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delivery program 2017-2021 and
operational plan year two 2018-2019
DRAFT FOR PUBLIC EXHIBITION
The City of the Blue Mountains is located within the Country of the Darug and Gundungurra peoples. The Blue Mountains City Council recognises that Darug and Gundungurra Traditional Owners have a continuous and deep connection to their Country and that this is of great cultural significance to Aboriginal people, both locally and in the region.
For Darug and Gundungurra People, Ngurra (Country) takes in everything within the physical, cultural and spiritual landscape - landforms, waters, air, trees, rocks, plants, animals, foods, medicines, minerals, stories and special places. It includes cultural practice, kinship, knowledge, songs, stories and art, as well as spiritual beings, and people: past, present and future.
Blue Mountains City Council pays respect to Elders past and present while recognising the strength, capacity and resilience of past and present Aboriginal and Torres Strait Islander people in the Blue Mountains region.
acknowledgement
List of acronymsAAC Aboriginal Advisory Council
AMS Asset Management Strategy
AWP Asset Works Program
B Billion
BMCC Blue Mountains City Council
BMEE Blue Mountains Economic Enterprise
DCP Development Control Plan
EEO Equal Employment Opportunity
EIS Environmental Impact Statement
FESL Fire and Emergency Services Levy
FFtF Fit for the Future
ILUA Indigenous Land Use Agreement
IPR Integrated Planning & Reporting
IPART Independent Pricing and Regulatory Tribunal
LEP Local Environmental Plan
LTFP Long Term Financial Plan
M Million
NBN National Broadband Network
NPWS National Parks and Wildlife Service
PAMP Pedestrian Access Mobility Plan
SV Special Variation
SV2 Special Variation Stage 2
SRV Special Rate Variation
UNESCO United Nations Education Scientific and Cultural Organisation
VIC Visitor Information Centre
WSROC Western Sydney Regional Organisation of Councils
2 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
contents
1. Introduction 51.1 A Message from the Mayor and General Manager 6
1.2 About this document 8
1.3 Responding to the Community Strategic Plan 12
1.4 Four Year Strategic Priority Outcomes 16
1.5 Your Councillors 17
1.6 The Council’s Vision, Mission and Values 18
1.7 Council Structure 19
1.7 Our City of the Blue Mountains 20
2. Resourcing the Delivery Program 272.1 The Services We Deliver 28
2.2 Our Key Challenges 29
2.3 Our Resourcing Strategy 29
2.4 Our Strategic Resourcing Outlook 30
2.5 Our Financial Plan 31
2.6 Our Asset Plan 32
2.7 Our Workforce Plan 32
2.8 Implementing Our Six Strategies For Financial Sustainability 33
2.9 Fit For The Future 36
3. Our Delivery Program 433.1 Delivery Program by Key Direction 44
KD 1: LEAD - Inspiring leadership 47
KD 2: PROTECT - An environmentally responsible city 61
KD 3: CARE - An inclusive, healthy and vibrant city 77
KD 4: LIVE - A liveable city 103
KD 5: MOVE - An accessible city 121
KD 6: THRIVE - An economically sustainable city 131
4. Asset Works Program 1454.1 Overview 146
4.2 Asset Works Program Principles 146
4.3 Infrastructure Asset Performance Indicators 147
4.4 Summary Of Four Year Asset Works Program 147
4.6 Capital Expenditure Program - Fleet, Information Technology, Library Books, Plant & Equipment 156
5. Financial Information 1575.1 Introduction 158
5.2 Borrowings Statement 160
5.3 Budget Estimates 161
5.4 Special Rate Variation 2015 (Stage 2) 168
5.5 Rates & Annual Charges Statement 170
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 3
introduction
1
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 5
1.1 a message from the mayor and general manager
On behalf of the Council, we are proud to present the Blue Mountains City Council Operational Plan 2018-2019, incorporated within the Delivery Program 2017-2021.
This document details the second year (2018-2019) of planned Council activities and spending within the four-year program. The plan responds to Council’s obligations and responsibilities in delivering the Blue Mountains Community Strategic Plan 2035 and has been prepared in accordance with the NSW Integrated Planning and Reporting Framework.
Strategic Priority OutcomesThe Council is committed to building a sustainable and successful future for the Blue Mountains through improving the wellbeing of our community and the environment. We are on track to achieving the priorities set for the four-year delivery program, despite facing significant challenges and intense media commentary over the past few months.
The actions outlined in this 2018-2019 operational plan will ensure the Council is well-positioned to deliver a sustained and targeted approach to strengthening asbestos management and safety, and effectively respond to recommendations from other external investigations. The Council will also develop a shared vision and action plan for improving organisational performance and strengthening capability to anticipate and respond to known and emerging challenges and opportunities.
The safety, health and wellbeing of our community and our employees are of paramount importance to the Council. In light of this, the four-year strategic priority outcomes have been updated to reflect the increased focus on improving organisational performance and asbestos management. These commitments are summarised below:
Priority 1 Develop and implement an integrated safety management system, ensuring the well-being of our workforce and the community, and improving the Council’s management of asbestos and other risks to health and safety.
Priority 2 Improve approach to asset management to support delivery of the Council’s commitments to Fit for the Future targets, the State Government’s expectations for councils and support value for money services to the community.
Priority 3 Deliver the Council’s Fit for the Future targets – maintaining the Best Value Decision Making Frame to maximise the outcomes for the community from the SV2 income.
Priority 4 Commence the strategic review of the service levels that the Council provides to inform future decision making and priorities.
Mark Greenhill OAM, MAYOR Rosemary Dillon, GENERAL MANAGER
6 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Priority 5 Increase focus and priority on Business Improvement, Innovation and Safety, and improve effectiveness and efficiency through an Organisational Performance Review.
Priority 6 Position the Council to be more proactive in communicating and engaging with the community on the business of the Council.
Priority 7 Develop a strategic approach to tourism and the visitor economy that also addresses the increased visitation, local community and funding options.
The operational plan for 2018-2019 supports expenditure of over $138M on delivery of a wide range of services, facilities and infrastructure and the management of $1.2B worth of built assets and 10,000 hectares of bushland.
The Council will endeavour to meet the levels of service expected by the community. Additional funding obtained from the community-endorsed special rate variation will continue to be used to reverse the decline in the City’s built assets through funding required renewal and maintenance, improve emergency preparedness and response, protect the environment and improve key services to the community.
Section 5.4 provides more details on where special rate variation funds will be spent in 2018-2019.
A Financially Viable CouncilThis plan continues the implementation of Council’s adopted Six Strategies for Financial Sustainability and further strengthens the financial sustainability of the City and the Council.
The Council remains financially viable and each year lives responsibly within its means by ensuring the annual cash budget is balanced against available revenue. Independent external auditors conduct an annual audit of the finances and have consistently confirmed the Council’s sound financial position.
Our key financial challenge going forward is the continued focus on how best we can achieve affordable and acceptable levels of service within available funding while managing risks associated with ageing infrastructure and responding to the changing needs of our community and City.
Fit for the FutureIn 2018-2019, Council plans to continue implementing our Fit for the Future Action Plan so that we make progress towards the required benchmarks by 2019-2020. Section 2 outlines the Council’s current four-year Fit for the Future Improvement Program and planned actions for 2018-2019.
Advocacy and changeLocal councils must continually respond and adapt to change. The Council will continue to advocate to other levels of government as required to secure positive outcomes for the City. Some of the key issues that will be a focus of Council’s advocacy during 2018-2019 include:
• Funding for asbestos removal;
• The Western Sydney City Deal, which has the potential to deliver substantial funding to implement key priorities for Western Sydney, including a focus on the visitor economy;
• Impact of the Western Sydney Airport flight paths on the Greater Blue Mountains World Heritage Area;
• Managing increasing tourist visitation; and
• A sustainable funding model for public libraries in NSW.
Delivering best value services to our communityIn the coming year a number of significant projects will be delivered:
• Southern Scenic Escarpment program including Katoomba Falls Kiosk and Park, walking track and lookout upgrades at Echo Point, and the Echo Point Visitor Information Centre upgrade
• Glenbrook Park upgrade completion
• Wentworth Falls District Park upgrade completion
• Implementation of the Blackheath Town Centre Masterplan
• Warrimoo Oval Carpark upgrade
• Pitt Park football building replacement
• Footpath upgrade program
• Katoomba Civic Place renewal works
• Public toilet renewal in Katoomba
• Drainage renewal at Wentworth Falls Lake Dam
• Road renewal and reseal program
We are also proud of the extensive range of services we deliver day-in and day-out across our 27 towns and villages. Refer to Sections 2.1 and 3.1 for an overview of services delivered.
On behalf of the Council, we commit to working together to strengthen the Council’s management of assets and provide best value services that meet the needs of the Blue Mountains community. Working together in partnership with the community, we will maintain our focus on building a sustainable and successful future for the Blue Mountains.
Mark Greenhill OAM, Mayor
Rosemary Dillon, General Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 7
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The Delivery Program details the principal activities that the Council will undertake to achieve the Objectives and Strategies of the Blue Mountains Community Strategic Plan 2035. The Program responds directly to each of the six Key Directions of the Community Strategic Plan.
Section 1 introduces the Delivery Program as the Council’s response to the Blue Mountains Community Strategic Plan 2035. It outlines the Council’s Vision, Mission and Values, Councillors, four year Strategic Priority Outcomes, Council structure and provides a snapshot of the City of Blue Mountains.
Section 2 provides an overview of the resourcing context for the Program, including the Council’s Six Strategies for Financial Sustainability and Fit for the Future Action Plan 2017-2021.
Section 3 presents the Council’s Delivery Program 2017-2021 and Operational Plan Year One 2017-2018 by CSP Key Direction including:
For each Key Direction, the following information is provided:
• A summary table of the CSP 2035 Objectives and Strategies addressed by the Key Direction
• 2016 Community Survey feedback on resident satisfaction with services
• Key BMCC strategies relevant to the Key Direction currently in place, under review or in development
• 2018-2019 Budget Overview by Service
• Asset Works Program 2018-2021 projects relevant to the Key Direction
• Key Direction Performance Measures by Service
• Council four year priority actions and one year actions in response to CSP 2035 Objectives and Strategies
• A one page overview of each Council Service contributing to the Key Direction
Key Direction 1 – Lead: Inspiring leadership
Key Direction 2 – Protect: An environmentally responsible City
Key Direction 3 – Care: An inclusive, healthy and vibrant City
Key Direction 4 – Live: A liveable City
Key Direction 5 – Move: An accessible City
Key Direction 6 – Thrive: An economically sustainable City
This document presents the Council’s four year Delivery Program 2017-2021 incorporating the annual Operational Plan 2018-2019. It is the Council’s response and commitment within available resources to implement the Blue Mountains Community Strategic Plan 2035.
Section 4 presents the Council’s remaining three years of the Asset Works Program 2017-2021 including proposed new, upgrade and renewal projects
Section 5 presents the detailed Financial Information supporting the Program, including the Budget Estimates, Rates & Annual Charges Statement and Borrowings Statement.
The Fees and Charges for 2018-2019 are provided in a supplementary document.
inspiring leadership an environmentally responsible city
a liveable city
an economically sustainable city
an inclusive, healthy and vibrant city
an accessible city
1.2 about this document
8 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Under the NSW Integrated Planning and Reporting Framework, all councils are required to have a set of 10, 4 and 1 year Integrated Plans in place, developed in consultation with the community, guiding the priority action focus for the Local Government Area.
This Delivery Program forms part of these legislatively required plans as shown in the Diagram below.
Overall progress in implementing the Delivery Program and Operational Plan is assessed through an Annual Report and a four year State of City: End of Council Term Report. This four year report then informs the update of the Community Strategic Plan.
YOU ARE HERE
integrated planning and reporting framework
INTEGRATED PLANNING & REPORTING FRAMEWORK
Community Strategic Plan
10 years+
Perpetual monitoring
& review
Operational Plan1 year
State & Regional Plans
Resourcing Strategy10 years
Long Term Financial PlanningWorkforce Management Planning
Asset Management Planning
Waste Strategy
Land-use Strategy
Transport Strategy
RecreationStrategy
Other Strategic Plans
Delivery Program4 years
Annual Report1 year
State of City: End of Council Term Report
4 years
Service Dashboards
CommunityEngagement
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 9
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integrated plansUnder the NSW Integrated Planning & Reporting legislation, councils are required to prepare the following plans and strategies.
10 year+ community strategic planBlue Mountains Community Strategic Plan 2035
Where we want to be in 10 + yearsLong term community priorities and aspirations - goals, objectives and strategies – for all Blue Mountains stakeholders to translate into action
ALL STAKEHOLDERS RESPONSIBILITY
10 year resourcing strategyResources the Council has available to respond to the Blue Mountains Community Strategic Plan 2035 over the next 10 years.Finances, services, assets and workforce
COUNCIL RESPONSIBILITY
4 year delivery program & 1 year operational planThe Council’s service delivery action plan in response to the Blue Mountains Community Strategic Plan.Service delivery program, actions, projects, asset works, budgets, fees and charges.
COUNCIL RESPONSIBILITY
YO
U A
RE
HER
E
10 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 11
our community vision: A more sustainable and successful Blue Mountains by 2035, environmentally, socially and economically.
In 2035, we live in vibrant, healthy and resilient communities that are safe, caring and connected. We have protected the bush between our settlements and minimised our impact on the World Heritage Area that surrounds us. Our towns and villages are distinctive and contained. We have safe, accessible and environmentally responsible ways for people to move around.
We celebrate the rich creativity, culture and heritage of the Blue Mountains. Diversity is welcomed and people of all ages and cultural backgrounds are respected and enjoy equal rights. We acknowledge the Aboriginal people of the Blue Mountains and value their knowledge and contribution to the past, present and future.
Our economy is strong, diversified and sustainable. There are increased employment, education and learning opportunities locally and regionally. We welcome visitors to our City and are recognised as a leader in sustainable tourism and destination management.
We have enhanced our Blue Mountains identity while forging strong regional partnerships. Our civic and community leadership is inspirational, at one with community.
The Blue Mountains is recognised nationally and internationally as a creative model for sustainable living and learning about sustainable communities.
— Blue Mountains Community Strategic Plan 2035
This four year Delivery Program presents the Council’s response and commitment to implementing the Blue Mountains Community Strategic Plan 2035. Within available resources the Council has outlined its proposed four and one year actions to support achievement of the Community Vision, Objectives and Strategies of the Community Strategic Plan.
1.3 responding to the community strategic plan
12 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
csp 2035 guiding principles
improving our decision-makingIf we are to achieve a more sustainable Blue Mountains, our decision making at every level – individual, household, town, city, regional and global – needs to promote sustainability.
strengthening our assetsIt is important that the actions taken strengthen, and not erode, the condition of the natural, built and human capital supporting our quality of life.
a partnership approachTaking action in partnership with others is critical to the achievement of a more sustainable and successful Blue Mountains.
social justiceSocial justice means the rights of all people in our community are considered in a fair and equitable manner.
sustainabilityTaking action to improve our quality of life supports the achievement of a sustainable city which is environmentally responsible, uses resources wisely, contributes to the creation of liveable, vibrant communities and is fair and equitable to others – including future generations.
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 13
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inspiring leadership an environmentally responsible city
an inclusive, healthy and vibrant city
By 2035 we are a more sustainable,
successful and resilient Blue Mountains
By 2035 we are a more environmentally
responsible city
By 2035 we are a more inclusive, healthy and
vibrant city
Objective 1.1 Objective 2.1 Objective 3.1
The Council lives responsibly within its means and strengthens its financial sustainability
The condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments and groundwater are maintained and enhanced
Blue Mountains communities are safe, caring, diverse and inclusive
Objective 1.2 Objective 2.2 Objective 3.2
All levels of government provide transparent, fair and accountable civic leadership and governance
Resources are used and managed in an environmentally responsible way
The Blue Mountains community is healthy and active
Objective 1.3 Objective 2.3 Objective 3.3
All levels of government provide value for money sustainable services and infrastructure
The community and all levels of government work together to protect the Greater Blue Mountains World Heritage Area
The Blue Mountains community is resilient and prepared for natural disasters
Objective 1.4 Objective 2.4 Objective 3.4
All levels of government and the community, work together to achieve a more sustainable, successful and resilient Blue Mountains
Traditional owners and the broader Aboriginal community are supported to connect to, care for and benefit from Country
The Blue Mountains is a centre of culture, creativity and life-long learning
csp 2035 key directions and objectives
14 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
a liveable city an accessible city an economically sustainable city
By 2035 we are a more liveable city
By 2035 we are a more accessible city
By 2035 our local economy is stronger
and more sustainable
Objective 4.1 Objective 5.1 Objective 6.1
City planning drives the creation of vibrant and well-designed places and spaces for people to live, work and play
The City has an integrated, accessible and sustainable transport network
The City’s economy is diverse, vibrant and strong with increased local employment
Objective 4.2 Objective 5.2 Objective 6.2
The distinctive qualities of towns and villages are maintained and local identity and sense of pride is strengthened
The City has a safe, well designed and maintained network of roads
The City of the Blue Mountains has a strong identity that builds on its natural and built heritage and creative strengths as a City of the Arts and a City surrounded by a World Heritage Area
Objective 4.3 Objective 5.3 Objective 6.3
The impact of development on the natural and built environment is well managed
The City has an integrated, accessible public transport network with good connections within the City and to the Greater Sydney Region
The City’s infrastructure supports diverse and sustainable economic development
Objective 4.4 Objective 5.4 Objective 6.4
The City’s housing meets the diverse needs of the community
The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities
The Blue Mountains is a leader of sustainable tourism and destination management within a World Heritage Area
driving the delivery program
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 15
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In response to the Community Strategic Plan, the Six Strategies for Financial Sustainability and the Fit for the Future Action Plan, the Council has identified a number of key Council Commitments for 2017-2021. These include:
priority 1 Develop and implement an integrated safety management system, ensuring the well-being of our workforce and the community, and improving the Council’s management of asbestos and other risks to health and safety.
priority 2 Improve approach to asset management to support delivery of the Council’s commitments to Fit for the Future targets, the State Government’s expectations for councils and support value for money services to the community.
priority 3 Deliver the Council’s Fit for the Future targets – maintaining the Best Value Decision Making Frame to maximise the outcomes for the community from the SV2 income.
priority 4 Commence the strategic review of the service levels that the Council provides to inform future decision making and priorities.
priority 5 Increase focus and priority on Business Improvement, Innovation and Safety, and improve effectiveness and efficiency through an Organisational Performance Review.
priority 6 Position the Council to be more proactive in communicating and engaging with the community on the business of the Council.
priority 7 Develop a strategic approach to tourism and the visitor economy that also addresses the increased visitation, local community and funding options.
1.4 four year strategic priority outcomes
16 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
WARD 2 Faulconbridge to Wentworth Falls(Left to right): Councillor Chris Van Der Kley (Deputy Mayor) Councillor Romola HollywoodCouncillor Brent Hoare
WARD 3 Valley Heights to Faulconbridge(Left to right): Councillor Daniel MylesCouncillor Mick Fell Councillor Shae Foenander
WARD 4 Lapstone to Warrimoo(Left to right): Councillor Mark Greenhill, OAM (Mayor)Councillor Darryl BowlingCouncillor Brendan Christie
WARD 1 Leura to Mount Victoria, Mount Tomah(Left to right): Councillor Don McGregorCouncillor Kerry BrownCouncillor Kevin Schreiber
1.5 your councillors
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 17
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1.6 the council’s vision, mission and values
18 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
ORGANISATIONAL STRUCTURE OF BLUE MOUNTAINS CITY COUNCIL
Council
Community & Economic Outcomes
Infrastructure & Major Projects
Environment & Culture
Strategic Outcomes &
Projects
City & Community
Outcomes Directorate
General Manager
Transport Assets & Civil Operations
Waste & Resource Recovery
Leisure & Visitor Information
Services
Business Performance
Service Delivery Directorate
People & Systems Group
Governance & Risk
InformationSolutions
Councillor & Corporate Operations
Human Resources
Corporate Communications
& Marketing
Building & Compliance
Services
Development & Planning Services
Library & Customer Services
Development & Customer Service
Directorate
BM Cultural Centre &
Hub Director
Business & Systems
Finance Services
Integrated Planning &
Finance Group
Corporate Strategy
Strategic Finance
Asset & Service Planning
1.7 council structure
Safety and Asbestos Management
City Presentation
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 19
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The City of Blue Mountains is located on the western fringe of Metropolitan Sydney and is one of only two cities in the world surrounded by a World Heritage National Park. This presents additional responsibilities and costs for the Council related to managing the impact of development on the environment, protecting and conserving world heritage natural values and protecting the health of drinking catchments. The City sits within the Sydney drinking water catchment which services 1.7 M people.
The Blue Mountains is also the only council in NSW classified under the Australian Classification of Local Governments as category 12 – Large Fringe City with a population between 70,001 and 120,000.
Nationally the Blue Mountains is one of only four councils with this classification. This means that comparisons with other councils cannot be easily made.
MT IRVINE
MT WILSON
MT TOMAH
BELL
MT VICTORIA
BLACKHEATH
Blue MountainsNational Park
MEDLOW BATH
MEGALONGVALLEY
KATO
OMBA
LEURA
BULLA
BURR
A
HAZELB
ROOK
WOODFORD SP
RINGWOOD
VALLE
Y HEIG
HTS
WARRIM
OO
BLAXL
AND
GLENBR
OOK
LAPS
TONE
Blue MountainsNational Park
SUNVALLEY
MT RIVERVIEW
YELLOW ROCK
HAWKESBURYHEIGHTSWIN
MALEE
FAULC
ONBRIDGE
LINDEN
LAWSO
NWEN
TWORT
H FALLS
National Park
National Park
SYDNEYBLUE
MOUNTAINS
LITHGOW
BELL
BLACK
HEATH
KATO
OMBA
GLENBR
OOK
PENRIT
H
GOSFORD
WOLLONGONG
PARR
AMATTA
1.7 our city of the blue mountains
20 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Blue Mountains is a nationally and internationally significant World Heritage Area and unique tourist destinationThe City of Blue Mountains covers an area of 1431 km2 with 70% being National Park and only 11% available for settlement.
The Blue Mountains is home to a community of nearly 80,000 people living in 27 towns and villages located over 100km of mountainous terrain.
Our community has many characteristics that are different to the average for Greater Sydney as shown in the People and Household Snapshots that follow.
Our City is a popular destination for domestic and international tourists and the number of visitors is steadily growing. In 2015 it is estimated that 3.1 million people visited the Blue Mountains and by 2025 this is projected to be as high as 4.1 million visitors. It is estimated that the Blue Mountains hosts 9,768 visitors on average each day (including day trippers & overnight visitors).
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 21
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blue mountains snapshotas at the 2016 Census
population
76,901area
1,430km2
If the Blue Mountains was a village of 100 people ...
48 are male
52 are female
49 males & 51 females in the Greater Sydney area
18 are 14 or younger
20 are aged 65+
19 are 14 years or younger & 14 are 65+ in the Greater Sydney area
2are aboriginal & torres strait island people
2 in the Greater Sydney area
9 are aged 25-34
16 in the Greater Sydney area
36 have no religion
25 in the Greater Sydney Area
17 were born overseas
37 in the Greater Sydney area
7were born in the United Kingdom
4 in the Greater Sydney area
6have a profound or severe disability
5 in the Greater Sydney area
14 provide unpaid care
11 in the Greater Sydney Area
25 volunteer
17 in the Greater Sydney Area
22 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
If the Blue Mountains was a village of 100 households...
92live in detached dwellings
55 in the Greater Sydney area
84have an internet connection
81 in the Greater Sydney area
76own their own home or have a mortgage
59 in the Greater Sydney area
17have a household income of $649 or less per week
15 in the Greater Sydney area
18 are renting
33 in the Greater Sydney area
52 have 2 or more cars
46 in the Greater Sydney area
89speak only English at home
58 in the Greater Sydney area
41are households with children
46 in the Greater Sydney area
7live in medium density dwellings
20 in the Greater Sydney area
26are single person households
22 in the Greater Sydney area
blue mountains snapshotas at the 2016 Census
households
29,989dwellings
34,309
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 23
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our community - key statisticsStatistic 2016
Number2016 %
2011 Number
2011 %
Change 2011- 2016
Population Males 37,119 48.3 36,710 48.3 409
Females 39,782 51.7 39,232 51.7 550
TOTAL POPULATION 76,901 100.0 75,942 100.0 959
Population CharacteristicsIndigenous population 1,821 2.4 1,320 1.7 501
Australian born 60,028 78.1 59,235 78.0 793
Language other than English spoken at home 4,689 6.1 3,861 5.1 828
Persons needing assistance with core activites 4,228 5.5 3,390 4.5 838
Eligible voters (citizens aged 18+) 53,076 69.0 51,600 67.9 1,476
Age StructureBabies and preschoolers (0-4) 4,232 5.5 4,697 6.2 -465
Primary schoolers (5-11) 6,939 9.0 7,042 9.3 -103
Secondary schoolers (12-17) 5,883 7.7 6,184 8.1 -301
Tertiary education and independence (18-24) 5,418 7.0 5,614 7.4 -196
Young workforce (25-34) 6,985 9.1 6,998 9.2 -13
Parents and homebuilders (35-49) 15,233 19.8 15,986 21.1 -753
Older workers and pre-retirees (50-59) 11,382 14.8 12,019 15.8 -637
Empty nesters and retirees (60-69) 11,225 14.6 9,529 12.5 1,696
Seniors (70-84) 7,974 10.4 6,318 8.3 1,656
Elderly aged (85+) 1,630 2.1 1,555 2.0 75
Households and DwellingsFully owned 11,348 37.8 10,594 36.1 754
Purchasing (i.e mortgage) 11,379 37.9 11,435 38.9 -56
Renting 5,353 17.8 5,449 18.5 -96
Other tenure type/not stated 1,912 6.4 1,899 6.5 13
Average household size (persons per dwelling) 2.46 - 2.49 - -0.03
TOTAL HOUSEHOLDS 29,992 100.0 29,377 100.0 615
Employment Location Live and work in the Blue Mountains 15,290 42.7 14,142 39.7 1,148
Live in the Blue Mountains but work elsewhere
18,762 52.4 17,902 50.3 860
Work location unknown 1,736 4.9 3,566 10.0 -1,830
TOTAL EMPLOYED PERSONS 35,788 100.0 35,610 100.0 178
Transport to WorkPublic transport (train, bus, tram or ferry) 4,222 13.3 4,106 13.2 116
Drive (car, truck, motorbike or taxi) 23,545 74.0 22,854 73.7 691
Bicycle 119 0.4 128 0.4 -9
Walk 918 2.9 913 2.9 5
Other/not stated 594 1.9 779 2.5 -185
Work at home 2,440 7.7 2,230 7.2 210
Source: Australian Bureau of Statistics, Census of Population and Housing 2011 and 2016
24 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 25
2
resourcing the delivery program
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 27
Each year the Council provides an extensive range of services and facilities to the community in response to assessed needs and priorities, as well as responsibilities under the local Government Act and other relevant legislation.
Over the delivery program four years more than $110M will be allocated annually to service provision. The budget estimates for 2018-2019 are presented in Section 5 of this document.
Services provided directly to the community include:• Natural environment
• Waste resource management
• Water resource management
• Aquatic and Leisure Centres
• Sport and recreation
• Community development
• Cultural development
• Emergency Management
• Environmental health and regulation
• Family Day Care
• Libraries and information
• Building certification
• Land use management
• Burials and ashes placement
• City wide strategic planning
• City presentation
• Transport and public access
• Economic development and tourism
Supporting this service delivery, the Council continues to manage approximately 10,000 hectares of natural assets and over $1.1B worth of built assets and facilities. These include:
• 675 km sealed roads
• 71 km unsealed roads
• 550 km kerb and gutter
• 8,114 drainage pits
• 135 km walking tracks
• 178 km footpaths
• 31 bridges
• 105 parks
• 22 sporting grounds
• 66 playing courts
• 17 pools in 5 locations
• 6 skate parks
• 14 public halls and meeting places
• 1 cultural centre
• 1 theatre and community hub
• 6 libraries
• 28 emergency buildings
• 88 public toilets
• 9 cemeteries
• 2 waste management facilities
• 1 dam
• 11 commuter car parks
2.1 the services we deliver
28 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The key challenge for the City is fostering social and economic well-being while protecting and enhancing the surrounding Blue Mountains World Heritage Area.
Other challenges include:
• Safe management of asbestos
• The impact of the Blue Mountains physical topography and dispersed settlement pattern on service and infrastructure provision
• Being an area highly prone to natural disasters such as bushfires and storms
• The City’s location in a World Heritage Area which requires the Council to reduce and manage the impacts of settlement on the natural environment
• Retaining a Blue Mountains identity and not being subsumed by Greater Sydney
• The possible adverse impact of the proposed Western Sydney airport on the Blue Mountains quality of life
and environment
• Continuing work to reverse the decline in the City’s ageing built infrastructure
• Continuing to improve the financial sustainability of the City and achieve State Government Fit for the Future targets set for 2019–2020
• Managing the impact of growing visitation on our local communities, infrastructure capacity and natural areas
• Responding adequately to the ageing of our community
• Addressing the changing housing needs of our community and requirements for more diverse and affordable housing
• Strengthening the Blue Mountains economy and improving increasing access to local and regional employment
• Improving public transport so that it better meets the needs of the local community including commuters
The Council’s 10 year Resourcing Strategy plans for the resourcing required to fund the Delivery Program. The Resourcing Strategy has three integrated components:
The Long Term Financial Plan: This plan provides 10-year projected revenues that inform the financial extent to which service delivery, infrastructure projects, workforce resources and operational expenditure can be provided.
The Asset Management Strategy: This strategy sets the broad framework and key principles for undertaking asset management, and outlines why and how asset management will be undertaken.
The Workforce Management Strategy: This strategy takes a long-term view to ensure Council’s workforce is structured to deliver on the commitments in the Delivery Program 2017-2021.
2.2 our key challenges
2.3 our resourcing strategy
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Summary overview
Over the past four years the financial position of the City and the Council has improved. This is a direct result of the Council taking leadership to live within its means by implementing its Six Strategies for Financial Sustainability, including: Avoid Shocks, Balance the Budget, Manage Borrowings Responsibly, Increase Income, Review and Adjust Services and Increase Advocacy and Partnerships.
The commitment to simultaneously implementing each of these strategies resulted in the Council being assessed as “Fit for the Future” in 2015 by the Independent Pricing and Regulatory Tribunal (IPART) and the NSW State Government.
Going forward the Council continues to have financial challenges in managing over $1.1B worth of ageing built infrastructure as well as meeting the rapidly changing needs of the City, including an aging population, very little projected population growth but rapidly increasing visitor numbers. The Council’s services and infrastructure also need to be adaptable and responsive to future changes and developments in technology.
The Council must continue to live within its means while managing costs rising faster than income. This means that levels of service provided need to balance to the available revenue. Continuing to engage the community on the best ways of achieving affordable and acceptable levels of service will be an important part of managing the remaining gap in required funding to renew and maintain the City’s ageing built infrastructure.
This Resourcing Strategy 2017-2027 sets out a 10 year strategy, with key actions and performance targets to ensure that the financial position of the City and the Council continues to improve. It puts forward the necessary strategies and actions to ensure the Council not only achieves required NSW State Government Fit for the Future targets by 2019-2020, but is also positioned to be financially sustainable into the long term with affordable and acceptable levels of service agreed with community.
Over the next four years the Council will continue to implement the Six Strategies for Financial Sustainability, including further engaging with community on affordable and acceptable levels of service to ensure we are delivering on community priorities while living within our means.
2.4 our strategic resourcing outlook
30 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Council’s Long Term Financial Strategy is to balance levels of service to available revenue while managing risks. In doing this the strategy also aims within available funding to meet future changing service and infrastructure needs of the City.
The strategy plans for an improvement in financial capacity through continuing to implement the Six Strategies for Financial Sustainability. These strategies have been updated to incorporate the Councils Fit for the Future Action Plan and performance measures.
Over the Delivery Program four years the key financial planning focus is on:
• Determining affordable and acceptable levels of service in consultation with the community through ongoing review of services and service levels required in the City;
• Funding the optimal lifecycle costs of the built assets that are supporting the delivery of required services and the achievement of determined levels of affordable service provision;
• Ensuring best value spending of available funding, including additional income obtained from the community endorsed Special Variation to rates 2015 (SV2);
• Managing costs rising faster than income by reducing costs, increasing income and achieving efficiencies through implementation of the Council’s Business Improvement Program and other initiatives;
• Planning for and developing sustainable services and infrastructure to meet the changing needs of the community; and
• Managing the impact of growing visitation and ensuring visitors are funding these increasing costs through implementing a user pays strategy.
The Council’s Long Term Financial Plan (LTFP) 2017-2027 has forecast the achievement of an Operating Surplus in every financial year over the next 10 years, with the size of the surplus reaching $2.8 M in 2019-2020 and reducing to $456,000 by 2025-2026. These surplus projections will only be achieved if the LTFP is implemented, including all six financial sustainability strategies, and service levels are rebalanced to available revenue.
To achieve Operating Surpluses, the LTFP assumes there will be reductions in expenditure and operating costs as well as increases in income to meet the ongoing challenge of Council’s costs rising faster than income. The plan also assumes funding of identified optimal lifecycle costs of required built assets.
It is assumed that income will be increased through a Visitor User Pays Strategy to fund services and assets that are being used by increasing numbers of visitors.
It is also assumed that there will be substantial reductions in expenditure in a number of areas:
• Depreciation will be reviewed and projections aligned to asset useful lives determined by agreed and affordable levels of service;
• Operational cost savings will be achieved through the Business Improvement Program and other initiatives;
• Allocation of additional special rate variation funds will reduce ongoing costs through effective best value targeting of funding; and
• Reduction in debt repayments through no new borrowings – noting that in future years Council will rebuild its capacity to be able borrow if required when it is in a better position to afford required principle and interest repayments.
Over the next five to ten years Council is working towards reducing the asset funding shortfall by directing available funds, including projected increased funds from a Visitor User Pay Strategy, to asset renewal where needed. The funds available over the 10 years for capital expenditure will generally be directed to reducing the infrastructure renewal backlog and fully funding renewal requirements of assets that have been assessed as being required and essential to support service delivery.
It is also important that some funding is available to meet the changing needs of the community and the City going forward. Much of the City’s infrastructure is so old that, due to constantly changing needs of the community, assets may need to be upgraded or replaced rather than renewed. Council will also be consolidating and reconfiguring assets to meet community needs and, in the event it is necessary, funding will be allocated to new assets. Internal borrowing will be used if required where additional income producing elements can be integrated into these developments.
The improvement of the Council’s financial performance, will be achieved through a multi-pronged approach. This approach will include a period of service level adjustment implemented in consultation with the community, to ensure best value services that address changing needs of community. This may include reconfiguration of, and changes in the delivery of some services and facilities, to better address assessed community needs and requirements within available Council funding and address required risk mitigation.
2.5 our financial plan
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 31
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In order to meet service level targets and ensure sustainable service delivery, the asset management strategies align with the available revenue forecast by the Long Term Financial Plan. The Council’s key Asset Management Strategies over the next four years are:
1. Within available forecast revenue, ensure that BMCC’s services and infrastructure are provided in a sustainable manner
2. Develop and implement a suite of strategies to inform investment and ensure Council’s assets sustainably meet community needs
3. Safeguard BMCC assets, including physical assets and employees
4. Demonstrate transparent and responsible asset management processes that align with best practice and statutory requirements and standards
As outlined in the Asset Management Strategy (AMS) Council must continue to manage over $1.1B worth of ageing infrastructure.
In the past, asset maintenance and renewal has been below the required level of investment resulting in significant deterioration in asset condition. In addition, a number of services need new or upgraded assets to continue to meet the needs of the community. Going forward, asset service levels need to be balanced against available funding in the most optimal way that best meets the changing needs of the community.
Blue Mountains City Council’s Workforce Management Strategy (WMS) 2017-2027 takes a long-term view determining the workforce needs over a 10-year horizon.
This is to ensure Council’s workforce is structured and has the capacity to deliver the programs and priorities outlined in the Community Strategic Plan 2035 and the Council’s four year Delivery Program 2017-2021.
The purpose of the WMS strategy is to provide the platform to identify, consider and respond to the significant issues and risks facing the organisation now and into the future. In particular, it takes into account the increasing financial pressures facing the Council by strategically positioning our workforce to respond quickly to changing needs of the organisation.
Ultimately, implementation of the strategy will deliver a highly safe, skilled and engaged workforce that provides “value for money” services to the Blue Mountains community.
Significant workforce challenges and opportunities include expanding connectivity capability from technology, an aging population with a wealth of skills and wisdom, increasing salary and superannuation requirements, enhancement of work health and safety, development of organisational structure for greater efficiencies and effectiveness.
2.6 our asset plan
2.7 our workforce plan
32 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
In 2013 the Council took the initiative to develop the Six Strategies for Financial Sustainability. Continuing to implement these strategies is critical to building a sustainable and successful future for our City. When implemented together, they ensure that the Blue Mountains City Council is continually working to improve its financial position.
The financial strategies provide direction and guidance for Councillors, the Council’s management and the community on how the Council will achieve improved long-term financial sustainability.
SIX STRATEGIES FOR FINANCIAL SUSTAINABILITY
Actionsa. Proactively implement the
Long Term Financial Plan (LTFP) and the Council’s Fit for the Future Improvement Plan
b. Develop annual financial targets for next 10 yearsc. Develop corporate risk register and undertake
regular reportingd. Implement best value spending of SV2
funds to reduce operating costs and increase income, while meeting
community and City needs
Actionsa. Continue to engage community
on affordable and acceptable service levels
b. Implement strategic review of service levels provided by the Council overall
c. Undertake best value reviews of individual services as requiredd. Develop Service and Asset Plans that
guide best value service provision
Actionsa. Cease future loan borrowings
subject to a business caseb. Reduce existing loan debt through refinancing
c. Direct surplus cash funds to reduce borrowings where appropriate
d. Review borrowing capacity annuallye. Implement the Council’s
Investment Policy and Strategy
Actionsa. Align annual
budgeting to LTFP
b. Implement improvement initiatives
that reduce expenditure and/or increase income
c. Define and implement affordable levels of service within available
revenued. Review asset lifecycle costs,
valuation, useful life and depreciation
e. Consolidate and/or reconfigure provision of assets/services to reduce costs and increase income
f. Prioritise funding of high risk asset renewal
Actionsa. Lobby Federal and State
Governments for fairer distribution of national
incomeb. Lobby State Government on rising impost of emergency services
c. Continue to advocate against cost shifting to Council from other levels
of governmentd. Implement Regional Strategic
Alliance with Penrith and Hawkesbury Councils
e. Develop partnerships with other agencies, community and business sector
Actionsa. Review revenue strategies to ensure
revenue is maximised in an equitable and business-like manner
b. Continue to implement Property Disposal & Investment Program
c. Investigate and implement other revenue generating initiatives
d. Develop and implement a strategy and business planning for commercial properties
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Strategies for Ongoing
Financial Sustainability
INCREASE INCOME
REVIEW
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AVOID SHOCKS
BALAN
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2.8 implementing our six strategies for financial sustainability
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strategy 1: avoiding shocks The Council proactively implements financial planning to ensure we live responsibly within our means, manage risks and prioritise resources to achieve best outcomes.
The LTFP assesses the Council’s revenue capacity and projects future costs. This strategy of avoiding shocks will be achieved by the Council proactively using the LTFP to manage and smooth projected increases in costs or decreases in revenue. This provides the Council with an opportunity for early identification of financial issues and longer-term impacts. It also helps the Council make strategic decisions based on these issues and impacts – with the aim of minimising unexpected events.
By managing and making appropriate adjustments for increases in costs or decreases in revenue, this strategy positions the City to better withstand costly unexpected events and to continue to deliver quality services that meet community needs.
strategy 2: balancing the budgetThis strategy involves continuing to balance the Council’s cash budget each year, and by 2019-2020 balancing the Operating Result (including depreciation and excluding capital grants), to achieve fit for the future requirements. This will be achieved through a combination of strategies including reducing debt, increasing revenue and adjusting of services as outlined below, as well as achieving operating savings through continuous business improvement initiatives.
Council’s cash budget is all the operating and capital revenue funds received less all the outgoing funds expenditures made during the year. Council’s Operating Result equals only operating revenue less operating expenditure (including depreciation) and excludes all capital transactions.
strategy 3: managing borrowings and investments responsiblyCouncil has a number of internally and externally restricted funds that are invested according to Councils Investment Policy and Strategy. At 2015-2016 Council had $30.5M in cash and investments with the majority of funds held at very low risk in short and long term deposits. This strategy focuses on ensuring investments are optimally managed and returns are maximised within an appropriate risk framework.
While the Council’s debt service financial indicator (i.e. the degree of revenue from continued operations committed to the repayment of debt) is within the industry benchmark, our financial planning has identified that we have reached our capacity to incur debt. That is, our available revenue is insufficient to support any further loan interest and principal repayments. As a result, this strategy focuses on minimising future borrowings and reducing existing debt.
strategy 4: increasing incomeFor long-term financial sustainability and funding of the infrastructure shortfall, it is essential that the Council increases its income. For every dollar residents pay in rates, the Council at least matches it with revenue from sources such as grants, commercial activities (e.g. Caravan Parks and Visitor Information Centres) and from fees and charges. Over the past five years, the Council’s revenue base has included over $80M in externally acquired grant funding for the community.
While increasing income is limited due to rate pegging and limited growth opportunities, initiatives for increasing income range from seeking external grants, setting appropriate levels for fees and charges, achieving sound financial returns from Council’s commercial activities (for example commercial property and caravan parks) and engaging the community on possible rate increases to support required levels of service.
This Strategy has also included implementing a two-stage planned approach to increasing revenue through phased special rate variations, implemented gradually, taking into account community capacity to pay rate increases and the financial challenge facing the City:
• Stage 1, successfully implemented in 2012-2013, included continuation of an existing special variation for infrastructure from July 2013; and
• Stage 2, successfully implemented in 2014-2015, involved extensive community engagement in 2014 on three options for Resourcing Our Future, resulting in community endorsement and IPART approval for a four year special rate variation to improve overall financial sustainability and reverse the decline in the City’s $1.1B worth of built asset, improve emergency preparedness and response, continue environmental programs and improve services to the community.
The Council is required to monitor and track spending of the special rate variation for 10 years. This expenditure will be reported in the Council’s Annual Reports.
34 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
strategy 5: review and adjust service levels in consultation with community This strategy involves the Council implementing ongoing and targeted service reviews to ensure best value service provision to the community. It also involves reviewing the relative mix of services that Council provides and the level of assets required to deliver the services.
The “Blue Mountains City Council Service Framework – Guidelines for Achieving Best Value Service that Meet Community Needs” (June 2015), outlines key service provision principles and guidelines for the planning and review of Council services. This framework aims to ensure that within available resources the Council provides the best range of quality “value for money” services that meet the needs of the most number of residents and visitors to the City.
It is important that there are processes in place that ensure available resources are effectively and transparently targeted in consultation with the community, and in a way that best addresses identified risks and assessed needs. The planning and review of services, also aims to ensure that service delivery is relevant to the changing needs of the community and to identify opportunities for innovative, responsive and quality service provision.
Examples of service areas reviewed include the review of the bulky waste collection service resulting in a shift to a more responsive booked service, review of the Council’s Caravan Parks resulting in increased revenue and the Sealing of Unsealed Roads Program resulting in significant ongoing cost savings and improved service delivery.
strategy 6: increasing advocacy and partnershipsThis strategy involves advocating to other levels of government for a fair share of funding, reduced cost shifting and building partnerships with others to achieve positive outcomes for the Blue Mountains. This is particularly important given the characteristics and challenges of the Blue Mountains such as its location adjacent to a World Heritage Listed National Park and its significance as a major Australian tourist destination.
Such advocacy can be achieved through local members, the Local Government Association, neighbouring council partnerships such as the Regional Strategic Alliance with Penrith and Hawkesbury Councils and through submissions to the various local government inquiries.
The potential for additional revenue from this strategy is quite significant. Examples of the Council’s previous success with this include the $9.5M Federal Government grant for Springwood Cultural Facilities Upgrade, the Blue Mountains Cultural Centre public/private partnership and almost $2M from the Federal and State Governments to help our community recover from the impacts of the 2013 bushfire events.
Developing partnerships with other organisations and with the community and business sectors is also a key focus of this strategy.
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The Council was declared Fit for the Future by the State Government in October 2015 on the basis that we will achieve set Sustainability, Infrastructure Management and Efficiency targets by 2019-2020. This result is based on achieving improvement in all measures where we are not already meeting the benchmark.
BMCC was one of just seven metropolitan councils deemed "fit for the future" and fit to stand alone, with only 40% of councils across NSW being deemed Fit for the Future.
Being assessed as Fit for the Future is an important and significant result for Blue Mountains City Council and for the City of Blue Mountains. It is a reflection of the leadership of the Council and the extensive work over many years to build a sustainable and successful future for the Blue Mountains. The Council’s 10-year Resourcing Strategy 2016-2026, including the Six Strategies for Financial Sustainability, is the Council’s road map for becoming “Fit for the Future”.
SIX STRATEGIES FOR FINANCIAL SUSTAINABILITY DELIVERS FIT FOR THE FUTURE RESULTS
FIT FOR THE FUTURE PROJECTED RESULTS
2014-2015Base Year
Actuals
2019-2020 Projected
Performance
10 Year Projected
Performance Benchmark
Sustainability
Operating Performance ratio -3.25% 0.01% achieves 0.10% achieves >0%
Own Source Revenue ratio 76.9% 87.8% achieves 88.2% achieves >60%
Building & Infrastructure Asset Renewals ratio
19.1% 76.9% improves 75.1% maintains >100%
Infrastructure Management
Infrastructure Backlog ratio 2.0% 1.98% achieves 1.93% achieves <2%
Asset Maintenance ratio 96.0% 96.9% improves 100% achieves >100%
Debt Service ratio 8.8% 6.2% achieves 1.9% achieves <20%
Efficiency
Real Operating Expenditure per Capita
1.05 0.94 achieves 0.90 achieves decline
fit for the future measures
scale and capacity 3
financially sustainable 3
effective services
and infrastructure3
efficient 3 RES
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Financial Sustainability
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2.9 fit for the future
36 Delivery Program 2017-2021 and Operational Plan Year Two 2018-201936 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
key measuresThere are seven key FFTF measures for Sustainability,
Infrastructure Management and Efficiency
1. Operating performance ratio
What Is Being Measured: Whether the Council has sufficient revenue (excluding capital items) to cover expenditure requirements (including depreciation) measured as a percentage
Calculation: Total operating revenue (excluding capital items) less total operating expenses (including depreciation costs) divided by total revenue
Target: Greater than or equal to breakeven average over 3 years
2. Own source revenue ratio What Is Being Measured: This ratio measures fiscal
flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions.
Calculation: Total operating revenue (excluding capital revenue) divided by total operating revenue
Target: Greater than 60% average over 3 years
3. Building and infrastructure ratio
What Is Being Measured: The Council’s ability to fund the renewal of road, drainage and building assets relative to the amount of funding projected to be required from depreciation expenditure requirements
Calculation: Road, drainage and building asset renewal expenditure divided by depreciation expenditure
Target: Greater than 100% average over 3 years
4. Infrastructure backlog ratio What Is Being Measured: This ratio shows what
proportion the backlog of infrastructure renewal is against the total value of a council’s infrastructure
Calculation: Estimated cost to bring infrastructure assets to a satisfactory standard divided by the carrying value of infrastructure assets
Target: Less than 2%
5. Asset maintenance ratio What Is Being Measured: If Council is investing
enough funds to stop the infrastructure backlog growing
Calculation: Actual asset maintenance divided by required asset maintenance
Target: Greater than 100% average over 3 years
6. Debt service ratio What Is Being Measured: Percentage of the Council’s
total revenue used to service debt
Calculation: Total loan interest and principal repayments divided by operating revenue
Target: Less than 20% average over 3 years
sustainability measures:
infrastructure management measures:
efficiency measure:
7. Real operating expenditure per capita
What Is Being Measured: Indicates how well the Council is utilising economies of scale and managing service levels to achieve efficiencies
Calculation: Operating expenditure divided by population
Target: A decrease in real operating expenditure over time
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six strategies for financial sustainability and fit for the future action plan
The Six Strategies for Financial Sustainability each have a number of actions that will be implemented over the longer 10 year term.
From these actions the four year Fit for the Future actions and targets for 2017-2018 to 2020-2021 are derived to achieve Fit for the Future ratios in 2019-2020 and maintain or improve the ratios in following years.
The tables below present the Council’s Fit for the Future 4 and 1 year actions, which have been integrated into the Delivery Program and the Operational Plan
38 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Fit for the future action plan 2017-2021 incl. 2018-2019
1 avoid shocksSix Strategies 10 year Actions
Fit for the Future 4 year Actions
Operational Plan Actions (2018-2019)
1a. Proactively implement the Long Term Financial Plan and the Council’s Fit for the Future Improvement Plan
Achieve Fit for the Future ratios in 2019/2020, then maintain or improve ratios
Drive implementation of the Council’s Six Strategies for Financial Sustainability (DPOP 1.1.a)
1b. Develop annual financial targets for the next 10 years
Set annual Fit for the Future targets for 2017-2018 to 2019-2020
Increase long term financial impact assessment in Council and Internal Management decision making (DPOP 1.2.a)
1c. Develop Corporate Risk Register and undertake regular reporting
Develop Corporate Risk Register to target high risk renewal expenditure
Enhance the Council’s Enterprise Risk Management (ERM) (DPOP 1.2.c)
1d. Implement best value spending of SV2 funds to reduce operating costs and increase income, while meeting Community/City needs
Implement best value spending of SV2 funds to meet Fit for the Future ratios
Deliver initiatives to ensure that the expenditure of SV2 and other Council funds reduces long term costs and increases income (DPOP 1.1.a)
2 balance the budgetSix Strategies 10 year Actions
Fit for the Future 4 year Actions
Operational Plan Actions (2018-2019)
2a. Align annual budgeting to LTFP Align decision making to LTFP plan to achieve a positive operating performance ratio
Strengthen alignment of budgeting to LTFP, Service Plans and Asset Management Plans. (DPOP 1.1.a)
2b. Implement improvement initiatives that reduce expenditure and/or increase income
Implement improvement initiatives to achieve decreasing operating expenditure per capita
Deliver Business Improvement projects and mentor organizational business improvement through the established Business Improvement Program Office (DPOP 1.1.b)
Promote electronic delivery of all rating correspondence (DPOP 1.1.b)
2c. Define and implement affordable levels of service within available revenue
Model, define and review affordable levels of service within available revenue to improve operating performance ratio
Define affordable levels of service within Long Term Service Plans. (DPOP 1.3.a)
2d. Review asset lifecycle costs, valuation, useful life and depreciation
Improve asset lifecycle costs to improve the asset renewal and asset maintenance ratios
Review the Council’s depreciation and useful life assessment and valuation in the context of updated Asset Condition assessments and Asset Management Plans (DPOP 1.1.a)
Review and make improvements to the integration of the Finance Asset Accounting and Asset Management Plans (DPOP 1.1.a)
Implement the endorsed Asset Management Improvement Program (DPOP 1.3.b)
2e. Consolidate and/or reconfigure provision of assets/services to reduce costs and increase income
Consolidate and/or reconfigure provision of assets/services to improve asset renewal and asset maintenance ratios
Continue a strategic review of services to inform decision making and priorities (DPOP 1.3.a)
2f. Prioritise funding of high risk asset renewal
Prioritise funding of high risk asset renewal to reduce infrastructure backlog ratio
Enhance the Council’s Enterprise Risk Management (ERM) (DPOP 1.2.c) {same as 1.c}
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3 manage debt and investments responsiblySix Strategies 10 year Actions
Fit for the Future 4 year Actions
Operational Plan Actions (2018-2019)
3a. Cease future loan borrowings unless supported by business case
Cease future loan borrowings unless supported by business case to improve debt servicing ratio
Implement Borrowing policy (DPOP 1.1.a)
3b. Reduce existing loan debt through refinancing
Reduced operating expenditure requirements that improve debt servicing and operating performance ratios
3c. Direct surplus cash funds to reduce borrowings where appropriate
Further reduce borrowings to improve brrowing capacity, reduce debt servicing costs and improve debt servicing ratio
3d. Review borrowing capacity annually
Review borrowing capacity annually to ensure staying within debt servicing benchmark
3e. Implement the Council’s Investment Policy and Strategy
Manage Investments to maximise returns and achieve positive operating performance ratio
Implement Investments policy (DPOP 1.1.a)
4 increase incomeSix Strategies 10 year Actions
Fit for the Future 4 year Actions
Operational Plan Actions (2018-2019)
4a. Review revenue strategies to ensure revenue is maximised in an equitable and business-like manner
Review revenue strategies to maximise revenue to achieve positive operating performance ratio and improve own source revenue ratio
Update Revenue Strategies (DPOP 1.1.a)
4b. Continue to implement Property Disposal and Investment Program
Increase income from Property Disposal and Investment Program to achieve positive operating
Update Property disposal and investment program (DPOP 1.1.a)
4c. Investigate and implement other revenue generating initiatives
Increase revenue generating initiatives to achieve positive operating performance ratio and improve own source revenue ratio
Commence implementation of enforcement recommendations arising from the adopted Visitor Infrastructure Investment Strategic Plan (DPOP 6.4.a)
Implement the campgrounds investment and management plan (DPOP 6.4.a)
4d. Develop and implement a strategy and business planning for commercial activities
Increase income from commercial activities to achieve positive operating performance ratio and improve own source revenue ratio
Research options and develop recommendations on the operation of Council owned tourist parks for Council endorsement (DPOP 6.3.a)
40 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
5 review and adjust servicesSix Strategies 10 year Actions
Fit for the Future 4 year Actions
Operational Plan Actions (2018-2019)
5a. Continue to engage community on affordable and acceptable service levels
Define service levels in 2019-2020 to improve operating performance and infrastructure backlog ratios
Complete the review and update of service dashboards - defining affordable levels of service provision (DPOP 1.2.b)
5b. Implement strategic review of services provided by the Council overall
Strategic review of services improves operating performance ratio
Continue a strategic review of services to inform decision making and priorities (DPOP 1.3.a)
5c. Undertake best value reviews of individual services as required
Individual service reviews reduce expenditure to improve operating performance ratio
Financial Reporting & Analysis for in-depth Service Reviews (DPOP 1.3.a)
5d. Develop and align Service and Asset Plans that guide best value service provision
Develop financial projections for each service by 2018-2019 to ensure LTFP can be achieved and so can a positive operating performance ratio
Review and strengthen the Council’s Service Planning so that it guides and supports Asset Management Planning and best value service provision (DPOP 1.3.a)
6 increase advocacy and partnershipsSix Strategies 10 year Actions
Fit for the Future 4 year Actions
Operational Plan Actions (2018-2019)
6a. Lobby Federal and State Governments for fairer distribution of national income
Lobby to increase income and improve operating performance ratio
Continue the annual advocacy and partnership plan (DPOP 1.1.a)
6b. Lobby State Government on rising impost of emergency services
Lobby to minimise expenditure increases and improve operating performance ratio
Develop and maintain formal relationships and supporting arrangements between Council and the Rural Fire Service and State Emergency Service (DPOP 3.3.b)
6c. Continue to advocate against cost shifting to Council from other levels of Government
Advocate against expenditure increases and improve operating performance ratio
Develop the Priority Infrastructure Strategic Plan (DPOP 1.4.a)
6d. Implement Regional Strategic Alliance with Penrith and Hawkesbury Councils
Implement Regional Strategic Alliance to achieve enhanced advocacy and regional planning outcomes reduce operating expenditure per capita
Implement relevant components of the Regional Strategic Alliance Business Plan for 2018-2019 (DPOP 1.4.b)
6e. Develop partnerships with other agencies, community and business sector
Develop partnerships with other agencies to create efficiency savings and reduce operating expenditure per capita
Engage with key state agencies and adjoining councils to improve alignment of planning and reporting relative to the City of Blue Mountains
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our delivery program
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 43
This section presents the detailed four year Delivery Program and one year Operational Plan actions by each of the six Key Directions of the Blue Mountains Community Strategic Plan 2035. The Council Services contributing to each Key Direction are outlined below.
inspiring leadership
Services• Strategic & Governance
key direction 1
a liveable city
Services• Building Certification• Burials & Ashes Placement• City Presentation• City-wide Strategic Planning• Land Use Management
key direction 4
an environmentally responsible city
Services• Natural Environment• Resource Recovery and
Waste Resource Management• Water Resource Management
key direction 2
an economically sustainable city
Services• Commercial Activities• Economic Development & Tourism
key direction 6
Services• Transport and Public Access
key direction 5
an accessible city
Services• Aquatic & Leisure Centres• Community Development• Cultural Development• Emergency Management• Environmental Health & Regulatory
Compliance• Family Day Care• Libraries & Information• Sport and Recreation
key direction 3
an inclusive, healthy and vibrant city
3.1 delivery program by key direction
44 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Delivery Program allocates over $100M annually to services, facilities and infrastructure to meet the needs of the community.
This diagram shows the percentage share of Council’s 2018-2019 planned expenditure by Key Direction after repayment of debt.
COUNCIL EXPENDITURE BY KEY DIRECTION (%)
assessing progress To assess progress in implementing the Delivery Program a range of measures will be used within each Key Direction:
Outcome Measures - to determine if the Council has achieved results for the City and/or community.
These measures include:
• The Council’s bi-annual Community Survey measuring resident perception of Council performance and satisfaction and importance ratings for service delivery. The Chart below shows the historical residential satisfaction with overall Council performance.
• The condition and fitness for purpose of the Council’s built assets
• Fit for the Future NSW State Government performance measures relating to financial sustainability, service and infrastructure/ built asset management and efficiency
• Other results-based progress measures informing State of City Reporting
Output and Input Measures - to determine if the Council has achieved its planned activities effectively.
These measures include:
• Number of actions completed on time, within budget and to required standard
• Extent to which customer service standards are met
• Other service output/input measures
The results of these performance measures will be reported to the Council on a six-monthly and annual basis.
Overall progress in contributing to the achievement of the Blue Mountains Community Strategic Plan 2035, is reported every 4 years in a State of City: End of Council Term Report.
5
Resident Perceptions: In 2016, over 1,000 randomly selected residents representative of the community, were asked to rate overall performance of the Council’s service delivery. The 2016 overall result was 3.53 out of 5.
5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)
RESIDENT SATISFACTION WITH OVERALL COUNCIL PERFORMANCE
4
3
2
1
0
1996
2000
2002
2003
2004
2006
2007
2009
2010
2011
2012
2013
2014
2016
Mea
n (
ou
t o
f 5)
Council performance
High Satisfaction
Medium Satisfaction
Low Satisfaction
2.603.10 3.24 3.18 3.10 3.23 3.16
3.36 3.23 3.213.43 3.42 3.60 3.53
3
OU
R D
ELIV
ERY
PR
OG
RA
M
Thrive 9% Lead 6%
Protect 27%
Care 29%
Live 16%
Move 13%
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 45
3
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ELIV
ERY
PR
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KD 1: LEAD - Inspiring leadership
key direction 1
inspiring leadership
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 47
together we leadA sustainable city has inspiring community and civic leadership that acts responsibly in the broader interests.
It aspires to transform local communities into better places for current and future generations.
our aspirations and aimsWe value our inspirational civic leadership whose stewardship and decision-making benefits present and future Blue Mountains residents.
Our leaders work together effectively with the community, local organisations and other levels of government to achieve a more sustainable, successful and resilient Blue Mountains, environmentally, socially and economically.
By 2035 we are a more sustainable, successful and resilient Blue Mountains
inspiring leadership
48 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
lead objective 1.1 The Council lives responsibly within its means and strengthens its financial sustainability
Strategies
1.1.a Strengthen the financial sustainability of the Council
1.1.b Increase focus and priority on business improvement and innovation to improve effectiveness and efficiency
lead objective 1.2 All levels of government provide transparent, fair and accountable civic leadership and governance
Strategies
1.2.a Ensure decision-making processes are open, transparent, accountable and informed by sound integrated planning
1.2.b Actively engage, consult and inform the community about decisions, policies and plans
1.2.c Implement effective and efficient governance and risk management
1.2.d Manage information in a strategic, integrated and accessible way
lead objective 1.3 All levels of government provide value for money sustainable services and infrastructure
Strategies
1.3.a Review services on a regular basis to ensure they are providing value for money and are relevant in meeting the changing needs of the community
1.3.b Improve the management of the City’s built infrastructure and natural assets within available resources
1.3.c Ensure a safe, skilled and engaged Council workforce that provides value for money services to the community
lead objective 1.4 All levels of government and the community work together to achieve a more sustainable, successful and resilient Blue Mountains
Strategies
1.4.a Planning and coordination between the Council, other levels of government, and the community achieves a more sustainable, successful and resilient Blue Mountains
1.4.b Develop partnerships with the community and other stakeholders to strengthen advocacy for the city and support implementation of the Blue Mountains Community Strategic Plan
1.4.c The Blue Mountains is a leader in supporting and advocating for initiatives that address climate change and the achievement of globally agreed goals for limiting temperature increases
community strategic plan 2035 objectives & strategies
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 49
delivery of lead - inspiring leadershipThe LEAD Key Direction is delivered through Strategic and Governance Services
Strategic and Governance Services are those services that deliver high level strategic and governance functions that support the Council in complying with Australian and NSW laws, regulations and legislation in relation to transparency, accountability, financial management, asset management, governance and risk management, information management and strategic integrated planning and reporting.
Operational Internal Services - there are also a number of areas that support external service delivery. These Operational Support Services include Fleet, Customer Service, Financial Management, People (Human Resources), Asset Management, Central Warehousing & Purchasing, Information Solutions, Administrative Property Portfolio and Corporate Communications and Marketing. The cost of these services are distributed across the organisation as support costs, with $7.9M expenditure forecast in 2018-2019.
2016 community survey feedbackCURRENT CUSTOMER SATISFACTION RATING OUT OF 5
5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)
0 1 2 3 4 5
Level of Council Information provided and consultation 3.36
Value for money of Council Services 3.34
Councillor Performance 3.74
Council Staff Performance 3.77
Council Performance 3.53
budgetIn 2018-2019 the Council is forecast to spend $7.9M on the provision of Strategic and Governance Services.
Budget 2018-2019
Operating Cost $’000
Strategic and Governance 7,873
key strategiesKey Council strategies that provide detail on plans for the LEAD Key Direction:
Current• Community Strategic Plan 2035
• Resourcing Strategy 2017-2027 including:
- Long Term Financial Plan
- Workforce Management Strategy
- Asset Management Policy and Strategy
- Service Dashboards (companion document)
In Development• Priority Infrastructure Plan
50 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
planned capital works 2018-2021 Asset Works Program 2018-2021 ’000
CSP Strategy
2018-2019
2019-2020
2020-2021
Asbestos removal from Operational Buildings (AWP 65) 1.3b 50 25
Operational Building Renewal Program - Based on Operational Building Review (AWP 64)
1.3.b 200
ASSET WORKS PROGRAM TOTAL 50 25 200
performanceThe following measures will be used to track LEAD performance:
Performance Measures Annual Target
Governance – Good Customer Service
Overall community satisfaction with Council performance MAINTAIN OR IMPROVE
Overall community satisfaction with Council staff performance MAINTAIN
Overall community satisfaction with Councillor performance MAINTAIN OR IMPROVE
Overall community satisfaction with value for money of Council services MAINTAIN OR IMPROVE
Overall community satisfaction with the level of Council information provided and consultation implemented.
MAINTAIN OR IMPROVE
Financial – A Financially Sustainable Council
Fit for the Future targets
• Operating Performance Ratio POSITIVE
• Own source revenue MAINTAIN
• Building and infrastructure renewal ratio INCREASE
• Infrastructure backlog ratio DECREASE
• Asset maintenance ratio MAINTAIN
• Debt service ratio DECREASE
• Real Operating Expenditure per capita DECREASE
Social – a Safe, Skilled and Engaged Workforce
Workforce Management Plan targets
• Lost time injuries DECREASE
• Employee retention rate MAINTAIN
• Employee engagement INCREASE
Environment – reduced resource consumption
Council carbon footprint DECREASE
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 51
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lead objective 1.1 The Council lives responsibly within its means and strengthens its financial sustainability
Strategy 1.1.a - Strengthen the financial sustainability of the Council
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1101 Achieve Fit for the Future Targets, implement the Fit for the Future Action Plan and align financial management through the Long Term Financial Plan (LTFP)
D1101.01 Monitor and report on achievement of Fit for the Future targets
Strategic & Governance
Strategic Finance: Manager
D1102 Implement the Six Strategies for Financial Sustainability:
1. Avoid Shocks - Monitor and report on annual Fit for the Future targets
2. Balance the Budget - Strategic allocation of annual budget in alignment to the LTFP
3. Manage Debt and Investments Responsibly - improve borrowing capacity and maximise investment returns
4. Increase Income - Review Revenue Strategies including Property Disposal and Investment Program
5. Review and Adjust Services - Develop and align service and asset plans
6. Increase Advocacy and Partnerships - Develop an advocacy and partnership strategy
Drive implementation of the Council’s Six Strategies for Financial Sustainability (FFtF 1a)
D1102.01 Set annual financial and Fit for the Future targets, monitor and report. (FFtF 1b)
D1102.02 Strengthen alignment of budgeting to LTFP, Service Plans and Asset Management Plans (FFtF 2a)
D1102.03 Implement Borrowings Policy (FFtF 3a to 3d)and Investments Policy (FFtF 3e)
D1102.04 Update Revenue Strategies (FFtF 4a)
D1102.05 Update Property Disposal and Investment Program (FFtF 4b)
D1102.06 Improve alignment of service and asset plans (FFtF 5d)
D1102.07 Continue the annual advocacy and partnership plan (FFtF 6a to 6e)
Strategic & Governance
Strategic Finance: Manager
Asset and Service Planning: Manager (D1102.06 & D1102.07)
D1103 Identify innovative and creative ways of lowering costs and increasing income
D1103.01 Deliver initiatives to ensure the expenditure of SV2 and other Council funds reduces long term costs and increases income (FFtF 1d)
Strategic & Governance
Strategic Finance: Manager
D1103.02 Develop proposal for re-use of Old Hazelbrook Child Care Centre (FFtF 1d)
Commercial Activities
Community and Economic Outcomes: Manager
D1104 Improve integration of the Asset Register and Asset Management Plans to inform achievement of affordable levels of service
D1104.01 Review and make improvements to the integration of the Finance Asset Accounting and Asset Management Plans (FFtF 2d)
Strategic & Governance
Strategic Finance: Manager
D1104.02 Review the Council’s depreciation, useful life assessment and valuation in the context of updated Asset Condition assessments and Asset Management Plans (FFTF 2d)
Strategic & Governance
Strategic Finance: Manager and Asset & Service Planning: Manager
Note: the reference to FFtF refers to actions contributing to the Council’s Fit for the Future Action Plan outlined on pages 36-40 of this document.
52 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 1.1.b - Increase focus and priority on business improvement and innovation to improve effectiveness and efficiency
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1111 Implement the Council’s Business Improvement Program to achieve cost savings, efficiencies, productivity and increase revenue
D1111.01 Deliver Business Improvement Projects and mentor organisational business improvement in align with the organisational improvement action plan (FFtF 2b)
Strategic & Governance
Innovation and Change: Manager
D1112 Conduct an Organisational Performance Review and implement an Organisational Improvement Action Plan
D1112.01 Implement the Organisational Improvement Action Plan for 2018-2019
Strategic & Governance
Integrated Planning & Finance: Group Manager
D1113 Review the Council’s financial systems to strengthen them against business requirements
D1113.01 Commence financial systems options investigation for alignment with Organisational Improvement Action Plan
Strategic & Governance
Financial Controller
D1114 Develop and progress e-business opportunities for financial transactions/ services
D1114.01 Promote electronic delivery of all rating correspondence (FFtF 2b)
Strategic & Governance
Financial Controller
D1115 Improve building, regulatory and compliance inspection services by implementing new technologies and business processes.
D1115.01 Develop and progressively implement digital forms and digital end to end business processes
Environmental Health and Regulatory Compliance
Land Use Management
Development & Planning Services Manager
Building & Compliance: Manager
D1115.02 Progressively digitise development related microfiche records for their long term preservation and use
Land Use Management
Business & Systems Executive Principal
D1116 Develop and implement the Workplace Strategy to support and influence innovation, efficiency and business improvement
D1116.01 Align the Workplace Strategy with the Organisational Performance Review
Strategic & Governance
People and Systems: Group Manager
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lead objective 1.2 All levels of government provide transparent, fair and accountable civic leadership and governance
Strategy 1.2.a - Ensure decision-making processes are open, transparent, accountable and informed by sound integrated planning
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1201 Use the best value decision making framework to ensure that available funding is well targeted to improve financial sustainability
D1201.01 Guide and support best value decision making to achieve financial sustainability targets
Strategic & Governance
Strategic Finance: Manager
D1202 Review Council meeting governance and reporting processes
D1202.01 Review Council’s meeting practice against model Code of Meeting Practice.
Strategic & Governance
Executive Officer
D1203 Improve understanding of Council’s Long Term Financial Plan (LTFP) so that it drives and guides decision making.
D1203.01 Increase long term financial impact assessment in Council and Internal Management decision making (FFtF 1b)
Strategic & Governance
Strategic Finance: Manager
D1204 Strengthen the Council’s Integrated Planning & Reporting processes
D1204.01 Commence implementation of four year Integrated Planning and Reporting Improvement Program
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1204.02 Develop and implement the organisational business planning and budgeting process for 2019-2020
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1204.03 Coordinate implementation of the Council’s Fit for the Future 2018-2019 Improvement Action Plan
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1205 Prepare, review and update corporate plans, strategies and programs in consultation with community to meet NSW Integrated Planning requirements
D1205.01 Coordinate review and update of 2017-2021 Delivery Program incorporating 2019-2020 Operational Plan (Year 3)
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1205.02 Complete 2018 Community Survey assessing community satisfaction with Council service delivery
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1206 Improve corporate reporting
D1206.01 Complete the 2017-2018 Annual Report with improved linking to the Integrated plans
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1206.02 Commence a review of corporate performance measurement and reporting
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1207 Implement the Mandatory Local Planning Panel to determine local development applications meeting legislated referral criteria.
D1207.01 Continue to develop and implement the Mandatory Local Planning Panel
Strategic & Governance
Development and Planning Services Manager
D1208
Prepare and review a Local Strategic Planning Statement
D1208.01
Prepare a Local Strategic Planning Statement by July 2019
Strategic & Governance
Development & Planning Services Manager
D1209
Implement statutory model Code of Conduct
D1209.01
Review Council's policy against model code of conduct
Strategic & Governance
Executive Officer
54 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 1.2.b - Actively engage, consult and inform the community about decisions, policies and plans
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1211 Position the Council to be proactive in communicating and engaging with the community on the business of the Council
D1211.01 Implement the Corporate Communication and Marketing Strategy
Strategic & Governance
Corporate Communications & Marketing: Program Leader
D1211.02 Implement phase 2 of the Corporate Website Improvement Project to serve contemporary information, customer service, marketing and e-business needs
Strategic & Governance
Corporate Communications & Marketing: Program Leader
D1211.03 Strengthen the use of digital and social media to increase community access to information and engagement opportunities
Strategic & Governance
Corporate Communications & Marketing: Program Leader
D1212 Engage community on the update of the Community Strategic Plan and the 10 year Resourcing Strategy - including affordable and acceptable levels of service
D1212.01 Complete the review and update of Service Dashboards – defining affordable levels of service provision (FFtF 5a)
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1212.02
Implement four year community engagement action plan informing the review and update of the Council’s Integrated Plans
Strategic & Governance
Integrated Planning and Finance: Group Manager
Strategy 1.2.c - Implement effective and efficient governance and risk management
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1221 Continue development of the Council’s enterprise risk management framework including staff education
D1221.01 Enhance the Council’s Enterprise Risk Management (ERM) to align with the organisational performance review (FFtF 1c & 2f)
Strategic & Governance
Governance & Risk: Manager
D1222 Corporate Policies are current and regularly reviewed
D1222.01 Commence update of the Council’s compliance management framework (phase 1).
Strategic & Governance
Executive Officer
D1222.02 Commence organisational policy review project
Strategic & Governance
Executive Officer
D1223 Improve and strengthen the Council’s safety and asbestos management
D1223.01 Commence development and implementation of the Council’s Safety Management System compliant with ISO 45001
Strategic & Governance
Chief Safety Officer
Governance & Risk: Manager
D1223.02 Implement the Council’s adopted Safety Improvement Plans
Strategic & Governance
Chief Safety Officer
D1224 Implement the Council’s Information Management Strategy to progress more strategic information management
D1224.01 Review the Information Management Strategy 2015-2019
Strategic & Governance
Information Solutions: Manager
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lead objective 1.3 All levels of government provide value for money sustainable services and infrastructure
Strategy 1.3.a - Review services on a regular basis to ensure they are providing value for money and are relevant in meeting the changing needs of the community
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1301 Plan and review Council’s services to achieve best value affordable service provision that meets assessed community needs
D1301.01 Continue a strategic review of services to inform decision making and priorities (FFtF 5b & 2e)
Strategic & Governance
Strategic Outcomes and Projects: Manager
D1301.02 Review and strengthen the Council’s Service Planning so that it guides and supports Asset Management Planning and best value service provision (FFtF 5d)
Strategic & Governance
Integrated Planning and Finance: Group Manager
D1301.03 Prepare Financial Reporting & Analysis for in-depth Service Reviews (FFtF 5c)
Strategic & Governance
Strategic Finance: Manager
D1302 Model, define and review affordable levels of Council service and asset provision within available revenue
D1302.01 Define affordable levels of service within Long Term Service Plans (FFtF 2c)
Strategic & Governance
Strategic Finance: Manager
Strategy 1.3.b - Improve the management of the City’s built infrastructure and natural assets within available resources
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1311 Improve our approach to asset management
D1311.01 Implement the endorsed Asset Management Improvement Program (FFtF 2d) (SV)
Strategic & Governance
Asset and Service Panning: Manager
D1311.02 Implement maintenance plans for Council managed buildings based on building condition, service level and risk.
City Presentation
Manager City Presentation
D1312 Review the Council’s Administrative Property Portfolio
D1312.01 Review Council’s administrative property portfolio to feed into the Workplace Strategy
Community Development
Community and Economic Outcomes: Manager
D1313 Implement Asbestos Management Plan
D1313.01 Support the organisation in dealing with dumped and damaged asbestos incidents
Strategic & Governance
Chief Safety Officer
D1313.02 Commence a program to remediate Operational and Community Buildings (AWP 65 & AWP 132)
Operational Internal
Community and Economic Outcomes: Manager
D1313.03 Implement a series of building inspections as per the Asbestos Management Plan
City Presentation
Manager City Presentation
D1313.04 Implement illegal dumping strategy
Strategic & Governance
Environment & Culture: Manager
56 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 1.3.c - Ensure a safe, skilled and engaged Council workforce that provides value for money services to the community
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1321 Implement the Workforce Management Strategy
D1321.01 Implement the audit program for workplace relations
Strategic & Governance
People and Systems: Group Manager
D1321.02 Implement the Equal Employment Opportunity Management Plan
Strategic & Governance
People and Systems: Group Manager
D1321.03 Implement the organisational performance review workforce management actions
Strategic & Governance
People and Systems: Group Manager
D1322 Council supports trainees, apprentices & cadets
D1322.01 Implement annual Trainee, Apprentice and cadet program
Strategic & Governance
People and Systems: Group Manager
D1323 Strengthen Human Resource Management and Recruitment
D1323.01 Commence implementation of the adopted Human Resource & Recruitment improvement plan actions
Strategic & Governance
People and Systems: Group Manager
lead objective 1.4 All levels of government and the community work together to achieve a more sustainable, successful and resilient Blue Mountains
Strategy 1.4.a - Planning and coordination between the Council and other levels of government and the community achieves a more sustainable, successful and resilient Blue Mountains
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1401 Work with Greater Sydney Commission to finalise and implement the West District Plan
D1401.01 Refer Strategy 4.1.a
D1401.02 Refer Strategy 4.1.c (FFtF 6a)
City Wide strategic planning
Strategic Outcomes & Projects: Manager
D1402 Negotiate and implement the City Deal with Australian and NSW Governments
D1402.01 Negotiate the City Deal for the benefit of the BMCC LGA area.
Refer Strategy 4.1.a (FFtF 6a) for implementation of projects receiving funding from the City Deal
Strategic & Governance
General Manager
Community & Economic Outcomes: Director
D1403 Develop and implement the Priority Infrastructure Plan to coordinate and advocate for the delivery of future assets/services in the City
D1403.01 Develop the Priority Infrastructure Strategic Plan (FFtF 6c)
City Wide strategic planning
Manager Infrastructure and Major Projects
D1404 Improve and better align planning and reporting between the Council, State Agencies and adjoining councils.
D1404.01 Engage with key State Agencies and adjoining councils to improve alignment of planning and reporting relative to the City of Blue Mountains (FFtF 6e)
Strategic & Governance
Integrated Planning and Finance: Group Manager
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Strategy 1.4.b - Develop partnerships with the community and other stakeholders to strengthen advocacy for the city and support implementation of the Blue Mountains Community Strategic Plan
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1411 Actively participate in the Regional Strategic Alliance
D1411.01 Engage, contribute and support collaborations of the Regional Strategic Alliance (RSA) in the area of Procurement.
Strategic & Governance
Group Manager, People and Systems
D1411.02 Investigate and provide advice for procurement implications in all RSA project Initiatives.
Strategic & Governance
Group Manager, People and Systems
D1411.03 Engage, contribute and support the objectives of the Regional Strategic Alliance’s (RSA) Asset Management Program
Strategic & Governance
Group Manager, People and Systems
D1411.04 Contribute to the achievement of regionally agreed objectives with an 18/19 focus on Asset management strategy and planning, Asset management processes and Workforce knowledge management.
Strategic & Governance
Group Manager, People and Systems
D1411.05 Actively engage, contribute and support the objectives of the Regional Strategic Alliance’s (RSA) Customer Experience Program.
Strategic & Governance
Group Manager, People and Systems
D1411.06 Contribute to the achievement of regionally agreed objectives with an 18/19 focus on knowledge sharing, joint training opportunities, customer satisfaction benchmarking, disaster/emergency support
Strategic & Governance
Group Manager, People and Systems
D1411.07 Achieve agreed objectives for the Regional Strategic Alliance (RSA) Internal Audit Program between Hawkesbury City Council and Blue Mountains City Council.
Strategic & Governance
Group Manager, People and Systems
D1411.08 Consider future opportunities for Penrith City Council to become involved in the Internal Audit Program.
Strategic & Governance
Group Manager, People and Systems
Strategy 1.4.c - The Blue Mountains is a leader in supporting and advocating for initiatives that address climate change and the achievement of globally agreed goals for limiting temperature increases
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D1421 Facilitate energy efficient initiatives that reduce greenhouse gas emissions from Council operations
D1421.01 Implement Carbon Action Plan actions for 2018-2019
Resource Recovery and Waste Resource Management
Environment & Culture: Manager
58 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
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Strategic Finance leads the achievement of a financially sustainable Council, including the annual update of the Long Term Financial Plan including the Six Strategies for Financial Sustainability.
4 year Priority Action
• Implement the Fit for the Future action plan
Corporate Strategy drives and guides the Council in meeting NSW legislative requirements for Integrated Planning and Reporting (IPR).
4 year Priority Action
• Lead, guide and strengthen the Council’s Integrated Planning & Reporting processes
• Coordinate implementation of the BMCC Service Framework to achieve best value services.
• Engage the community on affordable and acceptable levels of service
• Improve and better align planning and reporting between the Council, State agencies and adjoining councils
Governance & Risk delivers the enterprise risk & governance framework, advice and oversight to the organisation. The service also develops and applies the internal audit plan to optimise financial and organisational control.
4 year Priority Action
• Implement the business improvement program• Further develop and apply Council’s enterprise risk
management framework• Review of Corporate policies• Develop integrated management systems
Councillor and Corporate Operations coordinates effective council governance processes including legal services, access to information, complaint procedures and provides executive support to the Mayor and elected representatives
4 year Priority Action
• Review of Council meeting governance and reporting
Strategic Asset Planning develops, maintains and implements an Asset Management Strategy, Policy and Plans and systems, processes and governance frameworks.
4 year Priority Action
• Implement the Council’s Asset Management Strategy, Policy and Plans and the Asset Management Improvement Program
description of lead strategic & governance services
People (Strategic) service provide the workforce management strategic planning for the 10 year Resourcing Strategy and Business Improvement Program.
4 year Priority Action
• Implement the Workforce Management Strategy• Council Support of trainees, apprentices and cadets• Implement the Business Improvement Program
to align with the Organisational improvement Action Plan.
Corporate communications and marketing implements a corporate communications strategy and policy to guide delivery and resourcing of Council’s corporate communications, engagement and marketing activities. The service will also support the newly established regional tourism organisation.
4 year Priority Action
• Position the Council to be proactive in communicating and engaging with community
• Develop and implement a new corporate website• Increase Council’s online presence
Commercial Property Portfolio service ensures options for investment and divestment of the commercial property portfolio are identified and acted upon.
Information Solutions manages information systems to align with business needs. It provides best value innovative information and technology solutions, including advancement to enterprise mobility, digitised business processes, greater use of eBusiness and appropriate disaster recovery infrastructure.
4 year Priority Action
• Implement the Council’s Information Management Strategy
Safety and Asbestos Management leads improvement in asbestos and safety management.
4 year Priority Action
• Implement Asbestos Management Plan• Leading & co-ordinating the Council’s asbestos
management response• Oversee and drive implementation of a quality
’whole of organisation’ safety management system• Improve and Strengthen the Council's Safety and
Asbestos Management
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KD 2: PROTECT - An environmentally responsible city
an environmentally responsible city
key direction 2
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 61
an environmentally responsible city
together we protectAn environmentally responsible city is concerned with the human impact on the natural environment and how resources are used. The natural environment is valued for its intrinsic nature and role in maintaining all forms of life.
With an awareness of global and local issues, the City respects, conserves and restores the environment and avoids development in areas which are ecologically sensitive.
The importance of retaining natural areas within the urban footprint is understood.
our aspirations and aimsAs a City surrounded by a World Heritage National Park, we strive to minimise the impact of our urban footprint on the natural environment and to be a model for sustainable living.
Living in harmony with the environment, we care for the ecosystems and habitats that support life. We look after, enjoy and actively manage the healthy creeks and waterways, diverse flora and fauna and clean air and fertile soil.
In response to climate change, we have developed strategies to prepare, adapt and build resilience to likely impacts. We have become a leader in reducing our greenhouse gas emissions and increasing our use of renewable energies. We aim to conserve energy and the natural resources we use.
By 2035 we are a more environmentally responsible City
62 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
protect objective 2.1 The condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments, and groundwater are maintained and enhanced
Strategies
2.1.a Protect and manage the City’s natural areas and the flora and fauna, ecological communities and ecosystems they support
2.1.b Protect, maintain and enhance the City’s natural waterways, water catchments and groundwater
2.1.c Minimise and mitigate the impacts of urban development
2.1.d Restore and rehabilitate degraded and disturbed land
2.1.e Advocate to other levels of government for no coal seam gas extraction in the City of Blue Mountains and the Greater Blue Mountains World Heritage Area
protect objective 2.2 Resources are used and managed in an environmentally responsible way
Strategies
2.2.a Encourage responsible resource use and low consumption environmentally aware lifestyles
2.2.b Minimise waste – avoid, reduce, recycle and reuse
2.2.c Conserve, manage and recycle water as a valuable resource using an integrated water management approach
2.2.d Reduce energy consumption and increase the use and storage of renewable energy
protect objective 2.3 The community and all levels of government work together to protect the Greater Blue Mountains World Heritage Area
Strategies
2.3.a. Ensure that the City’s Local Environmental Planning instruments continue to protect the unique environmental values of the Blue Mountains
2.3.b All levels of government and community work together to protect the Greater Blue Mountains World Heritage Area
2.3c Improve the recognition and conservation of natural area heritage assets including Aboriginal, environmental and built assets in natural areas
protect objective 2.4 Traditional owners and the broader Aboriginal community are supported to connect to, care for and benefit from Country
Strategies
2.4.a Work in partnership with Traditional Owners and other Aboriginal communities to Care for Country by respecting, sharing and incorporating traditional Indigenous knowledge
community strategic plan 2035 objectives & strategies
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 63
IS 28% OF COUNCIL’S NET COST OF DELIVERING SERVICES
Resource Recovery and Waste Resource Management: 17%
Water Resource Management: 6%
2016 community survey feedback
0 1 2 3 4 5
Weed Control 2.99
Management of Stormwater and Drainage 3.23
Clean creeks and Waterways 3.44
Bush Regeneration 3.46
Protection of natural bushland 3.35
Waste management facilities 3.57
Wheelie Bin Garbage Service 4.21
Wheelie Bin Recycling Service 4.21
CURRENT CUSTOMER SATISFACTION RATING OUT OF 5
5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)
Rest of Council: 73%
budget
Budget 2018-2019
Service Income
$’000
Operating Cost
$’000
Capital Cost
$’000Net Cost*
$’000 % ShareNatural Environment 222 3,962 0 3,740 4%
Resource Recovery and Waste Resource Management
24,963 25,801 300 1,138 17%
Water Resource Management 96 4,174 805 4,883 6%
PROTECT TOTAL 25,281 33,937 1,105 9,761 27%
* Portion of Service expenditure funded from Rates, Annual Charges and other untied income
Natural Environment: 4%
64 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
planned capital works 2018-2021 Asset Works Program 2018-2021 ’000
CSP Strategy
2018-2019
2019-2020
2020-2021
RESOURCE RECOVERY AND WASTE RESOURCE MANAGEMENT 300
Blackheath Tip Remediation 2.2b 300
WATER RESOURCE MANAGEMENT 805 697 839
Drainage Renewal - 88 Lurline St, Katoomba.(AWP 82) 2.1.c 70
Drainage Renewal - Cliff Dr (west), Leura. (AWP 83) 2.1.c 155
Drainage Renewal - Wentworth Falls Lake Dam.(AWP 84) 3.2.a 600
Drainage Upgrade - 19 Barton Street (AWP 34) 2.1.c 159
Drainage Upgrade - 25 Pritchard St, Wentworth Falls (AWP 35) 2.1.c 135
Drainage Upgrade - 95 Mount View Ave, Hazelbrook. (AWP 37) 2.1.c 59
Drainage Upgrade - Piping open channel (specific site will be confirmed based on risk assessment) (AWP 38)
2.1.b 100 200
Drainage Upgrade - Site will be confirmed based on risk assessment from Hazelbrook and South Leura Floodplain Risk Management Study and Plan. (AWP 39)
2.1.b 384 480
ASSET WORKS PROGRAM TOTAL 1,105 697 839
key strategiesKey Council strategies that provide detail on plans for the PROTECT Key Direction:
Current• Waste Avoidance and Resource Recovery Strategy
Update and Review• Blue Mountains City Council Weed Management
Strategy 2010
In Development• Water Sensitive Blue Mountains Strategic Plan
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 65
KD2
PRO
TEC
T
performanceThe following measures will be used to track PROTECT performance:
Performance Measures Annual Target
Natural Environment
Condition of Natural Environment assets Maintain
Community satisfaction with Clean creeks and waterways Maintain or Increase
Community satisfaction with Protection of natural bushland Maintain or Increase
Community satisfaction with Weed Control Maintain or Increase
Community satisfaction with Bush Regeneration Maintain or Increase
Number of core reporting sites with excellent or good waterway health ratings. Maintain
Hours of participation in Council supported community conservation programs Maintain or Increase
Waste Resource Management
Condition of Waste Resource built assets Maintain
Community satisfaction with ‘wheelie bin’ recycling service Maintain
Community satisfaction with ‘wheelie bin’ garbage service Maintain
Amount of waste tonnes to landfill (including domestic, commercial and construction/demolition) per capita
Year-on-year decrease
Water Resource Management
Condition of Water Resource Management assets Maintain or Increase
Community satisfaction with Management of stormwater and drainage Maintain or Increase
Inspection and maintenance of stormwater assets 85% completed
66 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
protect objective 2.1 The condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments and groundwater are maintained and enhanced
Strategy 2.1.a - Protect and manage the city’s natural areas and the flora and fauna, ecological communities and ecosystems they support
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2101 Deliver the High Priority Conservation Areas Restoration Program to restore rare and threatened ecological communities
D2101.01 Restore rare and threatened ecological communities including upper mountains swamps, lower mountains shale-sandstone forests, moist basalt cap forests and Megalong Valley forest and woodland through delivery of the Endangered Ecological Restoration Program
Natural Environment
Environment & Culture: Manager
D2101.02 Develop and deliver partnerships with landholders, community and government, to support conservation of threatened biodiversity such as Save Our Species and Bush Backyards programs.
Natural Environment
Environment & Culture: Manager
D2102 Improve and maintain the condition and connectivity of native vegetation through targeted habitat restoration and weed control programs
D2102.01 Implement targeted habitat restoration and weed control programs to restore key conservation landscapes within priority bushland reserves.
Natural Environment
Environment & Culture: Manager
D2103 Implement targeted habitat restoration and weed control programs. Natural area maintenance has a greater focus on bush regeneration, urban weed management and bush care.
D2103.01
Refer to strategy 2.3.c
Natural Environment
Environment & Culture: Manager
Strategy 2.1.b - Protect, maintain and enhance the city’s natural waterways, water catchments and groundwater
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2111 Develop and commence delivery of the Blue Mountains Water Sensitive City Strategic Plan 2018-2028
D2111.01 Support the implementation of actions from the Water Sensitive City Strategy
Water Resource Management
Environment & Culture: Manager
D2111.02 Implement priority actions identified in the Water Sensitive City Strategy
Water Resource Management
Infrastructure and Major Projects: Manager
D2112 Implement effective catchment planning and deliver priority projects identified through Stormwater Drainage Asset Management Plans and the stormwater risk register.
D2112.01 Develop the Urban Storm Water Catchment Strategy
Water Resource Management
Infrastructure and Major Projects: Manager
D2112.02 Continue to deliver the Jamison Creek Streets to Creeks Stormwater Treatment Project.
Water Resource Management
Environment & Culture: Manager
D2113 Floodplain Risk Management Plans are developed and implemented across the city
D2113.01 Implement priority actions identified in Floodplain Risk Management Plans
Water Resource Management
Infrastructure & Major Projects: Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 67
KD2
PRO
TEC
T
Strategy 2.1.b - Protect, maintain and enhance the city’s natural waterways, water catchments and groundwater
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2114 Protect, enhance and monitor the condition of natural waterways and water catchments
D2114.01 Deliver the Creek line Restoration Program in Council managed natural areas
Water Resource Management
Environment & Culture: Manager
D2115 Prepare an annual public report on the Health of the Blue Mountains Waterways
D2115.01 Undertake the annual aquatic monitoring program
Water Resource Management
Environment & Culture: Manager
D2115.02 Prepare and present the Annual Blue Mountains Waterways Health Report
Water Resource Management
Environment & Culture: Manager
D2116 Deliver the Healthy Waterways Engagement and Education Program to increase the water literacy of the Blue Mountains community
D2116.01 Engage and educate the community on Healthy Waterways including:
Community Catchment Crawls, Bio Blitz and Connecting Kids with Creeks and Catchments.
Water Resource Management
Environment & Culture: Manager
Strategy 2.1.c - Minimise and mitigate the impacts of urban development
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2121 Manage pest species to reduce impacts on biodiversity and meet statutory requirements
D2121.01 Implement the BMCC Weed Management Strategy and continue to support the delivery of best value pest management
Natural Environment
Environment & Culture: Manager
D2121.02 Develop and deliver a city-wide cross-tenure pest species management program in partnership with landholders, community and government
Natural Environment
Environment & Culture: Manager
D2122 Implement the Stormwater Renewal and Upgrade Program
D2122.01 Deliver programmed Stormwater Renewal & Upgrade Works (AWP 35,82)
Water Resource Management
Transport Assets and Civil Operations: Manager
Strategy 2.1.d - Restore and rehabilitate degraded and disturbed land
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2131 Implement the Degraded Lands Restoration Program including soil conservation, reserve access control and improvements to vegetation connectivity
D2131.01 Deliver the degraded lands restoration program including soil conservation, reserve access control and improvements to vegetation connectivity
Natural Environment
Environment & Culture: Manager
Strategy 2.1.e - Advocate to other levels of government for no coal seam gas extraction in the City of Blue Mountains and the Greater Blue Mountains World Heritage Area
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2141 Advocate for no coal seam gas extraction
D2141.01 Advocate for no coal seam gas extraction if required (Currently no coal seam gas extractions are proposed)
Natural Environment
Environment & Culture: Manager
68 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
protect objective 2.2 Resources are used and managed in an environmentally responsible way
Strategy 2.2.a - Encourage responsible resource use and low consumption environmentally aware lifestyles
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2201 Implement BMCC Waste Avoidance and Resource Recovery Strategic Plan engagement and education strategies
D2201.01 Implement relevant engagement and education strategies in the BMCC Waste Avoidance and Resource Recovery Strategic Plan
Resource Recovery and Waste Resource Management
Environment & Culture: Manager
Strategy 2.2.b - Minimise waste – avoid, reduce, recycle and reuse
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2211 Implement BMCC Waste Avoidance and Resource Recovery Strategic Plan, including identifying long term waste management and resource recovery options including investigating the feasibility of a food waste service
D2211.01 Implement year 2 of the 2017-2021 Waste Avoidance and Resource Recovery Strategic Plan
Resource Recovery and Waste Resource Management
Environment & Culture: Manager
D2211.02 Investigate regional solutions for waste management, including opportunities through the Regional Strategic Alliance, and explore new or emerging technologies to support enhanced resource recovery
Resource Recovery and Waste Resource Management
Environment & Culture: Manager
D2211.03 Optimise capacity at the Blaxland Resource Recovery Facility
Resource Recovery and Waste Resource Management
Waste & Resource Recovery: Manager
D2211.04 Improve air space consumption monitoring at Waste Management Facilities
Resource Recovery and Waste Resource Management
Waste & Resource Recovery: Manager
D2211.05 Participate in the implementation of the Regional Strategic Alliance (RSA) Waste Management Draft Strategy
Resource Recovery and Waste Resource Management
Environment & Culture: Manager
Waste & Resource Recovery: Manager
D2212 Remediate the Old Blackheath Tip Site
D2212.01 Commence remediation of the Blackheath Tip Site (AWP 133)
Resource Recovery and Waste Resource Management
Waste & Resource Recovery: Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 69
KD2
PRO
TEC
T
Strategy 2.2.c - Conserve, manage and recycle water as a valuable resource using an integrated water management approach
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2221 Develop and commence delivery of the Water Sensitive City Strategy
D2221.01 Water Sensitive City Strategy developed. For Implementation action refer to strategy 2.1b
Water Resource Management
Environment & Culture: Manager
Strategy 2.2.d - Reduce energy consumption and increase the use and storage of renewable energy
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2231 Facilitate energy efficient initiatives that reduce greenhouse gas emissions from Council operations
D2231.01 Refer to strategy 1.4c
Resource Recovery and Waste Resource Management
Environment & Culture: Manager
protect objective 2.3 The community and all levels of government work together to protect the Greater Blue Mountains World Heritage Area
Strategy 2.3.a - Ensure that the city’s Local Environmental Planning instruments continue to protect the unique environmental values of the Blue Mountains
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2301 Protect the unique environmental values of the Blue Mountains through the implementation of the Local Environment Plan
D2301.01 Implement the Council’s Local Environment Plan
Land Use Management
Development & Planning Services: Manager
Strategy 2.3.b - All levels of government and community work together to protect the Greater Blue Mountains World Heritage Area
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2311 Develop and honour co-management agreements to support recognition and conservation of natural heritage assets
D2311.01 Comply with the Gundungurra Indigenous Land Use Agreement through active consultation and collaboration with Traditional Owners
Natural Environment
Environment & Culture: Manager
Strategy 2.3.c - Improve the recognition and conservation of natural area heritage assets including Aboriginal, environmental and built assets in natural areas
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2321 Implement the Natural Environment Program to maintain the quality of natural areas in Council management that adjoin the Greater Blue Mountains World Heritage Area
D2321.01
Deliver Council’s Natural Environment Program 2018/19 priorities:· Keeping bushland healthy· Building capacity and resilience· Caring for culture· Developing nature based recreation and tourism
· Supporting healthy waterways· Supporting conservation volunteer networks including: Bushcare, Landcare, Streamwatch, Trackcare, Cragcare and Bush Backyards (SV)
Natural Environment
Environment & Culture: Manager
70 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 71
protect objective 2.4 Traditional owners and the broader Aboriginal community are supported to connect to, care for and benefit from Country
Strategy 2.4.a - Work in partnership with Traditional Owners and other Aboriginal communities to care for Country, respecting, sharing and incorporating traditional Indigenous knowledge
Delivery Program 4-year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D2401 Work in partnership with Aboriginal communities for the management of Country
D2401.01 Develop and implement partnership approaches to co-manage Country with Traditional Owners and other Aboriginal people focusing on cultural knowledge and economic outcomes
Natural Environment
Manager Environment & Culture
D2402 Implement Gundungarra Indigenous Land Use Agreement and develop other agreements in consultation with Traditional Owners
D2402.01 Refer strategy 2.3.b
Natural Environment
Manager Environment & Culture
72 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Natural Environment Service protects Council-managed natural assets. These natural assets are central to the city’s character, identity, liveability and the local economy.
This service delivers action that:• Improves and maintains the condition and
connectivity of native vegetation
• Protects and manages threatened species, populations and ecological communities
• Manages pest species to reduce impacts on biodiversity and meet statutory requirements
• Restores and regenerates disturbed and degraded land
• Protects, enhances, monitors and advocates for the health of waterways, wetlands and groundwater dependent ecosystems.
Weed control, bush regeneration, biodiversity conservation, waterways management and community engagement and education are key service activities.
The service also works with the community in partnerships that contribute to the natural environment including: Bushcare, Trackcare, Streamwatch, and Landcare. A key partnership for this service is with Durug and Gundungurra Traditional owners with the support of Aboriginal communities for the management of Country. It seeks to improve conservation and recognition of Aboriginal and non-Aboriginal heritage assets within natural area landscapes.
4 year focus• Deliver the High Priority Conservation Areas
Restoration Program to restore rare and threatened ecological communities
• Improve and maintain the condition and connectivity of native vegetation through targeted habitat restoration and weed control programs
• Implement targeted habitat restoration and weed control programs.
• Manage pest species to reduce impacts on biodiversity and meet statutory requirements
• Implement the Degraded Lands Restoration Program including soil conservation, reserve access control and improvements to vegetation connectivity
• Develop and honour co-management agreements to support recognition and conservation of natural heritage assets within Country.
• Implement the Natural Environment Program to maintain the quality of natural areas in Council management that adjoin the Greater Blue Mountains World Heritage Area
• Work in partnership with Aboriginal Communities for the management of Country.
• Implement Gundungurra Indigenous Land Use Agreement and develop other agreements in consultation with Traditional Owners
• Advocate for no coal seam gas extraction
• Strengthen community and Council partnerships that support priority action areas. [CARE – Key Direction]
• Deliver Council’s Part 5 environmental assessment process [LIVE – Key Direction]
• Monitor waterways health through the LGA
• Mitigate impacts of urban runoff to natural waterways
• Implement priority action of Water Sensitive City Strategic Plan 2018-2028
Assets supporting this service• Approximately 7,000 ha of terrestrial ecosystems
• Aquatic ecosystems including 19ha of open water bodies and 317km of creek lines in Darug and Gundungurra Country.
natural environment service
Expenditure ($’000)Operating Cost 1,155
Support Costs 388
Asset Maintenance
2,418
Asset Works Program
-
TOTAL EXPENDITURE
3,962
2018-2019 budget
Funding ($’000)
Council Subsidy 2,156
Special Rate Variation Funds
1,584
TOTAL SUBSIDY 3,740
Service Income 222
TOTAL FUNDING
3,962
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 73
KD2
PRO
TEC
T
The Resource Recovery and Waste Resource Management Service plans for and provides Resource Recovery and Waste Management Services. These include a diverse range of waste and resource recovery services for over 33,000 residential properties as well as commercial and industrial customers, to meet public health and environmental protection requirements.
Waste professionals and operations staff operate the two public Resource Recovery and Transfer Station facilities at Blaxland and Katoomba.
The service provides weekly household garbage, fortnightly household recycling and green bin collection services and business recycling. A booked kerbside chipping and bulky waste collection service is also provided. Services are also provided for the collection of street and park litter bins and commercial effluent removal.
With the imperative to avoid, reduce and reuse waste, the service engages with the Blue Mountains community to deliver safe, environmentally and financially responsible waste management. The Council continually investigates new technologies to meet the ongoing challenges of waste management within the City as well as advocating on the community’s behalf in response to Federal and State Government policy on issues such as carbon price liabilities and waste levies.
4 year focus• Implement BMCC Waste Avoidance and Resource
Recovery Strategic Plan engagement and education strategies.
• Implement BMCC Waste Avoidance and Resource Recovery Strategic Plan, including identifying long term waste management and resource recovery options
• Facilitate energy efficient initiatives that reduce greenhouse gas emissions from Council operations
Assets supporting this service• 2 active waste management facilities
• 2 dormant landfills
• A fleet of garbage compactor trucks
resource recovery and waste resource management service
Expenditure ($’000)Operating Cost 24,957
Support Costs 818
Asset Maintenance
27
Asset Works Program
300
TOTAL EXPENDITURE
26,101
% of council’s total asset value
Resource Recovery and Waste Resource Management Assets:
3%
2018-2019 budget
Funding ($’000)
Council Subsidy 1,138
Special Rate Variation Funds
-
Waste Charges 13,493
Total Subsidy 14,631
Service Income 11,470
TOTAL FUNDING
26,101
74 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Water Resource Management Service manages and maintains creek lines, open water bodies, water harvesting and reuse systems, raingardens/bio filtration systems, stormwater quality improvement assets, stormwater pipes and stormwater pits to prevent stormwater damage to properties, and to minimise the impacts of stormwater runoff to bushland, local waterways and built assets. The service works to integrate all aspects of water management across Council. The service also responds to the NSW State Government’s Flood Policy 2001 by managing flood liable land in the city.
Council works collaboratively with state agencies such as Sydney Water, WaterNSW and the NPWS to protect the hundreds of kilometres of waterways and catchments in the surrounding National Park and to support UNESCO’s World Heritage values.
It is Council’s goal to transition to a Water Sensitive City that protects the health of its creeks, lakes, rivers, swamps, wetlands and bushland. Healthy waterways in turn provide a range of social, ecological and economic benefits. Water sensitive communities have the knowledge and desire to make wise choices about water.
4 year focus• Develop and commence delivery of the Blue Mountains
City Council Water Sensitive City Strategy
• Implement effective catchment planning and deliver Priority projects
• Floodplain Risk Management Plans are developed and implemented across the city
• Protect, enhance and monitor the condition of natural waterways and water catchments
• Prepare an annual public report on the health of waterways
• Deliver the Healthy Waterways Engagement and Education Program
• Implement the Stormwater Renewal and Upgrade Program
• Implement flood risk management planning as part of Integrated Catchment Plans. [CARE – Key Direction]
• Deliver the Sewage Strategy to ensure that the impacts of sewage on the natural environment are minimised. [See LIVE – Key Direction 4.3.b]
Assets supporting this service• 154km pipes
• 8,114 pits
• 53km open channels
• 2,648 headwalls
• 13 detention basins
• 15 Energy Dissapators/Erosion Control
• 3km Pipes (Box Culverts & Drains)
• Over 20 raingardens/biofiltration systems
• Over 200 stormwater quality improvement assets
• Over 35 stormwater/rainwater harvesting and reuse systems
• Ground Water dependent ecosystems
water resource management service
Expenditure ($’000)Operating Cost 1,151
Support Costs 147
Asset Maintenance
2,876
Asset Works Program
805
TOTAL EXPENDITURE
4,979
% of council’s total asset value
2018-2019 budget
Funding ($’000)
Council Subsidy 3,764
Special Rate Variation Funds
1,119
Total Subsidy 4,883
Service Income 96
TOTAL FUNDING
4,979
Water Resource Management Assets:
10%
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 75
KD2
PRO
TEC
T
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 75
KD 3: CARE - An inclusive, healthy and vibrant city
key direction 3
an inclusive, healthy and vibrant city
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 77
an inclusive, healthy and vibrant city
together we care An inclusive healthy and vibrant city is concerned with the well-being of all residents.
It plans for and meets diverse needs, providing people with access to the basic resources required to live. Diversity enriches the city and makes it more exciting and vibrant. The fair distribution of resources fosters a stable and healthy community. Better health for all is promoted through preventative action and early intervention, provision of accessible local health services and through supporting people to live active, healthy lifestyles. Sustainable food initiatives that improve access to fresh local produce are supported. Community expression, creativity and cultural development are encouraged. Learning is understood to be a life-long enriching process.
our aspirations and aimsWe value our strong connected and inclusive communities that support people throughout their lives, from childhood to old age. Blue Mountains people have fair and equitable access to essential services and facilities.
We have safe, healthy environments in which people of all ages, abilities and socio-economic backgrounds can live, work and play. Our residents have access to a range of housing that meets diverse needs and is affordable. Our ageing population is cared for and supported. We have stemmed the outflow of younger people from the City through provision of exciting opportunities for working and learning. Building on our rich cultural heritage and inspirational unique natural environment, we are a recognised centre of culture and creativity.
By 2035 we are a more inclusive, healthy and vibrant City
78 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
care objective 3.1 Blue Mountains communities are safe, caring, diverse and inclusive
Strategies3.1.a Facilitate community access to cultural and
community services and facilities that meet needs and support health and wellbeing
3.1.b Implement community development initiatives that address the needs of the vulnerable and disadvantaged
3.1.c Facilitate programs that use the contribution strengths and skills of the community to build social networks, connections and cohesion
3.1.d Support development of a child, youth and family friendly city that attracts young people and families to live and stay in the Blue Mountains
3.1.e Support creation of a diverse, inclusive, safe and caring Blue Mountains where service providers consider needs of different life stage groups and other specific groups including: Aboriginal and Torres Strait Islanders; people with a disability; culturally and linguistically diverse people; and people of diverse sexualities
3.1.f Provide for the ageing of our population and ensure that the needs of older residents are included in planning
3.1.g Foster and promote volunteering programs that support the City’s community, cultural, recreational and environmental priorities
3.1.h Implement initiatives that support the Blue Mountains being a leader and model for reconciliation with Aboriginal and Torres Strait Islander people
care objective 3.2 The Blue Mountains community is healthy and activeStrategies3.2.a Facilitate community access to recreational and
sporting services and facilities that meet needs, and support health, wellbeing and an active lifestyle
3.2.b Support increased community participation in physically active, fit and social lifestyles, including provision of supporting infrastructure
care objective 3.3 The Blue Mountains community is resilient and prepared for natural disastersStrategies3.3.a Promote and encourage bushfire and emergency
management preparedness
3.3.b Support and partner with emergency services and community organisations to deal with threats to the city
3.3.c Plan for natural disasters and improve the resilience of communities and systems within the City in adapting and responding to bushfire, storms, flooding, hail and other climate-related natural disasters
care objective 3.4The Blue Mountains is a centre of culture, creativity and life-long learningStrategies3.4.a Strengthen and promote the Blue Mountains as a City
of the Arts within a World Heritage Area and a centre of culture and creativity
3.4.b Support and encourage partnerships to facilitate lifelong learning for people of all ages and abilities
3.4.c Provide community access to library and information services that provide enriching experiences and places for people to relax, study and come together
community strategic plan 2035 objectives & strategies
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 79
0 1 2 3 4 5
Clean, safe, healthy living environments 3.86
Community Centres and community halls 3.70
Council lookouts and walking trails 3.83
Planning for and supporting emergency management 3.77
Services and facilities for children and families 3.44
Services and facilities for older people 3.36
Services and facilities for people with a disability 3.17
Services and facilities for young people 2.94
Services that support the local Aboriginal community 3.28
Swimming Pools and leisure centres 3.78
Cultural and arts facilities 3.82
Library Services 3.96
Managing the bushfire risk on Council land 3.52
Ovals and sporting grounds 3.67
Parks and playgrounds 3.57
2016 community survey feedbackCURRENT CUSTOMER SATISFACTION RATING OUT OF 5
5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)
80 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
budget
Budget 2018-2019
Service Income
$’000
Operating Cost
$’000
Capital Cost
$’000Net Cost*
$’000 % ShareAquatic & Leisure Centres 4,191 8,036 0 3,845 4%
Community Development 148 2,397 838 3,087 4%
Cultural Development 1,798 5,271 0 3,473 4%
Emergency Management 1,929 3,554 169 1,794 2%
Environmental Health & Regulatory Compliance
972 3,087 0 2,115 2%
Family Day Care 1,389 1,743 0 353 0%
Libraries & Information 780 3,562 0 2,782 3%
Sport & Recreation - Natural Area Visitor Facilities
254 1,748 1,749 3,243 4%
Sport & Recreation - Recreation Facilities 254 4,223 571 4,540 5%
CARE TOTAL 11,716 33,620 3,327 25,231 29%
* Portion of Service expenditure funded from Rates, Annual Charges and other untied income
Current• Blue Mountains Ageing Strategy
• Blue Mountains Disability Inclusion Action Plan
• Blue Mountains Open Space and Recreation Strategic Plan
• Companion Animal Management Plan 2017-2021
• Blue Mountains City Council Workforce Participation Strategy
• Dogs in Public Places Strategy
• Blue Mountains City Council Aboriginal Advisory Council Strategic Plan
Update and Review• City of Blue Mountains Cultural Strategy 2006-2016
In Development• Community Facilities Strategic Plan
• Library Strategic Plan
• Child and Youth Strategic Plan
• Community Safety Strategic Plan
key strategiesKey Council strategies that provide detail on plans for the CARE Key Direction:
IS 29% OF COUNCIL’S NET COST OF DELIVERING SERVICES
Aquatic & Leisure Centres: 4%
Community Development: 4%
Cultural Development: 4%
Emergency Management: 2%
Environmental Heath & Regulatory Compliance: 2%
Family Day Care: 0.4%
Libraries & Information: 3%Sport & Recreation - Natural
Area Visitor Facilities: 4%
Sport & Recreation - Recreation Facilities: 5%
Rest of Council: 71%
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 81
KD3
CA
RE
planned capital works 2018-2021 Asset Works Program 2018-2021 ’000
CSP Strategy
2018-2019
2019-2020
2020-2021
AQUATIC & LEISURE CENTRES 1,190
Aquatic Centre Redevelopment (AWP 12) 3.2.b 1,190
COMMUNITY DEVELOPMENT 838 725 727
Asbestos removal in Childcare and Early Childhood Health Centres (AWP 48)
3.1.a 80 60
Asbestos removal in Community Halls (AWP 49) 3.1.a 60
Asbestos & Hazardous Material Capital Works (AWP 132) 1.3.b 500 500
Community Hall & Neighbourhood Centre security system renewal (AWP 54)
3.1.a 40 40 40
Establish Winmalee multipurpose Community Centre (AWP 18) 3.1.a 372
Façade Renewal in Community Halls and Childcare Centres (AWP 59)
3.1.a 103 50 70
Implement the Blue Mountains Disability Inclusion Action Plan - Accessibility upgrades for Parks and Community Facilities (AWP 20)
3.2.a 75 75 184
Refurbish/demolish Lawson Golf Course Machine Shed (AWP 55) 3.2.a 40
CULTURAL DEVELOPMENT 243
Cultural Heritage Rehabilitation Management Fund (AWP 60) 4.3.d 243
EMERGENCY MANAGEMENT 169 179 189
Fire Trail Renewal Program (AWP 61) 3.3.a 169 179 189
SPORT & RECREATION
Sport & Recreation - Natural Area Visitor Facilities 936 1,147 1,308
Eastern Escarpment and Southern Scenic Escarpment Upgrade Program (AWP 21)
3.2.a - 494 636
Local Walking Tracks Program (AWP 131) 3.2.a 300 300 300
Natural Area Visitor Facilities - Very High Risk Mitigation Program (Based on outcomes of structural reports and condition assessments )(AWP 70)
3.2.a 241 212 272
Pit Toilet/ Sewerage Renewal at Hargreaves Lookout Shipley Plateau Blackheath (AWP 68)
3.2.a - - 100
Pit Toilet/ Sewerage Renewal at Mitchells Ridge Mt Victoria (AWP 69)
3.2.a - 95 -
Pit Toilet/ Sewerage Renewal at Mount Blackheath (AWP 67) 3.2.a 108 - -
Southern Scenic Escarpment - Echo Point Walking Track and Lookout Upgrades (AWP 1)
3.2.a 271 45 -
Southern Scenic Escarpment Project - Katoomba Falls Kiosk and Park (AWP 1)
3.2.a 15 - -
82 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Asset Works Program 2018-2021 ’000
CSP Strategy
2018-2019
2019-2020
2020-2021
Sport & Recreation - Recreation Facilities 1,980 1,565 1,714
Additional Program of minor works in Sports Grounds e.g. cricket nets (AWP 76)
3.2.a 20 20 20
District Park Upgrade - Blackheath Soldiers Memorial Park (AWP 4) 3.2.a 10 234 196
District Park Upgrade - Wentworth Falls (AWP 3) 3.2.a 481 - -
Implement Dogs in Public Spaces Strategy across the mountains - including fencing bubblers etc. (AWP 22)
3.2.a - - 161
Irrigation System Renewal at Blackheath Oval (AWP 74) 3.2.a - 180 -
Irrigation System Renewal at Tom Hunter Park (AWP 75) 3.2.a 250 - -
Local Park Facilities Renewal (AWP 71) 3.2.a 57 59 60
Lomatia Park Building Replacement (AWP 24) 3.2.b - - 800
Minor Item Infrastructure Renewal in Sports Fields e.g. bubblers & seats (AWP 77)
3.2.b 24 40 6
Pitt Park Football Building Replacement (AWP 30) 3.2.b 600 - -
Play Equipment Renewal (AWP 73) 3.2.a 89 94 99
Provision of improved Netball Facilities - including sealing of courts 6 and 7 at Lapstone (AWP 25)
3.2.b - - 200
Toilet Painting and Fitout works – Parks & Sportsgrounds (AWP 72) 4.2.a 140 - -
Toilet Painting and Fitout works – Town Centres (AWP 72A) 4.2.a 99 - -
Upgrade of Carpark at Warrimoo Oval (AWP 107) 3.2.b 209 - -
Upgrade of Carparks at Warrimoo and Knapsack Sportsgrounds (AWP 27)
3.2.b - 138 72
Upgrade Recreation Facility at Knapsack Park (AWP 26) 3.2.a - 800 -
Warrimoo Oval Drainage (AWP 29) 3.2.b - - 100
ASSET WORKS PROGRAM TOTAL 3,922 4,806 4,181
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performanceThe following measures will be used to track CARE performance:
Performance Measures Annual Target
Aquatic and Leisure Centres
Community satisfaction with management of the swimming pools and leisure centres Maintain
Numbers of visitors to aquatic and leisure centres Maintain
Condition of aquatic and leisure centre assets Maintain
Community Development
Community satisfaction with community centres & community halls Maintain or increase
Community satisfaction with services and facilities for children & families Maintain or increase
Community satisfaction with services and facilities for older people Maintain or increase
Community satisfaction with services that support the local Aboriginal community Maintain or increase
Community satisfaction with services and facilities for people with a disability Maintain or increase
Community satisfaction with services and facilities for young people Maintain or increase
Condition of community development building assets Maintain
Completion of program maintenance schedules for community development building assets 85% completed
Cultural Development
Community satisfaction with Cultural & Arts facilities Maintain
Numbers of visitors to the Blue Mountains Cultural Centre Increase
Number of patrons to events at the Blue Mountains Theatre and Community Hub Increase
Emergency Management
Community satisfaction with planning for and supporting emergency management for the city
Maintain
Community satisfaction with managing the bushfire risk on Council land Maintain or increase
Percentage delivery of the annual Fire Mitigation Program Actions on-time
Condition of emergency management assets Maintain
Completion of program maintenance schedules for emergency management building assets 85% completed
Environmental Health and Regulatory Compliance
Percentage of customer service requests related to environmental health matters actioned within target
85% completed
Community satisfaction with clean, safe, healthy living environments Maintain
Family Day Care
Number of equivalent child care hours utilised Maintain
Libraries and Information
Community satisfaction with library services Maintain
Number of library patrons as a % of residents Better than or equal to NSW average
Age of library collection Better than or equal to NSW average
Completion of program maintenance schedules for library building assets 85% completed
Sport and Recreation
Community satisfaction with Council lookouts and walking trails Maintain
Community satisfaction with ovals & sporting grounds Maintain or increase
Community satisfaction with parks & playgrounds Maintain or increase
Condition of sport and recreation assets Maintain
Completion of program maintenance schedules for sport and recreation assets 85% completed
84 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
care objective 3.1 Blue Mountains communities are safe, caring, diverse and inclusive
Strategy 3.1.a - Facilitate community access to cultural and community services and facilities that meet needs and support health and well-being
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3101 Develop and implement the Community Facilities Strategy to ensure that community facilities across the City meet the current and future needs of the community
D3101.01 Implement and Monitor the Community Facilities Strategy
Community Development
Community and Economic Outcomes: Manager
D3101.02 Implement the activation plan for the Katoomba Civic Place renewal works
Community Development
Community and Economic Outcomes: Manager
D3101.03 Progressively implement findings from the review of community building management and user agreements
Community Development
Community and Economic Outcomes: Manager
D3101.04 Develop a Masterplan and feasibility assessment for the Winmalee Community Precinct.
Community Development
Community and Economic Outcomes: Manager
D3101.05 Asbestos Removal in Childcare and Early Childhood Health Centres
Community Development
Community and Economic Outcomes: Manager
D3101.06 Community Hall & Neighbourhood Centre Security System Renewal (AWP 54)
Community Development
Community and Economic Outcomes: Manager
D3101.07 Façade Renewal in Community Halls and Childcare Centres (AWP 59)
Community Development
Community and Economic Outcomes: Manager
D3101.08 Implement additional Community Halls Cleansing and high pressure cleans Civic Place
Community Development
City Presentation: Manager
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Strategy 3.1.b - Implement community development initiatives that address the needs of the vulnerable and disadvantaged.
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3111 Implement priority community development initiatives from the Ageing Strategy, the Disability Inclusion Action Plan and the Child and Youth Plan
D3111.01 Deliver priority actions and programs identified in the Ageing Strategy, the Disability Inclusion Action Plan and the Child & Youth Plan
Community Development
Community and Economic Outcomes: Manager
D3111.02 Actively engage, contribute and support the objectives of the Regional Strategic Alliance’s (RSA) Community Services Project including work on the Nepean Jobs for All (NJFA) Disability Employment Network
Community Development
Community and Economic Outcomes: Manager
D3111.03 Contribute to the achievement of the regionally agreed objectives for the Nepean Jobs for All (NJFA) Network
Community Development
Community and Economic Outcomes: Manager
D3112 Acknowledge Aboriginal Community priorities for Blue Mountains LGA and develop agreements to implement these priorities
D3112.01 Implement the BMCC Aboriginal Advisory Council’s Strategic Plan 2017 – 2020
Cultural Development
Environment and Culture: Manager
Strategy 3.1.c - Facilitate programs that use the contribution, strengths and skills of the community to build social networks, connections and cohesion
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3121 Facilitate initiatives that build social connections and cohesion
D3121.01 Refer to Strategy 3.1.e and 3.1.d
Community Development
Community and Economic Outcomes: Manager
D3121.02 Progressively review and implement online Educator resources and reporting
Family Day Care Libraries and Customer Services: Manager
Strategy 3.1.d - Support development of a child, youth and family friendly city that attracts young people and families to live and stay in the Blue Mountains
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3131 Implement the Child and Youth Plan and support the Stronger Families Alliance
D3131.01 Work in partnership with State and non-government agencies to finalise and implement priority actions identified in the Child and Youth Plan
Community Development
Community and Economic Outcomes: Manager
86 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 3.1.e - Support creation of a diverse, inclusive, safe and caring Blue Mountains where service providers consider the needs of different life stage groups and other specific groups including: Aboriginal and Torres Strait Islanders; people with a disability; culturally and linguistically diverse people; and people of diverse sexualities
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3141 Complete review of the community development service and implement outcomes
D3141.01 Implement actions from the community development service review.
Community Development
Community and Economic Outcomes: Manager
D3142 Implement, monitor and review the Blue Mountains Disability Inclusion Action Plan 2017-2021
D3142.01 Implement priority actions from the Blue Mountains Disability Inclusion Action Plan
Community Development
Community and Economic Outcomes: Manager
D3143 Work with Traditional Owners to develop strategies which deliver a positive and shared future, embracing the interests of all Aboriginal community members
D3143.01 Explore and deliver opportunities for local agreements, such as Indigenous Land Use Agreements (ILUAs) and co-management agreements
Cultural Development
Environment & Culture: Manager
D3143.02 Develop a discussion paper, procedure and action plan for City-wide Aboriginal language dual naming and seek Council endorsement
Cultural Development
Environment & Culture: Manager
Strategy 3.1.f - Provide for the ageing of our population and ensure that the needs of older residents are included in planning
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3151 Implement the Blue Mountains Ageing Strategy to prepare the City for the ageing of our population
D3151.01 Implement priority actions as identified in the Ageing Strategy
Community Development
Community and Economic Outcomes: Manager
Strategy 3.1.g - Foster and promote volunteering programs that support the city’s community, cultural, recreational and environmental priorities
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3161 Strengthen community and Council partnerships that support priority action areas
D3161.01 Deliver Bush care program to engage and educate volunteers, neighbours, children, and visitors
Natural Environment
Environment & Culture: Manager
D3161.02 Facilitate and administer BMCC’s Sports Council
Sport and Recreation
Community and Economic Outcomes: Manager
Strategy 3.1.h - Implement initiatives that support the Blue Mountains being a leader and model for reconciliation with Aboriginal and Torres Strait Islander people
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3171 Implement the Aboriginal Advisory Council Strategic Plan
D3171.01 Refer to strategy 3.1b
Cultural Development
Environment & Culture: Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 87
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care objective 3.2 The Blue Mountains community is healthy and active
Strategy 3.2.a - Facilitate community access to recreational and sporting services and facilities that meet needs and support health, well-being and an active lifestyle.
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3201 Meet the open space and recreation facilities requirements of the Disability Discrimination Act
D3201.01 Deliver accessibility improvement program to meet Disability Discrimination Act standards and best practice
Sport and Recreation
Community and Economic Outcomes: Manager
D3201.02 Implement the Blue Mountains Disability Inclusion Action Plan - Accessibility upgrades for parks , aquatics and community facilities (AWP 20)
Sport and Recreation
Community and Economic Outcomes: Manager
D3202 Identify and promote active living opportunities in the Blue Mountains
D3202.01 Review the effectiveness and participation in community active living programs and modify program to meet community needs
Aquatic and Leisure Centres
Leisure and Visitor Information Centres Manager
D3202.02 Additional program of minor works in sportsgrounds (AWP 76)
Sport and Recreation
Community and Economic Outcomes: Manager
D3203 Plan recreational and sporting facilities in accordance with the Blue Mountains Open Space and Recreation Strategy, to ensure they meet the current and future needs of residents and visitors.
D3203.01 Commence implementation of the Open Space and Recreation Strategy.
Sport and Recreation
Community and Economic Outcomes: Manager
D3203.02 Commence implementation of the Dogs in Public Spaces Strategy
Sport and Recreation
Community and Economic Outcomes: Manager
D3203.03 Commence preparation of a Camping Strategic Plan
Sport and Recreation
Community and Economic Outcomes: Manager
D3204 Plan and deliver a program of District Park upgrades to provide enhanced recreation facilities in consultation with community
D3204.01 District Park upgrade - Wentworth Falls Lake parking, boardwalk, interpretative elements and toilet block (AWP 3)
Sport and Recreation
Community and Economic Outcomes: Manager
D3204.02 District Park Upgrade - Blackheath Soldiers Memorial Park (AWP 4)
Sport and Recreation
Community and Economic Outcomes: Manager
88 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3205 Play equipment in Blue Mountains parks is safe and suitable for children of a range of ages and abilities and has an on-going presence.
D3205.01 Deliver priority actions and programs in the Blue Mountains Play Guidelines
Sport and Recreation
Community and Economic Outcomes: Manager
D3205.02 Play Equipment Renewal (AWP 73)
Sport and Recreation
Community and Economic Outcomes: Manager
D3206 Maintain open space and recreation visitor facilities and manage high risks, especially at high visitation precincts
D3206.01 Natural Area Visitor Facilities - very high risk mitigation (AWP 70)
Sport and Recreation
Environment and Culture: Manager
D3206.02 Southern Scenic Escarpment -walking track and lookout upgrades –Echo Point (AWP 1)
Sport and Recreation
Community and Economic Outcomes: Manager
D3206.03 Southern Scenic Escarpment - Katoomba Falls Kiosk and Park (AWP 1)
Sport and Recreation
Community and Economic Outcomes: Manager
D3206.04 Drainage Renewal - Wentworth Falls Lake Dam (AWP 84)
Water Resource Management
Transport Assets and Civil Operations: Manager
D3206.05 Refurbish/Demolish Lawson Golf Course machine shed (AWP 55)
Community Development
Community and Economic Outcomes: Manager
D3206.06 Pit Toilet/Sewerage renewal at Mount Blackheath (AWP 67)
Sport and Recreation - Natural Area Visitor Facilities
Community and Economic Outcomes: Manager
D3206.07 Renewal of irrigation system at Tom Hunter (AWP 75)
Sport and Recreation
Community and Economic Outcomes: Manager
D3206.08 Local Park Facilities Renewal (AWP 71)
Sport and Recreation
Community and Economic Outcomes: Manager
D3206.09 Implement the enhanced sportsground maintenance program
City Presentation Manager City Presentation
D3206.10 Continue with the increased sportsground amenities and libraries cleansing schedule
City Presentation Manager City Presentation
D3206.11 Natural Area Visitor Facilities – Local Walking Track Program (AWP 131)
Sport and Recreation
Environment and Culture: Manager
D3206.12 Toilet refurbishment and renewal – parks and sportsgrounds as identified by 2016-2017 building condition reports (AWP 72)
Sport and Recreation
Community and Economic Outcomes: Manager
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Strategy 3.2.b - Support increased community participation in physically active, fit and social lifestyles, including provision of supporting infrastructure
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3211 Implement the Open Space and Recreation Strategy to ensure the leisure and aquatic facilities meet the current and future needs of the community.
D3211.01 Confirm capital plans for the Katoomba Sports & Aquatic Centre for 2019-2020 and 2020-2021 and seek funding opportunities to support the planned redevelopment
Aquatic and Leisure Centres
Community and Economic Outcomes: Manager
D3211.02 Pitt Park football building replacement (AWP 30).
Sport and Recreation
Community and Economic Outcomes: Manager
D3211.03 Minor Item Infrastructure renewal in sports fields e.g. bubblers & seats (AWP 77)
Sport and Recreation
Community and Economic Outcomes: Manager
D3211.04 Warrimoo Oval Carpark upgrade (AWP 107)
Sport and Recreation
Community and Economic Outcomes: Manager
care objective 3.3 The Blue Mountains community is resilient and prepared for natural disasters
Strategy 3.3.a - Promote and encourage bushfire and emergency management preparedness
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3301 Implement best practice bush fire risk management on Council managed lands
D3301.01 Deliver program to maintain asset protection zones and fire trails and to renew fire trails
Emergency Management
Environment & Culture: Manager
DD3301.02 Fire Trail Renewal Program (AWP 61)
Emergency Management
Environment & Culture: Manager
Strategy 3.3.b - Support and partner with emergency services and community organisations to deal with threats to the city
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3111 Continue to maintain formal relationships with the Rural Fire Service and the State Emergency Service
D3111.01 Develop and maintain formal relationships and supporting arrangements between Council and the Rural Fire Service/State Emergency Service as required (FFtF6b)
Emergency Management
Environment & Culture: Manager
D3111.02 Continue to deliver RFS facilities upgrades
Emergency Management
Community and Economic Outcomes: Manager
D3112 Maintain organisational capacity to provide support to emergency organisations
D3112.01 Review and revise the Emergency Preparedness Toolkit (as required)
Emergency Management
Environment & Culture: Manager
90 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 3.3.c - Plan for risk and natural disasters and improve the resilience of communities and systems within the city in adapting and responding to bushfire, storms, flooding, hail and other climate-related natural disasters
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3121 Participate in the Resilient Sydney initiative and identify ways of strengthening resilience within the Blue Mountains
D3121.01 Liaise with other Councils to exchange ideas and initiatives that support achievement of Resilient Blue Mountains
Strategic & Governance
Integrated Planning and Finance: Group Manager
D3122 Implement flood risk management planning as part of Integrated Catchment Plans
D3122.01 Refer to Strategy 2.1b
Water Resource Management
Infrastructure and Major Projects: Manager
D3123 Coordinate approaches to resilience and preparedness for emergencies
D3123.01 Monitor, review and update the Blue Mountains Local Emergency Management Plan on behalf of the Blue Mountains Local Emergency Management Committee.
Emergency Management
Environment & Culture: Manager
care objective 3.4 The Blue Mountains is a centre of culture, creativity and life-long learning
Strategy 3.4.a - Strengthen and promote the Blue Mountains as a City of the Arts within a World Heritage Area and a centre of culture and creativity
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3401 The Blue Mountains Cultural Centre and The Blue Mountains Theatre are high quality and well used community facilities
D3401.01 Implement solar energy system for the Hub building
Cultural development
Blue Mountains Cultural Centre: Director
D3401.02 Conduct a schedule of preventative maintenance at the BM Cultural Centre and Blue Mountains Theatre.
Cultural development
Blue Mountains Cultural Centre: Director
D3402 Implement the Blue Mountains Cultural Strategy to plan and provide for Cultural development, including investment priorities
D3402.01 Develop the City of the Blue Mountains Cultural Strategy 2019-2029
Cultural development
Environment & Culture: Manager
D3403 Support and administer the Blue Mountains City of the Arts Trust to deliver the Blue Mountains City of the Arts Trust Grant Program.
D3403.01 Administer the Blue Mountains City of the Arts Trust and deliver the grant program
Cultural development
Environment & Culture: Manager
D3404 Hold high quality exhibitions from local, national and international sources in the Blue Mountains, including at the Blue Mountains Cultural Centre
D3404.01 Stage a nationally touring exhibition from the Blue Mountains City Arts Gallery
Cultural development
Blue Mountains Cultural Centre: Director
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 91
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Strategy 3.4.b - Support and encourage partnerships to facilitate lifelong learning for people of all ages and abilities
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3411 New library programs facilitate learning in a technological and social context
D3411.01 Design a selection of library programs that facilitate learning upon completion of the BMCC Libraries service strategy.
Libraries and Information
Libraries and Customer Services: Manager
Strategy 3.4.c - Provide community access to library and information services that provide enriching experiences and places for people to relax, study and come together
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D3421 Broaden the library collection for information and cultural value and its meaning to the local community.
D3421.01 Annual refresh of the library collection considering the priority action of broadening the collection for information and cultural value.
Libraries and Information
Libraries and Customer Services: Manager
92 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
This service plans for and operates Aquatic and Leisure Centres to support recreational and fitness options for all Blue Mountains residents and visitors.
Year-round public swimming pools operate at Katoomba, Glenbrook and Springwood and seasonal pools at Katoomba, Blackheath and Lawson.Fitness facilities and services, including group fitness programs are available at the Katoomba Sports and Aquatic Centre and the Springwood Aquatic and Fitness Centre and an all-weather indoor children’s play centre.
Council‘s Aquatic and Fitness professionals and maintenance staff operate the aquatic and leisure centres and provide a diverse range of aquatic education and fitness programs for all ages and abilities.
The aquatic centres are home to the Katoomba RSL Swimming Club, Lawson Swimming Club, Springwood Swimming Club, Glenbrook Swimming Club, Nepean Swimming Club, Phoenix Masters Swimming Club and the Blue Mountains Water Polo Association who provide sporting opportunities through club activities. Commercial providers including physiotherapists and Mountain Swim utilise the Council’s facilities to provide specialist services for our community.
The indoor sports stadium is home to the Basketball Association, Futsal and Blue Mountains Roller Derby, all of whom provide sporting opportunities through club activities. The facilities at Katoomba are also home to the Blue Mountains City Band.
4 year focus• Meet the open space and recreation facilities
requirements of the Disability Discrimination Act
• Identify and promote active living opportunities in the Blue Mountains
• Implement the Open Space and Recreation Strategy to ensure the leisure and aquatic facilities meet the current and future needs of the community
• Continue to improve the operational efficiency of the service
• Continue to develop and refine programs to meet the changing needs of our community.
Assets supporting this service17 pools located within the centres
• Glenbrook Swim Centre
• Springwood Aquatic and Fitness Centre
• Lawson Swim Centre
• Katoomba Sport and Aquatic Centre
• Blackheath Pool
aquatic & leisure centres service
Expenditure ($’000)Operating Cost 5,916
Support Costs 430
Asset Maintenance
1,690
Asset Works Program
-
TOTAL EXPENDITURE
8,036
% of council’s total asset value
2018-2019 budget
Funding ($’000)
Council Subsidy 3,845
Special Rate Variation Funds
-
Total Subsidy 3,845
Service Income 4,191
TOTAL FUNDING
8,036
Aquatic & Leisure Centres Assets: 3%
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 93
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The Community Development Service is provided to increase the inclusion, resilience, and wellbeing of residents, particularly those in population groups that experience disadvantage and that are identified in the Community Strategic Plan.
Through strong engagement with Darug and Gundungurra Traditional Owners and key Aboriginal stakeholder groups, Council honours the strong interconnection between culture and environment as expressed in First People’s ongoing connection to land. Council collaboratively develop strategic approaches that are responsive to wellbeing as well as the social, cultural and economic needs of local Aboriginal communities.
The Service involves Council working with Australian and NSW government agencies and businesses, not for profit and voluntary services, in a range of health,
education and community welfare areas, to maximise the benefits of social programs including the Stronger Families Alliance. Council provides key community facilities across the city, including Neighbourhood Centres, Childcare/Early Education Services and Family Support Services.
The service manages a booking service for public halls and community buildings.
The service facilitates collaboration and the coordination of diverse social service networks to increase their quality, efficiency and effectiveness through:
• social plans and programs;
• community engagement and awareness raising;
• community events;
• community grants;
• Information gathering and analysis; and
• provision of community facilities.
4 year focus• Develop & implement the Community Facilities
Strategic Plan
• Implement priority community development initiatives: the Ageing Strategy; Disability Inclusion Action Plan
• Acknowledge Aboriginal Community priorities for Blue Mountains LGA and develops agreements to implement these priorities
• Develop and implement a Community Safety Strategy and the Child and Youth Plan
• Facilitate initiatives that build social connections and cohesion
• Implement the Child and Youth Plan and support the Stronger Families Alliance
• Complete review of community development service and implement outcomes
• Implement, monitor and review the BMCC Disability Inclusion Action Plan 2017-2021
• Implement the Blue Mountains Ageing Strategy
• Implement the Aboriginal Advisory Council Strategic Plan
• Work in partnership with Traditional Owners and Aboriginal communities on preservation and maintenance of key sites. [LIVE – Key direction]
Assets supporting this service• 14 public halls and meeting places
• 12 child care centre and preschool buildings
• 12 childhood health, youth, neighbourhood and community centre buildings
• 24 parks and sporting amenities
• 68 associated buildings such as sheds, shelters and toilets
• 37 public toilets, 2 enviro-loos and 8 pit toilet blocks
• Some of our facilities including public toilets use the MLAK key system – allowing people with disabilities 24 hours a day access
community development service
2018-2019 budget
% of council’s total asset value
Community Development
Assets: 3%
Expenditure ($’000)Operating Cost 1,786
Support Costs 272
Asset Maintenance
339
Asset Works Program
838
TOTAL EXPENDITURE
3,235
Funding ($’000)
Council Subsidy 2,490
Special Rate Variation Funds
597
Total Subsidy 3,087
Service Income 148
TOTAL FUNDING 3,235
94 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
% of council’s total asset value
The Cultural Development Service encompasses a number of areas (people, networks, places, physical assets and buildings) where participation in, and appreciation of, the arts, creativity and cultural heritage occurs.
The service includes operating the major Council managed cultural facilities for the arts and the programs delivered by those facilities, including the Blue Mountains Cultural Centre at Katoomba and the Blue Mountains Theatre and Community Hub at Springwood.
The Service also guides and informs the management of Council’s substantial heritage portfolio and the heritage of the City as a whole.
The broader cultural life of the community is also encompassed in this service through cultural grant programs, cultural information, online digital platforms as well as facilitating and promoting events and festivals. The Service liaises with government agencies and the private sector on behalf of and with Blue Mountains arts, creative and heritage organisations to support the growth of a robust and dynamic cultural sector contributing to the social fabric of the community and the creative identity of the region. The service coordinates art in public places.
4 year focus• Work with traditional owners to develop strategies
which deliver a positive and shared future
• The Blue Mountains Cultural Centre and Blue Mountains Theatre and Community Hub are high quality and well used facilities
• Implement the BMCC Cultural Strategy
• Support and administer The Blue Mountains City of the Arts Trust
• Hold high quality exhibitions from local, national and international sources in the Blue Mountains.
• Support conservation of local heritage [ LIVE – Key Direction]
Service Profile (data from 2015-2016)1,500 Members of the Cultural Centre
64 Public programs and 18 Exhibitions at the Cultural Centre
66 Program events and performances at the Hub
118,627 Visitors to the Cultural centre
Assets supporting this service• Two major cultural facilities - Blue Mountains Cultural
Centre and Blue Mountains Theatre and Community Hub
• Various community buildings including five buildings used primarily for the arts - Glenbrook School of Arts (Cinema); Springwood Art Centre; Braemar Community Gallery; Wentworth Falls School of Arts; Blackheath Art Society Centre & Mt. Victoria Public Hall/Cinema.
• Cultural heritage items, places and landscapes
• Public art collection including sculptures, murals, and mosaics
• Cultural collections including art, local studies and memorabilia
cultural development service
Expenditure ($’000)Operating Cost 4,200
Support Costs 164
Asset Maintenance
907
Asset Works Program
-
TOTAL EXPENDITURE
5,271
2018-2019 budget
Cultural Development Assets: 1%
Funding ($’000)
Council Subsidy 3,473
Special Rate Variation Funds
-
TOTAL SUBSIDY 3,473
Service Income 1,798
TOTAL FUNDING
5,271
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 95
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The City of the Blue Mountains is located in a landscape subject to extreme bushfire risk, as well as having exposure to other natural hazards such as severe storms and disruptive snow events.
The Emergency Management Service maintains and builds community and organisational capacity to prepare for and respond to bushfire and other emergency risks through liaison and partnership building, the development of plans, strategic decision-making frameworks, technical standards and procedures.
The service works with the Rural Fire Service and the State Emergency Service and provides secretariat and executive services for the Blue Mountains Local Emergency Management Committee
The Service develops and maintains response and recovery frameworks for Council’s business activities and mitigates bushfire risk on Council managed land. It plans for and provides emergency services buildings, facilities and property. It also manages compliance with the Protection of the Environment Operations (Clean Air) Regulation 2010 in relation to Open Burning within the City.
4 year focus• Implement best practice bush fire risk management on
Council managed lands
• Continue to maintain formal relationships with the Rural Fire Service and the State Emergency Service
• Maintain organisational capacity to provide support to emergency organisations
• Facilitate approaches to resilience and preparedness for emergencies, including developing partnerships with key community agencies across the LGA for recovery after disasters.
• Participate in the Resilient Sydney Initiative and identify ways of strengthening resilience within the Blue Mountains. [LEAD – Key Direction]
Assets supporting this service• 260 Bush Fire Asset Protection Zones protecting 968
houses and other structures
• Approximately 60km of fire trails
• 26 Rural Fire Service (RFS) buildings
• 1 State Emergency Service building
• Blue Mountains Emergency Centre
emergency management service
Expenditure ($’000)Operating Cost 2,890
Support Costs 92
Asset Maintenance
573
Asset Works Program
169
TOTAL EXPENDITURE
3,723
2018-2019 budget
Funding ($’000)
Council Subsidy 1,424
Special Rate Variation Funds
370
TOTAL SUBSIDY 1,794
Service Income 1,929
TOTAL FUNDING
3,723
% of council’s total asset value
Emergency Management
Assets: 3%
96 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Environmental Health & Regulatory Compliance service is responsible, as a regulatory authority, for a range of environmental health and public safety surveillance programs.
Each year requests are received from members of the public seeking the involvement of the Council in a matter. The majority of these requests are investigated and resolved in a co-operative environment. Others, however, require some form of enforcement action which can also arise from a range of inspections associated with ongoing environmental health, animal management and public safety surveillance programs.
The service has skilled environmental health officers, building surveyors, compliance officers and rangers who work collaboratively with other levels of government such as the Environmental Protection Authority and the NSW Food Authority to safeguard the health of the community and contribute to the protection of the environment. It issues property certificates and maintains public health and environmental data bases.
4 year focus• Improve building, regulatory and compliance
inspection services by implementing new technologies and business processes [LEAD – Key Direction]
Service Profile1,307 Properties with an on-site sewage management system
724 Properties with annual fire safety statements
2,802 Swimming pools in the LGA
Annual average (over 4 years):
2,393 Community health & safety issues investigated
1,198 Animal matters investigated
830 Outstanding notices and orders certificates issued
environmental health & regulatory compliance service
Expenditure ($’000)Operating Cost 2,587
Support Costs 500
Asset Maintenance
-
Asset Works Program
-
TOTAL EXPENDITURE
3,087
2018-2019 budget
Funding ($’000)
Council Subsidy 2,115
Special Rate Variation Funds
-
TOTAL SUBSIDY 2,115
Service Income 972
TOTAL FUNDING 3,087
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 97
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Blue Mountains Family Day Care is an accredited childcare service that delivers quality child care provided by trained and qualified educators in their own homes.
Educators’ services can be flexible and include preschool, long day care, before and after school care, casual care, vacation care, weekend or overnight care, care for shift workers as well as emergency and respite care.
Family Day Care operates under the same regulations and legislation as all other childcare services and is assessed and rated under the National Quality Framework. Blue Mountains Family Day Care has achieved an overall rating of Exceeding the National Quality Standard.
The service is licensed by the NSW Government Department of Education and Communities and this enables families to receive their Federal Government Child Care Benefit and Child Care Rebate entitlements.
The operating model for the service recognises the importance of building educators’ small business skills and government advocacy for improved access for families to quality early childhood education and care services. The Council’s provision of this service focuses on contributing to the development of a strong and resilient community and facilitates workforce participation. The service focuses on initiatives that contribute to community good through partnerships with other organisations. Blue Mountains Family Day Care also provides an in home care service for eligible families.
4 year focus• Facilitate initiatives that build social connections and
cohesion
Service Profile
Annual average (over 4 years):
288 Children
244 Families
4,918 Childcare hours
Assets supporting this service• Two Family Day Care administrative centres –
Lawson & Blaxland
family day care service
Expenditure ($’000)Operating Cost 1,633
Support Costs 109
Asset Maintenance
-
Asset Works Program
-
TOTAL EXPENDITURE
1,743
2018-2019 budget
Funding ($’000)
Council Subsidy 353
Special Rate Variation Funds
-
TOTAL SUBSIDY 353
Service Income 1,389
TOTAL FUNDING
1,743
98 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Libraries and Information service operates from a network of libraries, with major libraries located at Springwood and Katoomba and other smaller libraries located throughout the local government area.
The service manages a collection of around 110,000 items and runs an active program of activities aimed at encouraging lifelong learning.
The service also manages a centre for local studies with a collection that promotes the distinctive character and cultural landscapes of the Blue Mountains. The libraries are operated by librarians and library assistants with expert skills in customer service, reference work, cataloguing and other specialist skills who collectively transform these spaces to knowledge centres as well as welcoming community hubs.
4 year focus• New Library programs facilitate learning in a
technological and social context
• Broaden the library collection for information and cultural value and its meaning to the local community
Service Profile
Annual average (over 4 years):
533,143 Library loans (physical collection)
11,626 Library loans (e Collection)
683 Library events
457,979 Library visitors
26,812 Computer usage (hours)
44,816 wifi logins
Assets supporting this service• 6 Libraries: Springwood, Katoomba, Blaxland, Lawson,
Blackheath, Wentworth Falls
• Library collection (non-digital and digital)
libraries & information service
Expenditure ($’000)Operating Cost 2,823
Support Costs 657
Asset Maintenance
82
Asset Works Program
-
TOTAL EXPENDITURE
3,562
2018-2019 budget
% of council’s total asset value
Libraries & Information Assets: 1%
Funding ($’000)
Council Subsidy 2,782
Special Rate Variation Funds
-
TOTAL SUBSIDY 2,782
Service Income 780
TOTAL FUNDING 3,562
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 99
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The Sport and Recreation service plans for and provides a wide range of recreation opportunities for the community including parks, sportsgrounds, walking tracks, lookouts, basic bushland campgrounds, clubhouses, playgrounds (including skate parks), public toilets in parks, reserves and picnic areas, sporting amenity buildings, sports courts and dog off-leash areas.
These recreation facilities are provided on land owned by the Council or on Crown Land managed by the Council in Darug and Gundungurra Country. Many assets managed under this service are of cultural heritage value of local or state significance.
Some, including a proportion of the walking track network, are considered heritage items of State significance and are managed to preserve their heritage values for future generations.
Recreational planners and maintenance crews manage and maintain recreational facilities to support community health and wellbeing. Through the facilitation of the Sports Council, the service provides users with the opportunity to inform decision-making on sport and recreation facilities. The use of some sport and recreation facilities is managed through a sportsground booking service. Some facilities are managed by the S355 committees and some are leased and operated by Community Clubs.
4 year focus• Strengthen community and Council partnerships that
support priority action areas
• Meet the open space and recreation facilities requirements of the Disability Discrimination Act
• Identify and promote active living opportunities in the Blue Mountains
• Plan recreational and sporting facilities in accordance with the Open Space and Recreation Strategy.
• Implement the Open Space and Recreation Strategic Plan.
• Play equipment in Blue Mountains Parks is safe and suitable for children of a range of ages and abilities
• Maintain open space and recreation visitor facilities and manage high risks, especially at high visitation precincts.
• Plan and deliver a program of district park upgrades to provide enhanced recreation facilities in consultation with community.
Assets supporting this service• 72 sporting amenities, club houses and public toilet
buildings, approximately 75 shelters and sheds, and 54 play equipment settings (including six skate parks) across:
• 105 parks
• 22 sportsgrounds
• 66 sports courts
• 135km of walking tracks
• 86 lookouts
• 5 campgrounds
• 14 dog off leash exercise areas
• 1 BMX track
• 1 gliding launch pad
sport and recreation service
Expenditure ($’000)Operating Cost 2,590
Support Costs 550
Asset Maintenance
2,830
Asset Works Program
2,320
TOTAL EXPENDITURE
8,291
% of council’s total asset value
2018-2019 budget
Funding ($’000)
Council Subsidy 5,541
Special Rate Variation Funds
2,241
TOTAL SUBSIDY 7,783
Service Income 508
TOTAL FUNDING
8,291
Natural Area Visitor Facilities Assets: 6%
Sport & Recreation Facilities
Assets: 5%
100 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 101
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KD 4: LIVE - A liveable city
key direction 4
a liveable city
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 103
together we live A liveable city provides safe, healthy and vital spaces and places for people of all ages and abilities. Through creative planning and design, the development of vibrant places is fostered. The liveable city encourages community interaction and connection and facilitates people living close to where they work. Centralising population close to public transport uses land and infrastructure more efficiently. Local heritage and places of natural, cultural and historical significance that have intrinsic value to the community are retained and enhanced. Liveable cities promote development on a human scale and have distinct and attractive towns and streetscapes.
our aspirations and aimsWe take pride in the character and distinct identities of our towns and villages. Our cultural and built heritage is important. We use our land to live in harmony with our surrounding World Heritage environment. Through innovative urban planning we have created a hierarchy of well-designed settlements that connect residents to services and facilities they need. We have created vibrant liveable places and spaces for people of all ages and abilities to live, work and play.
Affordable and well-designed housing options, relevant to diverse community needs, are available. Within the capacity of our natural and built environments, we have encouraged sustainable development in centres with access to public transport, required infrastructure, services and facilities.
By 2035 we are a more liveable City
a liveable city
104 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
live objective 4.1City planning drives the creation of vibrant and well-designed places and spaces for people to live, work and play
Strategies
4.1.a Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites.
4.1.b Strengthen the liveability and vibrancy of towns and villages through well-designed place based planning
4.1.c Develop a local spatial planning framework for the city that reinforces the development of a hierarchy of sustainable towns and villages delivering services and facilities to the community
live objective 4.2 The distinctive qualities of towns and villages are maintained and local identity and sense of pride strengthened
Strategies
4.2.a Improve city presentation to meet community expectations for clean, safe and well-presented public spaces, towns and villages
4.2.b Implement initiatives and partnerships that strengthen local identity, sense of place and pride
4.2.c Implement initiatives that reduce crime, vandalism and graffiti and improve safety in towns and villages
live objective 4.3The impact of development on the natural and built environment is well managed
Strategies
4.3.a Contain development within the existing development footprint, and retain bushland between towns and villages
4.3.b Reduce impacts from existing and new urban development on the environment
4.3.c Encourage existing and new development to apply sustainable and efficient use of resources
4.3.d Preserve, maintain and enhance the city’s unique character, and its built, natural and cultural heritage and local history
live objective 4.4The City’s housing meets the diverse needs of the community
Strategies
4.4.a Support provision of a range of housing choices to meet diverse needs, including adaptable and well-designed medium density and infill development to facilitate housing affordability and ageing in place
4.4.b Undertake approaches to facilitate affordable housing
4.4.c Ensure that services are in place to support the transition from homelessness to stable housing
community strategic plan 2035 objectives & strategies
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 105
2016 community survey feedbackCURRENT CUSTOMER SATISFACTION RATING OUT OF 5
5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)
0 1 2 3 4 5
Cemeteries and ashes placement sites 3.71
Litter Control 3.45
Street cleaning 3.43
Protection of heritage values in our town and villages 3.45
The atmosphere, look & feel of town centres and villages 3.53
Parking for shoppers 3.24
Managing residential development 3.08
Public toilets in town centres 3.03
IS 13% OF COUNCIL’S NET COST OF DELIVERING SERVICES
Burials & Ashes Placement: 1%Building Certification: 0.4%
Rest of Council: 87%
City Presentation: 6%
Land Use Management: 4%
City Wide Strategic Planning: 2%
budget
Budget 2018-2019
Service Income
$’000
Operating Cost
$’000
Capital Cost
$’000Net Cost*
$’000 % ShareBurials and Ashes Placement 441 901 57 517 1%
Building Certification 504 875 0 372 0%
City Presentation 266 4,041 1,777 5,552 6%
Land Use Management 1,291 4,900 0 3,609 4%
City Wide Strategic Planning 6,352 1,511 6,250 1,408 2%
LIVE TOTAL 8,854 12,228 8,084 11,458 13%
* Portion of Service expenditure funded from Rates, Annual Charges and other untied income
106 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
key strategiesKey Council strategies that provide detail on plans for the LIVE Key Direction:
Current• Blue Mountains Local Environmental Plan 2015
• Destination Management Plan
Update and Review• Blue Mountains City Council Heritage Strategy
2014-2017
• Blue Mountains Sewage Strategy 2008
In Development• Local Strategic Planning Statement
• Local Housing Strategy
• Community Safety Strategic Plan
planned capital works 2018-2021 Asset Works Program 2018-2021 ’000
CSP Strategy
2018-2019
2019-2020
2020-2021
CITY PRESENTATION 1,697 500 500
Implement Lawson Town Centre car parking (AWP 5) 5.1.e 559 - -
Implement Blackheath Town Centre Masterplan (AWP 17) 5.1.e 300 - 88
Implement Hazelbrook Masterplan: Village Centre Carpark Upgrade (AWP 13)
5.1.e 388 200 112
Implement Springwood Town Centre Masterplan (AWP 14) 4.2.a - 300 412
Increase Water Pressure/Availability at high use public toilets - Glenbrook Park toilet and Leura Public Toilet (AWP 72C)
4.2.a 140 - -
Springwood Town Centre Parks - Upgrade of Manners Park (AWP 15)
4.2.a 60 - -
Katoomba Civic Place Renewal Works (AWP 130) 4.2.a 250 - -
CITY WIDE STRATEGIC PLANNING 6,250 6,250 6,250
City Deal Funded Projects (AWP 134) 4.1.a 6,250 6,250 6,250
BURIALS & ASHES PLACEMENT 57 58 60
Cemetery Asset Renewal Program (AWP 43) 4.2.a 57 58 60
ASSET WORKS PROGRAM TOTAL 8,004 6,808 6,810
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 107
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performanceThe following measures will be used to track LIVE performance:
Performance Measures Annual Target
Building Certification
Percentage of market share for competitive components of building certification service 60%
Land Use Management
Community satisfaction with protection of heritage values in our towns and villages Maintain or increase
Community satisfaction with managing residential development Maintain or increase
Determination times for processing development applications Less than or equal to 87 days
Town Centres
Community satisfaction with the atmosphere, look and feel of our towns and villages Maintain or increase
Community satisfaction with Litter Control Maintain or increase
Community satisfaction with Street Cleaning Maintain or increase
Community satisfaction with Parking for Shoppers Maintain or increase
Community satisfaction with Public toilets in town centres Maintain or increase
Condition of the town and village centres assets Maintain
Completion of program maintenance schedules for town and village centre assets 85% completed
Burials and Ashes Placement
Community satisfaction with cemeteries and ashes placement sites Maintain or increase
Condition of the burials and ashes placement assets Maintain
108 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
live objective 4.1 City Planning drives the creation of vibrant and well-designed places and spaces for people to live, work and play
Strategy 4.1.a - Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4101 Develop master plans to guide land use and infrastructure provision in town centres and major sites
D4101.01 Commence Old Katoomba Golf Course masterplan
City Wide strategic planning
Community and Economic Outcomes: Manager
D4101.02 Respond to recommendations from master plans for LEP and DCP provisions
City Wide strategic planning
Development and Planning Services: Manager
D4102 Plan burial capacity to meet projected demand
D4102.01 Implement planned land use options for burials and ashes.
Burials and ashes
Community and Economic Outcomes: Manager
D4103 Maintain a current Local Environmental Plan.
D4103.01 Examine the adopted Western City District Plan to determine required changes to the Local Environmental Plan
City Wide strategic planning
Development & Planning Services: Manager
Community and Economic Outcomes: Manager
D4104 Major sites with potential for alternative use have masterplans in place that guide land use and infrastructure planning
D4104.01 Continue preparation of the master plan for Lawson Crown Lands
City Wide strategic planning
Community and Economic Outcomes: Manager
D4104.02 Implement priority actions identified in masterplans
City Wide Strategic Planning
Community and Economic Outcomes: Manager
D4104.03 Respond to recommendations from master plans for LEP and DCP provisions
City Wide strategic planning
Development and Planning Services: Manager
D4105 Sydney West District Plan and the City Deal maximises support for the Blue Mountains
D4105.01 Implement projects funded through the City Deal with Australian and NSW Governments (AWP 134)
City Wide strategic planning
City & Community Outcomes: Director
D4106 Apply planning controls that protect areas of residential character
D4106.01 Continue to work with the Department of Planning and Environment to implement planning controls to protect areas of residential character
Land Use Management
Development & Planning Services: Manager
Strategy 4.1.b - Strengthen the liveability and vibrancy of towns and villages through well-designed place based planning
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4111 Develop and implement a town centre improvement program
D4111.01 Implement priority town centre improvement actions identified in masterplans
City Presentation Community and Economic Outcomes: Manager
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Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 109
Strategy 4.1.c - Develop a local spatial planning framework for the city that reinforces the development of a hierarchy of sustainable towns and villages delivering services and facilities to the community
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4121 A Local Strategic Planning Statement supports the spatial planning framework for the city
D4121.01 Commence a Local Strategic Planning statement (Subject to legislative direction)
City Wide Strategic Planning
Development and Planning Services: Manager
live objective 4.2 The distinctive qualities of towns and villages are maintained and local identity and sense of pride strengthened
Strategy 4.2.a - Improve city presentation to meet community expectations for clean, safe and well-presented public spaces, towns and villages
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4201 Implement City Presentation improvement programs and initiatives
D4201.01 Continue the Parks and Town Centre Maintenance Program (SV)
City Presentation City Presentation: Manager
D4201.02 Katoomba Civic Place renewal works - lights, flooring, toilets (AWP 45)
Prioritisation of works based on condition assessments
City Presentation Community and Economic Outcomes: Manager
D4201.03 Removal of graffiti on Lennox Bridge by a specialist graffiti removalist
City Presentation Manager City Presentation
D4201.04 Develop the town centre maintenance improvement program.
City Presentation Manager City Presentation
D4201.05 Deliver the pressure washing program for town centres and high profile sites (SV2)
City Presentation Manager City Presentation
D4201.06 Springwood Town Centre – upgrade Manners Park (AWP 15)
City Presentation Community and Economic Outcomes: Manager
D4201.07 Glenbrook Park toilet and Leura public toilet – increase water pressure/availability at high use public toilets (AWP 72C)
City Presentation Community and Economic Outcomes: Manager
D4201 Implement the Cemetery Asset Renewal Plan
D4201.01 Cemetery Asset Renewal Program (AWP 43)
Burials and ashes
Community and Economic Outcomes: Manager
D4202 Review public toilet renewal program and implement planned renewal
D4202.01 Toilet refurbishment and renewal – town centres as identified by 2016-2017 building condition reports (AWP 72A)
City Presentation Manager City Presentation
110 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 4.2.b - Implement initiatives and partnerships that strengthen local identity, sense of place and pride
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4211 Support partnerships between the Council and the community that maintain beautification of towns, villages and parks (FFtF 6e)
D4211.01 Identify the full range of volunteer groups that undertake minor maintenance activities in town centres and parks. Support partnerships between Council and the Community where possible.
City Presentation Manager City Presentation
Strategy 4.2.c - Implement initiatives that reduce crime, vandalism and graffiti and improve safety in towns and villages
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4221 Review and implement the Community Safety Strategy
D4221.01 Continue to work with NSW Police on Community Safety
Community Development
Community and Economic Outcomes: Manager
live objective 4.3 The impact of development on the natural and built environment is well managed
Strategy 4.3.a - Contain development within the existing development footprint, and retain bushland between towns and villages
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4301 Improve quality of Council’s spatial data in Council’s planning framework for efficient development assessment
D4301.01 No work programmed to commence 2018-2019
Land Use Management
Development & Planning Services: Manager
Strategy 4.3.b - Reduce impacts from existing and new urban development on the environment
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4311 Deliver Council’s Part 5 environmental assessment process to assess the environmental impacts of Council’s development proposals to a high quality, professional standard.
D4311.01 Continue to develop and deliver Council’s Part 5 environmental assessment process
Natural Environment
Environment and Culture: Manager
D4312 Deliver the Sewage Strategy to ensure that the impacts of sewage on the natural environment are minimised.
D4312.01 Not programmed to commence 2018-2019
Water Resource Management
Infrastructure and Major Projects: Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 111
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Strategy 4.3.c - Encourage existing and new development to apply sustainable and efficient use of resources
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4321 Implement the Local Environment Plan and Development Control Plan
D4321.01 Review the outcome of changes implemented to streamline the development application process
Land Use Management
Development & Planning Services: Manager
Building & Compliance: Manager
D4322 Continue advocacy in relation to Western Sydney Airport including the impacts on the Blue Mountains environment and communities
D4322.01 Continue advocacy in relation to Western Sydney Airport
City Wide strategic planning
Strategic Outcomes and Projects: Manager
D4323 Communicate impacts of the land use planning legislative reform process for Blue Mountains community
D4323.01 Monitor the impacts of proposed and enacted legislative reform on land use planning
Land Use Management
Development & Planning Services: Manager
Building & Compliance: Manager
Strategy 4.3.d - Preserve, maintain and enhance the City’s unique character, and its built, natural and cultural heritage and local history
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4331 Work in partnership with Traditional Owners and Aboriginal communities on preservation and maintenance of key sites
D4331.01 Refer to Strategy 3.1b
Community Development
Environment and Culture: Manager
D4332 Support conservation of local heritage
D4332.01 Commence implementation of the Heritage Strategy
Cultural development
Environment and Culture: Manager
D4332.02 Update LEP following Department of Planning response to the planning proposal
Land Use Management
Development & Planning Manager
D4332.03 Amend LEP and DCP to recognise new heritage (period) conservation areas
Land Use Management
Development & Planning Manager
D4332.04 Develop and implement the heritage asset improvement framework for Council owned and managed assets
Cultural development
Environment and Culture: Manager
D4333 Improve the Management of Trees, vegetation and non- civil infrastructure on public land.
D4333.01 Commence Operational Policy review and update - Management of Trees and vegetation on public land
City Presentation Manager City Presentation
D4333.02 Commence mapping Town Centre assets (non civil infrastructure) and garden beds.
City Presentation Manager City Presentation
112 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
live objective 4.4 The City’s housing meets the diverse needs of the community
Strategy 4.4.a - Support provision of a range of housing choices to meet diverse needs, including adaptable and well-designed medium density and infill development to facilitate housing affordability and ageing in place
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D4401 Develop and implement the Blue Mountains City Council Local Housing Strategy
D4401.01 Commence preparation of the Blue Mountains City Council Local Housing Strategy in accordance with the West District Plan.
Land Use Management
Development & Planning Services: Manager
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Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 113
Expenditure ($’000)Operating Cost 781
Support Costs 94
Asset Maintenance
-
Asset Works Program
-
TOTAL EXPENDITURE
875
Funding ($’000)
Council Subsidy 372
Special Rate Variation Funds
0
TOTAL SUBSIDY 372
Service Income 504
TOTAL FUNDING 875
Council is mandated by legislation to accept applications for appointment as the Certifier or Principal Certifying Authority for building works.
Key resources engaged in this service are then leveraged to regulate and provide competitive and sustainable construction activity services to the Blue Mountains community.
Council certifiers are accredited by the Building Professionals Board and are engaged to assess construction / complying development certificates and complete critical inspections to ensure buildings are fit for occupation and use in accordance with the Building Code of Australia and any other relevant standards.
4 year focus• Providing a receptive and responsive level of service
Service Profile
Annual average (over 4 years):
471 Construction Certificates and modified certificates issued
2,047 Construction inspections undertaken
310 Occupation certificates issued
building certification service
2018-2019 budget
114 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Land Use Management service governs land use through the preparation of plans and policies and the assessment of development activity.
Land use plans strive to achieve a balance between quality of life, facilitating sustainable development and the protection of the environment. Development sites are often heavily restricted and many design solutions must balance considerations such as bushfire, the protection of the natural environment as well as built character and amenity.
This service involves daily interactions with a broad section of the community including land-owners, developers, architects, draftsmen, and specialist practitioners. Each year over 2,500 applications are determined requiring input from a multi-disciplinary team of urban and regional planners, engineers, health and building surveyors, environmental scientists, landscape officers and arborists. Reports are provided to NSW Government agencies, Joint Regional Development Planning Panels and as evidence before the NSW Land and Environment Court in the case of disputed matters. Others responsibilities include the provision of development information and advice.
4 year focus• Apply planning controls that protect areas of
residential character
• Improve quality of spatial data
• Implement the Local Environment Plan and Development Control Plan
• Develop and implement the BMCC Local Housing Strategy
• Support conservation of local heritage.
• Communicate impacts of the land use planning legislative reform process to the Blue Mountains community.
• Maintain and implement the Council’s Local Environment Plan [ LIVE & PROTECT – Key Direction]
Service Profile
Annual average (over 4 years):
Development applications
199 New and secondary dwellings
455 Additions and alterations
113 Commercial, subdivision other
177 Modifications
Others:
275 Road Act approvals
491 Roads Act inspections
835 Tree permits issued
2648 Planning certificates issued
675 Requests for development related information
land use management service
Expenditure ($’000)Operating Cost 4,346
Support Costs 554
Asset Maintenance
-
Asset Works Program
-
TOTAL EXPENDITURE
4,900
2018-2019 budget
Funding ($’000)
Council Subsidy 3,609
Special Rate Variation Funds
-
TOTAL SUBSIDY 3,609
Service Income 1,291
TOTAL FUNDING 4,900
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Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 115
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This service covers city presentation activities that enhance the look and feel of the Blue Mountains Local Government Area including:
• Town Centre Improvement Program and delivering on town centre masterplans
• Town Centre maintenance
• Public toilet cleaning in town centres
• Street cleaning in town centres
• Targeted graffiti removal in the LGA
4 year focus• Develop and implement a town centre improvement
program
• Develop and implement document maintenance plans for buildings
• Develop and implement City Presentation improvement programs and initiatives
• Implement public toilet renewal program
• Support partnerships between BMCC and the community that maintain beautification of towns and villages
• Implement Blackheath Village Parking Options and Leura tourist bus strategy
• Implement Lawson Town centre car parking plan
• Implement Hazelbrook masterplan carpark actions
• Implement Asbestos Management Plan
• Improve the management of trees, vegetation and non-civil infrastructure on public land.
Assets supporting this service• Street furniture, litter bins, community notice boards,
garden beds, signage etc.
• 22 Parks
• 11 Commuter car parks
• Civil Infrastructure – Footpaths, Roads, Drainage, Bridges etc.
• Buildings – public toilets, community buildings, Visitor Information centres
city presentation service
Expenditure ($’000)Operating Cost 1,021
Support Costs 254
Asset Maintenance
2,766
Asset Works Program
1,777
TOTAL EXPENDITURE
5,818
% of council’s total asset value
2018-2019 budget
City Presentations Assets: 3%
Funding ($’000)
Council Subsidy 4,718
Special Rate Variation Funds
834
TOTAL SUBSIDY 5,552
Service Income 266
TOTAL FUNDING 5,818
116 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
% of council’s total asset value
The Burials and Ashes Placement service plans for the provision and maintenance of nine cemeteries for the interment of deceased persons and for the placement of ashes following cremation.
Booking officers work with funeral directors, monumental masons and the families of the deceased to book funerals, ashes placements and monumental works.
Official burial and ashes placements records are maintained and published online.
A team of cemetery staff provide grave digging, ashes placement and cemetery maintenance activities
4 year focus• Implement Cemetery Asset Renewal Plan
• Plan burial capacity to meet projected demand
• Council actively supports conservation of local heritage
Assets supporting this service• 9 cemeteries and associated infrastructure within the
cemeteries including fencing, garden beds, signage, pathways, car parks and buildings
burials & ashes placement service
Expenditure ($’000)Operating Cost 338
Support Costs 68
Asset Maintenance
495
Asset Works Program
57
TOTAL EXPENDITURE
958
2018-2019 budget
Burials & Ashes Placement Assets: 0.13%
Funding ($’000)
Council Subsidy 517
Special Rate Variation Funds
-
TOTAL SUBSIDY 517
Service Income 441
TOTAL FUNDING 958
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 117
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The City Wide Strategic Planning service focuses on the provision of non-statutory strategic planning to guide the future form of development in the Blue Mountains and determine the LGA’s relationship with neighbouring authorities and its role within the Sydney Region.
A key element of the service is the delivery of a program of town centre and strategic site masterplans to guide urban renewal in key towns and villages in the Mountains.
The service works closely with other areas of Council to deliver economic development, tourism, accessibility and housing outcomes. It aims to ensure the Blue Mountains quality of life and character is protected whilst ensuring the Council is prepared for current and future opportunities and challenges such as an ageing population and increased tourist visitation.
4 year focus• Develop master plans to guide land use and
infrastructure provision in town centres and major sites
• Maintain current Local Environmental Plan.
• Major sites with potential for alternative use have masterplans in place that guide land use and infrastructure planning
• Sydney West District Plan and the City Deal maximises support for the Blue Mountains
• A local strategic planning statement supports the spatial planning framework for the city.
• Review and implement the Blue Mountains Crime Prevention Plan
• Continue advocacy in relation to Western Sydney Airport
• Work with Greater Sydney Commission to finalise and implement the West District Plan [LEAD – Key Direction]
• Negotiate and implement the City Deal with Australian and NSW Governments.[LEAD – Key Direction]
• Develop and implement the Priority Infrastructure plan to co-ordinate and advocate for the delivery of future assets/services in the City. [LEAD – Key Direction]
• Actively participate in the Regional Strategic Alliance. [LEAD – Key Direction]
city wide strategic planning service
Expenditure ($’000)Operating Cost 1,404
Support Costs 107
Asset Maintenance
-
Asset Works Program
6,250
TOTAL EXPENDITURE
7,761
2018-2019 budget
Funding ($’000)
Council Subsidy 1,408
Special Rate Variation Funds
-
TOTAL SUBSIDY 1,408
Service Income 6,352
TOTAL FUNDING 7,761
118 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
KD4
LIV
E
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 119
KD 5: MOVE - An accessible city
key direction 5
an accessible city
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 121
together we moveAn accessible city makes it easy for people of all ages and abilities to move around and access services and facilities, work and recreation. It provides accessible pathways of travel leading to accessible places and spaces.
An accessible built environment is well-designed and inclusive. It benefits everyone, increasing their participation in the community and in the local economy. The environmentally friendly accessible city maximises sustainable choices for moving around – reducing reliance on cars and promoting less polluting means of transport such as public transport, walking and cycling.
our aspirations and aimsWe value safe, well-planned and accessible pathways of travel for all, that improve our connections with destinations and each other.
We have sustainable choices for safe and environmentally friendly transport, including networks of pathways for cycling and walking integrated with reliable and accessible public transport services and facilities. The needs of commuters have been considered resulting in enhanced, more frequent and better integrated transport services and improved commuter parking facilities.
Through better management and creative urban design, the Great Western Highway is a safe, accessible and beautiful space that adds to our local amenity, economy and World Heritage identity.
By 2035 we are a more accessible City
an accessible city
122 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
move objective 5.1The City has an integrated, accessible and sustainable transport network
Strategies
5.1.a Support development of an integrated, accessible, affordable and linked public and private transport network that meets the needs of pedestrians, cyclists, vehicles, emergency vehicles and freight
5.1.b Promote transport solutions for those unable to access private and public transport options
5.1.c Ensure developments and facilities are accessible to people with a disability, including accessible pathways of travel leading to accessible facilities
5.1.d Improve management of the impact of truck freight movements on the Blue Mountains
5.1.e Support the provision of vehicle parking that meets the needs of the city
move objective 5.2 The City has a safe, well designed and maintained network of roads
Strategies
5.2.a Improve the safety, amenity and linkages of the local road network
5.2.b Complete the upgrade and widening of the Great Western Highway west of Katoomba so that it delivers improved safety, accessibility, amenity and World Heritage identity
5.2.c Develop transport links between towns and villages for vehicles, (including emergency vehicles) cyclists and pedestrians other than the Great Western Highway
move objective 5.3The City has an integrated, accessible public transport network with good connections within the city and to the Greater Sydney Region
Strategies
5.3.a Advocate for improved rail and bus services
move objective 5.4The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities
Strategies
5.4.a Provide safe and accessible active transport networks that improve connectivity and encourage increased confidence in walking and cycling
community strategic plan 2035 objectives & strategies
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 123
2016 community survey feedbackCURRENT CUSTOMER SATISFACTION RATING OUT OF 5
5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)
0 1 2 3 4 5
Cycleways 2.85
Footpaths 3.04
Commuter parking 3.24
Carparks 3.24
Sealed Roads 3.27
Bus shelters 3.31
Traffic safety for pedestrians and vehicles 3.44
3.60Pedestrian access around shopping centres and community facilities
IS 17% OF COUNCIL’S NET COST OF DELIVERING SERVICES
Transport and Public Access: 16%
Rest of Council: 83%
budget
Budget 2018-2019
Service Income
$’000
Operating Cost
$’000
Capital Cost
$’000Net Cost*
$’000 % ShareTransport & Public Access -1,714 10,448 4,852 13,585 16%
Transport & Public Access - Active Transport
0 0 794 794 1%
MOVE TOTAL -1,714 10,448 5,645 14,379 17%
* Portion of Service expenditure funded from Rates, Annual Charges and other untied income
Transport & Public Access - Active Transport: 1%
124 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Current• Pedestrian Access and Mobility Plan 2025
• Blue Mountains Bike Plan 2020
• Road Safety Action Plan
In Development• Integrated Transport Strategic Plan
• City Wide Car Parking Strategic Plan
key strategiesKey Council strategies that provide detail on plans for the MOVE Key Direction:
planned capital works 2018-2021 Asset Works Program 2018-2021’000
CSP Strategy
2018-2019
2019-2020
2020-2021
TRANSPORT & PUBLIC ACCESS 4,281 3,838 4,393
Bridge Renewal based on inspection reports (AWP 80) 5.2.a 300 - 300
Road Renewal and Reseal Program (AWP 78) 5.2.a 3,360 3,439 3,805
Traffic Barrier Construction Program *As per High Risk Mitigation Program (AWP 10)
5.2.a 226 131 135
Traffic Facilities Renewal Program (AWP 79) 5.2.a 284 149 153
Transport Upgrades to improve compliance and safety (AWP 31) 5.2.a 110 120 -
Transport & Public Access - Active Transport 806 367 889
Cycleway Construction Program - As per Blue Mountains Bike Plan 2020 (AWP 8)
5.4.a - 106 109
Cycleway Construction Program from Woodford to Linden - As per Blue Mountains Bike Plan 2020 (AWP 9)
5.4.a 122 - -
Footpath Renewal - Based on Inspection Reports (AWP 81) 5.4.a 453 261 279
Footpath Upgrade Program - Based on PAMP (AWP 32) 5.4.a 231 - 500
ASSET WORKS PROGRAM TOTAL 5,087 4,205 5,282
performanceThe following measures will be used to track MOVE performance:
Performance Measures Annual Target
Transport and Public Access
Community satisfaction with pedestrian access around shopping centres and community facilities
Maintain or increase
Community satisfaction with traffic safety for pedestrians and vehicles Maintain or increase
Community satisfaction with bus shelters Maintain or increase
Community satisfaction with sealed roads Maintain or increase
Community satisfaction with carparks Maintain or increase
Community satisfaction with commuter parking Maintain or increase
Community satisfaction with footpaths Maintain or increase
Community satisfaction with cycleways Maintain or increase
Condition of transport assets Maintain
Percentage of bus stops compliant with Disability Discrimination Act standards Increase
Inspection and maintenance of Council’s transport infrastructure assets including footpaths, resealing, potholes, grading and shoulders.
85% completed
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 125
KD5
MO
VE
move objective 5.1 The City has an integrated, accessible and sustainable transport network
Strategy 5.1.a - Support development of an integrated, accessible, affordable and linked public and private transport network that meets the needs of pedestrians, cyclists, vehicles, emergency vehicles and freight.
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5001 Finalise and implement the Integrated Transport Strategic Plan for the Blue Mountains
D5001.01 Commence implementation of priority actions as identified in Council’s Integrated Transport Strategic Plan
Transport and Public Access
Infrastructure & Major Projects: Manager
D5001.02 Implement priority actions as identified in the Blue Mountains City Council City Wide Parking Strategy
Transport and Public Access
Infrastructure & Major Projects: Manager
Strategy 5.1.b - Promote transport solutions for those unable to access private and public transport options
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5111 Finalise and implement the Integrated Transport Strategy for the Blue Mountains
D5111.01 Refer to Strategy 5.1.a
Transport and Public Access
Infrastructure & Major Projects: Manager
Strategy 5.1.c - Ensure developments and facilities are accessible to people with a disability, including accessible pathways of travel leading to accessible facilities
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5121 Improve accessibility within the city
D5121.01 Refer strategy 5.1.a
Transport and Public Access
Infrastructure & Major Projects: Manager
Strategy 5.1.d - Improve management of the impact of truck freight movements on the Blue Mountains
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5131 Implement the Heavy Vehicle Drive Neighbourly Agreement to manage growth of road freight on Great Western Highway
D5131.01 Implement the ‘Respect’ media campaign from the Heavy Vehicle Drive Neighbourly Agreement (SV)
Transport and Public Access
Infrastructure & Major Projects: Manager
Strategy 5.1.e - Support the provision of vehicle parking that meets the needs of the city
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5141 Implement priority actions from the Blue Mountains City Council Citywide Parking Strategy 2017-2021
D5141.01 Implement the Blue Mountains City Council Citywide Parking Strategy 2017-2021
Prioritise traffic management and parking in town centre master planning (SV)
Transport and Public Access
Infrastructure & Major Projects: Manager
126 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 5.1.e - Support the provision of vehicle parking that meets the needs of the city
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5142 Prepare Parking Precinct Plans for managing parking at key tourist precinct sites
D5142.01 Refer strategy 5.1.a (SV)
Transport and Public Access
Infrastructure & Major Projects: Manager
D5143 Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy
D5143.01 Implement Blackheath Town Centre Masterplan (AWP 17)
City Presentation Infrastructure & Major Projects: Manager
D5144 Implement Lawson Town Centre Car Parking Plan
D5144.01 Implement Lawson Town Centre Car Parking s.94 Plan (AWP 5)
City Presentation Infrastructure & Major Projects: Manager
D5145 Implement the Hazelbrook Masterplan carpark actions
D5145.01 Hazelbrook Masterplan: village centre carpark upgrade (AWP 13)
City Presentation Infrastructure & Major Projects: Manager
move objective 5.2 The City has a safe, well designed and maintained network of roads
Strategy 5.2.a - Improve the safety, amenity and linkages of the local road network
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5201 Implement Town Centre, Transport & Public Access Infrastructure related projects identified through adopted Masterplans
D5201.01 Investigate transport & public access relating to Masterplan projects (Refer Strategy 5.1e)
Transport and Public Access
Infrastructure and Major Projects: Manager
D5202 Implement Road Reseal and Renewal Program
D5202.01 Road Renewal and Reseal Program (AWP 78)
Transport and Public Access
Transport Assets and Civil Operations: Manager
D5202.02 Bridge Renewal based on Inspection Reports (AWP 80)
Transport and Public Access
Transport Assets and Civil Operations: Manager
D5202.03 Traffic Facilities Renewal Program (AWP 79)
Transport and Public Access
Transport Assets and Civil Operations: Manager
D5202.04 Transport Upgrades to improve Compliance and Safety (AWP 31)
Transport and Public Access
Transport Assets and Civil Operations: Manager
D5203 Implement the Traffic Barrier Construction Program based on risk assessments
D5203.01Traffic Barrier Construction Program based on Risk Assessments (AWP 10)
Transport and Public Access
Transport Assets and Civil Operations: Manager
Strategy 5.2.b - Complete the upgrade and widening of the Great Western Highway west of Katoomba so that it delivers improved safety, accessibility, amenity and World Heritage identity.
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5211 Advocate to the Roads and Maritime Services to achieve improved safety, accessibility, amenity and world heritage identity
D5211.01 Advocate for the completion of the upgrade and widening of the Great Western Highway west of Katoomba
Transport and Public access
Transport Assets and Civil Operations: Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 127
KD5
MO
VE
move objective 5.3 The City has an integrated, accessible public transport network with good connections within the city and to the Greater Sydney Region
Strategy 5.3.a - Advocate for improved rail and bus services
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5301 Finalise and implement the Integrated Transport Strategic Plans for the Blue Mountains
D5301.01 Refer strategy 5.1.a (SV)
Transport and Public Access
Infrastructure & Major Projects: Manager
move objective 5.4 The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities
Strategy 5.4.a - Provide safe and accessible active transport networks that will improve connectivity and encourage increased confidence in walking and cycling
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5401 Deliver the Blue Mountains Pedestrian Access Mobility Plan 2025 and Bike Plan2020 to create safe and accessible pathways of travel across the local government area
D5401.01 Implement the Pedestrian Access Mobility Plan (PAMP) actions to deliver high, medium and low priority items that relate to the footpath network (AWP 32)
Transport and Public Access
Infrastructure and Major Projects: Manager
D5401.02 Cycleway Construction Program from Woodford to Linden as per-the Blue Mountains Bike Plan 2020 (AWP 9)
Transport and Public Access – Active transport
Infrastructure and Major Projects: Manager
D5402 Deliver the Transport Footpath Renewal and Footpath Grinding and Assessment Programs based on the Pedestrian Access and Mobility Plan
D5402.01 Footpath Renewal based on Inspection Reports (AWP 81)
Transport and Public Access – Active transport
Infrastructure and Major Projects: Manager
D5402.02 Deliver Footpath Grinding and Assessment program 2018-2019 scheduled works
Transport and Public Access
Transport Assets and Civil Operations Manager
Strategy 5.2.c - Develop transport links between towns and villages for vehicles, (including emergency vehicles) cyclists and pedestrians other than the Great Western Highway
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D5221 Implement town centre, transport & public access infrastructure related projects
D5221.01 Refer strategy 5.1.a (SV)
Transport and Public Access
Infrastructure and Major Projects: Manager
128 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
% of council’s total asset value
The transport and public access service plans for and provides transport infrastructure.
Council is the roads authority for all local roads within its local government area. The Roads and Maritime Services (RMS) is the responsible road authority for classified State Roads, including the Great Western Highway, Hawkesbury Road, a section of Macquarie Road at Springwood, Darling Causeway, a section of Station Street at Mount Victoria and The Bells Line of Road.
This service manages and improves local traffic conditions and the provision of street lighting.
Transport engineers and maintenance crews look after transport infrastructure through ongoing maintenance and repair activities, renewal programs and capital upgrade works. Rangers manage compliance with regulated car parking in high priority locations such as town centres.
This service supports the Local Traffic Committee. It lobbies and advocates on a range of transport and road safety issues that impact the city and implements traffic safety programs. This service also supports community access through the provision of a community access bus for Great Community Transport.
4 year focus• Finalise and implement the Integrated Transport
Strategic Plan for the Blue Mountains
• Improve accessibility within the City
• Implement the Heavy Vehicle Drive Neighbourly Agreement - Respect Campaign
• Prepare Parking Precinct plans for managing parking at key tourist precinct sites
• Implement priority actions from BMCC City wide Parking Strategy
• Implement Town Centre, Transport & Public Access Infrastructure related projects identified through adopted Masterplans
• Implement Road Reseal and Renewal Program
• Implement the Traffic Barrier Construction Program based on risk assessments
• Deliver Pedestrian Access Mobility Plan and Bike Plan actions
• Deliver the Transport Footpath programs.
• Develop & implement Priority Infrastructure Plan [THRIVE – Key Direction
Assets supporting this service• 675km sealed road pavement
• 8,542 signs
• 71km unsealed road pavement
• 74 marked crossings
• 178km footpath
• 20 roundabouts
• 550km kerb and gutter
• 41 pedestrian refuges
• 31 bridges
• 39 wombat crossings
• 77,921 sqm sealed car parks
• 27 parking ticket machines
• 157 bus shelters
• 62 electronic parking sensors
• 20,044m guardrails
transport and public access service
Expenditure ($’000)Operating Cost 2,724
Support Costs 1,078
Asset Maintenance
6,646
Asset Works Program
5,645
TOTAL EXPENDITURE
16,093
2018-2019 budget
Funding ($’000)
Council Subsidy 6,755
Special Rate Variation Funds
7,624
TOTAL SUBSIDY 14,379
Service Income 1,714
TOTAL FUNDING
16,093
Transport & Public Access Assets: 63%
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 129
KD5
MO
VE
KD 6: THRIVE - An economically sustainable city
key direction 6
an economically sustainable city
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 131
together we thriveAn economically sustainable city facilitates a diverse, robust and environmentally friendly local economy that benefits local residents.
Sustainable businesses and industries that have minimal impact on the natural environment are encouraged and supported.
A vibrant city encourages and facilitates a variety of sustainable industries, enterprises and businesses.
our aspirations and aimsWe value business and industries that support the needs of our community and are in harmony with our surrounding World Heritage environment. People of all ages are attracted to work, live and study in the Blue Mountains.
Through responsible economic development we have strengthened and diversified our local economy, creating growth in employment and educational opportunities. In doing this we have built on our inherent strengths and advantages in being a City with rich cultural and natural heritage surrounded by a World Heritage Area and a creative City of the Arts. We are a leader in sustainable tourism and visitor destination management.
By 2035 our local economy is stronger and more sustainable
an economically sustainable city
132 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
thrive objective 6.1The City’s economy is diverse, vibrant, strong and environmentally sustainable with increased local employment
Strategies6.1.a Diversify and strengthen the range of sustainable
industries and businesses and local employment opportunities in the Blue Mountains
6.1.b Support and strengthen local businesses and their contribution to local employment growth
6.1.c Improve capacity and resilience for local businesses to respond to natural disaster and economic downturn
6.1.d Implement economic development strategies that benefit local priority groups, including Aboriginal people, and provide local employment opportunities
6.1.e Develop partnerships with government, peak business and tourism organisations
thrive objective 6.2 The City of the Blue Mountains has a strong identity that builds on its natural and built heritage and creative strengths as a City of the Arts and a City surrounded by a World Heritage Area
Strategies6.2.a Attract and assist industry development that is
aligned with the strengths and advantages of the Blue Mountains including sustainable tourism, creative industry and education
6.2.b Enhance existing, and establish new networks and nodes of informal and formal learning and research, including online learning opportunities
6.2.c Leverage off the unique identity of the Blue Mountains as a City of the Arts in a World Heritage Area
6.2.d Create a cohesive brand and marketing for the City of Blue Mountains
community strategic plan 2035 objectives & strategies
thrive objective 6.3The City’s infrastructure supports diverse and sustainable economic development
Strategies6.3.a Provide and advocate for the infrastructure
required to support sustainable economic development
6.3.b Improve options for flexible working arrangements within the city
thrive objective 6.4The Blue Mountains is a leader of sustainable tourism and destination management within a World Heritage Area
Strategies6.4.a Ensure local infrastructure, facilities and services
supporting tourist visitation have required capacity to meet projected increases in tourist numbers
6.4.b Balance enhancing the tourist experience with maintaining local amenity for residents
6.4.c Facilitate the development of sustainable tourism that delivers local benefits – socially, environmentally, culturally and economically
6.4.d Market and promote the Blue Mountains as a unique national and international visitor destination
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 133
budget
Budget 2018-2019
Service Income
$’000
Operating Cost
$’000
Capital Cost
$’000Net Cost*
$’000 % ShareEconomic Development & Tourism 3,920 6,545 1,920 4,546 5%
Commercial Activities 3,576 3,146 0 -431 0%
THRIVE TOTAL 7,496 9,691 1,920 4,115 5%
* Portion of Service expenditure funded from Rates, Annual Charges and other untied income
2016 community survey feedbackCURRENT CUSTOMER SATISFACTION RATING OUT OF 5
5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)
0 1 2 3 4 5
Access to local employment opportunities 3.31
Tourist Parks at Blackheath and Katoomba 3.44
Visitor Information Centres 4.00
IS 5% OF COUNCIL’S NET COST OF DELIVERING SERVICES
Economic Development & Tourism: 5%
Rest of Council: 95%
134 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
planned capital works 2018-2021 Asset Works Program 2018-2021’000
CSP Strategy
2018-2019
2019-2020
2020-2021
COMMERCIAL PROPERTY PORTFOLIO 540
Commerical Property Portfolio Review – Civic Arcade Katoomba Public Domain Improvement Works (AWP 130)
6.3.a 540
ECONOMIC DEVELOPMENT & TOURISM 1,028 520
District Park Upgrade -Glenbrook Park VIC & Carpark (AWP 2) 6.4.a 244
Replace end of life public toilet in an identified high need area (AWP 72B)
6.4.a 210
Southern Scenic Escarpment Project - Echo Point VIC Upgrade (AWP 1)
6.3.a 94
Southern Scenic Escarpment Project - Katoomba Falls Kiosk and Park (AWP 1)
6.3.a 690 310
ASSET WORKS PROGRAM TOTAL 1,568 520
performanceThe following measures will be used to track THRIVE performance:
Performance Measures Annual Target
Economic Development and Tourism
Community satisfaction with visitor information centres at Glenbrook and Echo Point Maintain
Community satisfaction with caravan parks at Katoomba and Blackheath Maintain or increase
Community satisfaction with access to local employment opportunities Maintain or increase
Condition of tourism assets Maintain
Completion of program maintenance schedules for tourism assets 85% completed
Commercial Activities
Profit and loss statements for commercial activities Net Revenue Result
key strategiesKey Council strategies that provide detail on plans for the THRIVE Key Direction:
Current• Blue Mountains Destination Management Plan
• Visitor Infrastructure Investment Strategic Plan
In Development• Events Strategic Plan
• Priority Infrastructure Plan
• Economic Strategic Plan
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 135
KD6
THR
IVE
thrive objective 6.1 The City’s economy is diverse, vibrant, strong and environmentally sustainable with increased local employment
Strategy 6.1.a - Diversify and strengthen the range of sustainable industries and businesses and local employment opportunities in the Blue Mountains
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6101 Implement the Blue Mountains Economic Strategy 2017 to plan for and provide opportunities for employment and economic investment
D6101.01 Implement priority actions as identified in the Economic Strategy (SV)
D6101.02 Engage with the Blue Mountains Economic Enterprise on economic initiatives to attract industry and employment to the City.
Economic Development and Tourism
Community and Economic Outcomes: Manager
Strategy 6.1.b - Support and strengthen local businesses and their contribution to local employment growth
Delivery Program 4-year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6111 Work to strengthen small business
D6111.01 Work with the Office of Small Business to further develop Council’s small business friendly status
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6112 Use Council’s physical and digital infrastructure in innovative ways to support advertising of local business
D6112.01 Support business development opportunities within the tourism sector
Economic Development and Tourism
Community & Economic Outcomes: Manager
Strategy 6.1.c - Improve capacity and resilience for local businesses to respond to natural disaster and economic downturn
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6121 Implement the Events Strategy to support the local economy and continue to support local community events
D6121.01 Implement the Blue Mountains Events Strategy (SV)
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6121.02 Continue to investigate and deliver the Community Events Security Upgrade
Economic Development and Tourism
Community and Economic Outcomes: Manager
Strategy 6.1.d - Implement economic development strategies that benefit local priority groups, including Aboriginal people, and provide local employment opportunities
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6131 Improve economic opportunities for Aboriginal people, including increased employment outcomes
D6131.01 Develop and implement an Aboriginal on Country economic development plan
Economic Development and Tourism
Environment and Culture: Manager
136 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Strategy 6.1.e - Develop partnerships with government, peak business and tourism organisations
Delivery Program 4-year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6141 Work with the Regional Strategic Alliance to implement the Regional Tourism Strategy
D6141.01 Actively engage, contribute and support the aims of the Regional Strategic Alliance’s (RSA) Visitor Economy Program
Economic Development and Tourism
Strategic Outcomes and Projects: Manager
D6141.02 Contribute to the achievement of regionally agreed objectives outlined in the RSA Visitor Economy Charter and Project Plan
Economic Development and Tourism
Strategic Outcomes and Projects: Manager
D6142 Work with Destination NSW and Destination Networks to advocate for the Blue Mountains
D6142.01 Work with Destination NSW and Destination Networks to advocate for the Blue Mountains
Economic Development and Tourism
Strategic Outcomes and Projects: Manager
thrive objective 6.2 The City of the Blue Mountains has a strong identity that builds on its natural and built heritage and creative strengths as a City of the Arts and a City surrounded by World Heritage area
Strategy 6.2.a - Attract and assist industry development that is aligned with the strengths and advantages of the Blue Mountains including sustainable tourism, creative industry and education
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6201 Implement the Blue Mountains Economic Strategy 2017
D6201.01 Refer strategy 6.1.a
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6202 Support sustainable industries to relocate to the Blue Mountains through the Blue Mountains Economic Enterprise
D6202.01 Provide support to the Blue Mountains Economic Enterprise (BMEE)
Economic Development and Tourism
City and Community Outcomes: Director
Strategy 6.2.b - Enhance existing, and establish new networks and nodes of informal and formal learning and research, including online learning opportunities
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6211 Advocate for establishment of new centres of learning in the Blue Mountains
D6211.01 Partner with the BMEE to attract new centres of learning
Economic Development and Tourism
Community and Economic Outcomes: Manager
Strategy 6.2.c - Leverage off the unique identity of the Blue Mountains as a City of the Arts in a World Heritage Area
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6221 Identify strategies to leverage off the unique identity of the Blue Mountains as a centre of culture, creativity and the arts
D6221.01 Liaise with the BMEE to develop projects to leverage off the unique identity of the Blue Mountains as a centre of culture , creativity and the arts
Economic Development and Tourism
Environment and Culture: Manager
D6221.02 Promote Blue Mountains arts tourism and festivals through the Blue Mountains Events Strategy
Economic Development and Tourism
Community and Economic Outcomes: Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 137
KD6
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IVE
Strategy 6.2.d - Create a cohesive brand and marketing for the City of Blue Mountains
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6231 Implement the Blue Mountains City Council Economic Strategy 2017
D6231.01 Refer strategy 6.1.a
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6232 Implement the Blue Mountains Destination Management Plan to improve tourism’s contribution to the Blue Mountains economy and the visitor experience
D6232.01 Refer strategy 6.4.a
Economic Development and Tourism
Community and Economic Outcomes: Manager
thrive objective 6.3 The City’s infrastructure supports diverse and sustainable economic development
6.3.a Provide and advocate for the infrastructure required to support sustainable economic development
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6301 Develop and implement the Priority Infrastructure Plan to advocate for and coordinate the delivery of future assets/services in the City, including improved digital connectivity through the NBN.
D6301.01 Develop the External Agencies Infrastructure Plan (SV)
Transport and Public Access
Infrastructure & Major Projects: Manager
D6302 Develop and implement a business plan for Council owned tourist parks, including review of current operations and preferred options for future management
D6302.01 Research options and develop recommendations on the operation of Council owned tourist parks for Council endorsement (FFtF4d)
Commercial Activities
Community and Economic Outcomes: Manager
D6303 Plan and deliver a program for major tourism precincts and activities that support commercial operations including the Southern and Eastern Scenic Escarpment Masterplans
D6303.01 Scenic Southern Escarpment Project - Katoomba Falls Kiosk and Park (AWP 1)
Economic Development and Tourism
Environment & Culture: Manager
D6303.02 Administer and enhance the nature based recreation and tourism licensing scheme
Economic Development and Tourism
Environment & Culture: Manager
D6304 Implement a renewal program of commercial properties to support the City’s economic development
D6304.01 Civic Arcade Katoomba
Public Domain Improvement Works (AWP 130)
Commercial Activities
Community and Economic Outcomes: Manager
D6304.02 Commercial property management including additional maintenance and disposal of surplus properties
Commercial Activities
Community and Economic Outcomes: Manager
Strategy 6.3.b - Improve options for flexible working arrangements within the city
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6311 Develop Smart work Hubs in the Blue Mountains
D6311.01 Implement smart work hub
Economic Development and Tourism
Community and Economic Outcomes: Manager
138 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
thrive objective 6.4 The Blue Mountains is a leader of sustainable tourism and destination management within a World Heritage Area
Strategy 6.4.a - Ensure local infrastructure, facilities and services supporting tourist visitation have required capacity to meet projected increases in tourist numbers
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6401 Implement the Blue Mountains Destination Management Plan to improve tourism’s contribution to the Blue Mountains economy and the visitor experience
D6401.01 Implement four year priorities as identified in the Destination Management Plan.
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6401.02 Seek grants, external funding and partnerships with relevant organisations and partners to tourism infrastructure upgrades
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6401.03 Implement a destination Ambassadors program to assist visitors
Economic Development and Tourism
Leisure and Visitor Information Centres: Manager
D6402 Deliver Visitor Information Centres upgrade to enable them to fill a Regional Tourism role and provide a high quality visitor experience.
D6402.01 Glenbrook Park upgrade - Visitor Information Centre and carpark. (AWP 2)
Economic Development and Tourism
Community and Economic Outcomes: Manager
Leisure and Visitor Information Centres: Manager
D6402.02 Scenic Southern Escarpment Project - Echo Point Visitor Information Centre upgrade (AWP 1)
Economic Development and Tourism
Infrastructure & Major Projects: Manager
D6402.03 Development of service to maximise use of the new Visitor Information Centres
Economic Development and Tourism
Leisure and Visitor Information Centres: Manager
D6403 Implement the Visitor Infrastructure Investment Strategic Plan and manage increasing visitor numbers at major tourist destinations
D6403.01 Implement priority actions as identified in the adopted Visitor Infrastructure Investment Strategic Plan (FFtF4c)
Economic Development and Tourism
Strategic Outcomes and Projects: Manager
D6403.02 Support the implementation of priority actions as identified in the Visitor Infrastructure Investment Strategic Plan
Economic Development and Tourism
Environment & Culture: Manager
Community and Economic Outcomes: Manager
Building & Compliance: Manager
D6403.03 Implement the campgrounds investment and management plan (FFtF 4c)
Economic Development and Tourism
Environment & Culture: Manager
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 139
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Strategy 6.4.b - Balance enhancing the tourist experience with maintaining local amenity for residents
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6411 Implement the Blue Mountains Destination Management Plan
D6411.01 Refer to strategy 6.4.a
Economic Development and Tourism
Community and Economic Outcomes: Manager
Strategy 6.4.c - Facilitate the development of sustainable tourism that delivers local benefits – socially, environmentally, culturally and economically
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6421 Advocate for tourism development that delivers local benefits
D6421.01 Advocate for tourism development to deliver local benefits as required and as opportunities arise
Economic Development and Tourism
Community and Economic Outcomes: Manager
Strategy 6.4.d - Market and promote the Blue Mountains as a unique national and international visitor destination
Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility
D6431 Work with the Regional Strategic Alliance on the regional tourism marketing entity
D6431.01 Refer strategy 6.1.a
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6432 Implement the Blue Mountains City Council Economic Strategy
D6432.01 Refer strategy 6.1.a
Economic Development and Tourism
Community and Economic Outcomes: Manager
D6433 Implement the Blue Mountains Destination Management Plan
D6433.01 Refer to strategy 6.4.a
Economic Development and Tourism
Community and Economic Outcomes: Manager
140 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
The Economic Development and Tourism Service supports and encourages the development of a diverse and vibrant local economy.
The Council plans for and manages economic and tourism infrastructure to support economic growth in the city, and seeks to understand the needs of the local economy through exchanges with local industry representatives and economic performance data.
This service delivers:
• Economic Development (including support for BMEE)
• Tourism and Visitor Management (including Events)
• Coordination of Economic and tourism infrastructure
• Visitor Information Centres at Glenbrook and Echo Point
4 year focus• Implement the Blue Mountains Economic Strategy 2017
• Work to strengthen small business
• Use Council’s physical and digital infrastructure in innovative ways to support advertising of local business
• Implement the Events Strategy
• Improve economic opportunities for Aboriginal people, including increased employment outcomes
• Work with the Regional Strategic Alliance to implement the Regional Tourism Strategy
• Support sustainable industries to relocate to the Blue Mountains
• Advocate for establishment of new centres of learning in the Blue Mountains
• Implement the Blue Mountains Destination Management Plan
• Plan and deliver a program for major tourism precincts and activities
• Develop Smart work Hubs in the Blue Mountains
• Identify strategies to leverage off the unique identity of Blue Mountains as a centre of culture, creativity and the arts
• Deliver Visitor Information Centres upgrades
• Implement the visitor user pays strategy and manage increasing visitor numbers
• Advocate for tourism development that delivers local benefits
• Expand the Visitor Information Service to include a destination ambassador program.
Assets supporting this service• 2 Visitor Information Centres
• Echo Point precinct including parks, concourse and associated buildings
economic development and tourism service
Expenditure ($’000)Operating Cost 5,242
Support Costs 219
Asset Maintenance
1,084
Asset Works Program
1,920
TOTAL EXPENDITURE
8,466
% of council’s total asset value
2018-2019 budget
Funding ($’000)
Council Subsidy 3,854
Special Rate Variation Funds
692
TOTAL SUBSIDY 4,546
Service Income 3,920
TOTAL FUNDING
8,466
Economic Development & Tourism Assets: 3%
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 141
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% of council’s total asset value
The Council delivers a number of services that are operated with the intent of generating a surplus from their operation.
These services are defined as commercial activities:
• Tourist Parks at Blackheath and Katoomba
• Commercial Property Portfolio
• Effluent Collection Service
• Service NSW Agency at the Katoomba Council Headquarters
4 year focus• Develop and implement a business plan for Council
owned tourist parks, including review of current operations and preferred options for future management
• Develop and implement the community facilities strategy. [CARE – Key Direction]
Assets supporting this service• 2 Tourist parks
• 20 leased commercial premises
• 2 tankers for effluent removal
• Built assets supporting City presentation also support economic outcomes.
commercial activities service
Expenditure ($’000)Operating Cost 2,687
Support Costs 221
Asset Maintenance
238
Asset Works Program
-
TOTAL EXPENDITURE
3,146
2018-2019 budget
Funding ($’000)
Council Subsidy -431
Special Rate Variation Funds
-
TOTAL SUBSIDY -431
Service Income 3,576
TOTAL FUNDING
3,146
Commercial Activities Assets: 1%
142 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
Funding ($’000)
Council Subsidy -431
Special Rate Variation Funds
-
TOTAL SUBSIDY -431
Service Income 3,576
TOTAL FUNDING
3,146
KD6
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Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 143
4
asset works program
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 145
As a component of its service delivery, the Council manages, renews and maintains over $1.1B worth of built assets (facilities such as pools, community buildings and infrastructure such as roads and footpaths). In response to our asset funding challenges, the Council has developed a comprehensive Asset Management Strategy and Policy 2013-2023.
The Asset Works Program 2018-2019 to 2020-2021 presented on the following pages responds to the priority areas of the Asset Management Strategy and is funded from the projected available revenue for asset works established by the Council’s Long Term Financial Plan 2017-2027.
In addition, there are number of projects that the Council is seeking external funding for through grants and other sources. These projects, if funding is secured, will be reported to Council for endorsement and possible inclusion in the Asset Works Program.
Over the Delivery Program the Council will expend $48.5M on implementation of its Asset Works Program, with priority focus on required renewal of key assets including roads, stormwater, recreational facilities and town centres. This program has been developed with careful consideration to the optimum time required to renew and replace assets as identified in the ten year Asset Management Strategy and Plans.
The following principles guide the Council’s approach to the development of its Asset Works Program.
The Asset Works Program:
1. Responds to assessed community priorities that align with the Community Strategic Plan 2035.
2. Is guided by Council’s ten year Resourcing Strategy including the Long Term Financial Plan, Asset Management Strategy and Policy and Workforce Management Strategy.
3. Focuses on renewal addressing asset and service risks.
4. Requires projects to meet the 5 ‘best value’ criteria;
• Aligns with Council’s adopted financial strategy;
• Manages risk;
• Minimises lifecycle costs;
• Meets assessed priority community and city needs; and
• Builds and supports internal capacity and capability.
5. Only includes upgrade of existing assets and the creation of new assets for projects that satisfy business case requirements, give value for money and meet the best value criteria.
6. Aligns with Council’s adopted strategy not to seek any additional borrowings unless a robust business case is approved by Council.
4.1 overview
4.2 asset works program principles
146 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
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Building & Infrastructure Asset Renewal Ratio
2018-2019Budget
‘$000
2019-2020Projection
‘$000
2020-2021Projection
‘$000Building and Infrastructure Renewal (a) 10,142 9,146 9,894
Building and Infrastructure Depreciation (b) 12,300 11,800 11,300
ASSET RENEWAL RATIO (A/B) 82.45% 77.51% 87.56%
FIT FOR THE FUTURE 3 YR AVERAGE IN 2019-2020 76.53%
This ratio assumes additional special variation funds being allocated to asset renewal that have not been included in the 4 year Asset Works Program as specific projects have not been determined.
Infrastructure Backlog Ratio
2018-2019Budget
‘$000
2019-2020Projection
‘$000
2020-2021Projection
‘$000Building and Infrastructure Backlog (a) 11,733 11,583 11,116
Building and Infrastructure Written Down Value (b) 584,392 583,520 583,766
INFRASTRUCTURE BACKLOG RATIO (A/B) 2.01% 1.98% 1.90%
FIT FOR THE FUTURE ANNUAL RATIO IN 2019-2020 1.98%
This ratio assumes additional income is achieved and mitigating strategies are put in place to manage high risk road assets.
Asset Maintenance Ratio
2018-2019Budget
‘$000
2019-2020Projection
‘$000
2020-2021Projection
‘$000Actual Asset Maintenance (a) 11,589 12,026 12,026
Required Asset Maintenance (b) 11,732 12,026 12,026
ASSET MAINTENANCE RATIO (A/B) 98.78% 100% 100%
FIT FOR THE FUTURE 3 YR AVERAGE IN 2019-2020 98.47%
This ratio assumes that Council will not fund more than required on asset maintenance.
Principles for the 2017-2021 Asset Works Program:
• Invest to reduce long term operating costs
• Focus on maintaining and improving service levels
• Small reserve maintained to deal with shocks as they occur
The remaining 3 years of the detailed Asset Works Program 2017-2021 is shown in the following tables.
4.3 infrastructure asset performance indicators
4.4 summary of four year asset works program
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 147 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 147
overall summary of asset works program expenditure 2018-2019 to 2020-2021
Project Type 2018-2019
Proposed Program 2019-2020 to 2020-2021 (subject to annual Best Value review)
2019 - 2020 2020-2021New Projects – Major 8,613,792 6,839,447 6,445,911
New Projects – General 744,993 606,157 440,894
Upgrade Projects 2,787,511 2,670,366 4,364,381
Renewal Projects 7,984,759 7,313,935 6,257,626
ASSET WORKS PROGRAM TOTAL 20,131,055 17,429,905 17,508,812
overall summary of asset works program funding sources
Funding Source 2018-2019
Proposed Program 2019-2020 to 2020-2021 (subject to annual Best Value review)
2019 - 2020 2020-2021General Rates Revenue 20,000 20,000 20,000
Special Variation 1 (2013) 1,637,917 1,648,401 1,684,666
Special Variation 2 (2015) 7,508,945 7,233,128 7,716,151
Special Variation 2 (2015) Reserves 400,000 300,000 300,000
Cemetery Fees 57,000 58,000 60,000
Other Council Reserves 1,555,400 1,250,000 1,250,000
Property Investment Fund 690,000 310,000
VIISP Income Streams 210,000
Asian Cup Legacy Fund Grant 150,000
Club Contribution 200,000 100,000
Community Development Grant 111,768
Metro Greenspace Grant 11,404
National Stronger Regions Fund Grant 337,630
Pay & Display Reserve 621,624 368,940 196,560
RMS Local Roads Grant 102,000 102,000 102,000
Roads to Recovery Grant 623,607 629,436 629,436
City Deal Grant 5,000,000 5,000,000 5,000,000
Scenic World Lease Fees 22,000
Section 94 Reserves 558,784
Section 94A 300,000 300,000 300,000
Section 94A Reserves 222,976
Potential grant funding 100,000
Sporting Code Contribution 50,000
ASSET WORKS PROGRAM TOTAL 20,131,055 17,429,905 17,508,812
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new projects – major
Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021
SOUTHERN SCENIC ESCARPMENT PROGRAMProject delivered between 2015 and 2019
Economic Development & Tourism
Sport & Recreation
AWP 1 Katoomba Falls Kiosk and Park
Pay and Display Reserve
224,904
Scenic World Lease Fees
22,000
Metro Green Space Grant
11,404
Property Investment Fund
150,000 310,000
Special Variation 2 (2015)
296,458
TOTAL PROJECT 704,766 310,000
Echo Point VIC Upgrade National Stronger Regions Fund Grant
94,016
Walking track and Lookout Upgrades –Echo Point
Special Variation 2 (2015)
271,400 45,003
TOTAL SOUTHERN SCENIC ESCARPMENT PROGRAM 2017-2021 1,070,182 355,003
Economic Development & Tourism
Sport & Recreation
AWP 2 Glenbrook Park Upgrade
- Visitor Information Centre and Carpark
National Stronger Regions Fund Grant
243,614
Sport & Recreation
AWP 3 District Park Upgrade
– Wentworth Falls Lake parking, boardwalk, toilet block and interpretative elements
Community Development Grant
111,768
Special Variation 2 (2015)
369,444
TOTAL PROJECT 481,212
Sport & Recreation
AWP 4 District Park Upgrade
– Blackheath Soldiers Memorial Park
Special Variation 2 (2015)
10,000 234,444 195,911
City Presentation
AWP 5 Implement Lawson Town Centre Car parking S94
Section 94 Reserves
558,784
City Wide Strategic Planning
AWP 134 City Deal Funded Projects * Pending finalisation of the City Deal
City Deal Grant 5,000,000 5,000,000 5,000,000
Council Reserves 1,250,000 1,250,000 1,250,000
NEW PROJECTS – MAJOR TOTAL 8,613,792 6,839,447 6,445,911
4.5 asset works program expenditure 2018-2019 to 2020-2021 - detail
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 149
new projects - general
Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021Transport & Public Access
AWP 8 Cycleway Construction Program - Blue Mountains Bike Plan 2020
Special Variation 2 (2015)
106,090 109,273
Transport & Public Access
AWP 9 Cycleway Construction Program from Woodford to Linden per Bike Plan 2020
Special Variation 2 (2015)
122,365
Transport & Public Access
AWP 10 Traffic Barrier Construction Program based on Risk Assessments
Special Variation 2 (2015)
225,908 131,127 135,061
Economic Development & Tourism
AWP 135 Visitor Infrastructure Investment Strategic Plan Capital works (inc. Parking Meters & signage)
Pay & Display Reserves
396,720 368,940 196,560
NEW PROJECTS - GENERAL TOTAL 744,993 606,157 440,894
upgrade projects
Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021City Presentation
AWP 13 Implement Hazelbrook Masterplan Village Centre Carpark Upgrade
Special Variation 2 (2015)
200,000 200,000 112,000
Section 94A Reserves
187,976
TOTAL PROJECT 388,976 200,000 112,000
City Presentation
AWP 14 Implement Springwood Section 94A 300,000 300,000
TOTAL PROJECT 300,000 300,000
City Presentation
AWP 15 Springwood Town Centre- Upgrade Manners park
Special Variation1 (2013)
25,000
Section 94A Reserves
35,000
TOTAL PROJECT 60,000
City Presentation
AWP 17 Implement Blackheath Town Centre Masterplan
Additional grant funding has been sought
Special Variation 2 (2015)
88,000
Section 94A 300,000
TOTAL PROJECT 300,000 88,000
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Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021Community Development
AWP 18 Establish Winmalee Multipurpose Community Centre - Additional funding through surplus land sales
Special Variation 2 (2015)
372,240
Community Development
AWP 20 Implement The Blue Mountains Disability Inclusion Action Plan - Accessibility Upgrades for Parks and Community Facilities
Special Variation 2 (2015)
75,000 75,000 184,272
Sports & Recreation
AWP 21 Eastern Escarpment and Southern Scenic Escarpment Upgrade program
Special Variation 2 (2015)
494,230 635,823
Sports & Recreation
AWP 22 Implement Dogs in Public Spaces Strategy across the Mountains including fencing, bubblers etc.
Special Variation 2 (2015)
160,911
Sports & Recreation
AWP 24 Lomatia Park Building replacement
Special Variation 2 (2015)
550,000
Club Contribution 100,000
Sporting Code Contribution
50,000
Potential Grant Funding
100,000
TOTAL PROJECT 800,000
Sports & Recreation
AWP 25 Provision of improved Netball Facilities including sealing of Courts 6 and 7 at Lapstone
Special Variation 2 (2015)
200,000
Sports & Recreation
AWP 26 Upgrade Recreation Facility at Knapsack Park
Special Variation 2 (2015)
800,000
Sports & Recreation
AWP 27 Upgrade of Carparks at Knapsack Sportsground
Special Variation 1 (2013)
68,270
Special Variation 2 (2015)
70,000 72,000
TOTAL PROJECT 138,270 72,000
Sports & Recreation
AWP 29 Warrimoo Oval Drainage Special Variation 2 (2015)
100,000
Sports & Recreation
AWP 30 Pitt Park Football Building Replacement
Special Variation 2 (2015)
150,000
Club Contribution 200,000
Asian Cup Legacy Fund Grant
150,000
Special Variation 2 (2015)
Reserves
100,000
TOTAL PROJECT 600,000
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 151
Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021Transport & Public Access – Active Transport
AWP 31 Transport Upgrades to improve Compliance and Safety
Special Variation 2 (2015)
110,000 120,000
Transport & Public Access – Active Transport
AWP 32 Footpath Upgrade Program based on PAMP
Special Variation 2 (2015)
230,635 500,000
Water Resource Management
AWP 34 Drainage Upgrade - Katoomba
Special Variation 2 (2015)
159,135
Water Resource Management
AWP 35 Drainage Upgrade - Wentworth Falls
Special Variation 1 (2013)
70,000
Special Variation 2 (2015)
64,500
TOTAL PROJECT 134,500
Water Resource Management
AWP 37 Drainage Upgrade - 95 Mount View Ave, Hazelbrook.
Special Variation 1 (2013)
59,135
Water Resource Management
AWP 38 Drainage Upgrade - Piping open channel (specific site will be confirmed based on risk assessment)
Special Variation 1 (2013)
100,000 200,000
Water Resource Management
AWP 39 Drainage Upgrade - Site will be confirmed based on risk assessment from Hazelbrook and South Leura Floodplain Risk Management Study and Plan.
Special Variation 2 (2015)
383,731 480,000
City Presentation
AWP 72C Glenbrook Park toilet and leura public toilet – increase water pressure/availability at high use public toilets
Special Variation 2 (2015)
140,000
Sports & Recreation
AWP107 Warrimoo Oval Carpark Upgrade (Carry over 16/17)
Special Variation 2 (2015)
204,000
Council Reserves 5,400
TOTAL PROJECT 209,400
City Presentation
AWP 130 Civic Arcade Katoomba Public Domain Improvement Works
Property Investment Fund
540,000
UPGRADE PROJECTS TOTAL 2,787,511 2,670,366 4,364,381
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renewal projects
Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021Aquatic & Leisure Centres
AWP 12 Aquatic Centre Redevelopment
Special Variation 2 (2015)
1,190,000
Burials & Ashes Placement
AWP 43 Cemetery Asset Renewal Program
Cemetery Fees 57,000 58,000 60,000
City Presentation
AWP 45 Katoomba Civic Place Renewals Works
Prioritisation of works based on condition assessment
Special Variation 2 (2015)
250,000
Community Development
AWP 48 Asbestos Removal in Childcare and Early Childhood Health Centres
Special Variation 1 (2013)
60,000
Special Variation 2 (2015)
80,000
Community Development
AWP 49 Asbestos Removal in Community Halls
Special Variation 2 (2015)
60,000
Community Development
AWP 54 Community Hall & Neighbourhood Centre Security System Renewal
Special Variation 1 (2013)
15,180
Special Variation 2 (2015)
40,000 24,820 40,000
TOTAL PROJECT 40,000 40,000 40,000
Community Development
AWP 55 Refurbish/Demolish Lawson Golf Course Machine Shed
Works based on Building Survey Results
Special Variation 2 (2015)
40,000
Community Development
AWP 59 Façade Renewal in Community Halls and Childcare Centres
Special Variation 1 (2013)
103,000 50,000
Special Variation 2 (2015)
70,000
TOTAL PROJECT 50,000 70,000
Cultural Development
AWP 60 Cultural Heritage Rehabilitation Management Fund
Special Variation 2 (2015)
243,000
Emergency Management
AWP 61 Fire Trail Renewal Program
Special Variation 2 (2015)
168,540 178,652 189,372
Operational Internal Services
AWP 64 Operational Building Renewal
Based on review of operational buildings
Special Variation 2 (2015)
200,000
Operational Internal Services
AWP 65 Remove asbestos from Operational Buildings
Special Variation 1 (2013)
25,000
Special Variation 2 (2015)
50,000
TOTAL PROJECT 50,000 25,000
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 153
Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021Sport & Recreation
AWP 67 Pit Toilet/ Sewerage renewal at Mount Blackheath
Special Variation 2 (2015)
108,000
Sport & Recreation
AWP 68 Pit Toilet/ Sewerage renewal at Hargraves Lookout Shipley Plateau Blackheath
Special Variation 2 (2015)
100,000
Sport & Recreation
AWP 69 Pit Toilet/ Sewerage renewal at Mitchells Ridge Mt Victoria
Special Variation 2 (2015)
95,481
Sport & Recreation
AWP 70 Natural Area Visitor Facilities - Very High Risk Mitigation
Special Variation 2 (2015)
241,485 211,813 272,496
Sport & Recreation
AWP 71 Local Park Facilities Renewal
Special Variation 1 (2013)
57,400 58,835 60,306
Sport & Recreation
AWP 72 Toilet refurbishment – Parks & Sports grounds as identified by 2016/17 building condition reports
Special Variation 2 (2015)
140,000
City Presentation
AWP 72A Toilet refurbishment– town centres as identified by 2016/17 building condition reports
Special Variation 2 (2015)
99,000
Economic Development & Tourism
AWP 72B Replace end of life public toilets in an identified high need area
VIISP Income Streams
210,000
Sport & Recreation
AWP 73 Play Equipment Renewal
As per independent safety audit and in line with Play Strategy
Special Variation 2 (2015)
88,920 94,132 99,089
Sport & Recreation
AWP 74 Irrigation System at Blackheath Oval
Special Variation 2 (2015)
180,000
Sport & Recreation
AWP 75 Renewal of Irrigation System at Tom Hunter Park
Special Variation 2 (2015)
250,000
Sport & Recreation
AWP 76 Additional program of Minor Works in Sports Grounds e.g. cricket nets
General Rates Revenue
20,000 20,000 20,000
Sport & Recreation
AWP 77 Minor Item Infrastructure Renewal in Sports Fields e.g. bubblers & seats
Special Variation 2 (2015)
23,800 39,789 5,908
Transport & Public Access
AWP 78 Road Renewal and Reseal Program
Special Variation 1 (2013)
1,162,517 1,057,481 1,424,360
Special Variation 2 (2015)
1,472,290 1,649,700 1,649,405
RMS Local Roads Grant
102,000 102,000 102,000
Roads to Recovery Grant
623,607 629,436 629,436
TOTAL PROJECT 3,360,414 3,438,617 3,805,201
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Service AWP # Project DescriptionFunding Source 2018-2019
Proposed Program 2019-2021 (subject to annual Best Value review)
2019-2020 2020-2021Transport & Public Access
AWP 79 Traffic Facilities Renewal Special Variation 2 (2015)
284,200 148,526 152,982
Transport & Public Access
AWP 80 Bridge Renewal based on Inspection Reports
Special Variation 2 (2015)
300,000 300,000
Transport & Public Access – Active Transport
AWP 81 Footpath Renewal based on Inspection Reports
Special Variation 1 (2013)
150,000 154,500
Special Variation 2 (2015)
303,000 106,090 279,273
TOTAL PROJECT 453,000 260,590 279,273
Water Resource Management
AWP 82 Drainage Renewal - Katoomba
Special Variation 1 (2013)
70,000
Water Resource Management
AWP 83 Drainage Renewal - Leura
Special Variation 2 (2015)
154,500
Water Resource Management
AWP 84 Drainage Renewal - Wentworth Falls Lake Dam
Special Variation 2 (2015)
600,000
Sport & Recreation
AWP 131 Natural Area Visitor Facilities –Local Walking Track Program
Special Variation 2 (2015) Reserves
300,000 300,000 300,000
Community Development
AWP 132 Asbestos & Hazardous Material capital works
Special Variation 2 (2015)
500,000 500,000
Resource Recovery and Waste Resource Management
AWP 133 Blackheath Tip remediation
Council Reserves 300,000
RENEWAL PROJECTS TOTAL 7,984,759 7,313,935 7,984,759
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 155
In addition to the Asset Works Program, Council has planned capital expenditure for fleet, information technology, library books and plant & equipment for the next 3 years as follows:
Service Project Description Funding Source 2018-2019
Proposed Program 2019-2020 to 2020-2021 (subject to annual Best Value review)
2019-2020 2020-2021Operational Internal Services
Heavy Plant and Light Vehicle Replacement
Plant and Vehicle Replacement Reserve and Income from Sale of Plant
3,181,251 2,924,866 2,855,806
Domestic Waste
Heavy Plant Replacement Domestic Waste Management Reserve and Income from Sale of Plant
818,375 1,230,816 -
FLEET TOTAL 3,999,626 4,155,682 2,855,806
Operational Internal Services
Information Technology renewals
Council IT Reserve 576,000 520,100 465,353
Libraries and Information
Annual refresh of Library Collection
General Revenue 305,377 312,682 320,249
Various Plant & Equipment General Revenue 188,000 409,600 273,286
CAPITAL EXPENDITURE TOTAL 5,069,003 5,398,064 3,914,694
4.6 capital expenditure program fleet, information technology, library books, plant & equipment
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financialinformation
5
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 159
The Council is committed to achieving the Vision and Mission of building a sustainable and successful future for the Blue Mountains, and improving the well-being of the community and environment.
How well we can do this is impacted by many factors, including the financial sustainability of the City and funding available to deliver against community expectations for reasonable levels of service.
As detailed in the Council’s Resourcing Strategy, the Council is proactively addressing the City’s financial and service delivery challenges through implementing its Six Strategies for Financial Sustainability. To improve the financial health of the City, the Council is committed to implementing all six strategies simultaneously and has achieved considerable success to date.
RESPO
NSI
BLY
4
3
21
6
5Strategies
for Ongoing Financial
Sustainability
INCREASE INCOME
REVIEW
AND
AVOID SHOCKS
BALAN
CE
THE BUD
GET
AND INVE
STM
ENTS
INC
REA
SE A
DVO
CACY
& P
ART
NER
SHIPS
BORRO
WIN
GS
AD
JUST SERVICES
MAN
AG
EIndependent external auditors, NSW Treasury Corporation (TCorp), and IPART have all confirmed that Council is financially viable and was declared Fit for the Future in Oct 2015.
The Council is currently in a healthy financial position and is delivering an extensive range of services to 78,705 residents and over three million tourists each year (projected to increase to over four million within 10 years) across 27 towns and villages. Council’s proposed expenditure (excluding non-cash items) over the Delivery Program four years is $553M, supported by built assets worth over $1.1B.
Each year the Council lives responsibly within its means and ensures the annual cash budget is balanced to available revenue. The Council targets maintaining an annual working capital of $1.7-$1.8M (meets industry standards) to manage financial shocks and day-to-day activities.
As at 30 June 2017, Council has around $37.8M in cash and investment reserves to fund future commitments and cover identified risks.
a fit for the future council
5.1 introduction
160 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
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key financial challenges For many years there has been underfunding of the City’s ageing built infrastructure assets (roads, stormwater drainage, community and recreation facilities etc.) much of which was originally funded by other levels of government. The number of built assets in the Blue Mountains local government area is in many cases greater than the average for local government areas. This is largely due to the dispersed nature of the towns and villages in the City spread out over 100km of mountainous terrain. The increasing cost of maintaining, and eventually replacing, these assets is a financial challenge.
The underfunding of asset replacement is due to many years of costs rising faster than income, constraints on Council’s ability to increase income due to rate pegging, cost shifting and funding cuts from other levels of government, and the sheer quantity of built assets to be managed.
Being a City surrounded by World Heritage Listed National Park adds to the imperative and financial challenge for the Council to protect and restore the natural environment and manage the impact of development on it. Significantly, the Council is responsible for managing natural assets including over 10,000ha of terrestrial ecosystems, 317 km of creeks, 2 lakes and a number of critically endangered or endangered ecological communities.
addressing our financial challengesThe Council has developed Six Strategies for Financial Sustainability. Each strategy is being actively implemented, monitored and reported annually to the community.
The Council continues to work hard to efficiently deliver value for money services, achieving over $15M in the past four year Council term in cost savings and $6M in additional revenue from income-generating initiatives such as its Tourist Parks, Commercial Properties and Property Investment Fund.
The Council has also actively pursued alternative revenue sources through private public partnerships / joint ventures and grant funding to deliver key infrastructure and support a sustainable City. Since 2009 the Council has attracted over $40M in grant funding from other levels of government including: $9.5M to upgrade the Blue Mountains Theatre and Community Hub in Springwood; $5.9M to relocate and upgrade the Lawson Town Centre due to the widening of the Great Western Highway; $5.0M to build the regional Blue Mountains Cultural Centre, new Library & Civic Centre in Katoomba; and $3.5M for the development of the Blue Mountains Business Park in Lawson. Most recently the Council secured over $4M in State and Federal grant funding to revitalise the Katoomba Falls precinct and the Southern Scenic Escarpment.
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 161
As part of its long term financial planning, the Council has committed to a debt management strategy (Strategy 3: Manage Borrowings and Investments Responsibly) and is well on target to reduce debt to less than $23M by 2020-2021. This has involved replacing annual borrowings to fund the Asset Works Program with revenue from the special rate variations.
Council’s strategy increases future borrowing capacity and supports improvement in the operating surplus by reducing current borrowing costs. Where possible, every opportunity will be taken to reduce existing debt from any surplus operational funds as appropriate. The debt servicing cost savings from reducing the debt will be directed to priority asset maintenance and renewal works.
The implementation of the Financial Strategy has achieved ongoing improvements in projected debt service ratios. As shown in the table below Council has projected a declining future debt service ratio over the next three years. Council meets the Fit for the Future criteria for Borrowings as the three year average Debt Service Ratio is well within the benchmark of less than 20%. The benchmark is not an indication of Councils capacity to afford additional debt servicing costs, as additional borrowings would need to be considered in the context of Councils Long Term Financial Plan.
fit for the future – debt service ratio
FIT FOR THE FUTURE - DEBT SERVICE RATIO 2017-2021
Debt Service Ratio
2018-2019 Budget
’$000
2019-2020 Projection
’$000
2020-2021 Projection
’$000Borrowing Costs (a) 6,729 5,849 5,430
Operating Income (b) 117,584 120,207 123,411
Borrowing Ratio (a/b) 6% 5% 4%
Fit for the Future 3 yr average in 2019-2020 6%
The Council currently has debt of $38.8M (as of 30 June 2017) and this balance is forecast to be reduced to $33.4M by 30 June 2018 – a reduction that is favourably ahead of previous long term projections by $12.2M.
While the Council’s debt service ratio financial indicator (i.e. the degree of revenue from continued operations committed to the repayment of debt) is within industry benchmark, its financial planning has identified that it has reached its capacity to incur new debt. Therefore, a strategy has been included in the Council’s adopted six point plan for financial sustainability to manage borrowings responsibly (Strategy 3) by minimising future borrowings and reducing existing debt.
Over the past decade, the Council has used borrowings as a source of funding its Asset Works Program to satisfy community needs, as well as for a number of key major projects in order to maintain a vibrant city and support local economies. These borrowings have funded major infrastructure critical to the ongoing vitality and sustainability of the City including waste and resource recovery facilities at Katoomba and Blaxland, Katoomba Library, Blue Mountains Cultural Centre, Lawson Town Centre relocation, and the Blue Mountains Theatre and Community Hub in Springwood.
The borrowings have also funded the City’s road renewal program in a way that enables attraction of matching grant funding and ensuring the cost of maintaining roads does not significantly increase or quadruple because roads have been allowed to deteriorate beyond a certain level. Without borrowing these funds, many of these important projects would not have been achieved. These loans are within Local Government guidelines and are fully budgeted for and repaid from annual income.
The appropriateness of loan borrowings as a source of funding will continue to be reviewed annually and it may well be appropriate in the medium to longer term when the Council’s debt levels have been reduced and the Council’s financial sustainability strengthened, to again increase borrowings - if required by the City. Importantly, borrowing for major essential infrastructure projects is considered appropriate as it provides for intergenerational equity in sharing the funding cost.
The Council does not propose to borrow funds over the four years 2017-2021 apart from those borrowings that may eventuate as needed. This will result in a manageable debt service ratio, which is below the industry benchmark.
5.2 borrowings statement
162 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
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Over the four years of the Delivery Program the Council is planning to provide an extensive range of ‘best-value’ services and facilities to meet the needs of the Blue Mountains community, within available resources.
For Council to live within its means and achieve financial sustainability the annual cash budget must be balanced and the annual operating budget positive, in alignment to Council’s long term financial position. The Council’s Operating Result should create a surplus that will provide the required level of funding for asset maintenance, renewal and replacement.
Council’s cash budget equals all operating and capital revenue funds received less all the outgoing funds expenditures made during the year. Council’s operating result equals only operating revenue less operating expenditure (including depreciation) and excludes all capital transactions.
Council continues to balance the cash budget each year, and is projecting over the four years a positive annual Operating Result (including depreciation and excluding capital grants). Council projections are that all Fit for the Future targets will either be achieved or substantially improved.
These projections will only be delivered through continuing implementation of Councils Six Strategies for Financial Sustainability, which includes reducing debt, increasing revenue and adjusting of services, as well as achieving operating savings through continuous business improvement initiatives.
Council has a strategy to balance the annual operating result and in future target operating surpluses that will provide the required level of funding for optimal lifecycle costs of assets including maintenance, renewal and replacement.
The Council can only be sustainable if its operating revenues cover operating costs (including depreciation excluding capital grants). Council has historically operated with an operating deficit and through implementation of Councils Six Strategies for Financial Sustainability Council is now able to project operating surpluses.
A number of strategies contribute to the improvements to Councils projected operating surplus, including;
• An increase in operating income from special rates variation funds that are partly being allocated to capital expenditure,
• A review of asset useful lives and residual values that result in reductions in depreciation
• Projected increases in operational income from a user pays strategy
The following table sets out the Council’s forecast annual operating result for the next three years. The annual operating result (including depreciation and excluding capital grants) details the Council’s income and expenses over the next three years. The table shows that Council will achieve the Fit for the Future requirement of a 3 year average surplus result (including depreciation) by 2019-2020.
a. annual operating result
FIT FOR THE FUTURE - OPERATING PERFORMANCE RATIO 2018-2021
Operating Result
2018-2019Budget
’$000
2019-2020Projection
‘$000
2020-2021Projection
‘$000Income from Continuing Operations 125,009 126,829 130,289
Less: Expenditure from Continuing Operations 114,834 117,631 120,983
Operating Result – Surplus/(Deficit) 10,175 9,197 9,305
Less: Capital Grants & Contributions and Profits on Sale 7,425 6621 6878
Operating Result before capital and profits on sale (a) 2,749 2,576 2,427
Income before Capital income and profits on sale (b) 117,584 120,207 123,411
Operating Performance Ratio (a/b) (Operating result divided by Operating Revenue)
2.34% 2.14% 1.97%
Fit for the Future 3 year average in 2019-2020 1.90%
5.3 budget estimates
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 163 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 163
To ensure Council lives within its means in the short term, and that annual operations do not deplete financial reserves, Council balances its cash budget each year (i.e. expenditure is within available income). Given that costs are rising in real terms by 2% more than income, the Council is taking action to balance its budget every year, in alignment with its Long Term Financial Plan, through a continued commitment to cost containment and business efficiency.
Balanced budget positions are achieved through reducing debt, increasing revenue and adjusting services, as well as operating savings through continuous business improvement initiatives.
Cost containment involves the intentional actions to reduce the cost of labour and materials and review servicing requirements. Service levels and the assets required to support these services are reviewed to ensure available revenue is allocated optimally and achieves required improvements in all fit for the future measures. Services and assets are reconfigured and consolidated to reduce costs and increase income where possible and lifecycle costs of assets are optimised for best value allocation of funds.
Risks and consequences can arise with adjustments to service levels resulting from any decisions made affecting levels of investment in the maintenance and renewal of assets. Identified risks and consequences need to be managed in accordance with the risk management plans forming part of the Asset Management Plans and through the Council’s corporate risk management processes.
The following tables and graphs present the cash budget (that is, revenue from all sources and all operational and capital expenditure excluding depreciation) for the next three years, and two of the Fit for the Future Ratios.
As can be seen from these tables, the Council’s projected Annual Cash Budgets (that is, revenue from all sources and all operational and capital expenditure excluding depreciation) over the next three years present balanced budget positions. This projects that the Council has sufficient revenue to cover expenditure requirements.
This is shown in the Total Income (excluding non-cash items) line on the Revenue Sources table and Total Expenditure (excluding non-cash items) line on the Expenditure Areas table.
The tables below show that over the next three years the Council:
• Maintains sufficient cash reserves to meet short term working capital requirements;
• Achieves its shorter term Asset Management Strategy through planned asset renewal and maintenance programs;
• Delivers an affordable level of service to a standard that is supported by the community
• Achieves the Fit for the Future requirements for Own source revenue and Real operating expenditure per capita
BALANCED CASH BUDGET 2018-2021
Cash Budget
2018-2019Budget
’$000
2019-2020Projection
’$000
2020-2021Projection
’$000Rates and Annual Charges -79,107 -82,082 -84,426
Fees and Other Revenue -26,375 -25,829 -26,358
Grants and Contributions -20,950 -20,509 -21,097
Net Income to / (from) reserves -2,370 -675 620
Employment costs 55,997 56,395 58,564
Operating costs 40,876 43,978 45,843
Capital expenditure 25,200 22,873 21,424
Borrowing costs 6,729 5,849 5,430
NET CASH - SURPLUS / (DEFICIT) 0 0 0
b. annual cash budgets
164 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
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REVENUE SOURCES 2018-2021
Revenue Sources
2018-2019Budget
’$000
2019-2020Projection
’$000
2020-2021Projection
’$000Rates & Annual Charges 65,053 66,635 68,516
Rates - Special Rate Variation 2015, Stage 2 (SRV2) 14,054 15,447 15,911
Regulatory Fees 2,264 2,198 2,220
Discretionary Fees 18,589 17,538 17,966
Interest Income 854 1,163 1,159
Other Revenue 2,983 3,069 3,145
Profit on sale assets 262 269 276
Operating Grant 11,972 12,686 13,008
Operating Contributions 1,815 1,472 1,487
Capital Grants & Contributions 7,163 6352 6602
Income from Continuing Operations 125,009 126,829 130,289
Sale of Plant & Other Assets 1,686 1,862 1,868
Transfer from Reserve (AWP) 12,345 10,403 10,474
Transfer from Reserve (Operational) 9,017 5,942 4,638
TOTAL REVENUE 148,056 145,036 147,269
Profit on sale assets 262 269 276
TOTAL REVENUE (EXCLUDING NON-CASH ITEMS) 147,794 144,766 146,993
FIT FOR THE FUTURE – OWN SOURCE REVENUE RATIO 2018-2021
Own Source Revenue Ratio
2018-2019Budget
’$000
2019-2020Projection
’$000
2020-2021Projection
’$000Operating Income less grants and profits on sale 103,796 106,050 108,916
Operating Income less profits on sale 124,747 126,559 130,013
Own Source Revenue Ratio (a/b) 83.21% 83.79% 83.77%
Fit for the Future 3 yr. average in 2019-2020 83.64%
REVENUE SOURCES 2018-2019
SRV2: 9%Transfer from Reserves: 14%
Rates & Annual Charges: 44%
Discretionary Fees: 13%
Operating Grants & Contributions: 9%
Capital Grants & Contributions: 5%
Other Revenue: 2%
Regulatory Fees: 2%
Sale of Plant & Other Assets: 1%
Interest Income: 1%
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 165
EXPENDITURE AREAS 2018-2021
Expenditure Sources
2018-2019Budget
’$000
2019-2020Projection
‘$000
2020-2021Projection
‘$000Employee Costs 55,997 56,395 58,564
Borrowing Cost - operating 1,961 1,758 1,576
Other Expenses 26,777 27,763 29,100
Materials & Contracts 14,099 16,215 16,743
Depreciation 16,000 15,500 15,000
Expenditure from Continuing Operations 114,834 117,631 120,983
Transfer to Reserve 18,992 15,716 15,732
Borrowing Cost - capital 4,768 4,091 3,854
Plant & Equipment 5,069 5,398 3,915
Asset Works Program 20,131 17,430 17,509
TOTAL EXPENDITURE 163,794 160,266 161,993
Depreciation (rounded estimate) 16,000 15,500 15,000
TOTAL EXPENDITURE (EXCLUDING NON-CASH ITEMS) 147,794 144,766 146,993
FIT FOR THE FUTURE – EXPENDITURE PER CAPITA 2018-2021
Expenditure per Capita
2018-2019Budget
’$000
2019-2020Projection
‘$000
2020-2021Projection
‘$000Operating Expenditure (excluding IP&R supported service improvements i.e. SRV) (a)
99,925 102,184 105,072
Population (NSW Planning & Environment) (b) 82,598 82,799 83,000
Expenditure per capita (a x LGCI*/b) 0.90 0.89 0.89
Fit for the Future in 2019-2020 (reducing exp) 0.89
* Note: expenditure is adjusted by the LGCI Local Government Cost Index to make it comparable to the base year
EXPENDITURE 2018-2019
Transfer to Reserve: 13%
Asset Works Program: 14%
Plant & Equipment: 3% Borrowing Cost - Operating: 1%
Borrowing Cost - Capital: 3%
Materials & Contracts: 10%
Other Expenses: 18%
Employee Costs: 38%
166 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
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Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 167
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168 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
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Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 169
5.4
sp
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20
15 (s
tag
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)
In 2
014
the
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cil e
ng
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ity
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ree
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ns
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o t
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or
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. Th
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d R
egu
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PART
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no
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5 th
at it
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pro
ved
, in
fu
ll, t
he
Co
un
cil’s
ap
plic
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n u
nd
er s
508A
of
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l Go
vern
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t A
ct, 1
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o 2
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d. H
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tal s
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ial r
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pen
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ten
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ity
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OM
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170 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
5
FIN
AN
CIA
L IN
FOR
MA
TIO
N
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rs
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 171
Rates are an important source of revenue for funding the Council’s Operational Plan, accounting for around 60% of the total revenue received by the Council for that year. Rates income also includes the charges associated with on-site sewage management, emergency/ bushfire services and domestic waste services.
The Council has established a rating structure that relates to property values, which reflect capacity to pay, and the purpose for which the property is used, that is, whether the property is used for residential, business, farming or mining purposes.
In 2012, the Council endorsed reform of the rating structure to ensure that it was simple, fair, broadly uniform and compliant with the Local Government Act, 1993. The reform saw the introduction of a single rate for Residential and Business properties irrespective of their location within the Council area, and continued with a single rate for farmland.
categorisation of land Section 514 of the Local Government Act, 1993 sets out the Ordinary Rate Categories that the Council may use for the levying of ordinary rates. Council levies one ordinary rate per category. The rate is applied to the land value of all rateable land in the category.
1. Residential – includes any rateable parcel of land valued as one assessment and:
• the dominant use is residential accommodation; or
• if vacant land is zoned or otherwise designated for use for residential purposes under an environmental planning instrument.
2. Business – includes any rateable land which cannot be classified as farmland, residential or mining, and:
• if vacant land is zoned or otherwise designated for use for business purposes under an environmental planning instrument.
3. Farmland – includes any parcel of rateable land valued as one assessment and the dominant use of the land is for farming. The farming activity must have a significant and substantial commercial purpose or character and must be engaged in for the purpose of profit on a continuous or repetitive basis (whether or not a profit is actually made).
4. Mining – currently no properties in this category.
method of rate calculationOrdinary rates are levied on the rateable land value of each parcel of land as supplied by NSW Land and Property Information Division (Valuer-General’s Office) in accordance with the Local Government Act, 1993.
The Council has maintained the ad valorem rating system, which incorporates a minimum amount of rates charged per property for each rating category.
land valuations Every 3 years the NSW Valuer-General values the land of all properties within the Council area. The most recent valuation was as at Base Date 1 July 2016.
These valuations will be used for the calculation and levying of Ordinary Rates for the 3 financial years; • 2017-2018 • 2018-2019 • 2019-2020
The next land valuation will be at 1 July 2019 and it will be used for the following three years rates calculations.
If all land values increased by the same amount there would be no change in the distribution of rating charges. Inevitably some properties increase more than others and their rates will then incur a larger increase.
From 2013 to 2016 valuations the average increase for each category were:• Residential properties 18% • Business properties 13.8%.• Farmland 6%
5.5 rates & annual charges statement
MT IRVINE
MT WILSON
MT TOMAH
BELL
MT VICTORIA
BLACKHEATH
Blue MountainsNational Park
MEDLOW BATH
MEGALONGVALLEY
KATO
OMBA
LEURA
BULLA
BURR
A
HAZELB
ROOK
WOODFORD SP
RINGWOOD
VALLE
Y HEIG
HTS
WARRIM
OO
BLAXL
AND
GLENBR
OOK
LAPS
TONE
Blue MountainsNational Park
SUNVALLEY
MT RIVERVIEW
YELLOW ROCK
HAWKESBURYHEIGHTSWIN
MALEE
FAULC
ONBRIDGE
LINDEN
LAWSO
NWEN
TWORT
H FALLS
A map showing the town and villages where these rating categories are applicable.
172 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
5
FIN
AN
CIA
L IN
FOR
MA
TIO
N
Category
2018-2019Budget
‘$000
2019-2020Projection
‘$000
2020-2021Projection
‘$000Increase (SV 2018-2019 then est. rate peg - plus growth 0.15%) 9.75% 2.35% 2.35%
Residential 57,826 59,184 60,575
Business 5,493 5,622 5,754
Farmland 378 386 395
TOTAL GENERAL RATE INCOME 63,696 65,193 66,725
Local Emergency Contribution 1,918 1,875 1,919
Waste Charges 13,493 15,014 15,782
TOTAL RATES & ANNUAL CHARGES 79,107 82,082 84,426
Each year Council increases its total rates by the allowable rate peg amount set for all councils in NSW by the Office of Local Government.
The average rate peg over the past 3 years has been 2.2% and is projected to continue on average at this rate but can fluctuate substantially. This increase is used to fund the rising costs of services.
In the years the Independent Pricing and Regulatory Tribunal (IPART) approves a special rate variation (SRV) the approved percentage increase will be applied rather than the rate peg.
New rateable properties also increase the total rates received by Council but Blue Mountains has limited opportunity for new property rating due to low levels of population growth and constraints to urban expansion because the city is surrounded by a World Heritage National Park.
The average ratepayer growth over the past years is about 0.15% per annum.
annual increase in rates
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 173
local emergency management chargeBlue Mountains City Council has levied a Local Emergency Management Charge (also known as Emergency Services Annual Charge) since 1999 to fund its statutory contributions to the NSW Rural Fire Service (RFS) and State Emergency Service (SES). It also funds important local bushfire and emergency management programs including three specialist bushfire and emergency staff and the majority of Council’s asset protection zone (fire break) maintenance and emergency planning programs. Council is considered to be a leader in bushfire and emergency management amongst Councils in NSW as a result of its ability to resource these activities.
The Local Emergency Management Charge is unique to Blue Mountains City Council and reflects the higher than average natural disaster risks faced by the City and the high level of resourcing required for emergency services in the Blue Mountains compared to other council areas.
Section 501 of the Local Government Act 1993, and relevant regulations, allow the Council to make an annual charge for the provision of emergency services and bushfire control. This charge is a flat rate for all rateable properties irrespective of land value. The Local Emergency Management Charge is itemised separately on Council’s annual Rates and Charges Notice issued in July each year.
special variations Special Variation to Rates 2013 – The Independent Pricing and Regulatory Tribunal approved a permanent increase to Councils general income by an estimated $3.5M in 2013-2014, generating an additional $23M over 10 years. This is being used to fund priority asset renewal and maintenance works.
Special Variation to Rates 2015 – The Independent Pricing and Regulatory Tribunal approved a further permanent increase to Councils general income with increases spread over four years. This increases Councils total estimated rates revenue from $49.6M in 2014-2015 to $65.8M in 2018-2019, generating an additional $121.4M over 10 years.
The Council will direct additional funds raised to priority asset renewal and maintenance works, environmental programs, emergency response and preparedness, and services to the community.
interest charges (extra charges)In accordance with Section 566(3) of the Local Government Act, 1993 the Minister determines the maximum rate of interest payable on overdue rates and charges. The per cent figure for the 2018-2019 rating year was set at 7.5 per cent calculated daily.
on site sewerage management charges This fee applies to all properties with an onsite septic system. It is based on the type of system in place and eligible pensioner status recorded on Council’s database.
Leaking septic effluent can contaminate groundwater supplies, soils and vegetation, as well as surface waters potentially leading to recreational areas such as swimming holes. Badly managed septics can cause human health and environmental hazards up to 50kms downstream of the system.
In 1999 poorly managed septic systems were identified as being a major contributing factor in several cases of hepatitis, and food safety crisis. This hazard identification spurred the launch of the ’Septic Safe Programme’, for which Local Council is the regulator.
domestic waste management charge Council must levy a separate charge for domestic waste services to every property where it is available. The cost of these services cannot be financed from ordinary rates and the charge must be sufficient to recover the reasonable costs of providing the services.
The standard residential waste management service includes:
• 140L garbage bin collected weekly
• 240L green waste bin collected fortnightly
• 240L recycling bin collected fortnightly
• 2 booked services for kerbside chipping and/or bulky waste collections per financial year
The standard service is charged to each property unless an alternate service option is requested and charged on a user pays basis.
174 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019
5
FIN
AN
CIA
L IN
FOR
MA
TIO
N
Name of Rate or Annual ChargeCharge
AmountMinimum
AmountEstimated
Yield $’000RATES 65,780
Residential 0.662447 $706.05 59,931
Business 1.058085 $1,292.20 5,480
Farmland 0.47178 $1,292.20 369
Mining 1.058085 $1,292.20 0
LOCAL EMERGENCY CONTRIBUTION 1,921
Local Emergency Contribution $53.19 1,921
ON-SITE SEWAGE MANAGEMENT (OSM) SEPTIC SAFE PROGRAM 66
OSM (Aerated/Pumpout) $42.00 18
OSM (Aerated/Pumpout) Pensioner $21.00 1
OSM (Absorption) $68.00 42
OSM (Absorption) Pensioner $34.00 3
OSM Multiple Systems $90.00 2
OSM Multiple Systems Pensioner $45.00 0
RATEABLE WASTE SERVICES 14,171
Domestic waste – standard service $401.50 12,199
Domestic waste – large recycling service $427.00 201
Domestic waste – large garbage service $538.00 762
Domestic waste – small recycling service $401.50 338
Domestic waste – large garbage and recycling service $564.00 420
Domestic waste – vacant $137.00 212
Vacant land – EP zoning $20.00 0
Residential – additional recycling 140L bin $50.00 0
Residential – additional recycling 240L bin $51.00 2
Residential – additional recycling 360L bin $77.00 2
Residential – additional garbage 140L bin $197.00 10
Residential – additional garbage 240L bin $300.00 24
Residential – additional green 240L bin $62.00 0
Medical exemption waste charge (240L garbage) $401.50 1
Medical exemption waste charge (360L recycling) $401.50 0
NON–RATEABLE WASTE SERVICES 113
Non-rateable premises - garbage only (240L bin) $300.00 101
Non-rateable premises - recycling (240L bin) $51.00 12
ESTIMATED TOTAL GENERAL RATES & ANNUAL CHARGE INCOME 82,050
Blue Mountains City Council recognises that due to exceptional circumstances; ratepayers may at times encounter difficulty paying their annual rates and charges.
The Council has a Rates and Annual Charges Hardship Relief Policy that provides the framework to be followed in providing relief to those ratepayers who are suffering genuine financial hardship.
For more information refer to the Council’s website at www.bmcc.nsw.gov.au/yourcouncil/rates
rates and annual charges hardship relief policy
Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 175
Council [email protected]
Council Websitebmcc.nsw.gov.au
Have Your Say Websitebluemountainshaveyoursay.com.au
contact
Copyright © 2018 Blue Mountains City Council. Publication Date: July 2018
Springwood Office104 Macquarie RoadSpringwood NSW 2777Phone: 02 4723 5000
Document ExchangeDX 8305 Katoomba
Katoomba Office2 Civic PlaceKatoomba NSW 2780Phone: 02 4780 5000
Locked Bag 1005Katoomba NSW 2780