan for public exhibition
Integrated Planning
Report on development application processing times for each development processing group (major, medium, general, fast track)
Development Assessment and Certification
Respond to all requests regarding unauthorised development and commence initial investigations within 21 days
Environmental Regulation and Compliance
RELATED PLANS
Development Control Plan 2014, Contaminated Land Policy and Procedure, Lead Expert Working Group Recomendation Report
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
35
UNIQUE LANDSCAPE:
FINANCIAL RESOURCES
2020-2021 $'000 Operational revenue
2022-2023 $'000
2023-2024 $'000
19,353
20,011
20,997
20,903
327
105
-
-
TOTAL REVENUE Operational expenditure Operating result Operating result before capital Capital - new Capital - replacement Dedications Transfer to restricted cash Loan repayments
19,680 (43,428) (23,748) (24,075) (4,790) (1,638) (16,351) -
20,116 (43,602) (23,486) (23,591) (5,713) (2,126) (17,004) -
20,997 (44,750) (23,753) (23,753) (579) (380) (17,485) -
20,903 (46,106) (25,203) (25,203) (594) (387) (18,023) -
TOTAL CAPITAL Funds required Funded by: Loans utilised Proceeds from asset sales Restricted cash - depreciation Restricted cash - other BUDGET SURPLUS / (DEFICIT)
(22,779) (46,854)
(24,843) (48,434)
(18,444) (42,197)
(19,004) (44,207)
4,712 1,754 17,832 (22,556)
5,508 2,121 17,722 (23,083)
579 380 18,173 (23,065)
594 387 18,773 (24,453)
4,000 404 36 250 100 4,790
4,100 414 37 112 50 1,000 5,713
426 38 115 579
437 39 118 594
117 24 112 1,250 35 100 1,638
4 120 112 1,260 141 97 390 2,126
124 111 145 380
128 110 149 387
Capital revenue
CAPITAL WORKS Capital - new Awaba Extension Stormwater Treatment Devices Foreshore Stabilisation and Littoral Vegetation Creek Stabilisation and Riparian Vegetation Works Crokers Creek Jewells - Tributary of Creek Awaba and Eastlake Community Recycling Centre Capital - replacement Noxious Weed Mapping - Tablet Replacement Storm Water Quality Improvement Devices - Asset Replacement Cameron Park Tree Removal and Footpath Replacement Essential Services Compliance - Asset Replacement Stage 2 Landcare Resource Centre Lake Foreshore Rehabilitation - Asset Replacement Lake Foreshore Rehabilitation – Thomas H. Halton Park - Revetment Green Point Foreshore Protection
36
2021-2022 $'000
LAKE MACQUARIE CITY COUNCIL
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
37
38
LAKE MACQUARIE CITY COUNCIL
WORKS PROGRAM ACTIONS:
LIFESTYLE AND WELLBEING OBJECTIVE 2.1
OUR COMMUNITY HAS ACCESS TO ADAPTABLE AND INCLUSIVE COMMUNITY AND HEALTH SERVICES
FEASIBILITY Investigations, planning and concept design will proceed
DESIGN detailed design, approvals and/or tender processes will proceed
IMPLEMENT projects will commence or be under construction
COMPLETE projects will be finished by 30 June 2021
INTEGRATED actions contribute to achieving strategies in multiple focus areas.
LSPS actions also form part of the Lake Macquarie City Local Strategic Planning Statement (LSPS)
STRATEGY 2.1.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
SUPPORT AND CONTINUE TO DEVELOP SERVICES AND PROGRAMS TO PROMOTE COMMUNITY HEALTH AND WELLBEING
Deliver the water safety program 'A Matter of Seconds' to a minimum of 50 Lake Macquarie City primary schools
Leisure Services
Operate Lake Macquarie Family Day Care in accordance with relevant legislation, as an education and care option for the City
Community Partnerships
Provide ocean lifeguard services at patrolled locations seven days a week for seven months of the year
Leisure Services
Provide an initial response to reports of urgent dog attacks within 24 hours
Environmental Regulation and Compliance
Undertake 12 education and awareness programs including microchipping days and pet responsibility programs
Environmental Regulation and Compliance
Finalise and implement actions within Council's new Homelessness Action Plan, inlcuding supporting Hunter Homelessness Connect Day
Community Partnerships
Work with the community to raise awareness of domestic violence by delivering two workshops in schools to promote respectful relationships, an event to recognise Reclaim the Night, and hosting an awareness campaign during 16 Days of Activism
Community Partnerships
STRATEGY 2.1.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
DEVELOP AND IMPLEMENT ACTIONS FROM SUPPORTING PLANS AND STRATEGIES THAT SUPPORT COMMUNITY HEALTH AND WELLBEING
Continue to promote the Good Neighbour campaign and participate in networks and forums to advocate for older people's needs
Community Partnerships
Introduce hearing augmentation at Rathmines Theatre to assist with communication for all the community
Community Partnerships
Deliver a theft from motor vehicles crime prevention program targeted at high-risk groups
Community Partnerships
Report to Council with an updated Crime Prevention Strategy for the City
Community Partnerships
Report to Council with an updated Child and Family Strategy for the City
Community Partnerships
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
39
STRATEGY 2.1.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE PUBLIC HEALTH PREMISES AND RELATED SERVICES MEET LEGISLATIVE REQUIREMENTS AND COMMUNITY EXPECTATIONS
Inspect all food premises and other regulated premises, including public pools, tattooists and cooling towers, in accordance with the NSW Food Regulation Partnership and relevant legislative requirements
Environmental Regulation and Compliance
RELATED PLANS
OBJECTIVE 2.2
OUR PUBLIC SPACES HELP US FEEL HEALTHY AND HAPPY
40
Ageing Population Strategy, Disability Inclusion Action Plan, Lake Macquarie Youth Strategy, Lake Macquarie Crime Prevention Stategy
STRATEGY 2.2.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE SPORTS AND RECREATIONAL FACILITIES AND SERVICES ARE AVAILABLE TO MEET COMMUNITY NEEDS AND EXPECTATIONS
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
Report to Council for exhibition a draft Sports Strategy
Asset Management
Complete the meter box testing and replacement program, including an upgrade to smart-meter equipment
Asset Management
Implement smart sportsfield technologies at a priority site, based on the Edgeworth pilot project
Environmental Systems
LAKE MACQUARIE CITY COUNCIL
Design Ulinga Sporting Facility improvements, Cardiff South
Asset Management
Commence design of the Belmont sports fields in accordance with the adopted master plan
Asset Management
Design the Hunter Sports Centre athletics warm-up and testing facility
Asset Management
Undertake feasibility and planning for application of recycled water from Edgeworth at sporting facilities and public recreation areas
Environmental Systems
Undertake feasibility and planning for the Harold Knight, Fred Wright and Mick Middleton fields, Gateshead
Asset Management
Undertake feasibility and planning for Mirrabooka Sporting Facility
Asset Management
Undertake feasibility and planning for a sport and recreation facility at Wyee
Asset Management
STRATEGY 2.2.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE FUTURE DEVELOPMENT SUPPORTS THE GROWTH OF OUR COMMUNITY
Prepare a new North Wallarah Contributions Plan for exhibition
Development Contributions
Determine the approach and process to review the section 7.11 and section 7.12 contribution plans in line with the needs and expectations of Council and the City
Development Contributions
STRATEGY 2.2.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE PUBLIC SPACES AND COMMUNITY BUILDINGS MEET THE NEEDS OF THE COMMUNITY
Report to Council for public exhibition a draft City-wide Parks and Play Strategy
Asset Management
Prepare a draft Plan of Management for Community Land for public exhibition
Asset Management
Design the playground, skate park and BMX facilities at Rathmines Park, in accordance with the master plan and heritage implementation strategy
Asset Management
Complete the Toronto foreshore master plan and commence feasibility investigations and design
Asset Management
Undertake feasibility and planning including a draft Plan of Management and master plan for Morisset Showground
Asset Management
Undertake feasibility and planning for Murrays Beach Park
Asset Management
STRATEGY 2.2.4
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE COMMUNITY BUILDINGS CAPITAL PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete amenities, kitchen, access and parking upgrade at Garden Suburb Community Hall
Asset Management
Complete priority demolition and replacement works at 10 public amenities buildings
Asset Management
Complete the fit out for Cardiff Men's Shed
Community Partnerships
Implement rooftop solar photovoltaic systems and batteries at high energy-consuming facilities
Environmental Systems
Implement City-wide heating and cooling upgrades at various community buildings
Environmental Systems
Design Stage 2 of the Landcare Resource Centre upgrade, Teralba
Asset Management
Detailed design for Windale Community Centre Library
Community Partnerships
Design the bathroom upgrade at Rathmines Music Centre
Asset Management
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
41
42
STRATEGY 2.2.5
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE SWIM CENTRE CAPITAL PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete the grandstand and first aid upgrade at Swansea Swim Centre
Asset Management
Complete replacement of the learn to swim pool at Charlestown Swim Centre
Asset Management
Implement a building management system at West Wallsend Swim Centre
Asset Management
Design replacement of the 50m pool plant room at Swansea Swim Centre
Asset Management
STRATEGY 2.2.6
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE AQUATIC CAPITAL PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete the jetty replacement at Belmont Street, Swansea
Asset Management
Complete a recreational fishing platform at Marmong Point
Asset Management
Complete concrete remediation works at Redhead Surf Life Saving Club
Asset Management
Undertake feasibility and planning for the Catherine Hill Bay Sportsground and Surf Life Saving Club sites
Asset Management
STRATEGY 2.2.7
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE PARKS AND PLAYGROUNDS CAPITAL PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete replacement of the timber play structure at the all abilities playground, Lake Macquarie Variety Playground, Speers Point
Asset Management
Complete playground replacement at Neegulbah Park, Macquarie Hills
Asset Management
Complete playground replacement at Russell Reserve, Adamstown Heights
Asset Management
Complete court surface replacement at Awaba Tennis Courts
Asset Management
Complete playground replacement Baxter Park, Nords Wharf
Asset Management
Implement replacement of the Ken and Audrey Owens Walkway at Redhead
Asset Management
Implement City-wide park infrastructure renewal projects
Asset Management
Implement playground replacement at Ambleside Park, Lakelands
Asset Management
Implement playground replacement at Belmont foreshore
Asset Management
Implement playground replacement at Bahloo Reserve, Windale ​
Asset Management
Design Charlestown Lions Park in accordance with the adopted master plan
Asset Management
LAKE MACQUARIE CITY COUNCIL
OBJECTIVE 2.3
OUR VIBRANT CITY HAS EVENTS AND FESTIVALS THAT ENHANCE OUR LIFESTYLE
STRATEGY 2.2.8
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE SPORTS FACILITY CAPITAL PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete construction of the skate park at Windale
Asset Management
Complete amenities replacement at Jack McLaughlin Oval, Edgeworth
Asset Management
Complete the croquet courts at Swansea
Asset Management
Complete playground and park upgrades at Bernie Goodwin Memorial Park, Morisset
Asset Management
Complete construction of the skate park at Bernie Goodwin Memorial Park, Morisset
Asset Management
Complete construction of the skate park at Thomas H. Halton Park, Eleebana
Asset Management
Implement the playground, amenities building, dog off-leash park, landscaping and path improvements at Thomas H. Halton Park, Eleebana in accordance with the adopted master plan
Asset Management
Design the playing fields, tennis courts, netball courts, car park and amenities building at Croudace Bay Sporting Facility
Asset Management
RELATED PLANS
Forward Capital Works Program, Asset Management Plans, Coastal Zone Management Plan, Community Facilities Strategy, Sports Facility Strategy, Better Buildings Strategy, Development Contributions Plan
STRATEGY 2.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
HOST AND SUPPORT A DIVERSE RANGE OF FESTIVALS AND EVENTS
Design and implement 20 major events for the City that raise the profile of Lake Macquarie
Arts, Culture and Tourism
RELATED PLANS
Event and Festival Strategy and Action Plan
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
43
LIFESTYLE AND WELLBEING:
FINANCIAL RESOURCES
2020-2021 $'000 Operational revenue Capital revenue TOTAL REVENUE Operational expenditure Operating result Operating result before capital Capital - new Capital - replacement Dedications Transfer to restricted cash Loan repayments TOTAL CAPITAL Funds required Funded by: Loans utilised Proceeds from asset sales Restricted cash - depreciation Restricted cash - other BUDGET SURPLUS / (DEFICIT) CAPITAL WORKS Feasibility Projects (Capital -New) Harold Knight Oval/Mick Middleton Field Gateshead Wyee West - Saltro Recreation Area Toronto Foreshore Catherine Hill Bay Sportsground and SLSC New Park Development at Murrays Beach Capital new Cardiff District Men's Shed Community Facility Windale Minor Works Subdivision Compliance Hunter Sports Centre New Capital Works Hunter Sports Centre Extension Parks Improvement - Citywide Vehicle Control - Community Land Development Contributions Capital Expenditure Barton and Lumsden Fields Belmont Swansea Crown Reserve Windale Skate Park
44
LAKE MACQUARIE CITY COUNCIL
41,261
2021-2022 $'000 42,375
2022-2023 $'000 43,756
2023-2024 $'000 45,026
25,582
17,119
17,539
34,676
66,843 (98,154) (31,311) (56,893) (7,918) (8,994) (500) (50,494) -
59,494 (98,159) (38,665) (55,784) (14,891) (11,893) (500) (43,034) -
61,295 (99,593) (38,298) (55,837) (30,747) (5,191) (500) (44,370) -
79,702 (102,190) (22,488) (57,164) (42,813) (5,029) (500) (45,534) -
(67,906) (124,799)
(70,318) (126,102)
(80,808) (136,645)
(93,876) (151,040)
320 2,277 (2,597) (124,799)
312 4,119 (4,431) (126,102)
315 9,175 (9,490) (136,645)
299 1,312 (1,611) (151,040)
263
543
10,866
-
990 148 247 716 57 161 25 195 200 930
5,732 252 737 59 165 26 155 200 -
6,000 259 759 60 170 27 200 -
265 782 62 23,000 176 28 15,000 200 -
LIFESTYLE AND WELLBEING:
FINANCIAL RESOURCES
(CONTINUED)
2020-2021 $'000 Croudace Bay Sporting Facility Thomas H. Halton Park - Park and Playground Upgrade Lake Macquarie Croquet Centre Lake Macquarie Variety Playground Rathmines Park Masterplan Community / Recreation Infrastructure Morisset Skate Park Redhead Beach - Lifeguard Observation Room New Aquatic Works New Croquet Facility Pelican New Airconditioning Units (three) Garden Suburb Community Hall New Recreational Fishing Platform Foreshore Reserve Kaleen Street Charlestown Lions Park Structural Investigation of Blacksmiths,Caves Beach and Catherine Hill Bay SLSC Security measures - Swansea Swim Centre Security measures - Charlestown Swim Centre Security measures - Speers Point Swim Centre Security measures - West Wallsend Swim Centre Hunter Sports Centre Extension Capital - replacement Acquisition Of Infringement Devices Capital Equipment Parking Patrol Officers Replacement Of Pool Testing Kits Community Facilities - Replacement Works Public Cemeteries - Replacement Works Parks Building - Replacement Works Parks Facilities - Replacement Works Lake Foreshore - Replacement Works Hunter Sports Centre - Replacement Works Croudace Bay Sports Fields Upgrade Floodlights Thomas H. Halton Park - BMX and Skate Park Upgrade Lenaghan Oval Belmont North - Upgrade Floodlighting Bernie Goodwin Reserve Morisset - Upgrade Playground & Neighbourhood Centre Ulinga Sports Facility and Community Hall Swansea Swim Centre Equipment Replacement Charlestown Swim Centre Equipment Replacement Speers Point Swim Centre Equipment Replacement West Wallsend Swim Centre Equipment Replacement
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
1,647 50 105 500 850 61 263 10 150 60 100 10 20 24 24 12 100 7,918
985 2,855 150 250 100 300 432 250 300 1,400 14,891
3,066 1,300 500 5,090 2,000 450 30,747
3,300 42,813
19 7 2 232 110 240 150 220 850 45 486 182 4 -
771 112 662 1,157 414 153 250 3,704 9 102 9
12 791 115 678 1,185 423 157 15 22 -
20 8 820 117 694 1,213 433 161 2 11 11 2
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
45
LIFESTYLE AND WELLBEING:
FINANCIAL RESOURCES
(CONTINUED)
46
2020-2021 $'000 Surf Club - Replacement Works Blacksmiths SLSC - Skylight Ventilation Shingle Splitters Reserve Balcolyn Public Toilet Beach Lifeguard Service Equipment Replacement Optimising Sports Turf Surfaces - John Street Oval Warners Bay Replacement Aquatic Works Garden Suburb Community Hall Toilet and Kitchen Replacement Rathmines Music Hall ACM replacement Hunter Barnett Field Windale Amenities Awning Replacement Swim Centres - Replacement Works Lake Foreshore - Swansea Jetty Replacement Community Asset Asbestos Action Plan - Modular Toilet Replacement Ken and Audrey Owens Walkway Beach Road Redhead Replacement Les Wakeman Field West Wallsend Amenities Canteen Replacement Swansea Swim Centre Plant Room Upgrade Parbury Park Swansea Tennis Amenities Master Key Upgrade Awaba Oval Amenities Showers Replacement 62 Main Road Boolaroo Demolition Lake Macquarie All Abilities Playground - Replacement Works Redhead SLSC Ground Floor Slab Treatment Charlestown Swim Centre Learn to Swim Pool Upgrade Russell Reserve Adamstown Heights Playground Replacement Neegulbuh Park Macquarie Hills Playground Replacement Bahloo Reserve Windale Playground Replacement Baxter Park Nords Wharf Playground Replacement Blacksmiths Beach Access Board and Chain Walkways Replacement West Wallsend Tennis Court Surface Replacement Picnic Table Replacement Various Locations Park Seating Replacement Various Locations Park Fencing Various Locations Valentine Soccer Fields - Optimising Sports Turf Surfaces West Wallsend Swim Blacksmiths Beach Surf Amenity Assessment Belmont Foreshore Reserve Playground Replacement Ambleside Circuit Lakelands Playground Replacement Replace field amenities, public toilet and accessible car spaces at Jack McLaughlin Oval
LAKE MACQUARIE CITY COUNCIL
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
40 5 53 555 250 430 1,032 500 60 4 320 70 150 100 130 100 130 50 12 17 180 134 25 130 170
213 250 9 58 100 1,102 1,214 700 90 50 125 89 37 513 -
221 3 437 1,132 -
227 86 61 1,163 -
1,800
-
-
-
8,994
11,893
5,191
5,029
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
47
48
LAKE MACQUARIE CITY COUNCIL
WORKS PROGRAM ACTIONS:
MOBILITY AND ACCESSIBILITY OBJECTIVE 3.1
IT IS SAFE AND EASY TO CONNECT WITH OTHERS AND GET AROUND OUR CITY
FEASIBILITY Investigations, planning and concept design will proceed
DESIGN detailed design, approvals and/or tender processes will proceed
IMPLEMENT projects will commence or be under construction
COMPLETE projects will be finished by 30 June 2021
INTEGRATED actions contribute to achieving strategies in multiple focus areas.
LSPS actions also form part of the Lake Macquarie City Local Strategic Planning Statement (LSPS)
STRATEGY 3.1.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE ROADS, DRAINAGE AND ASSOCIATED INFRASTRUCTURE MEETS COMMUNITY NEEDS AND SERVICE LEVELS
Complete strengthening works on Freemans Drive Bridge, Cooranbong
Asset Management
Implement the annual road resurfacing program and infrastructure maintenance program
City Works
Implement the City-wide regional roads heavy patching program
City Works
STRATEGY 3.1.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE STORMWATER DRAINAGE CONSTRUCTION PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete drainage and footpath improvements at Elbrook Drive, Rankin Park
Asset Management
Complete embankment and drainage rehabilitation at Valaud Cresent, Highfields
Asset Management
Complete road rehabilitation and drainage improvements at Gardner Street, Dudley
Asset Management
Design culvert upgrade at 10 Oakdale Road, Gateshead
Asset Management
Design drainage improvements and culvert restoration at Lakeview Street, Speers Point
Asset Management
Design detention basin at 27A Country Grove, Edgeworth
Asset Management
Undertake feasibility and planning for detention basin at Cupania Crescent, Garden Suburbs
Asset Management
Undertake feasibility and planning for drainage and road reconstruction at Beach Road, Silverwater
Asset Management
Undertake feasibility and planning for drainage improvements at 3 Stratton Road, Edgeworth
Asset Management
Undertake feasibility and planning for road and drainage improvements at Park Avenue, Argenton
Asset Management
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
49
STRATEGY 3.1.2
50
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Undertake feasibility and planning for drainage upgrade at 10 Reynolds Street, Blackalls Park
Asset Management
Implement Fegan Street road reconstruction with water main replacement and kerb and channel construction at West Wallsend
Asset Management
Design and implement road rehabilitation and drainage improvement at the corner of Lake Road and The Esplanade, Swansea
Asset Management
Design and implement Watkins Road Stage 2 road rehabilitation and drainage improvement from Crescent Road to the Caravan Park entry, Wangi Wangi
Asset Management
Complete Alkrington Avenue road rehabilitation, including drainage, footpath and kerb and channel, between Bournville Road and Hereford Rise at Fishing Point
Asset Management
Complete Barford Street design and commence road rehabilitation between Nord Street and Speers Street at Speers Point
Asset Management
Complete drainage and road rehabilitation, shared project with City of Newcastle at Boundary Street, Kotara South
Asset Management
Complete Sunshine Parade road reconstruction, footpath and kerb and channel between Cessnock Road and Waterside Avenue at Sunshine
Asset Management
Complete Watkins Road Stage 1 road rehabilitation, drainage, footpath and kerb and channel construction between Short Street and Crescent Road, Wangi Wangi
Asset Management
STRATEGY 3.1.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE KERB AND CHANNEL CONSTRUCTION PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete Sunshine Parade road reconstruction, footpath and kerb and channel between Cessnock Road and Waterside Avenue at Sunshine
Asset Management
Complete Watkins Road Stage 1 road rehabilitation, drainage, footpath and kerb and channel construction between Short Street and Crescent Road, Wangi Wangi
Asset Management
Complete Alkrington Avenue road rehabilitation, including drainage, footpath and kerb and channel, between Bournville Road and Hereford Rise at Fishing Point
Asset Management
LAKE MACQUARIE CITY COUNCIL
STRATEGY 3.1.4
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE SEALING GRAVEL ROADS PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete sealing of Mandalong Road from end of existing seal to Council boundary, Mandalong
Asset Management
Complete sealing of gravel road at Main Road, Cardiff Heights
Asset Management
Implement sealing of gravel road from Newport Road to 25 Gradwells Road, Dora Creek
Asset Management
STRATEGY 3.1.5
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE ROAD REHABILITATION IN ACCORDANCE WITH THE WORKS PROGRAM
Complete Watkins Street channel construction between Short Street and Crescent Road, Wangi Wangi
Asset Management
Complete Sunshine Parade road reconstruction, footpath and kerb and channel between Cessnock Road and Waterside Avenue, Sunshine
Asset Management
Complete drainage and road rehabilitation, shared project with City of Newcastle, at Boundary Street, Kotara South
Asset Management
Complete Macquarie Road road rehabilitation and footpath between 97 Macquarie Road and Fassifern Road, Fassifern
Asset Management
Complete Barford Street design and commence road rehabilitation between Nord Street and Speers Street at Speers Point
Asset Management
Complete Alkrington Avenue road rehabilitation, including drainage, footpath and kerb and channel, between Bournville Road and Hereford Rise at Fishing Point
Asset Management
Complete Rocky Point Road rehabilitation from change in seal near exit ramp and Cross Street, Eraring
Asset Management
Complete road reseal at Smart Street, Charlestown
Asset Management
Complete road rehabilitation at Wyndham Way, Eleebana
Asset Management
Complete road rehabilitation at First Street and Marmong Street, Booragul
Asset Management
Complete retaining wall replacement at Kahibah Road, Highfields
Asset Management
Implement Ruttleys Road Stage 3 road rehabilitation between railway bridge east towards Government Road, Wyee
Asset Management
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
51
STRATEGY 3.1.5
52
LAKE MACQUARIE CITY COUNCIL
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Implement road rehabilitation at Thomas Street, from Harrison Street intersection to house number 29, Cardiff
Asset Management
Implement road rehabilitation at Morris Crescent, from Kane Road to Regent Street, Bonnells Bay
Asset Management
Implement road rehabilitation at Ocean Street, Dudley
Asset Management
Implement Fegan Street road reconstruction with water main replacement and kerb and channel construction at West Wallsend
Asset Management
Design and implement road rehabilitation and drainage improvement at the corner of Lake Road and The Esplanade, Swansea
Asset Management
Design and implement Watkins Road Stage 2 road rehabilitation and drainage improvement from Crescent Road to the Caravan Park entry, Wangi Wangi
Asset Management
Design road rehabilitation at Harper Street and Sedgwick Avenue, Edgeworth
Asset Management
Design road rehabilitation at E K Avenue, from Tango Street to Trent Street, Charlestown
Asset Management
Design and implement road rehabilitation at Evans Street, Belmont
Asset Management
Undertake feasibility and planning for bridge culvert replacement at Flowers Drive, Catherine Hill Bay
Asset Management
Undertake feasibility and planning for road rehabilitation at Elizabeth Parade, from Waratah Avenue to Jennifer Street, Charlestown
Asset Management
Undertake feasibility and planning for road rehabilition at Racecourse Road, Teralba
Asset Management
Undertake feasibility and planning for road rehabilitation​at Thompson Road, Speers Point
Asset Management
Undertake feasibility and planning for road rehabilitation at Woodlands Avenue and Kingsland Avenue, from Clydebank Road to Hadleigh Road including Hendon and Newhaven Close, Balmoral
Asset Management
Complete embankment and drainage rehabilitation at Valaud Cresent, Highfields
Asset Management
Complete road rehabilitation and drainage improvements at Gardner Street, Dudley
Asset Management
STRATEGY 3.1.5
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Undertake feasibility and planning for road and drainage improvements at Park Avenue, Argenton
Asset Management
Undertake feasibility and planning for drainage and road reconstruction at Beach Road, Silverwater
Asset Management
STRATEGY 3.1.6
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE ACTIVE TRANSPORTATION INFRASTRUCTURE MEETS COMMUNITY NEEDS AND SERVICE LEVELS
Complete planning framework to guide the planning and delivery of improved walking and cycling experiences and bus stops
Asset Management
Implement a trial of automated pedestrian and cycle counters
Asset Management
STRATEGY 3.1.7
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE OFFROAD CYCLEWAY CONSTRUCTION PROJECTS ARE UNDERTAKEN IN ACCORDANCE WITH THE WORKS PROGRAM
Complete final section of the shared pathway from Speers Point to Glendale
Asset Management
Implement the shared pathway at Bay Vista Road from Fishery Point Road to Bulgonia Road, Brightwaters
Asset Management
Implement the Fernleigh Awabakal Shared Track (FAST) from Belmont to Blacksmiths
City Projects
Implement staged shared pathway replacement at Greenway Track, Blackalls Park
Asset Management
Undertake feasibility and planning for the Charlestown to Dudley shared pathway
Asset Management
Undertake feasibility and planning for shared pathway from Fernleigh Track to Memorial Place, Belmont
Asset Management
Undertake feasibility and planning for shared pathway from Fernleigh to Lenaghan Branch line, Belmont North
Asset Management
Undertake feasibility and planning for shared pathway at Bareki Bends, Eleebana to Valentine
Asset Management
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
53
STRATEGY 3.1.8 ENSURE LOCAL TRANSPORT INFRASTRUCTURE PROJECTS ARE UNDERTAKEN TO IMPROVE SAFETY AND MULTIMODAL TRAVEL, SUCH AS BUS SHELTERS, PEDESTRIAN REFUGES, CROSSINGS AND KERB RAMPS IN ACCORDANCE WITH THE WORKS PROGRAM
54
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Complete minor traffic improvements at Myall Road and Gymea Drive, Garden Suburb
Asset Management
Complete the relocation of pedestrian crossing and install kerb extensions at South Street, Windale
Asset Management
Complete the raised pedestrian crossing, kerb extensions and lighting at York Street and Anzac Parade, Teralba
Asset Management
Complete pedestrian refuge and kerb extensions at Northlakes Drive, Cameron Park
Asset Management
Implement City-wide public transport (bus) facilities
Asset Management
Implement City-wide miscellaneous pedestrian improvements and cycling facilities
Asset Management
Design intersection upgrade at Bayview Street and Warners Bay Road, Mount Hutton
Asset Management
Design Fassifern underpass lights at Fassifern Road and Greenway Parkway, Fassifern
Asset Management
Undertake feasibility and planning for intersection upgrade at Morisset Park Road and Fishery Point Road, Bonnells Bay
Asset Management
Undertake feasibility and planning for intersection upgrade at Main Road and Wallsend Road, Cardiff
Asset Management
Undertake feasibility and planning for carpark seal and public transport facilities at Fassifern Train Station
Asset Management
STRATEGY 3.1.9
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE FOOTPATH AND ROADSIDE PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete footpath reconstruction at Smart Street, Charlestown
Asset Management
Complete footpath at Hillsborough Road access road, Warners Bay
Asset Management
Complete footbridge replacement at Kulai Street, Charlestown
Asset Management
Implement footpaths at Sydney Street, Goundry Street, Oxford Street, Casey Street and The Crescent, Gateshead
Asset Management
Implement footpath on Awaba Road from Jindalee Street to Toronto Swim Centre, Toronto
Asset Management
Implement footpath at James Street and Wakal Street, Charlestown
Asset Management
Implement footpath and kerb ramps from Blackalls Park School to Rhodes Street, Blackalls Park
Asset Management
LAKE MACQUARIE CITY COUNCIL
STRATEGY 3.1.9
OBJECTIVE 3.2
PEOPLE OF ALL ABILITIES USE AND ENJOY OUR PLACES AND SPACES
OBJECTIVE 3.3
USER-FRIENDLY AND DIRECT PUBLIC TRANSPORT CONNECTS OUR ECONOMIC CENTRES
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Implement footbridge replacement and environmental protection work​at Cams Wharf
Asset Management
Design Ridley and Smith Streets, Charlestown raised pedestrian crossing and footpath from pedestrian crossing to Emslie Street
Asset Management
Complete Macquarie Road road rehabilitation and footpath between 97 Macquarie Road and Fassifern Road, Fassifern
Asset Management
Complete Alkrington Avenue road rehabilitation, including drainage, footpath and kerb and channel, between Bournville Road and Hereford Rise at Fishing Point
Asset Management
Complete Watkins Road Stage 1 road rehabilitation, drainage, footpath and kerb and channel construction between Short Street and Crescent Road, Wangi Wangi
Asset Management
RELATED PLANS
Forward Capital Works Program, Asset Management Plans, Coastal Zone Management Plan, Footpath Strategy, Energy Resilience Plan, Cycling Strategy, Transport Management Plans
STRATEGY 3.2.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE COMMUNITY AND TRANSPORTATION INFRASTRUCTURE ARE ACCESSIBLE FOR PEOPLE WITH A WIDE RANGE OF ABILITIES
Continue developing works program for improving accessibility of bus stops and supporting infrastructure
Asset Management
RELATED PLANS
Disability Inclusion Action Plan
STRATEGY 3.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
PLAN AND ADVOCATE FOR THE PROVISION OF STATE PUBLIC TRANSPORT FACILITIES AND SERVICES THAT MEET COMMUNITY NEEDS AND SERVICE LEVELS
Work with public transport operators to improve public transport accessibility and uptake in the City
Asset Management
Collaborate with the State Government and advocate for transport master planning associated with the North West Catalyst Area
Communications and Corporate Strategy
Collaborate with the State Government on delivery of rail service improvements
Communications and Corporate Strategy
Pursue funding for the Barnsley Weir
Executive
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
55
OBJECTIVE 3.4
NEW TECHNOLOGY SUPPORTS OUR TRANSPORT CHOICES MOBILITY AND ACCESSIBILITY:
FINANCIAL RESOURCES
STRATEGY 3.4.1
ACTION 2020-2021
ENSURE CONTEMPORARY TECHNOLOGY IS UTILISED FOR MANAGING THE CITY’S TRANSPORTATION INFRASTRUCTURE ASSETS AND OPERATIONS
No Actions for 2020-2021
PRIMARY RESPONSIBILITY
2020-2021 $'000 Operational revenue
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
1,583
1,611
1,640
1,639
Capital revenue
24,476
23,283
23,283
23,283
TOTAL REVENUE
26,059
24,894
24,923
24,922
Operational expenditure
(54,465)
(53,871)
(53,896)
(54,168)
Operating result
(28,406)
(28,977)
(28,973)
(29,246)
Operating result before capital
(52,529)
(52,882)
(52,260)
(52,256)
Capital - new
(15,845)
(17,062)
(15,661)
(11,351)
Capital - replacement
(34,667)
(32,869)
(39,368)
(36,383)
Dedications
(21,350)
(21,350)
(21,350)
(21,350)
Transfer to restricted cash
-
(861)
(871)
(881)
Loan repayments
-
-
-
-
TOTAL CAPITAL
(71,862)
(72,142)
(77,250)
(69,965)
Funds required
(124,744)
(124,402)
(129,506)
(122,494)
12,377
10,826
13,159
9,598
-
-
-
-
30,081
33,414
39,000
36,006
Funded by: Loans utilised Proceeds from asset sales Restricted cash - depreciation Restricted cash - other BUDGET SURPLUS / (DEFICIT)
4,703
4,430
1,621
881
(77,583)
(75,732)
(75,726)
(76,009)
947
2,759
-
-
CAPITAL WORKS Feasibility Projects (Capital - New) Macquarie Drive Eleebana - Shared Pathway Park Avenue Argenton - Kerb and Channel Construction
56
LAKE MACQUARIE CITY COUNCIL
MOBILITY AND ACCESSIBILITY:
FINANCIAL RESOURCES
(CONTINUED)
2020-2021 $'000
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
3 Stratton Road Edgeworth Drainage Upgrade Adjacent 10 Reynolds St Blackalls Park Drainage Upgrade Shared Pathway - Charlestown to Dudley Shared Pathway - Belmont North Fernleigh to Lenaghan Branch Shared Pathway - Fernleigh Track Extension to Belmont Foreshore Cardiff Main Road/Wallsend Road - Intersection Upgrade Morisset Park Road and Fishery Point Road - Intersection Upgrade Capital New Charlestown Smart Mall
2,375
-
-
-
Kerb & Channel Construction
322
1,415
1,481
1,549
Sealing Gravel Roads Program
2,665
1,751
2,594
2,624
Traffic Facilities Improvement Program
772
1,611
1,659
1,710
Drainage Improvement Program
100
939
2,780
2,863
Shared Cycleway Brightwaters
1,086
-
-
-
100
2,428
2,496
2,564
1,800
-
-
-
120
662
-
-
-
50
-
-
Gardner Street Dudley - Kerb and Channel
400
-
-
-
Oakdale Road Gateshead Culvert Upgrade
120
-
-
-
Bus Shelters
160
-
-
-
Mannings Road Cooranbong - Seal
-
49
-
-
Elvidge Crescent Kotara South - Drainage
-
905
-
-
Elbrook Drive Rankin Park - Drainage
150
-
-
-
Mandalong Road
-
Footway & Cycleway Program Speers Point to Glendale Cycleway Bayview St Dunkley Pde Warners Bay Rd Mount Hutton Intersection Improvements Pedestrian Refuge Mount Hutton
380
-
-
South Street Windale - Kerb Extensions
45
-
-
-
Off Road Cycleway Cardiff
60
120
1,213
-
Northlakes Drive Cameron Park - Pedestrian Refuge and Kerb Extensions
76
-
-
-
-
304
-
-
60
-
-
-
Salt Bay Track Swansea Heads - Sealing of Gravel Main Road Cardiff Heights - Sealing of Gravel Hillsborough Road Warners Bay - Footpath
141
-
-
-
1,000
2,414
-
-
Drainage flow upgrade - 531A Lake Road Argenton
-
-
3,408
-
Lake Road Swansea - Road and Drainage Upgrade
545
-
-
-
Fernleigh Awabakal Shared Track
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
57
MOBILITY AND ACCESSIBILITY:
FINANCIAL RESOURCES
(CONTINUED)
2020-2021 $'000
2022-2023 $'000
2023-2024 $'000
Footpath - Blackalls Park School to Shops
576
-
-
-
Footpath - James and Wakal Street Charlestown
463
-
-
-
Footpath - Ridley and Smith Streets Charlestown
60
609
-
-
Footpath - Sydney/Goundry/Oxford/Casey/The Crescent Gateshead Footpath - Awaba Rd Footpath
1,012
-
-
-
651
-
-
-
Shared Pathway - Cameron Park to Edgeworth
-
52
-
-
Shared Pathway - Feighan Park to John Street and New Road
-
33
-
-
Shared Pathway - Windale to Charlestown
-
97
-
-
328
-
-
-
Fassifern Underpass Lights Kahibah Road and Hexham Street Kahibah - Intersection Upgrade
-
21
-
Speers Point to Glendale Cycleway - Interpretive Signage
15
-
-
-
Myall Road and Gymea Drive – Seagull Intersection - Traffic Improvements
65
-
-
-
Heritage Signage Interpretation
40
-
-
-
Intersection Upgrade Transfield Avenue Edgeworth
100
-
-
-
Kulai Street Charlestown - Footbridge Replacement
25
-
-
-
15,845 412
17,062 1,534
15,661 -
11,351 -
2,067 724 134 3,338 329 66 15 1,300 2,723 823 1,655 267
2,121 746 223 19,243 598 119 -
2,168 768 228 30,824 615 123 -
2,251 791 233 31,971 633 127 -
Feasibility Projects (Capital - Replacement) Woodlands and Kingsland Avenue Balmoral - Road Reconstruction Elizabeth Parade Charlestown - Road Rehabilitation Beach Road Silverwater - Drainage Beach Road Silverwater - Road Rehabilitation Racecourse Road Teralba - Road Rehabilitation Capital Replacement Minor Road Works Traffic Minor Works East Retaining Walls Road Resurfacing and Rehabilitation Drainage Footway and Cycleways Fassifern Road Footpath Replacement Rocky Point Road Eraring - Road Rehabilitation Macquarie Road Fassifern - Road Rehabilitation Alkrington Avenue Fishing Point - Road Rehabilitation Sunshine Parade and Waterside Avenue - Road Rehabilitation Watkins Road Wangi Wangi - Road Rehabilitation
58
2021-2022 $'000
LAKE MACQUARIE CITY COUNCIL
MOBILITY AND ACCESSIBILITY:
FINANCIAL RESOURCES
(CONTINUED)
2020-2021 $'000 Wyee Road - Road Rehabilitation Resurfacing - OV3 Asphalt Resurfacing - SBS Spray Seal Resurfacing - Asphalt Cul-De-Sac and Intersections Barford Street Speers Point - Road Rehabilitation The Weir Road Teralba - Road Rehabilitation Heavy Patching - East Heavy Patching - West Valaud Crescent Highfields - Retaining Wall Replacement Fegan Street West Wallsend - Half-Road Reconstruction Timber Footbridge Replacement - Wrightson Park, Cams Wharf Fernleigh Track Whitebridge - Embankment Stabilisation E K Avenue Charlestown - Road Rehabilitation Watkins Road Wangi Wangi - Road Rehabilitation Seventh Street Boolaroo - Road Reconstruction Harper and Sedgwick Avenues Edgeworth - Road Reconstruction Smart Street Charlestown - Road Reconstruction Morris Crescent Bonnells Bay - Road Reconstruction Excelsior Parade, Toronto - Embankment Rehabilitation Smart Street Charlestown - Footpath Replacement Dandaraga Road Mirrabooka - Road Rehabilitation Evans Street Belmont - Minor Asset Rehabilitation Thomas Street Cardiff - Road Rehabilitation Culvert Replacement - Flowers Drive, Catherine Hill Bay Kahibah Road Highfields - Retaining Wall Replacement Boundary Street - Road Rehabilitation Ruttleys Road Wyee - Road Rehabilitation Ocean Street Dudley - Road Reconstruction Minmi Road Cameron Park - Road Reconstruction Newport to Greenway - Road Rehabilitation Dobell Drive, Wangi Wangi - Road Rehabilitation Southern Side - Wyee Road - Road Rehabilitation Greenway Cycleway Replacement Freemans Drive Cooranbong - Bridge Replacement
181 3,250 5,500 250 1,116 34 1 250 1,340 10 27 1,015 46 132 180 524 500 50 600 752 25 344 1,760 1,326 402 200 1,000 34,667
2021-2022 $'000 181 143 1,530 35 1 140 59 141 88 1,200 550 3,159 32 480 9 37 500 32,869
2022-2023 $'000 181 149 3,598 37 1 676 39,368
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
2023-2024 $'000 181 157 38 1 36,383
59
60
LAKE MACQUARIE CITY COUNCIL
WORKS PROGRAM ACTIONS:
DIVERSE ECONOMY OBJECTIVE 4.1
OUR CITY IS A POPULAR DESTINATION WITH A WIDE VARIETY OF EXPERIENCES
FEASIBILITY Investigations, planning and concept design will proceed
DESIGN detailed design, approvals and/or tender processes will proceed
IMPLEMENT projects will commence or be under construction
COMPLETE projects will be finished by 30 June 2021
INTEGRATED actions contribute to achieving strategies in multiple focus areas.
LSPS actions also form part of the Lake Macquarie City Local Strategic Planning Statement (LSPS)
STRATEGY 4.1.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
RAISE THE CITY’S PROFILE AS A DESIRABLE VISITOR DESTINATION
Initiate 70 nationally-focused tourism media, public relations and editorial opportunities to promote the City nationally and internationally
Arts, Culture and Tourism
Connect with industry and assist in the development of four quality tourism products for the City, for example, on-lake cruises and arts trail tours
Arts, Culture and Tourism
Undertake online destination marketing campaigns to reach an audience of more than two million people
Arts, Culture and Tourism
Initiate and complete two tourism industry benchmarking research projects to assess growth and economic opportunities
Arts, Culture and Tourism
Review Visitor Centre services to extend tourism assistance across Council's arts, culture and tourism facilities and locations
Arts, Culture and Tourism
Develop business cases for merchandising, performing arts, tourism subscription program and philanthropy campaigns to build the creative and cultural economy
Arts, Culture and Tourism
STRATEGY 4.1.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
BUILD A STRONG CITY IDENTITY
Promote our City as a vibrant destination for business and lifestyle to audiences outside of Lake Macquarie, in line with the Let’s Lake Mac brand
Communications and Corporate Strategy
Continue to advocate for the expansion of tertiary education opportunities within the City and surrounding Hunter and Central Coast region
Communications and Corporate Strategy
Develop a Circular Economy Framework considering international best practice to design waste out of the system, use finite resources responsibly, support a renewable energy transition, future-fit existing businesses and attract innovators to our region
Environmental Systems
Collaborate with the State Government and advocate for transport master planning associated with the North West Catalyst Area
Communications and Corporate Strategy
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
61
OBJECTIVE 4.2
WE HAVE AN ADAPTABLE AND DIVERSE ECONOMY
62
STRATEGY 4.1.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
CONTINUALLY IMPROVE AMENITIES AT HOLIDAY PARKS WHERE FEASIBLE
Develop and implement an annual marketing plan to enhance the profile of Lake Macquarie Holiday Parks
Property and Business Development
Complete entrance road upgrade at Belmont Lakeside Holiday Park
Property and Business Development
Complete pool upgrade at Belmont Lakeside Holiday Park
Property and Business Development
Complete Stage 1 of internal park road upgrade for the Swansea Lakeside Holiday Park
Property and Business Development
Complete splash park at Swansea Lakeside Holiday Park
Property and Business Development
Complete road entrance reconstruction at Belmont Lakeside Holiday Park
Property and Business Development
Complete central amentities refurbishment at Blacksmiths Holiday Park
Property and Business Development
Complete workshop at Blacksmiths Holiday Park
Property and Business Development
Undertake feasibility and planning of ground-mounted solar photovoltaic system at Swansea Lakeside Holiday Park
Environmental Systems
Undertake feasibility and planning for safari tent options for Swansea Lakeside Holiday Park
Property and Business Development
Design concrete pathway and boat ramp at Belmont Lakeside Holiday Park
Property and Business Development
RELATED PLANS
Lake Macquarie Destination Management Plan
STRATEGY 4.2.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
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 Vision
Executive
Deliver the annual Lake Macquarie Business Excellence Awards
Communications and Corporate Strategy
Implement short-term actions from the Innovators Support Roadmap Action Plan such as; delivering a Schools and Industry Co-innovation Program, developing a community challenges idea platform, identifying key Living Lab locations in the City to test ideas and solutions prior to scaling
Integrated Planning
Implement the Cultural Economy Incubator Grant to provide funding to develop Lake Macquarie's creative economy
Arts, Culture and Tourism
LAKE MACQUARIE CITY COUNCIL
OBJECTIVE 4.3
OUR GROWING POPULATION SUPPORTS A THRIVING LOCAL ECONOMY
STRATEGY 4.2.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
SUPPORT THE CAPACITY OF KEY INDUSTRIES TO CHANGE AND ADAPT
Initiate an audit of floorspace of all Employment zoned land in the City and identify existing and emerging industry clusters to inform a review of the Lake Macquarie Local Environmental Plan 2014 and Development Control Plan 2014
Integrated Planning
Undertake at least one creative lighting trial to increase night-time use of strategic locations across the City and implement other short-term actions from the Night Time Economy Action Plan 2019-2023
Arts, Culture and Tourism
Continue to research the capacity of the creative sector in the City, such as performing arts, events and festivals, to allow informed decision making
Arts, Culture and Tourism
STRATEGY 4.2.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
SUPPORT BUSINESSES TO BUILD CAPABILITY TO USE NEW TECHNOLOGY IN ORDER TO REALISE ECONOMIC OPPORTUNITIES
Use Smart initiatives to support, enhance and inform visitor-based activity throughout the City
Arts, Culture, Tourism
RELATED PLANS
Night Time Economy Action Plan, Innovators Support Road Map Action Plan
STRATEGY 4.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENSURE LAND USE PLANS HAVE THE APPROPRIATE BALANCE OF DIFFERENT LAND USES
Report to Council for public exhibition a review of the planning framework for Charlestown strategic economic centre to ensure planning controls support objectives for growth and development of the centre
Integrated Planning
Review the planning framework for the former Pasminco site to ensure transformational investment and development opportunities are realised, and to manage potential land use conflict and transition between zones
Integrated Planning
Commence a review of the landuse and transport planning framework for Morisset strategic economic centre
Integrated Planning
Report to Council for exhibition a City-wide Aquatic Strategy to encourage and support use of the lake, coast and foreshores, including for recreation and water-based tourism
Asset Management
Determine the approach and process to review the section 7.11 and section 7.12 contribution plans in line with the needs and expectations of Council and the City
Integrated Planning
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
63
DIVERSE ECONOMY:
FINANCIAL RESOURCES
64
STRATEGY 4.3.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
MANAGE STRATEGICALLY HELD PROPERTIES AND LAND HOLDINGS TO CREATE REOCCURRING INCOME AND INCREASE RETURN ON INVESTMENT
Complete a property portfolio review for Operational land
Property and Business Development
Update and implement asset management plans for Council-owned investment properties
Property and Business Development
Manage Council's cultural facilities within a sustainable business planning framework
Arts, Culture and Tourism
Undertake feasibility and design for Awaba House, Booragul
Property and Business Development
STRATEGY 4.3.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE EXTERNAL CIVIL WORKS TO GENERATE COMMERCIAL RETURNS AND PROVIDE BENCHMARKING OPPORTUNITIES AGAINST BROADER INDUSTRY
No actions this year
2020-2021 $'000 Operational revenue
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
17,816
18,815
19,871
21,072
-
-
-
-
TOTAL REVENUE Operational expenditure Operating result Operating result before capital Capital - new Capital - replacement Dedications Transfer to restricted cash Loan repayments
17,816 (20,458) (2,642) (2,642) (4,041) (1,605) (16,097) -
18,815 (20,200) (1,385) (1,385) (578) (2,510) (16,338) -
19,871 (20,693) (822) (822) (2,105) (880) (16,328) -
21,072 (21,386) (314) (314) (2,147) (1,165) (16,283) -
TOTAL CAPITAL Funds required Funded by: Loans utilised Proceeds from asset sales Restricted cash - depreciation Restricted cash - other BUDGET SURPLUS / (DEFICIT)
(21,743) (24,385)
(19,426) (20,811)
(19,313) (20,135)
(19,595) (19,909)
2,650 1,441 14,647 (5,647)
2,025 1,457 12,573 (4,756)
1,100 1,452 12,913 (4,670)
992 1,472 12,699 (4,746)
Capital revenue
LAKE MACQUARIE CITY COUNCIL
DIVERSE ECONOMY:
FINANCIAL RESOURCES
(CONTINUED)
CAPITAL WORKS Capital - new Land Development - Killingworth Land Development - 11, 13 & 21 John Street Warners Bay Land Development - Anticipated Projects New Development - 4 Bath Street Toronto New Land - 92 Toronto Rd Booragul New Development Lake John Charles St Warners Bay New Land - 402-410 Main Road Cardiff 1 Woodbine Place Toronto - Sale of Council Land (Industrial) 21 and 27 Narara Road Cooranbong - Sale of Council Land Ramsgate Estate Wyee - Sale of Council Land 20 Ruttleys Road Wyee - Sale of Council Land 22-32 Bridge Street West Wallsend - Sale of Council Land 38-40 Murray Road Cardiff - Sale of Council Land Sale of 36 and part 36a Wommara Ave Jewells 12C Pannamena Cresent Eleebana - Sale of Land Cessnock Road Awaba - Acquisition for Road Purposes Wangi Holiday Park - New Capital Works Swansea Holiday Park - New Capital Works Blacksmiths Beachside Holiday Park - New Capital Works Belmont Lakeside Holiday Park - New Capital Works 8 Ocean Park Rd Belmont South - Sale of Council Land 1 Woodbine Place Toronto - Sale of Council Land (Rural) Swansea Gardens Holiday Park - Capital Works Belmont Pines Holiday Park - Capital Works Acquisition 32 Maude Street Belmont Capital - replacement Sale of 36 Watt St Windermere Park Belmont Holiday Park Pool Belmont Holiday Park Capital Works Blacksmiths Beachside Holiday Park Capital Works Wangi Lakeside Holiday Park Capital Works Swansea Holiday Park Capital Works Swansea Gardens Holiday Park - Road Resealing Blacksmiths Holiday Park - Residence Workshop Blacksmiths Holiday Park - Central Amentities Refurbishment Belmont Pines Holiday Park - Road Entrance Reconstruction
2020-2021 $'000 10 15 84 250 1,205 15 225 20 931 5 30 32 20 35 1 3 405 10 30 10 25 175 5 500 4,041 10 180 380 125 60 250 100 250 250 1,605
2021-2022 $'000 85 20 435 20 18 578 1,210 110 140 800 250 2,510
2022-2023 $'000 90 990 500 420 105 2,105 510 70 190 110 880
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
2023-2024 $'000 496 95 496 640 5 415 2,147 85 360 510 210 1,165
65
66
LAKE MACQUARIE CITY COUNCIL
WORKS PROGRAM ACTIONS:
CONNECTED COMMUNITIES OBJECTIVE 5.1
PUBLIC SPACES HELP CONNECT US WITH EACH OTHER AND THE WORLD
FEASIBILITY Investigations, planning and concept design will proceed
DESIGN detailed design, approvals and/or tender processes will proceed
IMPLEMENT projects will commence or be under construction
COMPLETE projects will be finished by 30 June 2021
INTEGRATED actions contribute to achieving strategies in multiple focus areas.
LSPS actions also form part of the Lake Macquarie City Local Strategic Planning Statement (LSPS)
STRATEGY 5.1.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
EMPOWER OUR COMMUNITY TO EMBRACE TECHNOLOGY
Implement four accessible technology projects for the City, such as apps and virtual reality, that will provide an interactive and streamlined experience
Arts, Culture and Tourism
Ensure The Rover, Lake Mac Libraries' mobile library and outreach vehicle, attends 25 community events, with 9000 customer interactions
Arts, Culture and Tourism
Deliver three creative technology inspired installations and kinetic public art commissions at various locations across the City
Arts, Culture and Tourism
STRATEGY 5.1.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ELIMINATE BARRIERS TO ACCESSING INFORMATION AND SERVICES
Provide public access to relevant Council data sets and information
Business Information and Technology Systems
Implement the Cultural Collections and Library Collection Strategies and develop collections such as archives, visual art collection holdings, library book stock and important historical objects
Arts, Culture and Tourism
Expand Wi-Fi access to selected Council facilities and community events
Business Information and Technology Systems
STRATEGY 5.1.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENHANCE COMMUNITY SPACES WITH URBAN AND PUBLIC ART, PLACE MAKING AND PLACE ACTIVATION
Initiate and implement five place-activation projects and five public art commissions as outlined in the Urban and Public Art Strategy and Action Plan 2020-2021
Arts, Culture and Tourism
Implement a minimum of three events and festivals in development of the evening and night-time economy
Arts, Culture and Tourism
STRATEGY 5.1.4
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENABLE MEANINGFUL CREATIVE LEARNING AND CULTURAL EXPERIENCES
Implement 40 programs for Aboriginal and Torres Strait Islander, early childhood, families, heritage and aged communities
Arts, Culture and Tourism
Implement the yapang Aboriginal Professional Development work experience program
Arts, Culture and Tourism
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
67
STRATEGY 5.1.4
RELATED PLANS
OBJECTIVE 5.2
WE ARE A SUPPORTIVE AND INCLUSIVE COMMUNITY
68
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Deliver an open studio program twice a year that allows the community to engage with artists across the City
Arts, Culture and Tourism
Urban and Public Art Strategy and Action Plan, Education and public program strategy for Cultural Services across the City, Lake Mac Libraries Strategic Plan
STRATEGY 5.2.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
CREATE OPPORTUNITIES FOR PEOPLE FROM ALL DEMOGRAPHICS AND ABILITIES TO PARTICIPATE IN COMMUNITY LIFE
Hold at least 60 activities as part of Council's Over 55s program
Community Partnerships
Host an activity to celebrate NSW Seniors Festival
Community Partnerships
Deliver 10 workshops as part of the You’re Kidding Me program for children and families, including the annual You’re Kidding Me Expo
Community Partnerships
Undertake 10 capacity-building initiatives with local services and communities to meet the needs of disadvantaged groups or isolated communities
Community Partnerships
Deliver the Lake Mac Awards
Communications and Corporate Strategy
Advocate for more inclusive Council events with improved accessibility
Community Partnerships
Support National Youth Week through the administration of the Youth Week Grant Program
Community Partnerships
Explore opportunities for Council to be recognised as a Child Safe Organisation
Community Partnerships
Curate six targeted events and festivals for focused audience groups, including youth, disability and CALD community
Arts, Culture and Tourism
Hold at least 24 activities as part of Council's Me2 Program
Community Partnerships
STRATEGY 5.2.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
SUPPORT VOLUNTEER AND COMMUNITY GROUPS TO INCREASE COMMUNITY CAPACITY
Report to Council for adoption a Volunteering Strategy for the City
Community Partnerships
Continue to develop and improve the Arts, Culture and Tourism volunteering program to include 100 active volunteers, with a 70 per cent retention rate
Arts, Culture and Tourism
Host six professional development workshops within the heritage and cultural industry, including Lake Mac GLAM, yapang Symposium, Lake Mac Heritage Symposium and four museum-based training workshops
Arts, Culture and Tourism
LAKE MACQUARIE CITY COUNCIL
STRATEGY 5.2.2
OBJECTIVE 5.3
WE ARE PROUD OF OUR CITY’S HERITAGE AND CULTURES
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Partner with Lake Macquarie Volunteer Landcare Network to deliver six events aimed at building capacity in the Landcare community through skills development, building partnerships and volunteer recruitment
Community Partnerships
RELATED PLANS
Disability Inclusion Action Plan, Aboriginal Community Plan, Ageing Population Strategy, Multicultural Plan, Children and Family Strategy, Volunteering Strategy, Cultural Collections Strategy
STRATEGY 5.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
CELEBRATE OUR ABORIGINAL AND TORRES STRAIT ISLANDER CULTURE AND OTHER CULTURES
Support NAIDOC Week through administration of the NAIDOC Week grant program and participation in activities during NAIDOC Week
Community Partnerships
Deliver four editions of the Koori Grapevine newsletter and other actions as outlined in the Aboriginal Community Plan 2019-2023
Community Partnerships
Deliver a creative or interpretive project featuring Aboriginal cultural heritage
Arts, Culture and Tourism
Develop and deliver 40 Aboriginal cultural programs in consultation with the community
Arts, Culture and Tourism
Celebrate cultural expression through Harmony Day in March, in partnership with key stakeholders
Community Partnerships
Report to Council for adoption an updated Multicultural Plan for the City
Community Partnerships
STRATEGY 5.3.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
RECOGNISE, PROTECT AND CELEBRATE OUR HERITAGE
Complete the next phase of Heritage Interpretation Signage along the Heritage Trail
Arts, Culture and Tourism
Complete Wangi Wangi gun emplacement conservation and interpretation, Wangi Wangi Ridge
Environmental Systems
Adopt the Cemeteries Conservation Management Plan, and develop staged implementation of this plan in consultation with internal and external stakeholders
Community Partnerships
Host four heritage network meetings, three training workshops and develop two significance statements for community collections, to enable a museum in the region
Arts, Culture and Tourism
Report to Council for exhibition a review of the Lake Macquarie Local Environmental Plan and Development Control Plan for the West Wallsend Heritage Conservation Area
Integrated Planning
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
69
OBJECTIVE 5.4
OUR COMMUNITY RESPONDS AND ADAPTS TO CHANGE
70
Complete amendment of the Lake Macquarie Local Environmental Plan and Development Control Plan for the Catherine Hill Bay Heritage Conservation Area
Integrated Planning
Deliver Aboriginal Cultural Awareness training for Council staff and service providers who engage with the Aboriginal community
Community Partnerships
Implement a phased program to install Acknowledgment of Country plaques in Council facilities
Community Partnerships
RELATED PLANS
Aboriginal Community Plan, Multicultural Plan, Conservation Management Plan, Arts, Heritage and Cultural Plan
STRATEGY 5.4.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ADAPT OUR CITY TO A CHANGING CLIMATE
Complete Swansea Local Adaptation Plan
Environmental Systems
Implement Fennell, Edmunds and Kooroora Bays Local Adaptation Plan
Environmental Systems
Complete Floodplain Risk Management Plan for Lake Macquarie's residual catchments
Environmental Systems
Complete proposed upgrades to the Lake Macquarie Flood Warning Network such as website and flood gauges
Environmental Systems
Implement flood warnings systems at priority sites, including Jewells Crossing, Dora Creek and Gateshead
Environmental Systems
Design the Lake Macquarie Urban Heat Strategy
Environmental Systems
Work collaboratively with internal/external stakeholders and the community to implement Bushfire Risk Management Plan actions
Environmental Systems
Implement the Swansea tidal gate trial
Environmental Systems
Report on Council and the City’s energy, water, waste and greenhouse gas emission targets
Environmental Systems
STRATEGY 5.4.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
EMPOWER OUR COMMUNITY TO ADOPT SUSTAINABLE BEHAVIOURS
Support Sustainable Neighbourhoods volunteers to undertake a minimum of 75 events and activities across the City
Community Partnerships
Deliver a digital engagement program, with associated workshops and events, on low impact living
Community Partnerships
Deliver a minimum of 15 educational activities for the Urban Farming program
Community Partnerships
LAKE MACQUARIE CITY COUNCIL
STRATEGY 5.4.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Plan 'Dogs at the Beach' workshops to deliver dog training and education on environmental/community impacts, and trial at least two workshops
Community Partnerships
Promote waste services through a City-wide campaign and development of educational resources
Community Partnerships
Deliver a minimum of eight educational workshops for the Backyard Habitat for Wildlife program
Community Partnerships
Deliver a minimum of eight Eco Angel activities, including support for Clean Up Australia Day
Community Partnerships
Deliver two rounds of the Lake Mac Community Environment Grants program
Community Partnerships
Deliver at least 20 activities for the Explore our Great Outdoors program
Community Partnerships
Deliver the Sustainable Schools program including hosting the School Environment Awards
Community Partnerships
Continue to promote community renewable energy initiatives to potential host sites and community groups
Community Partnerships
Continue to deliver May Movie Month, showing educational films for current environmental and social issues
Community Partnerships
Conduct the four-yearly Environmental Attitudes Survey
Community Partnerships
Implement two new initiatives that reduce waste at events
Arts, Culture and Tourism
STRATEGY 5.4.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ENCOURAGE UPTAKE OF SMART AND SUSTAINABLE INFRASTRUCTURE
Implement Council's electric vehicle charging strategy for the City
Environmental Systems
Support Ausgrid to install energy efficient street lighting
Environmental Systems
Deploy optismisation systems, incorporating smart monitoring, control and building management systems, at priority Council facilities
Environmental Systems
Implement energy consumption modelling at high energy consuming Council facilities, to identify energy reduction strategies
Evironmental Systems
RELATED PLANS
Lake Macquarie Development Control Plan, Lake Macquarie Coastal Zone Management Plan, Environmental Sustainability Action Plan, Lake Macquarie Waterway Floodplan Risk, Management Study and Plan, Energy Resilience Plan
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
71
CONNECTED COMMUNITIES:
FINANCIAL RESOURCES
2020-2021 $'000 Operational revenue
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
2,303
2,407
2,471
2,480
697
687
687
687
TOTAL REVENUE Operational expenditure Operating result Operating result before capital Capital - new Capital - replacement Dedications Transfer to restricted cash Loan repayments
3,000 (22,538) (19,538) (20,235) (1,432) (1,329) (687) (1,187) -
3,094 (23,299) (20,205) (20,892) (5,025) (1,391) (687) (1,199) -
3,158 (23,192) (20,034) (20,721) (1,885) (1,196) (687) (1,211) -
3,167 (23,315) (20,148) (20,835) (225) (1,223) (687) (1,206) -
TOTAL CAPITAL Funds required Funded by: Loans utilised Proceeds from asset sales Restricted cash - depreciation Restricted cash - other BUDGET SURPLUS / (DEFICIT)
(4,635) (24,870)
(8,302) (29,194)
(4,979) (25,700)
(3,341) (24,176)
725 2,046 1,795 (20,304)
954 2,117 5,475 (20,648)
1,885 1,933 1,181 (20,701)
225 1,971 1,191 (20,789)
110 12 10 65 9 632 594 1,432
770 134 65 4,006 50 5,025
1,668 217 1,885
225 225
Capital revenue
CAPITAL WORKS Capital new Council Energy Resilience Aged & Disabled Services New Works Swansea Tidal Gate Trial Automatic Flood Warning Signs at Jewells Crossing Solar PV Administration Building Blue Carpark Sugar Valley library - Museum Solar PV and Battery Installations Capital replacement Emergency Services
36
36
36
36
-
166
171
177
Acquisition of Library Bookstock
593
605
617
630
Aquisition of Library Digital Collection
170
174
177
180
Swansea Centre - HVAC Building and Mechanical System Upgrade
530
-
-
-
Redhead Preschool Staff and Children`s Bathroom Replacement
-
220
-
-
Libraries
-
190
195
200
1,329
1,391
1,196
1,223
Children Services Buildings
72
LAKE MACQUARIE CITY COUNCIL
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
73
Meet Samantha Bailey. This talented young architecture student is holding a model of her award-winning design for MAP, our innovative Multi Arts Place that will bring theatre, dance, art installations and virtual reality exhibitions to Speers Point Park.
74
LAKE MACQUARIE CITY COUNCIL
WORKS PROGRAM ACTIONS:
CREATIVITY OBJECTIVE 6.1
CREATIVE THINKING DRIVES OUR CITY
FEASIBILITY Investigations, planning and concept design will proceed
DESIGN detailed design, approvals and/or tender processes will proceed
IMPLEMENT projects will commence or be under construction
COMPLETE projects will be finished by 30 June 2021
INTEGRATED actions contribute to achieving strategies in multiple focus areas.
LSPS actions also form part of the Lake Macquarie City Local Strategic Planning Statement (LSPS)
STRATEGY 6.1.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
CREATE OPPORTUNITIES THAT PROVIDE OPEN COMMUNICATION, PARTNERSHIPS AND LEADERSHIP WITH THE CREATIVE AND CULTURAL SECTOR
Implement two actions from the 2019 Creative Industry Survey Results to raise the profile of Lake Macquarie City creatives
Arts, Culture and Tourism
Undertake research to identify appropriate creative incubators and spaces in our City
Arts, Culture and Tourism
STRATEGY 6.1.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
DEVELOP AND IMPLEMENT STRATEGIES THAT ENHANCE PUBLIC ACCESS TO CULTURAL FACILITIES AND EVENTS
Implement five new multimedia programs and exhibitions across cultural facilities
Arts, Culture and Tourism
Install and implement a digital engagement program as part of Charlestown CREATE and Pearson Street Mall upgrades
Arts, Culture and Tourism
Undertake research into audience demographics at Lake Macquarie cultural facilities
Arts, Culture and Tourism
Design the Sugar Valley Library Museum at Cameron Park
Arts, Culture and Tourism
RELATED PLANS
Lake Mac Libraries Strategic Business Plan
STRATEGY 6.1.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
COMMUNICATE OUR CULTURE: BE LOCAL, AIM GLOBAL
Continue to implement marketing and promotion activities for visual arts, performing arts, literacy and heritage sectors, for example, receive 30 print editorials for related events
Arts, Culture and Tourism
Design and implement five creative activities that reach national and international audiences within visual arts, performance and cultural development programs, for example, an international sporting event, awards and public art commissions
Arts, Culture and Tourism
Implement two deliverables from the International Engagment Policy
Arts, Culture and Tourism
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
75
OBJECTIVE 6.2
OUR CITY HAS A STRONG CREATIVE INDUSTRY
OBJECTIVE 6.3
CULTURAL EXPERIENCES AND PUBLIC ART CONNECT US WITH THE PAST, PRESENT AND FUTURE
76
STRATEGY 6.1.4
ACTION 2020-2021
PRIMARY RESPONSIBILITY
DEVELOP AND IMPLEMENT INITIATIVES TO ATTRACT, NURTURE AND RETAIN INNOVATORS
Host six creative industry development opportunities such as seminars, conferences and workshops
Arts, Culture and Tourism
STRATEGY 6.2.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
INVESTIGATE OPPORTUNITIES FOR IMPROVING INCOME GENERATION IN THE CULTURAL SECTOR
Introduce a performing arts and live music program with the aim of increasing employment for City creatives
Arts, Culture and Tourism
Host three events or festivals within a sustainable business planning framework to engage local creatives
Arts, Culture and Tourism
Continue to develop SEEN@Swansea, LAUNCHPAD@ Lake Mac Libraries and Museum of Art and Culture Community Gallery exhibition programs
Arts, Culture and Tourism
Host the inaugural Museum of Art and Culture Acquisitive Award to raise the profile of cultural collections in the City
Arts, Culture and Tourism
RELATED PLANS
Arts, Heritage and Cultural Plan
STRATEGY 6.2.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
UNDERTAKE LIBRARIES AND CULTURAL FACILITY CAPITAL PROJECTS IN ACCORDANCE WITH THE WORKS PROGRAM
Complete Rathmines Theatre and launch program
Arts, Culture and Tourism
Complete the Wangi Library Creative Hub
Arts, Culture and Tourism
Complete the Swansea Centre heating ventilation and air conditioning and building management systems upgrade
Asset Management
Implement Multi Arts Place (MAP), Speers Point
Arts, Culture and Tourism
Undertake planning and feasibility for a temporary facility to ensure services continue during construction of the Windale Library
Arts, Culture and Tourism
STRATEGY 6.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
DEVELOP A SUITE OF INTERPRETATION THEMES AND SITES AROUND THE CITY
Deliver four projects that interpret our City’s heritage, for example, interpretive signage and virtual reality experiences
Arts, Culture and Tourism
Explore the development of an annual creative festival
Arts, Culture and Tourism
RELATED PLANS
Arts, Heritage and Cultural Plan
LAKE MACQUARIE CITY COUNCIL
CREATIVITY:
FINANCIAL RESOURCES
2020-2021 $,000
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
Operational revenue
356
359
389
413
Capital revenue
924
200
-
-
TOTAL REVENUE Operational expenditure
1,280
559
389
413
(4,361)
(4,321)
(4,420)
(4,475)
Operating result
(3,081)
(3,762)
(4,031)
(4,062)
Operating result before capital
(4,005)
(3,962)
(4,031)
(4,062)
Capital - new
(3,423)
(25)
-
-
Capital - replacement
-
(32)
(33)
(34)
Dedications
-
-
-
-
Transfer to restricted cash
-
-
-
-
Loan repayments
-
-
-
-
TOTAL CAPITAL
(3,423)
(57)
(33)
(34)
Funds required
(7,428)
(4,019)
(4,064)
(4,097)
1,817
982
-
-
-
-
-
-
40
32
33
34
Funded by: Loans utilised Proceeds from asset sales Restricted cash - depreciation Restricted cash - other
752
135
110
110
(4,819)
(2,870)
(3,921)
(3,953)
Charlestown Plaza Public Art
50
25
-
-
Speers Point Multi Arts Place
3,000
-
-
-
Wangi Creative Hub
223
-
-
-
Cultural Collections Acquisition
150
-
-
-
3,423
25
-
-
BUDGET SURPLUS / (DEFICIT) CAPITAL WORKS Capital - new
Capital - replacement Art Gallery
-
32
33
34
-
32
33
34
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
77
78
LAKE MACQUARIE CITY COUNCIL
WORKS PROGRAM ACTIONS:
SHARED DECISION-MAKING OBJECTIVE 7.1
PARTNERSHIPS BETWEEN COMMUNITY, GOVERNMENT AND BUSINESS BENEFIT OUR CITY
OBJECTIVE 7.2
WE KNOW HOW AND WHY DECISIONS ARE MADE
FEASIBILITY Investigations, planning and concept design will proceed
DESIGN detailed design, approvals and/or tender processes will proceed
IMPLEMENT projects will commence or be under construction
COMPLETE projects will be finished by 30 June 2021
INTEGRATED actions contribute to achieving strategies in multiple focus areas.
LSPS actions also form part of the Lake Macquarie City Local Strategic Planning Statement (LSPS)
STRATEGY 7.1.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
DEVELOP AND MAINTAIN A NETWORK OF KEY AGENCIES, ORGANISATIONS, PEAK BODIES AND COMMUNITY GROUPS
Proactively engage with small businesses in Lake Macquarie City and develop initiatives aimed at providing them with greater support
Integrated Planning
STRATEGY 7.1.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
INFLUENCE DECISIONS THAT IMPACT OUR REGION
Contribute to the regional strategic planning process through the Hunter Joint Organisation
Executive
STRATEGY 7.2.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
DELIVER HIGH QUALITY AND INFORMATIVE CUSTOMER SERVICE
Investigate options to improve on current accessibility for our contact centre service, for example, provision of an enhanced afterhours service
Customer Experience
Increase the number of customer interactions resolved at first point of contact
Customer Experience
Develop and implement a digital workplace that supports our teams to deliver a more personalised customer experience by establishing a digital champions network and increasing investment in digital skills development by 20 per cent
Business Information and Technology Solutions
Continue to provide an accessible and personalised customer experience by completing 90 per cent of the year one actions in the Customer Experience Strategy
Customer Experience
Implement the Council Administrative Centre refurbishment
Property and Business Development
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
79
STRATEGY 7.2.1
OBJECTIVE 7.3
OUR COMMUNITY INFLUENCES DECISIONS THAT SHAPE OUR CITY
80
ACTION 2020-2021
PRIMARY RESPONSIBILITY
Utilise digital technology to make it easier to invest, partner, start and grow a business in Lake Mac
Business Information and Technology Solutions
Develop and implement digital infrastructure to build better connectivity for our community
Business Information and Technology Solutions
Review how Council information can provide a better customer experience by increasing the proportion of departments using knowledge management software to 50 per cent
Business Information and Technology Solutions
STRATEGY 7.2.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
PROVIDE CLEAR, ACCESSIBLE AND RELEVANT INFORMATION TO THE COMMUNITY
Develop and implement City signage strategy to implement new Lake Macquarie City Signage manual
Asset Management
Publish up-to-date information for Development Applications and Council policies to Council’s Development Application tracking system and website in a timely manner
Customer Experience
Review new arts, culture, event and tourism web presence and include new performing arts and Multi Arts Place (MAP) sites
Arts, Culture and Tourism
Launch online cultural and library collection catalogue
Arts, Culture and Tourism
Implement Lake Mac Libraries and Museum of Art and Culture audience engagement program
Arts, Culture and Tourism
Identify indicators to monitor and report on progress of planning priorities in the Local Strategic Planning Statement on an annual basis, and use the data to inform land use planning and provide economic, social, development and climatic data to residents and investors
Communications and Corporate Strategy
Implement the Sustainable Development Goals in our strategies and plans
Environmental Systems
STRATEGY 4.3.1
ACTION 2020-2021
PRIMARY RESPONSIBILITY
ACTIVELY ENGAGE WITH AND SEEK DIRECTION FROM THE COMMUNITY AND KEY STAKEHOLDERS
Review Council’s committee structures and governance to ensure community-centred decision making
Communications and Corporate Strategy
LAKE MACQUARIE CITY COUNCIL
STRATEGY 7.3.2
ACTION 2020-2021
PRIMARY RESPONSIBILITY
PROVIDE OUR CUSTOMERS WITH SIMPLE AND CONVENIENT WAYS TO ACCESS AND DO BUSINESS WITH COUNCIL
Continue to improve the community portal and Council's website to deliver a personalised experience to our customers
Business Information and Technology Systems
Investigate improved accessibility options for Lake Mac Print services, such as the ability to submit payments online
Customer Experience
STRATEGY 7.3.3
ACTION 2020-2021
PRIMARY RESPONSIBILITY
PREPARE FOR 2020 LOCAL GOVERNMENT ELECTIONS
Undertake planning for the 2021 Local Government election
Communications and Corporate Strategy
Update and implement a comprehensive Councillor professional development program
Communications and Corporate Strategy
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
81
SHARED DECISION-MAKING:
FINANCIAL RESOURCES
2020-2021 $'000
2021-2022 $'000
2022-2023 $'000
2023-2024 $'000
Operational revenue
2
2
2
2
Capital revenue
-
-
-
-
2
2
2
2
Operational expenditure
TOTAL REVENUE
(3,718)
(5,056)
(3,713)
(3,963)
Operating result
(3,716)
(5,054)
(3,711)
(3,961)
Operating result before capital
(3,716)
(5,054)
(3,711)
(3,961)
Capital - new
-
-
-
-
Capital - replacement
-
-
-
-
Dedications
-
-
-
-
(301)
(270)
(374)
(374)
-
-
-
-
TOTAL CAPITAL
(301)
(270)
(374)
(374)
Funds required
(4,017)
(5,324)
(4,085)
(4,335)
Loans utilised
-
-
-
-
Proceeds from asset sales
-
-
-
-
Restricted cash - depreciation
-
-
-
-
Transfer to restricted cash Loan repayments
Funded by:
Restricted cash - other BUDGET SURPLUS / (DEFICIT)
109
1,400
-
122
(3,908)
(3,924)
(4,085)
(4,213)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
CAPITAL WORKS Capital - new Nil
Capital - replacement Nil
82
LAKE MACQUARIE CITY COUNCIL
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
83
G N I T R O P P U S N A L P OUR 84
LAKE MACQUARIE CITY COUNCIL
BUSINESS ACTIVITIES CITY WORKS City Works provides a wide range of civil engineering, construction and maintenance works and services, plus open space maintenance, signwriting, and building trades services to private clients. The profits generated from external works contribute to Council’s General Fund and are channelled back to the community through improved and additional services. City Works also carries out private works and services that enables the team to benchmark itself against private enterprise. City Works’ private works also contribute to the maintenance of plant, equipment and skills that might not otherwise be affordable or commercially viable.
PROPERTY AND BUSINESS DEVELOPMENT Property and Business Development maximises the long-term value of Council’s property portfolio and provides a range of services including management of Lake Mac Holiday Parks, as well as property valuation, land reclassifications, disposal and acquisition.
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
85
ORGANISATIONAL SUPPORT Council provides a wide range of internal support services. These services are made up of our Resourcing Strategy – asset, workforce, financial, information technology and plant and fleet management – plus other services including procurement, supply, risk management, 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 money, assets - including technology and plant - 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 • i nformation technology and management • plant and fleet management.
86
LAKE MACQUARIE CITY COUNCIL
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.
ORGANISATIONAL SUPPORT:
FINANCIAL RESOURCES
2020-2021 $’000 Operational revenue
2021-2022 $’000
2022-2023 $’000
2023-2024 $’000
166,473
170,661
175,047
180,159
-
-
-
-
TOTAL REVENUE Operational expenditure Operating result Operating result before capital Capital - new Capital - replacement Dedications Transfer to restricted cash Loan repayments
166,473 (10,458) 156,015 156,015 (4,690) (14,993) 6,498 (8,081)
170,661 (13,437) 157,224 157,224 (4,232) (14,884) 6,330 (9,649)
175,047 (14,539) 160,508 160,508 (3,073) (11,508) 6,510 (11,531)
180,159 (15,485) 164,674 164,674 (3,329) (7,541) 6,013 (13,324)
TOTAL CAPITAL Funds required Funded by: Loans utilised Proceeds from asset sales Restricted cash - depreciation Restricted cash - other BUDGET SURPLUS / (DEFICIT)
(21,266) 134,749
(22,435) 134,789
(19,601) 140,907
(18,181) 146,493
4,952 1,311 12,113 6,630 159,755
10,573 1,292 6,432 6,777 159,863
6,332 1,512 6,934 5,945 161,630
1,604 1,517 7,420 6,493 163,527
143 32 677 3,788 50 4,690
73 33 677 3,449 4,232
72 33 677 2,291 3,073
71 34 677 2,547 3,329
81 2,300 500 3,995 16 316 100 13 7,500 172
2,300 500 4,425 16 325 104 14 7,200 -
2,300 500 4,925 17 334 318 14 3,100 -
2,300 500 4,020 17 280 410 14 -
14,993
14,884
11,508
7,541
Capital revenue
CAPITAL WORKS Capital new New Plant & Fleet Furniture Acquisitions Computer Workstations IT Infrastructure New Bike Storage Facility Works Depot Capital replacement Software Upgrade Q Flow Counter Ticketing Plant Replacement - Light Vehicles Plant Replacement - Small Plant Items Plant Replacement - Plant & Equipment Items Office Furniture Replacement Boolaroo Works Depot - Replacement Works Administrative Centre Replacement Works Administrative Centre Replacement Furniture Administration Building Future Space Planning Admin Building Executive Driveway Retaining Wall & New Fire Service
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
87
FINANCIAL MANAGEMENT REVENUE POLICY In accordance with S.404 (1) of the Local Government Act (LGA) 1993, Council provides the following details of its revenue policy, which also incorporates the basis upon which the rates and charges will be made.
RATES AND CHARGES The basic principle of Council rating is that it represents the process whereby Council recovers the cost of providing its services for land within the Council boundaries. Rates and charges raise approximately 40 per cent of Council’s operating income and are used to improve and maintain services and facilities for the community. Some of these services include: • maintenance of roads, parks and gardens • libraries • community services for senior citizens and young people • town planning • food inspections • animal services • tourism • swimming pools.
88
LAKE MACQUARIE CITY COUNCIL
Council rates are determined in accordance with the provisions of the Local Government Act 1993 and Local Government (General) Regulation 2005. Ordinary Rates are levied on all rateable parcels of land based on independent valuations provided by Property NSW on behalf of the NSW Valuer General. The latest valuation of the land in Lake Macquarie City occurred recently, with a base date of 1 July 2019. These valuations will be used to calculate and levy the 2020-2021 ordinary rate. Rate pegging is determined by the Independent Pricing and Regulatory Tribunal (IPART) each year and sets the maximum general income Council can collect from ordinary rates. General income comprises income from ordinary rates and special rates, but does not include income from waste management charges. On 12 September 2019, IPART announced that the percentage increase to apply in the 20202021 financial year would be 2.6 per cent. This means that general income for the previous year, 2019-2020, is increased by 2.6 per cent to determine the total general income yield that can be levied in 2020-2021. This does not mean that each individual rate assessment will increase by that percentage, but does mean that Council’s total income from ordinary rates cannot exceed this percentage increase.
ORDINARY RATES Ordinary rates are applied to properties based on independent valuations supplied to the Council on all rateable properties within the Council boundaries by Office of the Valuer General. Land valuations are supplied 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. All properties in Lake Macquarie City were revalued in 2019 by the Valuer General, with valuations increasing by 15.7 per cent overall, with increases of 14.74 per cent in the residential category, an increase of 26.25 per cent in the farmland category, an increase of 19.78 per cent in business category and an increase of 341.20 per cent in the mining category. In accordance with Section 497 of the Local Government Act 1993, the structure of the ordinary rates are calculated annually and comprise of a base amount, plus an ad valorem component, which is calculated using the value of your land, supplied by Property NSW on behalf of the NSW Valuer General. Section 494 of the Local Government Act 1993 requires Council to make and levy ordinary rates on all rateable land for the year 2020-2021. In accordance with the provisions of section 514 of the Local Government Act 1993, each property in Lake Macquarie is declared to be within one of four categories for rating purposes depending on the dominant land use of the property.
THESE CATEGORIES ARE:
RESIDENTIAL
BUSINESS
FARMLAND
MINING
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 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 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 rates variation for 2020-2021 of 2.6 per cent.
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
89
RATING STRUCTURE AND YIELD (2020-2021)
RATING CATEGORY
90
LAKE MACQUARIE CITY COUNCIL
RESIDENTIAL
BUSINESS
FARMLAND
MINING
Number of assessments (March 2020)
81,808
3,943
37
18
Ad valorem rate
0.233177
1.04412
0.163224
0.63523
Base amount ($)
747.32
101.93
747.32
1147.05
Land value (2019 base date) ($)
26,219,090,770
1,886,043,946
33,963,000
159,326,501
Base (%)
50
2
33
2
2020-2021 rate yield ($)
122,273,644
20,094,472
83,087
1,032,407
Average rate ($)
1,495
5,096
2,246
57,356
Total revenue (%)
85.2
14
0.1
0.7
1.
The amounts shown in the row ‘2020-2021 rate yield’ have been calculated in accordance with the permissible increase in Council’s notional general income for 2019-2020 of 2.6 per cent. This is in accordance with the rate-peg determination made by IPART.
2.
As Council will continue to process adjustments to its rating records until the time the Operational Plan is adopted, minor changes to the amounts shown in the above table will occur. These adjustments include the processing of supplementary valuation lists from the Valuer General’s Department, changes to rating categories, and changes in the rateability of land.
3.
The amounts shown in the above table are inclusive of adjustments to notional income for newly rateable Crown Land.
4.
Interest will accrue on outstanding rates and charges at the maximum interest rate set by the NSW Minister for Local Government for the 2020-2021 rate year.
FEES AND CHARGES FOR GOODS AND SERVICES In accordance with Section 608 of the Local Government Act 1993 and other relevant legislation, Council levies a range of 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 costs associated with: • s upply of a product, service, or commodity • giving of information • p roviding 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 • a llowing admission to any building or enclosure.
Council reviews all fees and charges, not subject to statutory control, on an annual basis, prior to finalisation of Council’s annual operating budget. When Council determines its fees for goods and services, it considers the following factors: • cost of providing the service • 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
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. Fee increase percentages may be greater than the Consumer Price Index (CPI) due to a number of factors including: • rounding • the practice of reviewing fees biennially versus annually • benchmarking of services/ fees against other councils.
• cross-subsidisation objectives.
Council’s annual fees and charges are available at lakemac.com.au.
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
91
PROPOSED BORROWINGS Council’s borrowings are governed by the provisions of the Local Government Act 1993 and the Local Government (General) Regulation 2005. A council may borrow at any time for any purpose allowed under the Local Government Act 1993. A council may borrow by way of overdraft or loan or by any other means approved by the Minister. The Minister may impose limitations or restrictions on borrowings by a particular council. The proposed loan program below reflects the loan-borrowing program to be adopted by Council for the 2020-2021 financial year.
PROPOSED BORROWINGS 2020/2021 LOAN PROGRAM PROJECT DESCRIPTION Plant Replacement - Plant and Equipment Items Furniture Acquisitions Awaba Extension
32,000 4,000,000 109,864
Stormwater Treatment Devices
403,367
Creek Stabilisation and Riparian Vegetation Works Aged & Disabled Services New Works
LAKE MACQUARIE CITY COUNCIL
1,420,000
Council Energy Resilience
Foreshore Stabilisation and Littoral Vegetation
92
TOTAL
36,304 108,909 12,093
Minor Works
246,774
Subdivision Compliance
715,770
Kerb and Channel Construction
321,681
Traffic Facilities Improvement
771,660
Drainage Improvement Program
100,422
PROJECT DESCRIPTION
TOTAL
PROJECT DESCRIPTION
TOTAL
South Street Windale - Kerb Extensions
45,000
Northlakes Drive Cameron Park - Pedestrian Refuge and Kerb Extensions
75,500
Main Road Cardiff Heights - Sealing of Gravel Road
60,000
25,469
Hillsborough Road Warners Bay - Footpath
140,667
Barton and Lumsden Fields Belmont
195,000
Stratton Road Edgeworth Drainage Upgrade
40,000
Community / Recreation Infrastructure
500,000
DIP adjacent 10 Reynolds St Blackalls Park Drainage Upgrade
40,000
Footway and Cycleway Program
100,000
Hunter Sports Centre
57,448
Parks Improvement Citywide
160,963
Vehicle Control - Community Land
Speers Point Multi Arts Place Capital
1,600,270
Fassifern Road Replace footpath fronting Charlton Christian College
15,000
Solar PV Administration Building Blue Carpark
8,594
Blackalls Park School to Shops Footpath and Kerb Ramps
575,795
Speers Point to Glendale Cycleway
1,045,675
James and Wakal Street Charlestown - Footpath
463,222
Macquarie Road Fassifern - Rehabilitation between H/No 97 and Fassifern road
1,130,000
Ridley and Smith Streets Charlestown - Raised Pedestrian Crossing and Footpath
60,000
Alkrington Avenue Fishing Point - Road Rehabilitation
733,330
Sydney/Goundry/Oxford/Casey/The Crescent Gateshead - Footpath
Sunshine Parade and Waterside Avenue Sunshine - Road Reconstruction
670,923
Awaba Road Footpath to Toronto Swim Centre
650,563
Watkins Road Wangi Wangi - Road Rehabilitation
267,405
Shared Pathway - Fernleigh Track Extension to Belmont Foreshore
476,875
Bayview St Dunkley Parade Warners Bay Road - Intersection Improvements
120,000
Fassifern Underpass Lights
167,002
Lighting the Way - Installation of Energy Efficient Street Lighting
994,291
Speers Point to Glendale Cycleway - Interpretive Signage
Barford Street Speers Point - Road Rehabilitation
1,065,000
1,012,159
15,117
Myall Road and Gymea Drive – Seagull Intersection - Traffic Improvements
65,000
Solar PV and Battery Installations
594,187
Oakdale Road Gateshead Culvert Upgrade
120,000
Admininstration Building Creating Spaces
2,500,000
Heritage Signage Interpretation
40,000
Fegan Street West Wallsend - Half Road Reconstruction
230,000
Cultural Collections Acquisition
150,000
Bus Shelters
160,000
Building Management Systems West Wallsend Swim Centre
134,017
Elbrook Drive Rankin Park - Drainage Investigation
150,000
Security measures - Swansea Swim Centre
20,000
75,118
Security measures - Charlestown Swim Centre
24,000
Wangi Creative Hub
66,500
Security measures - Speers Point Swim Centre
24,000
New Aquatic Works
61,250
Security measures - West Wallsend Swim Centre
12,000
Thomas Street Cardiff - Road Rehabilitation
Mandalong Road Crokers Creek Rock Stabilisation IT Infrastructure Awaba and Eastlake Community Recycling Centre
380,048 83,909 1,000,000
Hunter Sports Centre Extension - Track, Drug Testing Facilities and Car Spaces
Total
100,000
26,860,141
80,000
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
93
PROJECTED FINANCIAL STATEMENT
2019-2020 $’000 Rates
2021-2022 $’000
2022-2023 $’000
2023-2024 $’000
136,633
140,562
144,774
148,835
153,259
38,754 19,226 8,156 22,173 54,950 13,765
39,728 20,342 5,264 29,348 52,007 13,904
40,913 21,301 5,343 29,543 41,395 14,366
42,521 23,047 5,144 29,935 41,510 14,688
44,164 23,589 5,020 30,527 58,646 15,134
293,657 (92,075) (67,667) (7,246) (58,135)
301,155 (101,052) (58,025) (8,287) (61,867)
297,635 (109,147) (53,542) (8,506) (61,476)
305,680 (115,021) (49,981) (8,820) (60,876)
330,339 (117,762) (51,806) (9,081) (61,548)
Other Operating Expenses Net Operational Expenditure Operating result Operating Result (excluding capital) Capital Additions - New Capital Additions - Replacement Dedications Transfer to Restricted Cash Loan Repayments
(29,149) (254,272) 39,385 (15,564) (53,655) (61,746) (22,337) (67,493) (4,681)
(28,351) (257,582) 43,573 (8,434) (42,139) (63,226) (22,537) (77,931) (8,081)
(29,275) (261,946) 35,689 (5,706) (47,526) (65,705) (22,537) (72,376) (9,649)
(30,097) (264,795) 40,885 (624) (54,049) (58,556) (22,537) (74,129) (11,531)
(30,890) (271,087) 59,252 606 (60,457) (51,764) (22,537) (76,289) (13,324)
TOTAL CAPITAL Funds required Loans Utilised Sale of Assets Restricted Cash – Asset Replacement Restricted Cash – Other Provision for Future Rehabilitation Budget Surplus / (Deficit)
(209,912) (170,527) 25,423 7,830 64,954 71,091 1,229 0
(213,914) (170,341) 26,860 3,961 55,640 82,630 1,250 0
(217,793) (182,104) 32,963 3,317 57,317 87,235 1,272 0
(220,802) (179,917) 31,130 2,612 54,741 90,139 1,295 0
(224,371) (165,119) 14,325 1,517 52,337 95,622 1,318 0
4,903 2,440
4,903 1,951
4,903 1,872
4,903 1,872
4,903 1,872
Annual Charges User Charges & Fees Interest on Investments Grants & Contributions - Operating Grants & Contributions - Capital Other Revenue TOTAL REVENUE Employee Costs Materials & Contracts Borrowing costs Depreciation
BALANCE OF FUNDS Unspent Loans Unspent Grants and Contributions Funded Provision for Asset Replacement Other Restricted Cash Unrestricted Cash Total Cash Gross Debt
94
2020-2021 $’000
LAKE MACQUARIE CITY COUNCIL
27,948
25,513
21,100
18,408
19,232
231,667
242,310
240,528
238,526
234,410
266,958 147,664
274,677 166,443
268,403 189,757
263,709 209,356
260,417 210,357
PROJECTED STATEMENT OF FINANCIAL POSITION
2019-2020 $’000
2020-2021 $’000
2021-2022 $’000
2022-2023 $’000
2023-2024 $’000
CURRENT ASSETS Cash Assets Investment Securities Receivables Inventories Other Non-current assets classified as held for sale TOTAL CURRENT ASSETS
22,898 172,176 14,643 3,132 475 213,324
23,560 177,155 14,717 2,126 475 218,033
23,021 173,109 15,011 2,168 487 213,796
22,618 170,082 15,311 2,212 496 210,719
22,336 167,958 15,617 2,256 507 208,674
NON-CURRENT ASSETS Cash Assets Investment Securities Receivables Inventories Property, Plant and Equipment Other TOTAL NON-CURRENT ASSETS
71,884 1,560 3,275 2,701,540 739 2,778,998
73,962 1,568 3,003 2,798,247 743 2,877,523
72,273 1,599 3,003 2,865,919 758 2,943,552
71,009 1,631 3,003 2,933,542 773 3,009,958
70,123 1,664 3,003 2,999,582 787 3,075,159
TOTAL ASSETS
2,992,322
3,095,556
3,157,348
3,220,677
3,283,833
16,570 8,081 96,366 121,017
16,653 9,649 98,292 124,594
16,986 11,531 100,259 128,776
17,326 13,324 102,264 132,913
17,672 14,249 104,309 136,230
-
-
-
-
-
Interest Bearing Liabilities
177,974
233,578
255,010
272,816
272,891
Provisions
24,037
24,517
25,007
25,507
26,018
TOTAL NON-CURRENT LIABILITIES
202,011
258,095
280,017
298,323
298,909
TOTAL LIABILITIES
323,028
382,689
408,793
431,236
435,139
2,669,294
2,712,867
2,748,555
2,789,441
2,848,694
Accumulated Surplus
1,348,283
1,391,856
1,427,544
1,468,430
1,527,683
Asset Revaluation Reserve TOTAL EQUITY
1,321,011 2,669,294
1,321,011 2,712,867
1,321,011 2,748,555
1,321,011 2,789,441
1,321,011 2,848,694
CURRENT LIABILITIES Bank overdraft Creditors Interest Bearing Liabilities Provisions TOTAL CURRENT LIABILITIES NON-CURRENT LIABILITIES Payables
NET ASSETS EQUITY
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
95
PROJECTED CASH FLOW STATEMENT
FOR YEARS ENDED 30 JUNE
2019-2020 $’000
2020-2021 $’000
238,338
266,958
274,677
268,403
263,709
Cash flows from operating activities Receipts Rates and annual charges User charges and fees Investment revenue and interest Grants and contributions Other
175,387 19,226 8,156 22,173 13,766
180,290 20,342 5,264 29,348 13,903
185,687 21,301 5,343 29,543 14,366
191,356 23,047 5,343 29,935 14,688
197,424 23,589 5,020 30,527 15,134
Payments Employee benefits and oncosts Materials and contracts Borrowing costs Operating expenses Other
(92,075) (67,667) (7,246) (27,275) -
(101,052) (58,025) (8,287) (20,909) -
(109,147) (53,542) (8,506) (23,576) -
(115,021) (49,981) (8,820) (23,820) -
(117,762) (51,806) (9,081) (22,743) -
282,783
327,832
336,146
335,130
334,011
63,814 (4,681) 341,916
26,860 (8,081) 346,611
32,963 (9,649) 359,460
31,130 (11,531) 354,729
14,325 (13,324) 335,012
Cash flows from investing activities Capital contributions New acquisitions Replacement acquisitions Sale of assets Add back non cash items
32,613 (53,655) (61,746) 7,830 -
29,470 (42,139) (63,226) 3,961 -
18,857 (47,526) (65,705) 3,317 -
18,973 (54,049) (58,556) 2,612 -
36,109 (60,457) (51,764) 1,517 -
CLOSING CASH
266,958
274,677
268,403
263,709
260,417
238,338 226,966 (198,346)
266,958 166,925 (159,206)
274,677 166,826 (173,100)
268,403 166,134 (170,828)
263,709 152,162 (155,454)
266,958
274,677
268,403
263,709
260,417
-
-
-
-
-
266,958
274,677
268,403
263,709
260,417
Opening Cash
Cash flows from financing activities Aditional Borrowings Repayments
Restricted Cash* Opening balance Transfers to restrictions Transfers from restrictions TOTAL RESTRICTED CASH Unrestricted cash Closing balance
2021-2022 $’000
2022-2023 $’000
2023-2024 $’000
* 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 function.
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LAKE MACQUARIE CITY COUNCIL
PROJECTED RESTRICTED CASH
2019-2020 TO 2023-2024
2019-2020 $’000
2020-2021 $’000
2021-2022 $’000
2022-2023 $’000
2023-2024 $’000
External Restrictions Developer Contributions Section 7.11 Specific Purpose Unexpended Grants Domestic Waste Management DWM Land Infrastructure DWM Site Rehabilitation Crown Reserve Holiday Park Reserve Waste & Sustainability Improvement (WaSIP) Contributions to Works Trust Restricted Asset s90 Restricted Asset RMS Restricted Asset Other Sundry Contributions RID Squad Reserve Internal Restrictions Asset Replacement Reserve Unexpended Loan Funds Strategic Property Reserve External Works Surplus Matching Funds Section 7.11 General Fund Restricted Cash Open Space Acquisition Quarry Rehabilitation Grant Matching Funds Community Land Cemeteries Improvement IT Replacement Reserve Water & Energy Reduction Strategies Reserve Charlestown Open Space Endowment Fund Cardiff Town Park Endowment Fund Insurance Proceeds Sustainability Environmental Levy Roads and Drainage Reserve Community Facilities Reserve Wangi Point Lakeside Holiday Park Election Reserve
TOTAL
129,164 2,440 11,784 4,711 9,647 157 2,287 4 2,409 2,228 531 174 803
144,905 1,951 8,596 5,336 10,639 122 2,458 4 2,208 2,228 531 174 803
147,697 1,872 5,467 5,977 11,651 96 2,043 4 2,206 2,228 531 174 803
145,858 1,872 2,787 6,635 12,685 68 3,068 4 2,205 2,228 531 174 803
139,946 1,872 428 7,310 13,741 58 4,506 4 2,204 2,228 531 174 803
166,339
179,955
180,749
178,918
173,805
27,948 4,903 19,743 (94) 8,238 3,596 4,103 54 4,217 14,989 1,124 1,395 257 2,935 2,183 1,149 3 174 1,191 1,125 1,386 100,619
25,513 4,903 18,264 (94) 8,290 3,509 4,103 3,603 13,185 1,254 827 257 3,025 2,249 1,449 3 196 1,260 1,349 1,577 94,722
21,102 4,903 19,699 (94) 8,347 3,496 4,103 3,323 10,702 1,348 313 257 2,880 2,321 1,749 3 196 1,063 1,496 447 87,654
18,408 4,903 20,334 (94) 8,404 3,496 4,103 3,343 11,184 1,444 741 257 983 2,400 2,049 3 196 1,147 669 821 84,791
19,232 4,903 19,896 (94) 8,461 3,496 4,103 3,363 11,697 1,543 741 257 1,099 2,484 2,349 3 196 1,190 620 1,073 86,612
266,958
274,677
268,403
263,709
260,417
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
97
RATIOS PROJECTED 2019-2020
2020-2021
2021-2022
2022-2023
2023-2024
Current Liabilities - Specific Purpose Liabilities
1.98
1.98
1.90
1.93
1.90
Target (Greater than)
1.50
1.50
1.50
1.50
1.50
UNRESTRICTED CURRENT RATIO Current Assets - External Restrictions
NOTE: The movement in future years is in relation to short term loans which are in current liabilities but are repaid within 1-2 years OWN SOURCE REVENUE RATIO Own Source Revenue Total Revenue
0.74
0.73
0.76
0.77
0.73
Target (Greater than)
0.60
0.60
0.60
0.60
0.60
Rates & Annual Charges Collectable
4.03%
4.08%
4.08%
4.08%
4.07%
Target (Less than)
5.00%
5.00%
5.00%
5.00%
5.00%
(6.52%)
(3.39%)
(2.23%)
(0.24%)
0.22%
0.00%
0.00%
0.00%
0.00%
0.00%
RATES & ANNUAL CHARGES OUTSTANDING PERCENTAGE Rates & Annual Charges Outstanding
OPERATING PERFORMANCE Net Operating Result (excluding capital & gain/loss on
disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures)
Operating Revenue (excluding capital & gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures) Target (Equal to)
NOTE: The use of resources built up from prior years' revenues is driving the negative results in the 2018/19 - 2021/22 years ASSET RENEWAL RATIO Asset Renewals Expenditure Depreciation, Amortisation Expenditure
1.06
1.02
1.07
0.96
0.84
Target (Greater than)
1.00
1.00
1.00
1.00
1.00
98
LAKE MACQUARIE CITY COUNCIL
Ratio
Target
RATIOS PROJECTED 2019-2020
2020-2021
2021-2022
2022-2023
2023-2024
3.57
3.26
3.07
2.96
2.77
2.00
2.00
2.00
2.00
2.00
Ratio
Target
DEBT SERVICE COVER RATIO Net Operating Result (excluding capital, depreciation &
gain/loss on disposal & fair value adjustments & reversal of reval decrements & net share/loss of interests in joint ventures)
Principal Repayments (cashflow statement & interest repayments) Target (Greater than)
NOTE: The repayment of short term loans negatively impacts this ratio in 2024/25, 2026/27 and 2027/28 CASH EXPENSE COVER RATIO Current Year Cash & Cash Equivalents & Term Deposits Payments from Statement of Cash Flows of Operating & Financing Activitites
12.21
12.81
12.01
11.54
11.10
Target (Greater than)
3.00
3.00
3.00
3.00
3.00
88.39%
86.00%
86.06%
85.50%
86.37%
100.00%
100.00%
100.00%
100.00%
100.00%
CASH FUNDING OF DEPRECIATION Amount of funding being applied to the ARR Depreciation, Amortisation Expenditure Target (Greater than) Note: LMCC internal target is 80% NOTE: The Office of Local Government target of 100% is considered high and not encouraging efficient capital replacement. The internal Council target is considered to be 80%
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
99
S K R O W M A R G PRO 100
LAKE MACQUARIE CITY COUNCIL
PRIORITY PROJECTS This section outlines the physical works and actions that Council plans to undertake during the 2020-2021 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 $105.4 million on capital works.
PROGRAM STAGES Our works program is managed and planned in stages, from feasibility to design, implement and complete. Each year, we identify the desired stage we will reach at 30 June for each project. The target stage is identified in the final column of list of works in this section of the Plan.
The stages are defined as follows: Feasibility describes tasks such as site investigations, specialist studies, master planning, strategic planning, and concept design. Design describes detailed design tasks such as civil or structural engineering, landscape design, architectural design, electrical design, hydraulic design, project approvals/ development consent, and the tender process. Implement describes projects that will commence or are under construction, but will not be completed by 30 June 2021. Complete describes projects that will be finished by 30 June 2021.
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
101
BEACH AND AQUATIC FACILITIES
COMMUNITY BUILDINGS
ENVIRONMENTAL ENHANCEMENT
102
PROJECT LOCATION
PROJECT DESCRIPTION
STAGE
FOCUS AREA
Blacksmiths
Blacksmiths Beach Surf Amenity Assessment
Complete
Unique Landscape
Catherine Hill Bay
Catherine Hill Bay Sportsground and Surf Life Saving Club sites
Feasibility
Lifestyle and Wellbeing
Marmong Point
Recreational fishing platform
Complete
Lifestyle and Wellbeing
Redhead
Concrete remediation works at Redhead Surf Life Saving Club
Complete
Lifestyle and Wellbeing
Swansea
Replacement of Belmont Street jetty
Complete
Lifestyle and Wellbeing
PROJECT LOCATION
PROJECT DESCRIPTION
STAGE
FOCUS AREA
Edgeworth
Fit out for Cardiff Men's Shed
Complete
Lifestyle and Wellbeing
Garden Suburb
Amenities, kitchen, access and parking upgrade at Garden Suburb Community Hall
Complete
Lifestyle and Wellbeing
Rathmines
Bathroom upgrade at Rathmines Music Centre
Design
Lifestyle and Wellbeing
Rathmines
Introduce hearing augmentation at Rathmines Theatre to assist with communication for all the community
Complete
Lifestyle and Wellbeing
Teralba
Stage 2 of the Landcare Resource Centre
Design
Lifestyle and Wellbeing
Various
City-wide heating and cooling upgrades at various community buildings
Implement
Lifestyle and Wellbeing
Various
Priority demolition and replacement works at 10 public amenities buildings
Complete
Lifestyle and Wellbeing
Various
Rooftop solar photovoltaic systems and batteries at high energy-consuming facilities
Implement
Lifestyle and Wellbeing
PROJECT LOCATION
PROJECT DESCRIPTION
Awaba
Leacheate treatment facility at the Awaba Waste Management Facility
Implement
Unique Landscape
Caves Beach
Stormwater quality improvement device installation
Complete
Unique Landscape
Eleebana
Foreshore rehabilitation works at Thomas H. Halton Park
Complete
Unique Landscape
LAKE MACQUARIE CITY COUNCIL
STAGE
FOCUS AREA
PEDESTRIAN IMPROVEMENTS
Glendale
Rehabilitation works at West MacDonalds Quarry
Complete
Unique Landscape
Green Point
Stage 2 Lake foreshore rehabilitation works
Implement
Unique Landscape
Pelican
Stabilisation of Pelican foreshore, considering the recommendations from the economic assessment
Design
Unique Landscape
Redhead
Rehabilitation works at Oakdale Road Quarry
Implement
Unique Landscape
Swansea
Swansea tidal gate trial​
Implement
Connected Communities
Swansea
Ground-mounted solar photovoltaic system at Swansea Lakeside Holiday Park
Feasibility
Diverse Economy
Teralba
250m vegetation establishment as the final stage of reconstruction of Crokers Creek and installation of rock protection and creekline revegetation at Cockle Creek
Implement
Unique Landscape
Various
Coastal dune stabilisation works by planting 30,000 native plants at Blacksmiths, Caves Beach, Catherine Hill Bay and Swansea Heads
Complete
Unique Landscape
Various
Foreshore stabilisation feasibility assessments at Swansea and Buttaba, and bushland restoration works at Eraring foreshore
Complete
Unique Landscape
Various
Wetland and saltmarsh rehabilitation works at Swansea, Belmont Lagoon and Bonnells Bay
Complete
Unique Landscape
PROJECT LOCATION
PROJECT DESCRIPTION
Blackalls Park
Footpath and kerb ramps from Blackalls Park School to Rhodes Street
Implement
Mobility and Accessibility
Cams Wharf
Footbridge replacement and environmental protection work
Implement
Mobility and Accessibility
Charlestown
Footbridge replacement at Kulai Street
Complete
Mobility and Accessibility
Charlestown
Footpath at James Street and Wakal Street
Implement
Mobility and Accessibility
Charlestown
Footpath reconstruction at Smart Street
Complete
Mobility and Accessibility
Charlestown
Raised pedestrian crossing and footpath from pedestrian crossing Ridley and Smith Streets, to Emslie Street
Design
Mobility and Accessibility
STAGE
FOCUS AREA
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
103
HOLIDAY PARKS
LAKE MAC SWIM CENTRES
104
Gateshead
Footpaths at Sydney Street, Goundry Street, Oxford Street, Casey Street and The Crescent
Implement
Mobility and Accessibility
Toronto
Footpath on Awaba Road from Jindalee Street to Toronto Swim Centre
Implement
Mobility and Accessibility
Warners Bay
Complete footpath at Hillsborough Road access road, Warners Bay
Complete
Mobility and Accessibility
PROJECT LOCATION
PROJECT DESCRIPTION
Belmont
Concrete pathway and boat ramp at Belmont Lakeside Holiday Park
Design
Diverse Economy
Belmont
Entrance road upgrade at Belmont Lakeside Holiday Park
Complete
Diverse Economy
Belmont
Pool upgrade at Belmont Lakeside Holiday Park
Complete
Diverse Economy
Belmont
Road entrance reconstruction at Belmont Lakeside Holiday Park
Complete
Diverse Economy
Blacksmiths
Central amentities refurbishment at Blacksmiths Holiday Park
Complete
Diverse Economy
Blacksmiths
Workshop at Blacksmiths Holiday Park
Complete
Diverse Economy
Swansea
Feasibility and planning for safari tent options for Swansea Lakeside Holiday Park
Feasibility
Diverse Economy
Swansea
Splash park at Swansea Lakeside Holiday Park
Complete
Diverse Economy
Swansea
Stage 1 of internal park road upgrade for the Swansea Lakeside Holiday Park
Complete
Diverse Economy
PROJECT LOCATION
PROJECT DESCRIPTION
STAGE
FOCUS AREA
Charlestown
Replacement of the learn to swim pool at Charlestown Swim Centre
Complete
Lifestyle and Wellbeing
Swansea
Grandstand and first aid upgrade at Swansea Swim Centre
Complete
Lifestyle and Wellbeing
Swansea
Replacement of the 50m pool plant room at Swansea Swim Centre
Design
Lifestyle and Wellbeing
West Wallsend
Building management system at West Wallsend Swim Centre
Implement
Lifestyle and Wellbeing
LAKE MACQUARIE CITY COUNCIL
STAGE
FOCUS AREA
LIBRARIES AND CULTRAL FACILITIES
CYCLING FACILITIES
PROJECT LOCATION
PROJECT DESCRIPTION
STAGE
Booragul
Awaba House
Feasibility
Diverse Economy
Cameron Park
Sugar Valley Library Museum at Cameron Park
Design
Creativity
Rathmines
Rathmines Theatre
Complete
Creativity
Speers Point
Multi Arts Place (MAP)
Implement
Creativity
Swansea
Swansea Centre heating ventilation and air conditioning and building management systems upgrade
Complete
Creativity
Various
Heritage Interpretation Signage along the Heritage Trail
Complete
Connected Communities
Wangi Wangi
Wangi Library Creative Hub
Complete
Creativity
Wangi Wangi
Wangi Wangi gun emplacement conservation and interpretation
Complete
Connected Communities
Windale
Temporary facility to ensure services continue during construction of the Windale Library
Feasibility
Creativity
Windale
Windale Community Centre Library
Design
Lifestyle & Wellbeing
PROJECT LOCATION
PROJECT DESCRIPTION
Belmont
Fernleigh Awabakal Shared Track (FAST) from Belmont to Blacksmiths
Implement
Mobility and Accessibility
Belmont
Shared pathway from Fernleigh Track to Memorial Place
Feasibility
Mobility and Accessibility
Belmont North
Shared pathway from Fernleigh to Lenaghan Branch line
Feasibility
Mobility and Accessibility
Blackalls Park
Staged shared pathway replacement at Greenway Track
Implement
Mobility and Accessibility
Brightwaters
Shared pathway at Bay Vista Road from Fishery Point Road to Bulgonia Road
Implement
Mobility and Accessibility
Charlestown
Charlestown to Dudley shared pathway
Feasibility
Mobility and Accessibility
Eleebana
Shared pathway at Bareki Bends, Eleebana to Valentine
Feasibility
Mobility and Accessibility
Glendale
Final section of the shared pathway from Speers Point to Glendale
Complete
Mobility and Accessibility
STAGE
FOCUS AREA
FOCUS AREA
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
105
PARKS AND PLAYGROUNDS
106
PROJECT LOCATION
PROJECT DESCRIPTION
STAGE
FOCUS AREA
Adamstown Heights
Playground replacement at Russell Reserve
Complete
Lifestyle and Wellbeing
Awaba
Court surface replacement at Awaba Tennis Courts
Complete
Lifestyle and Wellbeing
Belmont
Playground replacement at Belmont foreshore
Implement
Lifestyle and Wellbeing
Charlestown
Charlestown Lions Park in accordance with the adopted master plan
Design
Lifestyle and Wellbeing
Croudace Bay
Playing fields, tennis courts, netball courts, car park and amenities building at Croudace Bay Sporting Facility
Design
Lifestyle and Wellbeing
Edgeworth
Amenities replacement at Jack McLaughlin Oval
Complete
Lifestyle and Wellbeing
Eleebana
Playground, amenities building, dog off-leash park, landscaping and path improvements at Thomas H. Halton Park in accordance with the adopted master plan
Implement
Lifestyle and Wellbeing
Eleebana
Skate park at Thomas H. Halton Park, Eleebana
Complete
Lifestyle and Wellbeing
Lakelands
Playground replacement at Ambleside Park
Implement
Lifestyle and Wellbeing
Macquarie Hills
Playground replacement at Neegulbah Park
Complete
Lifestyle and Wellbeing
Morisset
Draft Plan of Management and master plan for Morisset Showground
Feasibility
Lifestyle and Wellbeing
Morisset
Playground and park upgrades at Bernie Goodwin Memorial Park
Complete
Lifestyle and Wellbeing
Morisset
Skate park at Bernie Goodwin Memorial Park
Complete
Lifestyle and Wellbeing
Murrays Beach
Murrays Beach Park
Feasibility
Lifestyle and Wellbeing
Nords Wharf
Playground replacement Baxter Park
Complete
Lifestyle and Wellbeing
Rathmines
Playground, skate park and BMX facilities in accordance with the master plan and heritage implementation strategy
Design
Lifestyle and Wellbeing
Redhead
Replacement of the Ken and Audrey Owens Walkway
Implement
Lifestyle and Wellbeing
Speers Point
Replacement of the timber play structure at the all abilities playground, Lake Macquarie Variety Playground
Complete
Lifestyle and Wellbeing
LAKE MACQUARIE CITY COUNCIL
ROAD RESURFACING AND REHABILITIATION
Swansea
Croquet courts
Complete
Lifestyle and Wellbeing
Toronto
Toronto Foreshore
Feasibility
Lifestyle and Wellbeing
Various
City-wide park infrastructure renewal projects
Implement
Lifestyle and Wellbeing
Windale
Playground replacement at Bahloo Reserve
Implement
Lifestyle and Wellbeing
Windale
Windale skate park
Complete
Lifestyle and Wellbeing
PROJECT LOCATION
PROJECT DESCRIPTION
Balmoral
Road rehabilitation at Woodlands Avenue and Kingsland Avenue, from Clydebank Road to Hadleigh Road including Hendon and Newhaven Close
Feasibility
Mobility and Accessibility
Belmont
Road rehabilitation at Evans Street
Design
Mobility and Accessibility
Bonnells Bay
Road rehabilitation at Morris Crescent, from Kane Street to Regent Street
Implement
Mobility and Accessibility
Booragul
Road rehabilitation at First Street and Marmong Street
Complete
Mobility and Accessibility
Cardiff
Road rehabilitation at Thomas Street, from Harrison Street intersection to house number 29
Implement
Mobility and Accessibility
Catherine Hill Bay
Bridge culvert replacement at Flowers Drive
Feasibility
Mobility and Accessibility
Charlestown
Road rehabilitation at E K Avenue, from Tango Street to Trent Street​
Design
Mobility and Accessibility
Charlestown
Road rehabilitation at Elizabeth Parade, from Waratah Avenue to Jennifer Street
Feasibility
Mobility and Accessibility
Charlestown
Road reseal at Smart Street
Complete
Mobility and Accessibility
Cooranbong
Strengthening works on Freemans Drive Bridge
Complete
Mobility and Accessibility
Dudley
Road rehabilitation at Ocean Street
Implement
Mobility and Accessibility
Edgeworth
Road rehabilitation at Harper Street and Sedgwick Avenue
Design
Mobility and Accessibility
Eleebana
Road rehabilitation at Wyndham Way
Complete
Mobility and Accessibility
STAGE
FOCUS AREA
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
107
108
Eraring
Rocky Point Road rehabilitation from change in seal near exit ramp and Cross Street
Complete
Mobility and Accessibility
Fassifern
Macquarie Road road rehabilitation and footpath between 97 Macquarie Road and Fassifern Road
Complete
Mobility and Accessibility
Fishing Point
Alkrington Avenue road rehabilitation, including drainage, footpath and kerb and channel, between Bournville Road and Hereford Rise
Complete
Mobility and Accessibility
Highfields
Retaining wall replacement at Kahibah Road
Complete
Mobility and Accessibility
Kotara South
Drainage and road rehabilitation, shared project with City of Newcastle at Boundary Street
Complete
Mobility and Accessibility
Speers Point
Barford Street design and commence road rehabilitation between Nord Street and Speers Street
Complete
Mobility and Accessibility
Speers Point
Road rehabilitation​at Thompson Road
Feasibility
Mobility and Accessibility
Sunshine
Sunshine Parade road reconstruction, footpath and kerb and channel between Cessnock Road and Waterside Avenue
Complete
Mobility and Accessibility
Swansea
Road rehabilitation and drainage improvement at the corner of Lake Road and The Esplanade
Design
Mobility and Accessibility
Teralba
Road rehabilition at Racecourse Road
Feasibility
Mobility and Accessibility
Various
Annual road resurfacing program and infrastructure maintenance program
Implement
Mobility and Accessibility
Various
City-wide regional roads heavy patching program
Implement
Mobility and Accessibility
Wangi Wangi
Watkins Road Stage 1 road rehabilitation, drainage, footpath and kerb and channel construction between Short Street and Crescent Road
Complete
Mobility and Accessibility
Wangi Wangi
Watkins Road Stage 2 road rehabilitation and drainage improvement from Crescent Road to the Caravan Park entry
Design
Mobility and Accessibility
West Wallsend
Fegan Street road reconstruction with water main replacement and kerb and channel construction
Implement
Mobility and Accessibility
Wyee
Ruttleys Road Stage 3 road rehabilitation between railway bridge east towards Government Road
Implement
Mobility and Accessibility
LAKE MACQUARIE CITY COUNCIL
SEALING GRAVEL ROADS
SPORTING FACILITIES
STORMWATER AND DRAINAGE
PROJECT LOCATION
PROJECT DESCRIPTION
STAGE
Cardiff Heights
Sealing of gravel road at Main Road
Complete
Mobility and Accessibility
Dora Creek
Sealing of gravel road from Newport Road to 25 Gradwells Road
Implement
Mobility and Accessibility
Mandalong
Sealing of Mandalong Road from end of existing seal to Council boundary
Complete
Mobility and Accessibility
PROJECT LOCATION
PROJECT DESCRIPTION
Belmont
Belmont sports fields in accordance with the adopted master plan
Design
Lifestyle and Wellbeing
Cardiff South
Ulinga Sporting Facility
Design
Lifestyle and Wellbeing
Gateshead
Harold Knight, Fred Wright and Mick Middleton fields
Feasibility
Lifestyle and Wellbeing
Glendale
Hunter Sports Centre athletics warm up and testing facility
Design
Lifestyle and Wellbeing
Mirrabooka
Sporting facility investigations
Feasibility
Lifestyle and Wellbeing
Various
Application of recycled water from Edgeworth at sporting facilities and public recreation areas
Feasibility
Lifestyle and Wellbeing
Various
Meter box testing and replacement program, including an upgrade to smart-meter equipment
Complete
Lifestyle and Wellbeing
Various
Smart sportsfield technologies at a priority site, based on the Edgeworth pilot project
Implement
Lifestyle and Wellbeing
Wyee
Sport and recreation facility investigations
Feasibility
Lifestyle and Wellbeing
PROJECT LOCATION
PROJECT DESCRIPTION
Argenton
Road and drainage improvements at Park Avenue
Feasibility
Mobility and Accessibility
Blackalls Park
Drainage upgrade at 10 Reynolds Street
Feasibility
Mobility and Accessibility
Dudley
Road rehabilitation and drainage improvements at Gardner Street
Complete
Mobility and Accessibility
Edgeworth
Detention basin at 27A Country Grove
Design
Mobility and Accessibility
STAGE
STAGE
FOCUS AREA
FOCUS AREA
FOCUS AREA
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
109
TRAFFIC AND TRANSPORT
110
Edgeworth
Drainage improvements at 3 Stratton Road
Feasibility
Mobility and Accessibility
Garden Suburb
Detention basin at Cupania Crescent
Feasibility
Mobility and Accessibility
Gateshead
Culvert upgrade at 10 Oakdale Road
Design
Mobility and Accessibility
Highfields
Embankment and drainage rehabilitation at Valaud Cresent
Complete
Mobility and Accessibility
Rankin Park
Drainage and footpath improvements at Elbrook Drive
Complete
Mobility and Accessibility
Silverwater
Drainage and road reconstruction at Beach Road
Feasibility
Mobility and Accessibility
Speers Point
Drainage improvements and culvert restoration at Lakeview Street
Design
Mobility and Accessibility
PROJECT LOCATION
PROJECT DESCRIPTION
Bonnells Bay
Intersection upgrade at Morisset Park Road and Fishery Point Road
Feasibility
Mobility and Accessibility
Cameron Park
Pedestrian refuge and kerb extensions at Northlakes Drive
Complete
Mobility and Accessibility
Cardiff
Intersection upgrade at Main Road and Wallsend Road
Feasibility
Mobility and Accessibility
Fassifern
Carpark seal and public transport facilities at Fassifern Train Station
Feasibility
Mobility and Accessibility
Fassifern
Fassifern underpass lights at Fassifern Road and Greenway Parkway
Design
Mobility and Accessibility
Garden Suburb
Minor traffic improvements at Myall Road and Gymea Drive
Complete
Mobility and Accessibility
Mount Hutton
Design intersection upgrade at Bayview Street and Warners Bay Road, Mount Hutton
Design
Mobility and Accessibility
Teralba
Raised pedestrian crossing, kerb extensions and lighting at York Street and Anzac Parade
Complete
Mobility and Accessibility
Various
City-wide miscellaneous pedestrian improvements and cycling facilities
Implement
Mobility and Accessibility
Various
City-wide public transport (bus) facilities
Implement
Mobility and Accessibility
Various
Trial of automated pedestrian and cycle counters
Implement
Mobility and Accessibility
Windale
Relocation of pedestrian crossing and install kerb extensions at South Street
Complete
Mobility and Accessibility
LAKE MACQUARIE CITY COUNCIL
STAGE
FOCUS AREA
DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021
111
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