Draft 2020-2021 Operational Plan and Budget

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

84

SUPPORTING

OUR PLAN

85 Business

activities 86 Organisational

support 88 Financial

management 92 Proposed

borrowings 100 Works program

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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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LAKE MACQUARIE CITY COUNCIL

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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LAKE MACQUARIE CITY COUNCIL

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

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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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LAKE MACQUARIE CITY COUNCIL

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.

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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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LAKE MACQUARIE CITY COUNCIL

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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LAKE MACQUARIE CITY COUNCIL

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.

DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021

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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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LAKE MACQUARIE CITY COUNCIL

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

DRAFT REVISED DELIVERY PROGRAM 2017-2022 AND OPERATIONAL PLAN 2020-2021

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LAKE MACQUARIE CITY COUNCIL

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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LAKE MACQUARIE CITY COUNCIL

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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LAKE MACQUARIE CITY COUNCIL

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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LAKE MACQUARIE CITY COUNCIL

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

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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

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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.

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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

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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.

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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.

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RATING STRUCTURE AND YIELD (2020-2021)

RATING CATEGORY

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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.

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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

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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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