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Annual Review 2008-2009

The City of Lake Macquarie Annual Review 2008-2009

Annual Review – Volume 1

State of the Environment Report – Volume 2

Financial Statements for the Year Ending 30 June 2009 – Volume 3

Lake Macquarie City Council

126-138 Main Road, SPEERS POINT NSW 2284 Box 1906 Hunter Region Mail Centre NSW 2310 Tel: (02) 4921 0333 Fax: (02) 4921 0351 Email: [email protected] Website: www.lakemac.com.au

Designed by Karlee Cain, Graphic Design Printed December 2009 on recycled paper by Lakemac Print (02) 4921 0510

© Lake Macquarie City Council

M&C 6259

Annual Report - Volume 1

Message from the Mayor 2

Message from the General Manager 3

The Year in Review 4

Executive Summary 5

Summary of Council’s performance against our 2008/2009 Management Plan 6

Highlights of 2008/2009 7

Our City 10

Snapshot of our City 11

City of Lake Macquarie Wards 12

Our Council Members 13

Our Purpose 14

Our Mission, Vision, Goals and Values 15

Our Performance 16

Performance against our Annual Management Plan 17

1. Caring for our Environment 17

2. Caring for our Community 21

3. Sport, Recreation and Culture 24

4. Transport, Roads and Drainage 31

5. Urban and Economic Development 33

6. CiviLake 36

7. Property Management 37

8. Mechanical Depot and Supply 38

9. Democratic Governance 39

10. Corporate Services 40

Quadruple Bottom Line Report 45

Access and Equity 46

Companion Animals Act Activities 50

Environmental Programs 51

Storm Water Management Service Activities 51

Our Organisation 52

Human Resources Activities 53

Equal Employment Opportunities 55

External bodies exercising Council functions 56

Controlling Interest in Companies 56

Overseas Visits 56

Complaints Handling Policy 56

Partnerships, Cooperatives and Joint Ventures 57

Environmental Planning and Assessment Act 1979 58

Privacy and Personal Information Protection Act 59

Freedom of Information 59

Contributions and Donations 61

Legal Proceedings 62

Our Finances 63

Special Rate Variation 64

Condition of Public Works 65

Elected Members and Mayoral Expenses 66

Senior Staff 67

Contracts Awarded 68

Comparison between budgeted results of category 1 business units and actual results 71

Summary of progress of Council in Implementing Principles of Competitive Neutrality 71

Income Statement 72

Balance Sheet 73

Statement of Changes in Equity 74

Cash Flow Statement 75

Schedule of Rates and Charges Written Off 76

Financial Statements for the Year Ending 30 June 2009 76

TABLE OF CONTENTS

City of Lake Macquarie Annual Review 2008-20092

MESSAGE FROM THE MAYOR

I am pleased to present the 2008/2009 Annual Report, which marks the first financial year for the Council elected in September 2008.

This elected Council, along with the broader community, was faced with a number of challenges stemming from the prevailing global economic downturn. We were fortunate to have been able to be beneficiaries of State and Federal government economic stimulus funding which was applied across the country. The councillors and staff have worked together in securing funding for a range of infrastructure projects including $3.1m to complete the Lake Macquarie Variety Playground, $1.167m for a shared pathway built into a bluff at Eleebana, and funding for the third stage of Fernleigh Track.

The councillors and staff should feel great satisfaction in seeing these projects come to fruition, knowing they have played a part in securing and allocating the funding, and managing the projects from the ground up. These infrastructure projects incorporate unique designs to enhance the character of our city and neighbourhoods and will make our area more accessible, liveable, and appealing for generations to come.

One milestone, which is particularly close to me, is the completion of the Lake Macquarie Improvement Project. The project saw many successes over its 11 years of operation, demonstrated by noticeably improved aquatic health and the return of marine life, which was not seen or rarely seen for many years. In its final year of operation, the Office received international recognition for its innovative approach to lake management, winning the 2008 Thiess Riverprize Award.

I had the privilege of being Chair of the Lake Macquarie Improvement Project Management Committee, working alongside a group of dedicated members, including staff from the Office of the Lake Macquarie and Catchment Coordinator. They all deserve recognition for their commitment and professionalism in bringing about the success at the final milestone.

It is becoming increasingly difficult for councils to provide the same level of services, and maintain existing infrastructure whilst working towards securing new services and facilities for residents. Despite the challenges of increasing costs, the fluctuating global market, and government cost shifting, our Council and staff have continued to make necessary adjustments, and are in the process of identifying and pursuing opportunities to ensure the Council is financially sustainable.

Our challenges for the future will be in continuing to balance the needs of our community and environment with those of the regional forces that will drive growth within our city. I can say confidently that our Council has performed well over the past year in working towards maintaining this balance, whilst also providing new infrastructure to cater for an increasing population.

Thank you for taking an interest in Council’s activities. I hope this Annual Report provides you with enough information for you to get an understanding of our performance for 2008/2009.

Cr Greg Piper MP Mayor

MESSAGE FROM THE GENERAL MANAGER

Innovation has been a strong theme throughout 2008/2009 for Lake Macquarie City Council. Our strengths have been:

rolling out a range of new environmental programs with a strong focus on connecting with our community and sharing responsibility in reducing human impact on the environment;

implementing a new corporate planning and reporting regime that allows for better long-term planning and improved reporting to our community; and

our approach to conducting a review of Council services, involving councillors, staff, and the community throughout the process.

Following a restructure of Council’s Sustainability Department in 2007/2008, Council has been able to roll out many of its innovative programs aimed at reducing the organisation’s and the city’s overall impact on the environment. Most of these programs are centred on engaging and sharing responsibility with all Lake Macquarie residents. In addition to this, Council has taken over the role of the Office of the Lake Macquarie and Catchment Coordinator, ensuring the health of our waterways continues to improve.

In a difficult financial climate, Council has been able to maintain a sound financial position. To ensure the organisation has a stable future in being able to continue delivering services and facilities to its residents, Council has instigated a comprehensive review of its services. The purpose of this review is to ensure we offer the best mix of services for our community, plus continually review our spending patterns.

We consider our method for carrying out the review to be innovative, inclusive, and cost-effective. Employees from across the organisation are conducting the review, and they have been involving the community in the process. It is cost effective

as we have not had to engage a consultant to conduct such a comprehensive review. It also gives staff ownership and pride in the improvements that can be made to make our services financially sustainable. The level of community engagement also means that we can reshape our organisation in line with community needs and desires.

Drawing on the information collected for the formation of a 10-year community plan in 2007/2008, Council developed and adopted a 4-year delivery plan, and a 1-year operational plan. This new corporate planning structure is in line with the State Government’s proposed changes for local government, and also allows for better long-term planning. Our community can keep track of our performance against these plans by visiting the new Corporate Planning and Reporting section of the city website.

Every year, Lake Macquarie City Art Gallery receives accolades for their programs and relationship with the city’s Indigenous community. The past year has been no exception with the Gallery winning the LGSA Cultural Award for Strengthening Aboriginal Culture, and the MAPDA Award for Concerts for their Cold Front exhibition catalogue. Lake Macquarie City Council was also Highly Commended in the AR Memorial Bluett Awards. The Bluett Awards go to the most progressive councils in the state.

This Annual Report provides an overview of our achievements, activities, and financial performance over the 2008/2009 year. If you would like further information about any of Council’s services, visit the city website www.lakemac.com.au or feel free to contact one of our customer service officers on 02 4921 0333.

Brian Bell General Manager

3City of Lake Macquarie Annual Report 2008-2009

theYEAR IN REVIEW

5The Year in Review

EXECUTIVE SUMMARY

The 2008/2009 Annual Review, State of Environment Report, and Financial Statements, offer a broad overview of Lake Macquarie City Council’s performance over the financial year.

Annual Review – Annual Report Volume 1The Annual Review outlines Council’s activities, outcomes, and financial position. It contains a detailed section on the organisation’s performance against the 2008/2009 Management Plan, information about community-based services, and organisational activities.

State of the Environment Report – Annual Report Volume 2The State of the Environment Report documents environmental issues and actions that occurred during 2008/2009. It also provides results against environmental indicators for the city.

Financial Statements for the Year Ending 30 June 2009 – Annual Report Volume 3This document contains detailed information about Council’s financial position at the end of the 2008/2009 year. This volume also provides an overview of current and future impacts on the financial statements. An independent audit report by Pricewaterhouse Coopers has also been published with the statements.


SUMMARY OF COUNCIL’S pERFORMANCE AGAINST OUR 2008/2009 MANAGEMENT pLANWe achieved 81.8% of our targets during 2008/2009 compared to 80.1% for the 2007/2008 period.

Details of our performance in meeting individual targets are in the Annual Review Section “Performance Against Our Annual Management Plan”.

FOCUS AREA TOTAL NUMBER OF PERFORMANCE

TARGETS

TARGET ACHIEVED

TARGET NOT ACHIEVED

Caring for the Environment 40 35 5

Caring for our Community 23 20 3

Sport, Recreation and Culture 71 50 21

Transport, Roads and Drainage 18 15 3

Urban and Economic Development 34 28 6

CiviLake 5 5 0

Property Management 11 10 1

Mechanical Depot and Supply 3 3 0

Democratic Governance/Corporate Services 32 28 4

TOTAL 237 194 43


HIGHLIGHTS OF 2008/2009

Our Environment

Around 2,260m of lake and creek foreshore was made stable by creating sloping beaches and planting vegetation.

Council reduced its carbon emissions to the equivalent of taking 81 cars off the road. This was achieved through waste reduction, better fleet/vehicle management, and using energy-saving devices such as heat pumps, solar systems, LED lighting, and GreenPower uptake.

Over 580 people attended Council workshops to learn how to reduce their impact on the environment.

Over the past four years, Council has been stockpiling waste concrete from its construction sites. It is anticipated that next financial year, Council will have 30,000 tonnes of concrete to crush and reuse as roadbase.

Lake Macquarie residents have reduced the amount of waste they throw to landfill by 64kg each over the past year. Council now collects from each resident 543.39kg of waste per year.

Our Community

The official opening of the Lake Macquarie Variety Playground at Speers Point Park, a play area for children of all abilities and ages, took place in August 2008. Council was recently awarded $3.1 million to complete the final stages, which will make it the largest all abilities playground in the country.

The new Lake Macquarie Seniors Program has given many residents over the age of 55 opportunity to learn about health and wellbeing, gain computer skills, plan for the future, trace family history, and enjoy special reading sessions. Workshops are free and are usually held at city libraries.

The Customer Service Centre has answered 130,585 phone calls, attended to 17,880 counter enquiries, and responded to 13,533 emails.

Thirty young people were elected to represent their peers on the Lake Macquarie Youth Advisory Council. They have already started to meet to discuss a range of issues affecting young people within the City of Lake Macquarie.

GPT constructed the new KU Kahibah Road Child Care building for Council as part of the Charlestown Square redevelopments. It offers fantastic outdoor play areas, landscaped gardens, and pick up and drop off points. Also a part of the Charlestown Square redevelopment, St John Oval and Ferris Field now boast new sporting facilities including two rugby league playing fields, a modern grandstand, amenities building, and on site parking.


Urban and Economic Development

Launched in February 2009, a new tourism marketing and branding strategy, Love the Lake, is aimed at attracting tourism to the city, boosting our local economy, and creating employment opportunities.

Council assisted 15 potential new Lake Macquarie businesses, including retail, manufacturing, health facilities, and aged care services.

During the past 12 months, Council has assessed 1,800 development applications within an average timeframe of 29 working days.

The city’s seven town centres now have 3-year strategic plans and supporting annual business plans in place to help boost their local economy and serve city residents.

Transport, Roads and Drainage

CiviLake construction crews improved the quality of our local roads by resurfacing a total of 85.1km of road.

Fifteen bus shelters around the city have been upgraded to improve access and comfort for residents and visitors.

To reduce urban flooding throughout the city, Council has completed seven drainage construction projects in Woodrising, Wyee, Mandalong, Floraville, New Lambton Heights, Kotara South, and Speers Point.

Council assisted with producing and distributing an updated version of the Lower Hunter Transport Guide to help visitors and residents get out and about using public transport.

Council lodged a development application for a bridge and road network – getting us one-step closer to the development of the Lake Macquarie Transport Interchange at Glendale.

Just over 2.5km of footpaths and 2km of kerb and gutter have been constructed across the city.


Sport, Recreation, and Culture

Lake Macquarie City Art Gallery opened its new education room. From the new facility, the gallery has been conducting a range of art classes and workshops for children and adults.

Council secured funding for the third stage of Fernleigh Track. When complete, the track will be just over 9km long, providing a continual off-road sealed pedestrian and cycle link from Redhead to Newcastle. Funding is now being sought to complete the final two stages to Belmont.

Blacksmiths Beach was the venue for the State Surf Life Saving Titles, which attracted 10,000 competitors and 30,000 visitors to the city.

The libraries hosted 891 special events, workshops, and programs ranging from Books and Babies through to magic shows, and seniors’ computer classes. These events entertained and educated 13,537 people.

A new publication, Love the Lake Walking Trails, featuring 20 walking trails in Lake Macquarie, was produced – visitors and residents can get inspired by the trails described in the guide.

The lake foreshore at Belmont was recently upgraded to provide an improved picnic area with park furniture, newly planted areas to enhance the natural setting, and a constructed sloping pebble beach.

WinneR: 2008 Hightrade Hunter Region Tourism Awards — Excellence in Tourism

initiative: Lake Macquarie Visitor Information Centre

WinneR: Heart Foundation Local Government Award 2008 — Provision and Use of Faci l i t ies to improve Heart Health

initiative: Lake Macquarie Variety Playground

WinneR: Parks and Leisure Australia Award 2008 — Inclusive and Connected Communit ies


WinneR: Lower Hunter Urban Design Award— People’s Choice 2008


HiGHLY COMMenDeD: Lower Hunter Urban Design Award — Landscape Design 2008


FinALiST: NSW Tourism Awards— Visitor Information Services

initiative: Lake Macquarie Visitor Information Centre

WinneR: KO-FM Newcastle’s Best Playground — People’s Choice 2008


WinneR: LGSA Cultural Award 2008 — Strengthening Aboriginal Culture

initiative: Lake Macquarie City Art Gallery

WinneR: MAPDA Award for Concerts 2008 — Small Exhibit ion Catalogue

initiative: Cold Front art exhibition

WinneR: 2008 National Thiess Riverprize Award

initiative: Lake Macquarie Improvement Project

FinALiST: 2007/2008 A.R. Memorial Bluett Awards — Highly Commended

initiative: Lake Macquarie City Council

Awards

ourCITY

Our City 11

SNApSHOT OF OUR CITY

Population Lake Macquarie’s population is fast

approaching 200,000

It is the fourth most populous city in NSW, and the 10th in Australia

We have the 2nd largest Aboriginal population in NSW

Lake Macquarie is the Hunter’s largest city, accounting for 37% of the Lower Hunter population

The population of Lake Macquarie is expected to grow by 60,000 – 70,000 people over the next 25 years, which will create a demand for 36,500 new dwellings

Landscape Our Local Government Area (LGA) covers 754.2km2, which includes the lake

Lake Macquarie, the city centrepiece, is in fact a large barrier lagoon with a surface area of 110km2

The lake foreshore stretches over 174km; approximately 25% of it remains untouched

To the west of the city, there are 13 State and National Park forests scattered throughout the Watagan Mountain Range. These areas support a range of native flora and fauna species. It is also a great place for picnicking, hiking, camping, and enjoying the outdoors

The eastern side of the city is flanked by the coast. The succession of beaches heading south include Dudley, Redhead, Nine-mile, Blacksmiths, Hams, Caves, Pinny, Quarry, and Catherine Hill Bay

Employment Lake Macquarie has the lowest

unemployment rate in the Lower Hunter of 4.3%

The city has a labour force of 98,500 in 2008, compared with 75,000 in 1996

Around 71% of jobs in Lake Macquarie are filled by Lake Macquarie residents

The town centres of Glendale and Cardiff generate in excess of 15,000 jobs

Business and Industry Lake Macquarie has a diverse industry base

and is not reliant on a particular industry

Our city has over 12,000 businesses

Home business operations generate $1.5billion per year

Biggest employers are health care, social assistance, retail, and manufacturing employing around 28,000 people combined

Tourism The city welcomes 700,000 visitors per year, a

third of which stay in paid accommodation

There are over 100 accommodation outlets available across the city

Accommodation types range from lakeside resorts to unique bed and breakfasts

The lake, bushland, beaches, dining, shopping and recreational opportunities make Lake Macquarie an ideal day-trip or fun getaway


Cardiff

Morisset

Swansea

Toronto

CharlestownWarners Bay

Wyee

PulbahIsland

Glendale

Belmont

North Ward

West Ward

East Ward

CITY OF LAkE MACqUARIE wARdS

Our City 13

OUR COUNCIL MEMBERS

Councillor Hannah Gissane (Greens)

Councillor Daniel Wallace (Labor)

Councillor Phillipa Parsons (Greens)

Councillor Paul Scarfe (Independent)

Councillor Wendy Harrison (Independent)

Mayor Cr Greg Piper MP

Councillor Kay Fraser (Labor)

Councillor Jodie Harrison (Labor)

Councillor Arnold Tammekand (Independent)

Councillor Garry edwards (Liberal)

Councillor Barry Johnston (Independent)

Councillor Anthony Birt (Liberal)

Councillor Laurie Coghlan (Independent)

North Ward West Ward East Ward

ourPURPOSE

Our Purpose 15

OUR MISSION, VISION, GOALS ANd VALUES

Lake Macquarie City Council provides a diverse range of services and facilities for residents. The mission statement represents and embodies our overarching goal in providing these services… ‘Quality Lifestyle’

Our vision: Establish a place where the environment will be protected and enhanced, and where people and

native flora and fauna will co-exist in harmony Have a prosperous economy with a supportive attitude to balanced economic growth managed in a

way to enhance quality of life and satisfy the employment and environmental aims of the community Recognise, encourage, and develop the city’s diverse cultural life and talents and protect and promote

its heritage Encourage a community spirit, which promotes a fulfilling lifestyle, enhances health and social

well-being, encourages family life and lifestyle choices, allows opportunities to participate in sport and recreation, promotes equal access to all services and facilities, as well as enables all citizens to contribute to the city’s economic and social development

Encourage and enable all people to participate fully in the economic and social life of the community as well as enjoy equal life chances and equal opportunity for access to the resources of the community

Our values: Use a consistent approach when dealing with the organisation, members of the community, and staff Be aware of goals Council has set - aim for these and beyond Base all actions on integrity Pursue excellence in all matters Establish an atmosphere of trust through creating an open and accessible organisation Be fair and equitable in all dealings Be aware of the organisation’s needs and those of the community and by our actions respond to them Encourage teamwork and cooperation in the organisation Care for all members of the organisation and the community Care for the environment

Our goals: Deliver all of our services in a demonstrably competitive manner Achieve world’s best practice through the implementation of the Quality Workstyle philosophy Generate sustainable growth through economic development Facilitate community consultation and participation in the decision making process Provide and maintain an effective physical infrastructure

Protect and enhance the environment through waste management and balanced development

Plan and provide social infrastructure to meet community needs

Maximise employment in the city through economic growth

Safeguard the quality of lifestyle in Lake Macquarie

Carry out entrepreneurial activities (where appropriate)

Our mission

ourPERFORMANCE

Our Performance 17

PRiORiTY 1.1 SuStainable living

PERFORMANCE TARGETS TARGET ACHIEVED OR NOT ACHIEVED

COMMENTS

1.1.1 Prepare and commence implementing a Sustainable Living Strategy that optimises consumption footprint reduction and greenhouse gas emissions reduction by 3% per annum in the most resource efficient manner which equates to 1.5% for the year due to 6 month effort.

Not Achieved Five community programs have been implemented, however our carbon reduction results are unknown. Calculations are expected to be complete by January 2010

1.1.2 Conduct four environmental education and community empowerment activities related to sustainable living

Achieved

1.1.3 KPI deleted in March Review – Indicator merged into 1.1.1 N/A

1.1.4 Complete a review of Council’s Greenhouse Action Plan by 30 June 2009

Achieved

1.1.5 Complete and report on a minimum of five energy and water audits in association with priority stakeholder partners

Achieved

1.1.6 Partner and promote four renewable energy case studies with priority stakeholder partners in Council, residential, commercial, and industrial sectors

Achieved

1.1.7 Promote energy and water reduction objectives and outcomes across Lake Macquarie businesses, including outreach through Council’s industry inspection programme

Achieved

1.1.8 Begin review of, and provide technical information for amendments to the DCP that will promote sustainability through improved water, energy, and waste management practices

Achieved

1.1.9 Report to Council and the community on holistic waste management strategies for the city considering environmental, economic and social factors

Not Achieved A report from the consultant is expected to be finalised in the fourth quarter of 2009.

pERFORMANCE AGAINST OUR ANNUAL MANAGEMENT pLANSimilar to an organisation’s business plan, the Management Plan and Budget allocates resources and identifies activities to be carried out over a 12-month period. The following information gives detail on our performance against each of the targets set out in the Management Plan.

1. Car ing for our Environment


PRiORiTY 1.2 ECOSYSTEM ENHANCEMENT


COMMENTS

1.2.1 Prepare and commence implementing an Ecosystem Enhancement Strategy that optimises ecosystem enhancement footprint reduction in the most resource efficient manner

Achieved

1.2.2 Conduct two major biodiversity or ecosystem awareness and community empowerment campaigns per year

Achieved

1.2.3 Meet compliance with Rural Fire Service (RFS) obligations Achieved

1.2.4 Commence aquatic and terrestrial ecosystem health monitoring program and report on baseline data for priority ecosystems

Not Achieved Council has engaged contractors to determine ecological indicators and a strategy for community monitoring. The report should be completed in the 2nd quarter of 2009/2010

1.2.5 Identify Lake Macquarie Big 5 species and their threats; 10 active community monitoring groups for five flagship species established

Not Achieved The community helped to select flagship species for each of our nine ecosystems. Monitoring cannot start until the ecological indicators are developed by the consultant

1.2.6 Inspect 20 on-site sewage management systems per quarter Achieved

1.2.7 A minimum of 20 environmental audits of industrial premises each quarter

Achieved

1.2.8 Monitor and report the number of and response to notifications related to pollution incidents, by category, on a quarterly basis

Achieved

1.2.9 Initiate, within 24 hours, investigations into reports of pollution incidents that have the potential to cause significant environmental harm

Achieved

Our Performance 19

PRiORiTY 1.3 ENVIRONMENTAL RISK


COMMENTS

1.3.1 Report on footprint indicators for city and Council consumption (water, carbon, energy, eco-footprint, waste) and estimated risks associated with each

Achieved

1.3.2 Sustainability targets reviewed and promoted for Council (now 3% reduction) and community (now 3% reduction per capita) by 30 June 2009

Achieved

1.3.3 Report on environmental security footprint indicators and estimated risks associated with each

Achieved

1.3.4 Report on local ecosystem health and area footprint indicators and associated risks

Achieved

1.3.5 Targets set for benefits achieved through co-operations between stakeholder partners and three operational task teams (Sustainable Living, Environmental Security, Ecosystem Enhancement) by 30 June 2009.

Achieved

1.3.6 Develop and report on a resource-efficient community empowerment strategy

Achieved

1.3.7 Commence review of Lake Macquarie Environmental Action Plan Achieved


PRiORiTY 1.4 ENVIRONMENTAL SECURITYPERFORMANCE TARGETS TARGET ACHIEVED

OR NOT ACHIEVEDCOMMENTS

1.4.1 Prepare and commence implementing an Environmental Security (sea level rise, climate change, natural disaster, and environmental health) strategy that optimises environmental security footprint reduction in the most resource efficient manner

Achieved

1.4.2 Complete facilitation of neighbourhood based environmental security plans with priorities by 30 June 2009

Achieved

1.4.3 Undertake flood studies and plans for three priority waterways in the city

Achieved

1.4.4 Report on creation and implementation of emergency and natural disaster management plans

Achieved

PRiORiTY 1.5 THE LAKEPERFORMANCE TARGETS TARGET ACHIEVED


1.5.1 Complete three water quality improvement projects by June 2009 Achieved

1.5.2 Complete three lake foreshore improvement works in priority areas Achieved

1.5.3 Undertake two major environmental awareness campaigns Achieved

1.5.4 Monitor water quality in up to 25 nominated swimming sites on a fortnightly basis during peak swimming season, and compare and act on results

Achieved

1.5.5 Maintain stormwater quality improvement devices (SQIDs) in accordance with maintenance agreements at least 90% of the time

Achieved

1.5.6 Sweep streets and pedestrian areas in the main CBDs five times per week

Achieved

1.5.7 Sweep streets in the suburban business areas three times per week Achieved

PRiORiTY 1.6 WASTE SERVICES PERFORMANCE TARGETS TARGET ACHIEVED


1.6.1 Participation in Regional Waste Project (RWP). Report to Council on a quarterly basis

Achieved

1.6.2 Implement two priority waste minimisation projects per annum Achieved

1.6.3 Undertake five promotional and educational activities reaching 150 people per quarter

Achieved

1.6.4 Report on reduction in the volume of individual waste to landfill relative to a baseline (2001/2002)

Achieved

1.6.5 Report on resource recovery monitoring results Achieved

1.6.6 Report to Council on options to secure landfill post Awaba Not Achieved Waste strategy development is ongoing including investigation of options to secure landfill post Awaba

Our Performance 21

PRiORiTY 2.1 CRIME PREVENTIONPERFORMANCE TARGETS TARGET ACHIEVED


2.1.1 Review Crime Prevention Plan and report to Council Achieved

2. Car ing for our Community

PRiORiTY 2.2 PLAN FOR FACILITIES, SERVICES, AND PROGRAMS IN RESPONSE TO NEW URBAN DEVELOPMENT, SOCIAL TRENDS, AND DEMOGRAPHIC CHANGES


COMMENTS

2.2.1 Report revised Social Plan to Council Achieved

PRiORiTY 2.3 PROVIDE FACILITIES, ACTIVITIES, AND PROGRAMS FOR YOUNG PEOPLE


COMMENTS

2.3.1 Implement the priority actions in the Youth Community Plan Achieved

PRiORiTY 2.4 PLAN FOR AN INCREASE IN THE PERCENTAGE OF POPULATION OF OLDER PEOPLE AND PEOPLE WITH A DISABILITY


COMMENTS

2.4.1 Implement priority actions in Disability Action Plan and Ageing Population Plan

Achieved


PRiORiTY 2.5 ENSURE THERE IS QUALITY CHILD CARE PROVISION AND PROGRAMS THROUGHOUT THE CITY


COMMENTS

2.5.1 Maintain existing levels of registered carers Achieved

2.5.2 Continue to participate at Regional and State Family Day Care Forums

Achieved

2.5.3 Conduct at least six child protection information sessions (internal and external)

Achieved

2.5.4 Children’s and Family Reference Group established Achieved

2.5.5 Report Children’s Plan to Council and undertake public exhibition Achieved

2.5.6 Children’s facilities continue to be licensed by DOCS Achieved

PRiORiTY 2.6 INCREASE RANGER ACTIVITIESPERFORMANCE TARGETS TARGET ACHIEVED


2.6.1 Review number of service requests received by type Achieved

PRiORiTY 2.7 IMPROVE THE HEALTH AND WELLBEING OF ABORIGINAL PEOPLEPERFORMANCE TARGETS TARGET ACHIEVED


2.7.1 Report Aboriginal Community Plan to Council and undertake public exhibition

Not Achieved A recruitment process for the Aboriginal Community Worker position delayed this project. The draft plan is expected to go to Council by June 2010

PRiORiTY 2.8 PUBLIC HEALTHPERFORMANCE TARGETS TARGET ACHIEVED


2.8.1 Report on number of registered premises inspected Achieved

PRiORiTY 2.9 EMERGENCY SERVICESPERFORMANCE TARGETS TARGET ACHIEVED


2.9.1 Number of training exercises conducted or attended Achieved

2.9.2 Report on resource requirements Achieved

Our Performance 23

PRiORiTY 2.10 MANAGE COMMUNITY AND RECREATION FACILITIES IN AN ACCESSIBLE, EQUITABLE MANNER


COMMENTS

2.10.1 Provide two networking and education opportunities to volunteers Achieved

2.10.2 Undertake training sessions existing and new to committees using the Operating Manual

Achieved

2.10.3 Commence work on a community facility strategy Achieved

PRiORiTY 2.11 PROVIDE COMMUNITY DEVELOPMENT OPPORTUNITIESPERFORMANCE TARGETS TARGET ACHIEVED


2.11.1 Deliver the Community Development Support Expenditure (CDSE) Scheme

Achieved

2.11.2 Deliver the Hunter Area Assistance Scheme (HAAS) Achieved

2.11.3 Hold six interagency meetings during the year Achieved

PRiORiTY 2.12 MAINTENANCE AND REPLACEMENT OF COMMUNITY FACILITIESPERFORMANCE TARGETS TARGET ACHIEVED


2.12.1 Review of current Asset Management Plans (AMPs) completed Not Achieved Review of the plans must commence following the completion of the Strategic Asset Management Module

2.12.2 Strategic Asset Management Module implemented Not Achieved Unable to implement the model due to resourcing issues. Anticipated commencement is August 2009


PRiORiTY 3.1 PROVISION OF COMMUNITY BASED SWIMMING CENTRESPERFORMANCE TARGETS TARGET ACHIEVED


3.1.1 Report to Council on recommendations of Pool Service Delivery Model (PSDM) by April 2009

Achieved

3.1.2 Establish priorities and budget requirements from Pool Service Delivery Model by April 09

Not Achieved The staff structure has not been finalised

3. Sport, Recreat ion and Culture

PRiORiTY 3.2 PLAN AND DEVELOP SPORTS GROUNDS AND FACILITIESPERFORMANCE TARGETS TARGET ACHIEVED


3.2.1 Undertake design to enable earthworks to commence at Cameron Park

Not Achieved Council has directed resources into Federally funded infrastructure projects

3.2.2 Sports Facility Strategy complete and reported to Council Achieved

PRiORiTY 3.3 PROVIDE PLAYGROUND, SKATE, CYCLEWAY/PATHWAY, AND PARKLAND FACILITIESPERFORMANCE TARGETS TARGET ACHIEVED


3.3.1 Undertake design for remaining stages of all abilities playground Achieved

3.3.2 Skate park construction at Chapman Oval Swansea commenced Not Achieved The program was delayed due to additional flooding and drainage issues requiring consultant resolution and changes to documentation

3.3.3 Shared pathways considered as part of all large developments Achieved

Our Performance 25

PRiORiTY 3.4 ENSURE CONSTRUCTION OF FERNLEIGH TRACK IS COMPLETED AND INTERPRETATION PLAN IMPLEMENTED


COMMENTS

3.4.1 Stage 3 construction commenced Achieved

3.4.2 Stage 4 design commenced Achieved

3.4.3 Implement priority actions contained in Fernleigh Track Interpretation Plan

Achieved

PRiORiTY 3.5 PROVIDE UPGRADED AND NEW LAKESIDE AQUATIC FACILITIES TO SERVICE THE BOATING COMMUNITY NEEDS


COMMENTS

3.5.1 Works undertaken in line with Jetty Rehabilitation and Construction Programs

Not Achieved Cockle Creek project delayed due to the need for an environmental management plan

3.5.2 Upgrade of boat launching facilities completed at Sunshine Park, Sunshine

Achieved

PRiORiTY 3.6 PROVIDE HIGH QUALITY PUBLIC DOMAIN AND DEVELOP A CITY IDENTITY


COMMENTS

3.6.1 Continue to develop concept designs for three entry statements in key locations. Prepare draft park signage manual

Not Achieved Project waiting on completion of the city identity project by Economic Development

3.6.2 Complete two streetscape and public domain technical guidelines Not Achieved Resources have been directed into Federally funded infrastructure projects. Council has started on draft documents for all town centres

3.6.3 Contribute to the development of Charlestown Public Art Strategy Achieved

3.6.4 Implementation commenced on Charlestown Oval Masterplan Achieved

PRiORiTY 3.7 PLAN FOR THE PROVISION OF ADEQUATE OPEN SPACE IN URBAN RELEASE AREAS


COMMENTS

3.7.1 Advice provided to internal departments and external bodies Achieved


PRiORiTY 3.8 PLAN FOR THE PROVISION OF ADEQUATE OPEN SPACE IN URBAN RELEASE AREAS


COMMENTS

3.8.1 Priority Plans of Management (POM) completed Achieved

PRiORiTY 3.9 INCREASE COMMUNITY ENGAGEMENT IN ART GALLERY PROGRAMS


COMMENTS

3.9.1 Art education program implemented and attracting diverse audiences Achieved

3.9.2 60% increase in art education programs Achieved

3.9.3 Audit of current marketing/promotional strategies complete by December 08

Achieved

3.9.4 Evaluation of program, exit survey and numbers for past two years complete by July 08

Achieved

3.9.5 Education Reference Group established by December 08 Achieved

3.9.6 Youth Reference Group established by March 09 Achieved

3.9.7 10% increase in media hits Achieved

3.9.8 10% increase in direct media contacts Achieved

3.9.9 Community and Cultural Reference Committee established by February 09

Achieved

PRiORiTY 3.10 SOURCE ALTERNATIVE RESOURCES FOR ART GALLERYPERFORMANCE TARGETS TARGET ACHIEVED


3.10.1 Increase income generated by art education programs by 90% Achieved

3.10.2 Reach full capacity of art education programming by 30 June 09 Achieved

3.10.3 At least two projects funded by alternate grant sources (other than Arts NSW)

Not Achieved Council was successful in gaining one grant from Arts NSW only

3.10.4 Develop one quality selling exhibition per year Achieved

3.10.5 Increase retail/consignment income by 15% Achieved

3.10.6 Art education program begun by July 0810% increase in media hits10% increase in direct media contacts

AchievedAchievedAchieved

3.10.7 Increase volunteer participation by 80% Achieved

Our Performance 27

PRiORiTY 3.11 DEVELOP REGIONAL DISTINCTIVENESS FOR ART GALLERYPERFORMANCE TARGETS TARGET ACHIEVED


3.11.1 Curator contracted by September 08 Achieved

3.11.2 Funding secured for Contemporary Craft Program by September 08

Not Achieved No funds available in 2009. The Gallery is now negotiating to develop an exhibition in partnership with Object Galleries

3.11.3 Craft Exhibition 80% developed by June 09 for presentation September 09

Achieved

3.11.4 Annual exhibition program in place ready to launch July 08 Achieved

3.11.5 Next work in sculpture park as per Sculpture Park Plan to be installed by June 2009

Not Achieved Due to engineering issues the sculpture will be installed in August 2009

3.11.6 Aboriginal program project presented February 09 Achieved

3.10.7 Increase volunteer participation by 80% Achieved

PRiORiTY 3.13 TECHNOLOGY ACCESS FROM PUBLIC LIBRARIESPERFORMANCE TARGETS TARGET ACHIEVED


3.13.1 Audit of current technology access and services completed by December 08

Achieved

3.13.2 Survey of community on technology needs completed and action plan developed by June 09

Not Achieved The community survey is to be completed in conjunction with Council’s Service Review

3.13.3 Four technology training sessions for the public held by June 09 Achieved

3.13.4 Web pages reviewed by September 08 Not Achieved Council’s new website designer was not appointed until May 2009

PRiORiTY 3.12 ADAPT LIBRARY SERVICES TO MEET COMMUNITY ExPECTATIONSPERFORMANCE TARGETS TARGET ACHIEVED


3.12.1 Review of Library Service Delivery Model (LSDM) completed and approved by Council – June 09

Not Achieved This project was aligned with Council’s Service Review


PRiORiTY 3.14 INCREASE COMMUNITY ENGAGEMENT IN LIBRARY PROGRAMS AND ACTIVITIES


COMMENTS

3.14.1 Audit of current marketing and promotional strategies and action plan completed by September 08

Achieved

3.14.2 Quarterly meeting plan with Tourism and Marketing established by December 08

Achieved

PRiORiTY 3.16 PROVISION OF BEACH PATROL SERVICESPERFORMANCE TARGETS TARGET ACHIEVED


3.16.1 High priority outcomes of service delivery review implemented by September 08

Achieved

3.16.2 Review of beach safety services completed by June 09 Not Achieved This review has been aligned with Council’s Service Review

3.16.3 Sponsorship package completed and potential sponsors approached by June 09

Not Achieved This project has been included as part of Council’s Service Review

PRiORiTY 3.15 DEVELOP LIBRARY SERVICES FOR THE AGEING POPULATIONPERFORMANCE TARGETS TARGET ACHIEVED


3.15.1 Marketing plan for services to ageing population completed by April 09

Achieved

3.15.2 Review of service delivery options for Home Library completed and action plan developed by June 09

Not Achieved The service delivery options are to be covered in the library service review

3.15.3 Collection management guidelines reviewed and updated by September 08

Achieved

PRiORiTY 3.17 COMMUNITY EDUCATION FOR BEACH SERVICESPERFORMANCE TARGETS TARGET ACHIEVED


3.17.1 Review of primary schools water safety program completed by April 09

Achieved

3.17.2 Emergency care training expanded over the 08 winter period – a minimum of two extra training courses held

Achieved

3.17.3 Resources identified to implement training proposals and report completed by December 08

Achieved

Our Performance 29

PRiORiTY 3.18 ENSURE HUNTER REGION SPORTS CENTRE (HRSC) CAN CONTINUE TO CATER FOR THE NEEDS OF CURRENT AND FUTURE RESIDENTSPERFORMANCE TARGETS TARGET ACHIEVED


3.18.1 Undertake feasibility study and business plan for HRSC Not Achieved Tenders evaluated and will be reported to Council in July 09

3.18.2 Update Service Level Agreement (SLA) Achieved

3.18.3 Update asset replacement program Not Achieved Data uploading for council assets due for completion December 2009

PRiORiTY 3.19 FACILITATE THE DEVELOPMENT OF CULTURAL ACTIVITIES WITHIN THE CITY


COMMENTS

3.19.1 Implement priority actions in Cultural Plan Achieved

PRiORiTY 3.20 DEVELOP EVENTS WITHIN THE CITYPERFORMANCE TARGETS TARGET ACHIEVED


3.20.1 Citywide events strategy developed Achieved

PRiORiTY 3.21 PROVIDE A SPACE WITHIN THE CITY FOR CULTURAL ACTIVITIES AND PERFORMANCES


COMMENTS

3.21.1 Develop marketing strategies for the Lake Macquarie Performing Arts Centre

Achieved

PRiORiTY 3.22 GROW THE LAKE MACQUARIE GAMESPERFORMANCE TARGETS TARGET ACHIEVED


3.22.1 Review of existing Games, including participants’ survey completed by February 09

Achieved

3.22.2 Sponsorship packages completed by December 08 and potential sponsors contacted by February 09

Not Achieved Sponsorship was not obtained at this stage


PRiORiTY 3.24 ONGOING SOURCING OF MAJOR SPORTING EVENTS FOR THE CITY


COMMENTS

3.24.1 Evaluation of existing relationship with Surf Life Saving State Centre completed by August 08

Achieved

3.24.2 Other events identified by March 09 Not Achieved No suitable events have been identified. Investigation will continue

PRiORiTY 3.23 CONTINUED DELIVERY OF THE SPORTS ACHIEVEMENT RECOGNITION PROGRAM


COMMENTS

3.23.1 Review of existing program and recommendations completed by December 08

Achieved

3.23.2 Communication Plan developed by January 09 Achieved

3.23.3 Sponsorship packages completed by December 08 and potential sponsors contacted by February 09

Achieved

PRiORiTY 3.25 MAINTENANCE AND REPLACEMENT OF SPORT AND RECREATIONAL FACILITIES


COMMENTS

3.25.1 Review of current Asset Management Plans completed Not Achieved This has been carried out in conjunction with the Strategic Asset Management Module referred to in 3.25.2

3.25.2 Strategic Asset Management Module implemented Not Achieved Data uploading for council assets due for completion December 2009

Our Performance 31

PRiORiTY 4.1 PROVIDE A FORWARD WORKS PROGRAM FOR FOOTPATHS, CYCLEWAYS, TRAFFIC FACILITIES, PUBLIC TRANSPORT, ROAD SAFETY, TRANSPORT, AND PARKING


COMMENTS

4.1.1 2.5km of footpaths constructed Achieved

4.1.2 6.0km of cycleways constructed Not Achieved Work on Fernleigh Track has started however; delays occurred due to federal funding approvals. Ownership issues delayed commencement of Wallsend to Glendale off road cycleway

4.1.3 Number of bus shelters provided Achieved

4.1.4 % of bus stops that comply with standard Achieved

4.1.5 Public transport guides developed for Charlestown and one other major centre

Achieved

4.1.6 Development application lodged for bridge and road network supporting Lake Macquarie Integrated Transport Centre

Achieved

4.1.7 Studies completed for one town centre and three minor traffic studies in urban areas

Not Achieved • Charlestown business district and Morisset completed

• East Charlestown and Swansea have yet to commence

4. Transport, Roads and drainage

PRiORiTY 4.2 MINIMISE THE DAMAGE CAUSED BY URBAN STORMWATER FLOODING


COMMENTS

4.2.1 Construct seven drainage projects to reduce urban flooding

Achieved

4.2.2 Conduct four investigations to address known areas of urban flooding

Achieved


PRiORiTY 4.3 MINIMISE SCOURING AND SOIL EROSION IN THE URBAN DRAINAGE SYSTEM


COMMENTS

4.3.1 Construct three drainage projects to reduce erosion Achieved

4.3.2 Conduct two investigations to address known areas of erosion Achieved

PRiORiTY 4.4 MAINTENANCE AND REPLACEMENT OF ROAD AND DRAINAGE INFRASTRUCTURE


COMMENTS

4.4.1 Complete Pavement Management System review Achieved

4.4.2 Strategic asset management (SAM) module implemented Not Achieved The SAM Module is being reviewed, anticipated to be complete by December 2009

4.4.3 Average condition of road pavement at June 2009 is greater than 7.0

Achieved

PRiORiTY 4.5 PROVIDE NEW ROAD INFRASTRUCTURE TO IMPROVE AMENITY OF CITY


COMMENTS

4.5.1 2.3 km of kerb and gutter constructed Achieved

4.5.2 3.5 km of gravel road sealed Achieved

PRiORiTY 4.6 SERVICE LEVELS WITH COUNCIL DEPARTMENTSPERFORMANCE TARGETS TARGET ACHIEVED


4.6.1 Service level agreements (SLA) reviewed to ensure activities match available funding

Achieved

4.6.2 Not less than 90% compliance with SLA targets for buildings and 85% for roads, drainage and parks

Achieved

Our Performance 33

PRiORiTY 5.1 INCREASE EMPLOYMENT OPPORTUNITIES AND INVESTMENT WITHIN THE CITY


COMMENTS

5.1.1 Business analysis completed in two centres Achieved

5.1.2 Produce town centre booklet Achieved

5.1.3 Research paper on manufacturing completed Achieved

5.1.4 Undertake one regional forum in Lake Macquarie Achieved

PRiORiTY 5.2 INCREASE TOURISM FOR LAKE MACQUARIE CITY


COMMENTS

5.2.1 Two new city guides launched Achieved

5.2.2 City branding review completed by 31 March 2009 Achieved

5.2.3 Two consumer shows attended Achieved

5.2.4 Hold six Lake Macquarie Tourism Association (LMTA) meetings Achieved

5.2.5 New tourism website launched Achieved

5.2.6 One new visitor information kiosk opened Not Achieved Council is still searching for a location in Morisset

5. Urban and Economic development


PRiORiTY 5.3 TOWN CENTRE DEVELOPMENTPERFORMANCE TARGETS TARGET ACHIEVED


5.3.1 Assist 40 potential new commercial/industrial businesses Not Achieved Council received 15 enquiries.

5.3.2 Town centre news included in quarterly business news Achieved

5.3.3 Level of grant funding leveraged Not Achieved Delay in grant funding. Approval expected late July

5.3.4 Action plans in each town centre implemented Achieved

PRiORiTY 5.4 BUILD PARTNERSHIPS WITH BUSINESSPERFORMANCE TARGETS TARGET ACHIEVED


5.4.1 Hold 11 business breakfasts Achieved

5.4.2 Hold four business lunches Achieved

5.4.3 Hold six Combined Chambers meetings Achieved

5.4.4 Participate with Lake Macquarie Business Centre (LMBC) with two forums

Achieved

PRiORiTY 5.5 BUILD PARTNERSHIPS WITH BUSINESSPERFORMANCE TARGETS TARGET ACHIEVED


5.5.1 Report submitted to Council recommending changes to development controls and guidelines

Achieved

5.5.2 Three urban strategies or area plans reported to Council

Achieved

5.5.3 Integrated Foreshore Management Strategy reported to Council for adoption

Not Achieved • Public exhibition of the draft strategy and action plan concluded on 12 June.

• Integrated Foreshore Management Strategy report to go to Council for consideration in September 2009

5.5.4 Review of Lifestyle 2020 commenced Achieved

5.5.5 Report submitted to Council on progress of LEP amendments

Achieved

5.5.6 Updated Lake Macquarie Heritage Study and Aboriginal Heritage Study reported to Council

Not Achieved The updated thematic history has been delayed due to the consultant being unavailable. The Aboriginal Heritage Study is being discussed with Council’s Development Assessment and Compliance staff and various Aboriginal groups

Our Performance 35

PRiORiTY 5.6 DEVELOPMENT ASSESSMENT AND COMPLIANCEPERFORMANCE TARGETS TARGET ACHIEVED


5.6.1 Major Development Applications - Median processing time – 120 working days

Achieved

5.6.2 Medium Development Applications - Median processing time – 60 working days

Achieved

5.6.3 General Development Applications - Median processing time – 35 working days

Achieved

5.6.4 Fast Track Development Applications - Median processing time – 30 working days

Achieved

5.6.5 A minimum of three SEPP 65 agenda items per month Not Achieved Due to the downturn within the industry, no meetings were held this quarter

5.6.6 Turn around of meeting minutes within 5 days for SEPP 65 items

Achieved

5.6.7 Tree assessment - Median processing time – 30 working days

Achieved

PRiORiTY 5.7 INFORMING THE COMMUNITY ABOUT DEVELOPMENTPERFORMANCE TARGETS TARGET ACHIEVED


5.7.1 Ensure community and development industry are informed of development changes by way of the media or participating in appropriate forums

Achieved

PRiORiTY 5.8 ENSURE NEW DEVELOPMENT PROVIDES ADEQUATE FACILITIES FOR INCOMING POPULATION


COMMENTS

5.8.1 Commence preparation of two new developer contribution plans and review two existing plans in accordance with developed strategy

Achieved

PRiORiTY 5.9 MAxIMISE THE USE OF VOLUNTARY PLANNING AGREEMENTS ACROSS A RANGE OF DEVELOPMENT


COMMENTS

5.9.1 KPI deleted in March Review – to be included in the 2009/2010 Operational Plan. (Voluntary Planning Agreement (VPA) Policy investigated and developed as required)

N/A

PRiORiTY 5.10 IMPROVE SERVICES AND PRESENTATION AT COUNCIL’S CEMETERIES


COMMENTS

5.10.1 Implement priority actions in Cemetery Strategy Achieved


PRiORiTY 6.1 GENERATE A COMMERCIAL RETURN FOR COUNCIL ON ITS INVESTMENT IN ExTERNAL WORKS


COMMENTS

6.1.1 CiviLake’s external works turnover is within 6% to 12% of its total turnover

Achieved

6.1.2 The surplus on external works for profit, is not less than 10% of the expenditure

Achieved

PRiORiTY 6.2 BULK CONSTRUCTION MATERIALS PROCUREMENT, RECYCLING, AND SUSTAINABILITY


COMMENTS

6.2.1 Agreement with current gravel supply partner maintained Achieved

6.2.2 All actions for relevant approvals for the proposed recycling centre are dealt with in the shortest practical timeframe

Achieved

6.2.3 At least 55,000 tonnes of spoil and or concrete from CiviLake jobs is recycled or reused at other approved sites

Achieved

6. Civ iLake

Our Performance 37

PRiORiTY 7.1 PROVIDE A HIGH STANDARD OF FACILITIES FOR HOLIDAY PARKSPERFORMANCE TARGETS TARGET ACHIEVED


7.1.1 Complete five-year business plan for each holiday park Achieved

7.1.2 Prepare management plan and capital works program Achieved

7.1.3 Consult with park patrons as to adequacy of plans Not Achieved Consultation with park patrons will occur following approval of the capital works program in July 2009. Some verbal consultation has been undertaken due to draft plans being annexed to park managers’ contracts, which was placed on the city website

PRiORiTY 7.2 INCREASE OCCUPANCY RATES FOR COUNCIL MANAGED HOLIDAY PARKS


COMMENTS

7.2.1 Complete marketing plan and implementation program Achieved

7.2.2 Establish criteria for assessment of managers’ performance annually

Achieved

7.2.3 Complete market analysis to establish fees and charges annually Achieved

7.2.4 Measure occupancy rates against projections Achieved

7.2.5 Measure income against budget estimates Achieved

7. property Management


PRiORiTY 7.3 INCREASE NET YIELD ON COMMERCIAL AND RESIDENTIAL PROPERTIES


COMMENTS

7.3.1 Review rents to market annually (residential) or as required (commercial)

Achieved

7.3.2 Undertake and research alternative property management systems Achieved

7.3.3 KPI deleted in September Review - Undertake negotiations and discussion with stakeholders

N/A

7.3.4 Prepare new lease documents as required Achieved

7.2.5 Measure income against budget estimates Achieved

PRiORiTY 8.1 COMPLY WITH THE PURCHASING ELEMENT OF THE NSW WORKCOVER SELF INSURER MODEL


COMMENTS

8.1.1 Purchasing system documents revised by 30 June 2009 Achieved

PRiORiTY 8.2 SUSTAINABLE PURCHASINGPERFORMANCE TARGETS TARGET ACHIEVED


8.2.1 Purchasing Policy and Procedures revised by 30 June 2009 Achieved

8. Mechanical depot and Supply

PRiORiTY 8.3 REDUCE THE ENVIRONMENTAL IMPACT OF THE FLEETPERFORMANCE TARGETS TARGET ACHIEVED


8.3.1 Options report submitted to Executive Committee by 30 June 2009

Achieved

Our Performance 39

PRiORiTY 9.1 CITY COUNCIL AND MAYORAL OFFICE


COMMENTS

9.1.1 Community Engagement Strategy in place by 30 June 2009 Achieved

PRiORiTY 9.2 DONATIONS AND FINANCIAL ASSISTANCEPERFORMANCE TARGETS TARGET ACHIEVED


9.2.1 Annual donations approved by 30 September 2008 Achieved

PRiORiTY 9.3 ELECTIONSPERFORMANCE TARGETS TARGET ACHIEVED


9.3.1 Survey of councillors indicates satisfaction with level and quality of induction and training provided

Achieved

9. democrat ic Governance


PRiORiTY 10.1 MANAGEMENT AND ADMINISTRATIVE SUPPORTPERFORMANCE TARGETS TARGET ACHIEVED


10.1.1 KPI deleted in September Review - Community surveys indicate an increasing level of satisfaction with Council’s services and facilities

Achieved

PRiORiTY 10.3 RECORDS OPERATIONS


COMMENTS

10.3.1 80% of incoming business correspondence available within one working day of receipt

Achieved

PRiORiTY 10.2 CUSTOMER SERVICE CENTREPERFORMANCE TARGETS TARGET ACHIEVED


10.2.1 80% of telephone enquiries answered within 30 seconds Achieved

10.2.2 The average wait time at counter is less than 4 minutes Achieved

10.2.3 80% of all enquiries received by Customer Service Centre (CSC) dealt with by CSC

Achieved

10.2.4 Customer survey undertaken by 30 June 2009 to determine level of satisfaction with service provided by CSC

Achieved

10.2.5 Business continuity and disaster recovery plan tested and reviewed by 31 March 2009

Achieved

10. Corporate Serv ices

Our Performance 41

PRiORiTY 10.4 COMMUNITY ENGAGEMENTPERFORMANCE TARGETS TARGET ACHIEVED


10.4.1 Community engagement strategy developed by 30 June 2009 Achieved

10.4.2 Monitoring of our community engagement in relation to corporate planning indicates increasing community involvement and satisfaction with process

Achieved

10.4.3 10 year community, four year delivery, and one year operational plans adopted and reviewed within statutory deadlines

Achieved

PRiORiTY 10.5 ExTERNAL MARKETINGPERFORMANCE TARGETS TARGET ACHIEVED


10.5.1 Undertake annual user survey of website by 31 March 2009 to determine satisfaction levels and areas of improvement

Achieved

10.5.2 Undertake survey by 30 June 2009 to determine familiarity with city branding

Achieved

10.5.3 Publish and distribute annual community report by 31 December 2008

Achieved

PRiORiTY 10.6 EQUITABLE RATING STRUCTUREPERFORMANCE TARGETS TARGET ACHIEVED


10.6.1 KPI deleted in September Review - Rating Structure Taskforce convened following each general land revaluation, and prior to the issue of rates for the following year.

N/A

PRiORiTY 10.7 MAINTENANCE OF A FINANCIALLY RESPONSIBLE INVESTMENT POLICY


COMMENTS

10.7.1 Investment Policy reviewed prior to June 2009 Achieved

PRiORiTY 10.8 MAINTENANCE OF AN OPERATING SURPLUS IN OUR FINANCIAL STATEMENTS


COMMENTS

10.8.1 Financial model for 10 year community plan finalised by December 2008 Achieved


PRiORiTY 10.9 LOBBY STATE GOVERNMENT TO REMOVE RATE PEGGING IN NSW


COMMENTS

10.9.1 KPI deleted in September Review - Lobbying of State Government carried out when opportunity arises

N/A

PRiORiTY 10.10 ExPANSION OF ExTERNAL CUSTOMER BASEPERFORMANCE TARGETS TARGET ACHIEVED


10.10.1 Printing Coordinator to spend average of 2 days per month canvassing potential future clients

Achieved

PRiORiTY 10.11 MAINTAIN QUALITY PRINTING PRODUCTPERFORMANCE TARGETS TARGET ACHIEVED


10.11.1 KPI deleted in September Review - All staff have a completed training program in place by March 2009

N/A

PRiORiTY 10.12 ONLINE SERVICE DELIVERY FOR COUNCIL CUSTOMERSPERFORMANCE TARGETS TARGET ACHIEVED


10.12.1 Nominated online services fully operational by June 2009 Not Achieved Name and address register cleanup is now 80% complete. Extra staff were engaged however progress has been slowed due to system performance issues. Work to continue with expected completion December 09

10.12.2 KPI deleted in September Review - Email notifications to registered customers fully operational by December 2008

N/A

Our Performance 43

PRiORiTY 10.13 REDUCE THE ENVIRONMENTAL FOOTPRINT OF COUNCIL OPERATIONS


COMMENTS

10.13.1 KPI deleted in September Review - Initial investigation complete and candidate paper-based processes identified by December 2008

N/A

10.13.2 Records management review complete by March 2009 Not Achieved The Records Management review has been superseded by Council’s Service Review project.

10.13.3 Per-user monitoring of paper usage in place by October 2008 Achieved

PRiORiTY 10.14 MOBILE WORKING ENVIRONMENT FOR COUNCIL STAFFPERFORMANCE TARGETS TARGET ACHIEVED


10.14.1 Mobile workplace strategy and rollout plan complete by June 2009 Not Achieved Strategy to be included in Wide Area Network upgrade (i.e. links to remote sites).

PRiORiTY 10.15 IMPROVED SERVICE DELIVERY FOR THE DISABLEDPERFORMANCE TARGETS TARGET ACHIEVED


10.15.1 Undertake accessibility audit of Council website and online services by March 2009

Achieved

10.15.2 Improvement opportunities identified and strategy developed by June 2009

Not Achieved Strategy reviewed and opportunities identified; however, initial draft not completed due to staff commitment with intranet and eServices projects. Draft issued for comment December 2009

PRiORiTY 10.16 MAINTAIN OH&S SELF INSURER LICENCEPERFORMANCE TARGETS TARGET ACHIEVED


10.16.1 Achieve a satisfactory result at Workcover compliance audits Achieved

10.16.2 Reduction in lost time injuries Achieved


PRiORiTY 10.17 SKILLS SHORTAGEPERFORMANCE TARGETS TARGET ACHIEVED


10.17.1 Increase in number of trainees, apprentices and graduates within Council

Achieved

10.17.2 Number of staff accessing secondments and exchange programs Achieved

PRiORiTY 10.18 AGEING POPULATION


COMMENTS

10.18.1 Increase in number of phased retirements Achieved

10.18.2 Increase in approvals of leave without pay Achieved

10.18.3 Reduction in employee turnover Achieved

PRiORiTY 10.19 REMUNERATIONPERFORMANCE TARGETS TARGET ACHIEVED


10.19.1 50% reduction in the number of staff citing salary as a factor in exit interviews, where their new position is substantially the same as the one they are leaving

Achieved

PRiORiTY 10.20 MINIMISE THE IMPACT OF COUNCIL’S ACTIVITIES ON THE ENVIRONMENT


COMMENTS

10.20.1 Departmental business plans identifying significant environmental risks include objectives and targets to address these risks

Achieved

Our Performance 45

qUAdRUpLE BOTTOM LINE REpORT

The quadruple bottom line (QBL) describes the economic value an organisation adds, as well as the environmental and social value they add and consume. The term quadruple bottom line was developed as a framework for measuring and reporting corporate performance against environmental, economic, social, and governance parameters.

The graph shows how we performed against the targets we set in each of the four elements.

TARGETS ACHIEVED OR NOT ACHIEVED

ACHIEVED NOT ACHIEVED

TOTAL

Environment 91% 9% 100%

Social 76% 24% 100%

Economic 86% 14% 100%

Governance 88% 12% 100%


ACCESS ANd EqUITYImplementing the Social PlanIn 2008/2009 Council updated its Social Plan. This plan guides staff in:

advocating for additional health services in the Westlake area;

providing educational opportunities and network functions for volunteers;

planning for the provision of community facilities;

investigating the feasibility of running a literacy and maths program for young people; and

providing footpath and cycleways to improve connections between schools, sporting facilities, transport modes, and residential and commercial areas.

Making Our City Accessible for AllLake Macquarie City Council places great importance in making the city a liveable and accessible place for all people. Over the past financial year, Council has made great progress in achieving this for people who have a disability. Since 2006, Council has been implementing the strategies included in its Disability Action Plan, which uses a holistic approach to improving accessible services and facilities. The strategies include improvements to policies and development controls; identifies capital works for on-ground improvements; provides for the construction of accessible pedestrian infrastructure; and highlights increased opportunities for education and for people with a disability to participate in community and cultural activities, and Council planning processes.

In 2008/2009, Council was successful in completing the following projects:

Installation of a lift at Blacksmiths Beach Surf Club to provide disability access to the first floor function area

Installation of a wheelchair accessible toilet and shower at Blacksmiths public amenities

Upgrade of public toilets and installation of a new wheelchair accessible toilet at Pelican Foreshore

Upgrade of public toilets and installation of new wheelchair accessible toilet at Toronto Lions Park

Installation of a wheelchair accessible toilet at Dora Creek public amenities

Inclusion of equipment for children with a disability at the Lake Macquarie Variety Playground Speers Point

Upgrade of 15 bus stops to meet the Commonwealth Disability Standard for Public Transport (included major works on improving access and shelter at Belmont Hospital)

Upgrade of all public wheelchair accessible toilet/shower facilities to include a Masters Lock Access Key system. This is an Australia wide universal key system introduced by the Master Locksmiths Australia used to limit access to people with a disability to wheelchair accessible facilities. Restricted access assists Council to control vandalism and maintain higher standards of cleanliness

Delivery of a special event, Break Down the Barriers, for staff, councillors, Lake Macquarie Disability Access Panel members, disability support organisations, and the Southlake Business Chamber and Community Alliance. The event was held on 29 April 2009, aimed to put participants in the position of people with a disability. The aim of the exercise was to increase awareness in people who have decision-making responsibilities for the planning of our local community, and the design and operation of Council infrastructure

Delivery of two training sessions on Disability Access and the Built Environment, in May 2009. Staff, development industry people, and other councils attended the sessions aimed at improving the understanding of the Building Code of Australia and the Disability Discrimination Act

In 2008/2009, Council increased the hours for ageing and disability staff including the creation of a new support position to assist with addressing the growing demand for assistance with identifying and facilitating infrastructure and services for the ageing population and people with a disability

Our Performance 47

Delivery of 45 free information sessions as part of the new Seniors Program. Approximately 1350 residents aged 55 years and over took advantage of the sessions focussed on health, safety, wellbeing, and skills in a range of areas

Provided input into various development proposals to ensure they conformed to accessibility crime prevention standards, and adequately considered social issues and needs.

Aboriginal ServicesThe City of Lake Macquarie has the 2nd largest Aboriginal population in NSW. In 2008/2009 Council has continued to maintain partnerships with schools, community groups, and the three Aboriginal Land Councils in delivering a range of programs aimed at encouraging healthy living, community leadership, participation in community events, and raising public awareness. Worth highlighting is Council’s newly drafted Aboriginal Cultural and Heritage Strategy. This strategy sets out how Council and the local Aboriginal community will work as partners to implement the Statement of Commitment, signed some years ago.

A draft has been completed in 2008/2009 and is now in the process of going back to these groups for further consultation. The strategy uses a holistic approach to protecting and nurturing our Aboriginal heritage by addressing five important aspects of Council’s operations that interact with Aboriginal culture:

Communication and consultation about Aboriginal cultural heritage

Strategic planning and conservation

Streamlined and inclusive development assessment

Managing public land

Respect and support for community cultural activities

Other achievements for 2008/2009 include:

further injection of funds to increase the hours of the Aboriginal Community Worker to a full-time position;

curation and exhibition of Yapang Marruma: making our way (stories of the stolen), which has generated interest across the country;

work on improving and restructuring the Aboriginal Consultative Committee to foster better group cohesion;

celebration of NAIDOC Week and Reconciliation Week;

launch of the Aboriginal Men’s Group with an aim to provide support and education in mental health, nutrition, and self-development for Aboriginal men.


Children and FamiliesThe Children and Families Services Strategy 2009-2011 was put to Council as a draft on 22 June 2009. It aims to promote the welfare of children and keep them safe. It recognises that children do not inhabit a separate part of our community landscape, but are connected to family community through a complex web of relationships.

Worth highlighting as an achievement during 2008/2009 is the completion of a childcare centre at Kahibah Road, Highfields. The childcare centre now accommodates 46 children from birth to six years providing 17 extra places. KU Children’s Services manages the centre and it now provides long day care. This centre was built to replace the Charlestown Occasional Care Centre that was demolished to allow for the development of Charlestown Square.

Successful community activities held this year to highlight and celebrate children and families were:

Children’s Week;

International Women’s Day; and

Child Protection Week.

Planning for Young PeopleCouncil continued to implement the actions within its Youth Community Plan 2007-2011. This plan highlights the critical youth issues for the city, and includes strategies to address these issues. During the reporting period, Council:

helped local youth service providers by briefing them on emerging issues and trends;

assisted service providers with obtaining grants to meet current and future needs of young people;

developed a discussion paper identifying alternative education programs for at-risk young people, and possible funding sources for new programs;

lobbied Federal Members of Parliament regarding student income support; and

established the Glendale Shopping Centre Safety Group to review youth issues within the shopping centre.

Youth Council Provides Fresh Take on Local IssuesCouncil also established the Lake Macquarie Youth Advisory Council. The advisory council comprises 30 young people throughout the city, who provide advice on issues affecting the youth in our city. This group’s role is to:

assist Council to find out about important issues for young people in the local area;

provide advice to Council about how these issues can be addressed; and

develop local initiatives and projects for young people.

Celebrating National Youth WeekYoung people across Lake Macquarie had the opportunity to participate in a range of activities during National Youth Week 2009. Events included producing a mental health resource, coordinating a youth band competition, hosting a multi-activity day for young people, holding a chalk and talk art competition, and organising a social gathering for teenagers with Aspergers Syndrome. Council and the Department of Community Services provided funding for these events. Lake Macquarie City Council is a finalist in the Local Government Shires Awards 2009 for their involvement in the 2009 Youth Week Activities.

Crime PreventionIn 2008/2009, Council reviewed its Crime Prevention Plan. The Crime Prevention Plan 2009-2011 details a range of actions and initiatives in response to the crime needs and issues arising in the community. It was developed in collaboration with relevant organisations and agencies, and focuses on the four highest priority crimes for Lake Macquarie:

Stealing from motor vehicles

Non-domestic violence related assaults

Domestic violence assaults

Malicious damage Council has continued to be an active member of the Lake Macquarie Community Drug Action Team (CDAT), who aim to raise awareness of the issues associated with alcohol and drug abuse in our community. In 2008/2009, Council worked with CDAT to implement two community education days

Our Performance 49

for local high school students. CDAT also finalised an educational resource information card for young people in relation to binge drinking. The card contains contact details of local and national organisations that can assist young people seeking help regarding drug and alcohol issues.

Council also assists in crime prevention strategies through collaborating and facilitating other committees. These include the Hunter Arson Reduction Team (HART), the Crime Prevention Partnership (CPP), the east and west lake Domestic Violence committees, the Community Safety Committee, and the Community Safety Precinct Committee.

Family Day CareIn a competitive market, the following statistics reflect the large number of families choosing childcare with Lake Macquarie Family Day Care:

752 families registered at 30 June 2009 with care provided to 1068 children

A total of 122 primary care providers including seven relief carers were registered to provide care at 30 June 2009

23 new care providers registered and commenced business during 08/09

Throughout the year Lake Macquarie Family Day Care participated in consultations and forums concerning the National Early Childhood Reform Agenda and Children’s Services Regulation review and joined the Cancer Council Sunsmart program.

Our successful partnership with the Samaritans through the Brighter Futures Early Intervention Program, funded by the Department of Community Services, continues to expand with 55 of the available 70 care days utilised. Although reviewed annually, funding will continue for a further three years. The program aims to reduce instances of child abuse and neglect and improve outcomes for children by supporting and developing parenting skills at an early stage.

In the 2008/09 year, Family Day Care facilitated twelve child protection-training sessions for carers, families, and council staff. Other training included road safety, food handling and nutrition, early childhood literacy and numeracy, and quality assurance.

Family Day Care continued its partnership with Hunter Institute TAFE through the sponsorship of the Children’s Services Award. At Glendale TAFE, carers and children have the opportunity to participate in play sessions facilitated in a ‘best practice’ environment four days per week.

Four Child Development Officers successfully completed the ‘Parents as Teachers’ course conducted by Access Macquarie University and one staff member received endorsement as Quality Assurance Trainer from National Childcare Accreditation Council.


COMpANION ANIMALS ACT ACTIVIT IES

Our city rangers are responsible for enforcing companion animal laws as well as educating the community about responsible pet ownership. The information below outlines some of the activities and results of companion animal activities conducted during 2008/2009. It is estimated that Council spent $550,291 on companion animal activities. Council received $147,728 in companion animal fund money.

Lodgement of pound data collection returns with the departmentCouncil lodges a monthly notice to the Department of Local Government relating to the number of animals taken to the pound, which totalled to:

363 cats; and

684 dogs.

Dog attacksCouncil lodges a notice with the Department of Local Government relating to the number of reported dog attacks in the area. During 2008/2009, rangers received 307 reports of alleged dog attacks. One-hundred-and-forty of these were minor attacks and 10 were considered major.

Responsible pet ownership educationCity rangers conduct annual programs to educate people about responsible pet ownership.

Spot Program is aimed at infants, teaching them about responsible pet ownership and dog bite prevention. Since its introduction rangers have visited one school per month.

PeT PeP is similar to Spot, but aimed at school children from year two and up.

Puppy Preschool is held at Hillsborough Dog Club every eight weeks. This class covers topics from pet training to responsible pet ownership.

Media campaigns are conducted throughout the year to promote Council’s education programs as well as the important messages about pet ownership.

easter with the Animals is an annual family and pet fun day event held to promote responsible pet ownership.

Microchipping days are held throughout the year to allow owners of companion animals to be able to get their animals microchipped at a reduced rate.

Online information on the city website also educates people about their responsibilities as a pet owner.

Promoting the desexing of dogs and catsTo promote the importance of desexing pets and assisting owners in paying for the procedure, Council participates in National Desexing Month. By working with Hunter Animal Watch and subsidising the cost of the procedure, city rangers can promote the importance of desexing pets through media and communications campaigns.

Strategies to comply with the requirement under Section 64 to seek alternatives to euthanasia for unclaimed animalsCouncil rangers seek alternatives to euthanasing unclaimed animals. Education programs, media campaigns, reduced microchipping prices, and special free microchipping days encourage pet owners to microchip their pet. Through these programs, Council emphasises the importance of microchipping as it can increase the chance of owners being reunited with their pet. If a ranger collects an animal that cannot be identified, the ranger will take it to the RSPCA for assessment. Only animals that are not fit for sale are euthanased.

Our Performance 51

Off leash areas provided in the council areaResidents, visitors and their pets can enjoy the outdoors in leash-free areas throughout the city. Locations where pets and pet owners can exercise leash free include:

Barnsley, Taylor Park

Belmont North, Lenaghan Park

Buttaba, Foreshore Reserve

Cardiff, off Orchard Street

Caves Beach (Hams Beach)

Blackalls Park, part of the easterly park land

Blacksmiths, Dobinson Reserve and 9 Mile Beach

Coal Point, Biriban Reserve

Croudace Bay Park

Dora Creek, off Douglas Street

Bolton Point, off Bay and Quigley Roads

Bonnells Bay, Pendlebury Park

Booragul Foreshore Reserve

Gateshead, intersection of Willow Road and Goundry Street

Marks Point, reserve off Haddon Crescent

Morisset, Bernie Goodwin Memorial Park

Rathmines Park

Redhead Beach

Redhead, Molly O’Connor Park

Speers Point Park

Swansea, Thomas Humphreys Reserve

Toronto, Lions Park and Hampton Street Reserve

Valentine, off Ruston Avenue

West Wallsend, Gregory Park and Les Wakeman Field

Windale, Bahloo Reserve

Wyee Oval

Only a portion of each of the above areas are leash free areas. For further details and maps, obtain a brochure from Council’s Customer Service Centre, city libraries, or city website.

STORM wATER MANAGEMENT SERVICES ACTIVIT IES Council does not administer an annual charge for storm water management services.

ENVIRONMENTAL pROGRAMS Council’s environmental programs are included in the 2009 State of the Environment Report, which is included as the second volume (Volume 2) of the Annual Report package. The Bushfire Hazard Reduction Program is also included in Volume 2.

ourORGANISATION

Our Organisation 53

Human Resources StrategyCouncil reviewed its Workstyle 2020 Human Resources Strategy. The strategy will ensure Council has the right workforce to sustain a high level of service for years to come.

The aim of the strategy is to ensure we retain our staff, and employees choose to develop professionally within our organisation. We also need to hold a strong position within the employment market, becoming ‘an employer of choice’.

The HR Strategy is a high-level plan that sets goals under five key human resource areas being:

Understanding our Organisation;

Attracting the Right People;

Developing our People;

Looking after our People;

Rewarding our People.

Transition to Graduated Retirement ProgramApproximately 17% of Council’s workforce is aged 55 or over. Working fulltime for many years and moving into retirement can be a daunting and emotional transition. To assist employees in making a smooth lifestyle change from a working life to retirement, Council implemented a Graduated Retirement Program.

It allows employees to work part-time and/or in less demanding roles, in order to gradually reduce his/her responsibility and hours – getting ready for retired life. The scheme also offers opportunity for the employee to move into a mentoring role where he or she can share their skills and knowledge with other staff.

Recruitment and Selection Getting the right person to do the job well is essential in building a sustainable, quality workforce. However, recruitment has become a competitive activity with a skills shortage epidemic occurring across the country. In a bid to attract skilled workers, Council has implemented a new recruitment and selection process.

Customer service and interpersonal skills are equally as important as technical skills and experience. The new recruitment and selection process involves:

training more employees from across the organisation to become convenors on behalf of the organisation;

training more employees from across the organisation to become recruitment panel members on behalf of the organisation; and

the introduction of behavioural interviewing techniques to draw out how well a person feels and reacts to certain issues, as well as gaining an understanding of their industry and technical expertise.

Promoting Careers in CouncilIn a bid to promote the types of careers available in local government, Lake Macquarie City Council implemented a unique program aimed at high school students and career advisors.

Council has maintained a partnership with Career Links to establish school-based traineeships. Seven traineeships were offered within the Operations Group (a division of Council) in the areas of administration, supply, and building services. Students are completing the traineeships as part of their HSC.

To promote the availability of traineeships, the Operations Group held a Careers Day for career advisors.

A second Careers Day took place aimed at students. This event included work demonstrations and explanations of the types of jobs and paths available at Council.

HUMAN RESOURCES ACTIVIT IES


Training and Development ActivitiesCouncil has continued to provide a wide variety of training and development opportunities for its employees over the past 12 months. The Human Resource Management Department designed and delivered a range of learning and development initiatives to address the growing needs of the organisation.

General Induction

Team Leader Development Program

Performance Appraisal Conversations

Time Management

Duty of Care Employees

Duty of Care Supervisors

Drug and Alcohol Awareness

360˚ Feedback Program and Emotional Intelligence

Coordination of all compliance training

Relief Coordinators Training (developing staff to build a pool of employees able to relieve in coordinator positions)

The team has coordinated and recorded all other external and compliance training across the organisation.

Consultative CommitteeThe Consultative Committee is comprised of elected staff representatives and management representatives. It is coordinated by the Human Resource Management Department and meets once a month. The committee aims to facilitate workplace reform therefore enhancing the efficiency and productivity of Council.

Our Organisation 55

EqUAL EMpLOYMENT OppORTUNITIES

Council has an Equal Employment Opportunity (EEO) Management Plan, which seeks to create a positive work culture within the organisation.

In brief terms, it ensures all employees adopt fair practices, make unbiased decisions, and recognise and respect the social, personal, and cultural attributes of staff.

Council has implemented several strategies to achieve these aims:

All relevant training programs feature an EEO component. All employees now attend Duty of Care training, which includes a section on EEO in the workplace. In addition, the Supervisor Training and General Induction courses include an EEO component.

Regular discussions of EEO issues at team meetings takes place at all levels within the organisation.

Council implemented flexible work practices to accommodate carers’ responsibilities.

The introduction of a graduated retirement program has helped ease the transition from working life to retirement.

Council maintains and implements an Aboriginal Employment Strategy.

Another project, which complements these achievements, is the development of our Workforce Planning Strategy. It includes EEO actions, intended to enhance equitable outcomes for employees throughout their working life with Council, as well as for potential employees.


EXTERNAL BOdIES EXERCISING COUNCIL FUNCTIONS

CONTROLLING INTEREST IN COMpANIES

Hunter Resource Recovery Pty Ltd (HRR) is the provider of Council’s kerbside recycling service. It is jointly owned and operated by Lake Macquarie, Cessnock, and Maitland city councils. HRR manages the kerbside recycling collection services contract with Solo Resource Recovery and the subsequent recyclables processing by Visy Recycling.

Hunter Integrated Resources Pty Ltd (HIR) was established to administer the Hunter Region Waste Project on behalf of the member councils – Lake Macquarie, Cessnock, Maitland, and Newcastle. In February 2009 the agreement with Thiess Services Pty Ltd for the processing of the region’s municipal waste was terminated due to increasing costs and legislative uncertainties. The HIR entity has been retained should a regional waste management approach become desirable in the future.

Council holds no controlling interests in companies.

OVERSEAS VISITS

COMpLAINTS HANdLING pOLICY

Lake Macquarie City Council supported a delegation of young athletes (15 athletes and 4 coaches) to represent the city in the International Children’s Games in San Francisco.

As Head Delegate of Team Lake Macquarie, Mayor Cr Greg Piper MP, accompanied the team to San Francisco from 10-15 July 2008. The costs associated with this travel were incurred during the 2007/2008 financial year.

Council acknowledges it cannot meet customer needs without first listening to what they have to say. Council has implemented a feedback management framework after adopting a Complaints and Feedback Management Policy in 2006. Council did not receive any competitive neutral complaints this year.

Council welcomes customer feedback about the services we provide, the decisions we make, our policies and procedures, our facilities, the items we sell, our employees, agents, and contractors. Monthly reports on community feedback help us to identify areas requiring improvement.

Documentation that supports the feedback management framework includes the following:

Complaints and Feedback Management Policy

Staff Handling and Training Guidelines

Information brochure available at Council’s Administration Building, libraries, swimming centres, art gallery, and community centres

Online form for making a complaint, reporting issues, offering a compliment, or providing general feedback

Our Organisation 57

pARTNERSHIpS, COOpERATIVES, ANd JOINT VENTURESJoining forces with other organisations and groups, is an efficient way for us to offer services and deliver programs. It also brings economic and social benefits to all parties involved. Below is a list of programs we have in place in partnership with other groups and organisations.

PROGRAM PARTICIPANTS DESCRIPTION

Councils Online Wyong, Hornsby, Parramatta, and Randwick councils The five councils signed a contract with consultants Capgemini. The partnership includes eight suppliers of computer software and hardware.

Cork Recycling Toronto Girl Guides Residents can drop off their corks at Council’s Administration Building. Funds raised from sales of the corks go towards Girls Guides activities and maintenance of the hall.

Waste As Art NSW Department of Environment and Climate Change and the Hunter Waste Education Group

An art competition that encourages the use of recovering waste products through the creation of art.

Kerbside Recycling Hunter Resource Recovery Pty Ltd (HRR). Lake Macquarie, Cessnock, and Maitland councils jointly own and operate the service managed through HRR

HRR is the provider of Council’s domestic kerbside recycling service.

Life Cycle HRR HRR provide the Life Cycle service, which is an expansion of the kerbside recycling. It is a waste collection service for a wide range of unwanted household goods.

Used Motor Oil Recycling • Mobil Highfields, 317 Pacific Highway - southbound• Mobil Glendale, corner of Main Road and Lowry Street• Mobil Toronto, corner of Thorne and Cary Streets• Lake Macquarie City Council Depot, Creek Reserve Road

carpark, Boolaroo• Awaba Waste Management Facility,

60 Wilton Road, Awaba

Through this service, residents may deposit containers of used motor vehicle oil (up to 10 litres) in bins provided at participating stations.

Clean Out Your Household Chemical Clutter Program

NSW Department of Environment and Climate Change Residents are able to drop off their household hazardous waste to Council on the designated day.

Mobile Muster Australian Mobile Telecommunications Association Residents are able to drop off un-used mobile phone and accessories at Council’s Administration Building and Swansea Library for recycling.

Cartridge Recycling Planet Ark Old cartridge collection boxes are located within the staff areas of the Administration Building, Swansea Library, and the Works Depot.

Road Safety Program NSW Police & Roads and Traffic Authority Council works in collaboration with the NSW Police and RTA to develop and implement road safety initiatives.

• Environmental Division• Local Government

Training Institute • Regional Procurement• Hunter Records

Storage• Consultancy Services

Hunter Councils Hunter Councils brings together 12 local councils to promote cooperation and collaboration to benefit our communities. Hunter Councils is constantly striving to reduce the cost of “doing business” for local government through offering economies and efficiencies.


ENVIRONMENT pLANNING ANd ASSESSMENT ACT 1979

Planning AgreementsAs an alternative way of collecting and using developer contributions (Section 94 Contributions), Council can enter into a planning agreement with a developer. A planning agreement may prescribe for the developer to contribute funds for public infrastructure, land, or the provision of other public facilities and infrastructure.

Below are details of voluntary planning agreements applicable to the 2008/2009 financial year.

DATE AGREEMENT MADE

RELATED DEVELOPMENT

AGREEMENT DETAILS

29 May 2008 DA/2744/2005 and DA/2744/2005/A Bulky goods showrooms, restaurant Hillsborough Rd Warners Bay

The agreement provides for the developer to undertake the installation of traffic signals and associated road works in accordance with the Lake Macquarie Section 94 Contributions Plan No. 6 2007- Hillsborough Rd. Estimated cost of works included in this agreement is $2,021,058.

29 May 2008 DA/231/2007 Charlestown Square redevelopment

The agreement prescribes a range of public benefits be provided rather than a monetary contribution towards centralised car parking provisions and vehicular access facilities. Public benefits include: 3,200m2 public car park at Charlestown; 46 place child care centre at Highfields; playing field at St John's Oval, Charlestown; landscaping and new amenities at Charlestown Oval as well as $500,000 towards landscape design; community room, youth facility, north and south piazza, bus shelters etc at Charlestown Square; $80,000 towards public domain improvements; $50,000 toward public art; $10,000 toward conservation of the Pickering Collection; new roads, bus and pedestrian facilities near Charlestown Square and remediation of Winding Creek, Charlestown. A further $500,000 is provided for Charlestown Open Space Endowment Fund.

3 March 2009 Rezoning of land at 270 Fishery Point Rd Bonnells Bay - Residential land subdivision

The agreement prescribes that the developer dedicates to Council an area of conservation land and provides a management plan for that area. The developer shall be responsible for the rehabilitation and maintenance of that area for a period of three years.

3 June 2008 Rezoning of land at Northlakes Drive Cameron Park - Residential land subdivision

The agreement prescribes that the developer transfer to Council 102.44 ha of land for conservation purposes.

26 November 2008

Rezoning of land at North Cooranbong - Residential land subdivision

The agreement prescribes a range of public benefits in the form of land dedication, capital works, and cash contributions that include the following: open space land - indicative value $6.8m; recreation facilities - indicative value $23.4m; community facilities land and capital works - indicative value $6.9m; and road works - indicative value $14.4m. It also prescribes the dedication of 119.24ha of conservation land and payment of endowment fund monies of approximately $1m relating to this environmental corridor. The developer will be required to prepare a Rehabilitation and Maintenance Plan for the area as well as provide a maintenance schedule for 5 years for the following facilities once completed: on site neighbourhood park, on site sports facility and dog exercise park, north and south local parks, town common neighbourhood park and sports facility area, and the multipurpose centre.

7 January 2009 DA/1313/2007 Supermarket and specialty shops at Swansea

The agreement provides for the following: a land exchange resulting in the transfer of an additional 1,330m2 of land to Council; construction of car parking spaces including kerb and guttering, paving, landscaping, lighting and car park stormwater works; provision of two bus shelters.

Our Organisation 59

pRIVACY ANd pERSONAL INFORMATION pROTECTION ACT

FREEdOM OF INFORMATION

To ensure compliance with the Privacy and Personal Information Act 1998, Council:

deals with personal information collected in accordance with the Act;

maintains and adheres to a Privacy Management Plan;

has modified individual records on application for suspension of personal information.

Council received three applications under Part 5 of the Act. After conducting the three internal Privacy Reviews, Council determined that breaches of the principles occurred. Council advised the Commissioner and sent formal apologies to the applicants.

The Local Government Act 1993 and Freedom of Information (FOI) legislation gives any individual or organisation a general right to information held by Lake Macquarie City Council, unless that document is deemed exempt under the FOI Act.

Lake Macquarie City Council makes a great deal of information available to the public through the website, a range of publications, and the many exhibitions at the Customer Service Centre and our city libraries.

Examples of information available include:

agendas and related papers including minutes for Council meetings and most of its committees are available on the website or at our libraries; and

corporate planning and budget results.


NUMBER OF NEW FOI REQUESTS

New requests 60

Brought Forward 1

Requests completed 52

Requests withdrawn 5

Transferred out 0

Total requests processed 57

COMPLETED REQUESTS

Requests granted in full 23

Requests granted in part 27

Requests refused 2

Requests deferred 0

Total requests processed 52

MINISTERIAL CERTIFICATES

Ministerial Certificates issued 0

FORMAL CONSULTATIONS

Requests requiring formal consultations 49

AMENDMENT OF FORMAL RECORDSAmendment requests 0

NOTATION OF PERSONAL RECORDSRequests for notation 0

FOI REQUESTS GRANTED IN PART OR REFUSEDRequests incomplete or wrongly directed 0

Request deposit not paid 1

Diversion of resources 0

Requests exempt 27

Requests otherwise available 1

Documents not held 1

Requests refused over 21 days 0

Requests released to medical practitioner 0

COSTS AND FEES OF REQUESTS PROCESSEDFees received $2,835

DISCOUNTS ALLOWED

Applications eligible for financial discounts 5

Applications for significant correction of personal records

0

DAYS TO PROCESS

Applications completed within 0-21 days 19

Applications completed within 21-35 days 32

Applications completed over 35 days 1

PROCESSING TIME

Applications processed within 10 hours 45

Applications processed within 11-20 hours

6

Applications processed within 21-40 hours

1

Applications processed over 40 hours 0

REVIEWS AND APPEALS

Internal reviews 4

Ombudsman reviews 0

District court appeals 0

GROUNDS ON WHICH INTERNAL REVIEW REQUESTEDAccess refused 0

Deferred 0

Exempt matter 1

Unreasonable charges 0

Charge unreasonable 0

Withdrawn 0

Our Organisation 61

CONTRIBUTIONS ANd dONATIONS

DONATIONS APPROVED WITH $ VALUE 2008/09 $

Hunter Valley Research Foundation 18000.00

Valentine Hydrotherapy Pools 10000.00

Hunter Academy of Sport 5000.00

Star Struck 4400.00

Hunter Institute of TAFE 4000.00

Hunter Region School Sports Awards (Hunter Academy of Sport) 2500.00

Hunter Region Sporting Hall of Fame 1000.00

Swansea Belmont Surf Lifesaving Club Charity Bowls Day 1000.00

Coon Island Management Board 1000.00

Friends of Belmont Cemetery 1000.00

Redhead Library Management Committee 1000.00

Sugarloaf and District Action Group Inc. - West Wallsend Cemetery 1000.00

Wangi Ridge Preservation Board 1000.00

Lake Macquarie Division Coastal Patrol 1000.00

Lake Macquarie Family History Group 1000.00

West Wallsend High School and Community Museum 1000.00

Girl Guides Association Toronto District 1000.00

Sugarvalley War Memorial Project 1000.00

Royal Institute for Deaf and Blind Children 1000.00

East Lake Macquaire Historical Society Inc. 1000.00

Toronto Scouts - Repairs to Hall 1000.00

Hunter Orchestra Trading as Hunter Professional Arts (HPA) 1000.00

Wyee Point Landcare 500.00

Hunter Animal Watch 500.00

Hunter Region Band Association 500.00

Bonnells Bay Progress Association Inc. 280.00

Mrs Bakarich 257.10

Parish of Sugarloaf - World Youth Day 250.00

Newcastle Variety - SPLASH ON THE LAKE 230.00

Sugarloaf Community Uniting Church Holmesville 220.00

Dementia Advisory Service 181.80

Caves Beach Surf Lifesaving Club 180.00

Sugarvalley War Memorial Project 155.20

Anglican Parish of Windale 18.05

Total 63172.15


LegaL Proceedings 1 JuLy 2008 – 30 June 2009

MATTER COURTCOSTS PAID

COSTS RECEIVED STATUS

Ahrens Architects Pty. Ltd: 11A Dobell Drive, Wangi Wangi

Land and Environment Court Proceedings No. 11250 of 2008

Consultant’s fees $18,755

This matter is still proceeding. Council has a costs order in its favour which will cover the consultant’s fees paid along with additional legal costs.

Ascendant Management Pty. Limited: Laycock Street, Carey Bay

Supreme Court of NSW

Consultant’s fees $33,443.30; Legal fees $96,961.20; Sydney agent’s costs incl. LPI fees $1,259.72; Travel exp. $916.77; Court fees $294.00; Department of Lands $505.00

Council is defending the action and has obtained a security for its costs order. The security has not been provided and there is a stay of proceedings operating.

BB Retail Pty. Ltd: Hillsborough Road, Warners Bay


Legal fees $6,407.50; Consultant’s fees $14,627.80

Photocopying $20.80

This matter was determined by the Court on 25 May 2009 by way of consent.

EDE Excavations Pty. Ltd.

District Court of NSW – Newcastle

Legal fees $18,815.50; Court fees $73.00

This matter is listed for hearing on 17 August 2009 for the purpose of determining damages. The Council has a costs order in its favour for a full hearing day.

Field: 78 Bay Road, Balcolyn


Legal fees $9,157.50 This matter was determined by the Court on 18 February 2009 by way of amending the development consent.

Lott & Lott Industrial Relations Commission matter – Proceedings No. 3281 of 2005.

Legal fees $34,925 This matter was settled in November 2008 for the sum of $50,000 plus legal costs of $49,000.

ourFINANCES


Lake Macquarie Improvement ProjectThe Minister for Local Government approved a Special Variation to increase general rates income, which resulted in an amount of $2,021,379 for the 2008/2009 financial year. This amount was allocated to the Lake Macquarie Project Management Committee.

The committee reports directly to the Minister for Natural Resources. Combined with funding from the State Government (and previously Wyong Council), this committee undertook a range of environmental works and monitoring, as well as raising community awareness to improve the health of Lake Macquarie and its catchment.

A report detailing outcomes and expenditure is included in the Office of the Lake Macquarie and Catchment Coordinator’s Annual Report. Their Annual Report is available online www.livingmacquarie.org.

Ordinary RatesLake Macquarie City Council sought an 8.54% special rate variation, which the Minister for Local Government approved in June 2007. Through this special variation, Council raised $3,837,636 for costs associated with infrastructure construction and maintenance.

The table below gives overview of the projects completely or partially funded through the special rate variation in 2008/2009:

SpECIAL RATE VARIATION

PROJECT FUNDING ACTIVITIES

Footpaving and cycleways

$500,000 • Stage 1 completed for streetscape project at Windale shops, with work for Stage 2 commencing

• Design completed for the shared pathway at Red Bluff, Eleebana

Bus stops and shelters

$250,000 • Work has been completed on bus stops at Blacksmiths and Belmont

• Work has continued to provide disabled access to existing bus stops and shelters

• A Public Transport User Guide for Charlestown has been completed and distributed

City landscaping $1,400,000 • Red Bluff Cycleway project underway with completion scheduled for December 2009

• City Gateway Project design work underway

• Fernleigh Track Stage 3 scheduled for completion in November 2009

• Wangi Netball Courts resurfacing works scheduled for 2009/2010

• Chapman Oval Masterplan (Oval Works) works commenced and scheduled for completion in time for the next winter season

Roads maintenance (mowing)

$200,000 • Mowing progressively increased from 5 services per year to 6 services in some areas

Road Maintenance(city appearance)

$275,000 • Road maintenance work progressively increased from 4 services per annum to 5 services

Parks Maintenance (moving)

$225,000 • Mowing progressively increased from 5 services per year to 6 services in some areas

Parks Maintenance(city appearance)

$275,000 • Landscape area maintenance progressively increased to 5 services

Improving standard of key facilities

$275,000 • Maintenance standard progressively increased/improved for major playgrounds and community facilities

Economic Development

$392,000 • 1 New Town Centre Coordinator appointed

• 3 Year Town Centre Strategic Plans Implementation

• Town Centre retail space and employment study completed

• New administrative procedures implemented

Our Finances 65

CONdITION OF pUBLIC wORkSCouncil has a comprehensive Asset Management Plan, which incorporates routine maintenance and asset replacement programs to ensure that existing facilities and infrastructure are preserved for future use or development.

Condition of Public WorksPlease find details of the condition of public works by referring to Special Schedule 7 in the Financial Statements for the Year Ending 30 June 2009. Special Schedule 7 includes the condition of the works, estimates the amount of money required to bring them up to a satisfactory standard, and an estimate of annual expenses for maintaining the works at that standard.

Non Current AssetsYou can find details of Council’s non current assets by referring to Special Schedule 7 in the Financial Statements for the Year Ending June 2009.

Private WorksCouncil has business units that carry out various private works on a cost recovery or commercial basis, both within and outside of the City of Lake Macquarie. Some of this work is carried out on private land. The prices for this work are based on unit rates set by Council and incorporated in Council’s Pricing Policy.

The Pricing Policy is available on the city website www.lakemac.com.au.

Program of Routine Maintenance

Roads, drainage, and bridges $7,551,832

Buildings $4,064,608

Bushland, trees, and parks $7,223,984

Asset Replacement

Total asset replacement capital expenditure 2008/2009 $38,116,625


ELECTEd MEMBERS ANd MAYORAL EXpENSES

To ensure the undertaking of civic duties does not financially disadvantage elected members, Council has a policy for the payment of expenses and provision of facilities for the Mayor and councillors.

The objectives of this policy are to:

ensure Council provides adequate facilities and services for the Mayor and councillors to carry out civic duties; and

identify expenses incurred while conducting official duties, for which Council will reimburse the Mayor and councillors.

This policy is available on the city website www.lakemac.com.au.

Mayoral Allowance $51,130

Councillors’ Allowance (13 Councillors @ $19,250) $250,250

Provision of dedicated office equipment (leased laptop computers, faxes and mobile phones and accessories)

$16,338

Telephone calls $37,538

Councillors’ attendance at conferences / seminars $1,674

Overseas visits including transport and accommodation -

Interstate visits including transport and accommodation $11,273

Meeting expenses $49,189

Motor Vehicle for Mayor $18,213

Motor Vehicle for Councillors $15,638

Mayoral Secretarial Services $71,892

Councillor Support Service (1 day per week) $14,009

Mayoral Office Expenses $14,566

Councillors’ vehicle allowance (for use of their own private vehicles / taxis) $6,663

TOTAL $558,373

Our Finances 67

SENIOR STAFF

Council employed five senior staff during the period 1 July 2008 to 30 June 2009. The total amount of money payable in respect to the employment of those senior staff, including money payable for salary, for the provision of fringe benefits, and for all other costs associated with their employment was $1,100,101.62.

Contract employment conditions for senior staff are in accordance with the Local Government Act 1993 Section 338.

The total remuneration packages for each of Council’s senior staff for the period 1 July 2007 to 30 June 2008 are:

General Manager $278,976

Director City Strategy $205,000

Director Corporate Services $205,000

Director Operations $205,000

Director Community Development $205,000

TOTAL $1,098,976


CONTRACTS AwARdEd 1 JULY 2008 - 30 JUNE 2009Contractor $ Amount ContractorHunter Resource Recovery $4,291,948 Joint councils 10yr recycling service

Kingston Building $5,437,535 Redevelopment of Council’s Depot

BP Australia $3,298,249 Fuel supplies

Capgemini Australia Pty Ltd $2,890,703 Computer system software 10yr contract

Energy Australia $2,509,605 Street lighting and other electricity charges

Downer Edi Works $2,265,817 Bitumen emulsion supply and delivery service

Kelly Trotter Motor Group Pty Ltd $1,649,958 Motor cars and light commercial vehicles

Labourco Council Services Pty Ltd $1,597,278 Labour hire service

Cardiff Car City Pty Ltd $1,423,898 Motor cars and light commercial vehicles

SRS Roads Pty Ltd $1,162,914 Bituminous surface and crack sealing service

Hunter Water Corporation $1,023,045 Water supply costs

Gilbert & Roach Pty Ltd $940,114 Acquisition of plant items and spare parts

HCB Electric Pty Ltd $856,669 Electrical contractor service

Coates Hire $849,159 Small plant hire

Metromix Pty Ltd $843,142 Aggregate supply and igneous rock, river gravel and sandstone and pavement materials and sand, soils and soft-fall supply service

Telstra Corporation Ltd $754,934 Telephone services

Thiess Services Pty Ltd $697,308 Effluent disposal services

Pioneer Roads Service Pty Ltd $602,208 Bituminous plant mix and surface service

Boral Resources(Country) Pty Ltd $601,930 Aggregate and concrete supply and igneous rock, river gravel, sandstone, pavement materials, sand, soils and soft-fall supply service

PPT Investments Pty Ltd $598,493 Motor cars and light commercial vehicles

B R McKenzie Constructions Pty Ltd $572,341 Construction of seminar room art gallery

Glenn Andersons Earth Moving $542,698 Plant and truck hire services

SCE Resources t/a Steelstone Service

$514,535 Bound pavement material supply

Noraville Earthmovers $462,234 Plant and truck hire services

Peter Rees $415,591 Legal services

Australia Post $405,600 Postal service

O'Donnell Griffin Pty Ltd $404,227 Electrical contractor service

SafetyBuild Pty Ltd $397,369 Building contractor services

Veolia Environmental Services (Aust) Pty Ltd

$377,445 Waste collection and removal service

D & P Fencing Contractors $356,559 Guardrail installation service

Blue Circle Southern Cement Ltd $350,958 Bulk cementitious materials service

HGT Australia $326,186 Host employer of apprentices

Accurate Road Repairs $303,658 Bituminous plant mix service

Stan Davies Excavations $301,452 Plant and truck hire services

Our Finances 69

CONTRACTS AwARdEd 1 JULY 2008 - 30 JUNE 2009Contractor $ Amount ContractorMarathon Tyres $293,095 Tyres and tubes

T A T S Downunder Pty Ltd $289,589 Plant and truck hire services

J Blackwood & Sons Pty Ltd $285,155 Engineering supplies

Daracon Quarries Pty Ltd $282,747 Igneous rock, river gravel and sandstone and pavement materials supply service

Scott Hoadleys Earthmoving Pty Ltd $276,424 Plant and truck hire services

Terry Keelan Plumbing Pty Ltd $270,938 Plumbing service

Zurich Australia Insurance Ltd $259,420 CTP insurances

Hanson Construction Materials Pty Ltd

$255,166 Pavement materials and concrete readymix supply service

Statewide Traffic Control Pty Ltd $252,776 Traffic control management service

Roads & Traffic Authority NSW $248,243 Fleet registration costs

Conplant Pty Ltd $239,021 Plant and truck hire services

James Bennett Group $234,414 Library books and shelving

AGL $226,309 Gas supplies

Oz-Mulching Pty Ltd $223,961 Sand, soils and soft-fall supply service

Fairfax Media Publications Pty Ltd $217,602 Advertising and media related services

Stabilised Pavements of Australia Pty Ltd $216,469 In situ stabilisation of road pavements

Kerry Holding $216,271 Fencing supply and installation service

JAC Asbestos Removal Pty Ltd $204,946 Asbestos removal contracting service

SNK Group Pty Ltd $198,159 Plumbing, plant and truck hire services

Mercedes-Benz Australia/Pacific Pty Ltd $197,578 Acquisition Mitsubishi cab chassis and spare parts

Tanbasha Pty Ltd $176,781 Plant and truck hire services

Hunter Ready Mixed Concrete $175,127 Concrete Readymix supply service

SEMA Group Pty Ltd $173,785 Printing and postage of rates and other notices

P & C Afflect Pty Ltd $168,421 Management fee Belmont Pines tourist park

Atlantis Group of Companies Pty Ltd $167,269 Line removal, line marking and pavement marker service

Dowco Pty Ltd T/A Kevin Heslop $167,141 Building contractor services

W & L Burges Haulage Pty Ltd $166,724 Plant and truck hire services

Andrews Hughes Earthmoving $163,565 Plant and truck hire services

Cleverdon Earthmoving Pty Ltd $162,908 Plant and truck hire services

Sharpes Tractor Centre $160,233 Acquisition of tractor and various spare parts

Valley Road Markings $157,183 Line removal, line marking and pavement marker service

TMP Worldwide Pty Ltd $155,617 Advertising and media related services

Hunter Wharf & Barge $152,378 Barge hire install and supply timer groynes

Pickers Asphalting $145,082 Plant and truck hire services

Australian Pavement Maintenance Systems P/L

$140,562 Bituminous surface and crack sealing service


Contractor $ Amount ContractorA M & M R McGregor Pty Ltd $140,196 Plant and truck hire services

Boyz Touz Excavations Pty Ltd $140,191 Plant and truck hire services

People Fusion Pty Ltd $136,688 Casual administration staff hire

Complete Office Supplies $136,382 Stationery office supplies

Sunshine Excavations $136,284 Plant and truck hire services

U Dicicco & Son Pty Ltd $135,834 Plant and truck hire services

EDAW (Aust) Pty Ltd $134,889 Construction of Charlestown Lions Park

M & H Air Conditioning Pty Ltd $134,155 Air conditioning installations, repairs and maintenance

Accent Office Interiors $133,111 Office furniture

Mark Leatham Painting Pty Ltd $132,180 Painting contractor service

Blacktop Backhoe & Tipper Hire Pty Ltd $130,756 Plant and truck hire services

Kennards Hire Pty Ltd $130,485 Small plant hire

John Herbert Earthmoving $130,046 Plant and truck hire services

Ian Rich Asphalt Pty Ltd $128,636 Bituminous plant mix service

Road Management Solutions $128,432 Signage service

Katenian Pty Ltd $126,449 Management fee Blacksmiths Beach Tourist Park

Novocastrian Traffic Services $125,454 Traffic control management service

D F & D McGregor $123,222 Plant and truck hire services

Speedline Fencing Pty Ltd $121,868 Fencing supply and installation service

Robson Turf Pty Ltd $121,360 Turf supply and lay service

Chubb Fire Safety Ltd $116,049 Fire safety inspections

Jones & Finlay Smash Repairs Pty Ltd $114,686 Panel beating repairs/spray painting services

Enforce Group Pty Ltd $113,372 Traffic control management service

Andrews Neil Pty Ltd $110,877 Landscape architecture, planning urban design

Swimoz $109,568 Management of Morisset and Toronto Swim Centre

B & N Excavations Pty Ltd $106,961 Plant and truck hire services

Hunter Councils Inc $105,115 Membership fees and provision of training

Hymix Australia Pty Ltd $102,696 Concrete Readymix supply service

Waratah Professional Tree Care $102,410 Tree maintenance service

Our Finances 71

COMpARISON BETwEEN BUdGETEd RESULTS OF CATEGORY 1 BUSINESS UNITS ANd ACTUAL RESULTS ($’000)

SUMMARY OF pROGRESS OF COUNCIL IN IMpLEMENTING pRINCIpLES OF COMpETITIVE NEUTRALITY

CATEGORY 2 BUSINESS UNITS

Category 1 Business Unit Budgeted Revenues

Actual Revenues

Variance Note Budgeted Expenditure

Actual Expenditure

Variance Note

CiviLake 14,748 13,071 -11.37% 1 13,659 12,055 -11.74% 2

Property Management 7,689 8,480 10.29% 3 5,165 7,422 43.70% 4

Notes:

1. The decrease in actual revenues for CiviLake of $1.7m was mainly due to: a decrease in the works required to be completed under the RTA’s Road Maintenance Council Contract (RMCC). This is

budgeted for based on an estimate of the RTA’s work program but may increase or decrease depending on the RTA’s level of funding and level of work required.

2. The decrease in actual expenses for CiviLake of $1.6m was mainly due to the impact of a lower level of works as noted above.

3. The decrease in actual revenues for Property of $0.8m was mainly due to: • Profit on sale of assets not budgeted for: $0.2m. • Increase in holiday park income and associated commissions: $0.4m

4. There was an increase in expenses from Property Management of $2.3m. This was mainly due to a fair value adjustment on investment properties of $2m which was not budgeted for.

Council has adopted the principle of ‘competitive neutrality’ to its business activities as part of the national competition policy which is being applied throughout Australia at all levels of government. The framework for its application is set out in the June 1996 Government Policy statement on the “Application of National Competition Policy to Local Government”. The “Pricing and Costing for Council Businesses A Guide to Competitive Neutrality” issued by the Department of Local Government in July 1997 has also been adopted.

The pricing and costing guidelines outline the process for identifying and allocating costs to activities and provide a standard of disclosure requirements. These disclosures are reflected in Council’s pricing and/or financial reporting systems and include taxation equivalents; Council subsidies; return on investments (rate of return); and dividends paid.

Competitive neutrality pricing requirements have been applied to both Category 1 business activities.

Non-Domestic Waste

Family Day Care

Printing

Swimming Pools

Hunter Councils Ltd


INCOME STATEMENT FOR THE YEAR ENdEd 30 JUNE 2009

Original Budget (1) Actual Actual

2009 2009 2008

notes $’000 $’000 $’000

inCOMe FROM COnTinUinG OPeRATiOnS Revenue:

Rates & annual charges 3a 91,589 91,355 87,741

User charges & fees 3b 13,317 12,922 13,446

Interest and investment revenue 3c 5,293 2,902 3,435

Other revenues 3d 9,378 13,124 16,796

Grants & contributions provided for operating purposes 3e,f 22,078 27,189 22,541

Grants & contributions provided for capital purposes 3e,f 17,555 34,522 28,600

Other income: Net gain from the disposal of assets 5 - 527 3,431

Total income from Continuing Operations 159,210 182,541 175,990

eXPenSeS FROM COnTinUinG OPeRATiOnS Employee benefits and on-costs 4a 59,133 59,843 57,411

Borrowing costs 4b 3,235 3,610 2,824

Materials & contracts 4c 24,437 26,833 31,273

Depreciation and amortisation 4d 34,445 36,261 32,575

Other expenses 4e 16,675 18,393 16,177

Total expenses from Continuing Operations 137,925 144,940 140,260

Operating Result from Continuing Operations 21,285 37,601 35,730

Operating Result from Discontinued Operations - - -

neT OPeRATinG ReSULT FOR THe YeAR 21,285 37,601 35,730

attributable to: - Council 21,285 37,601 35,730

net Operating Result for the Year Before Grants and Contributions Provided for Capital Purposes 3,730 3,079 7,130

Note:

(1) Original budget as approved by Council - refer to Note 16. The above Income Statement should be read in conjunction with the accompanying notes.

Our Finances 73

BALANCE SHEET AS AT 30 JUNE 2009

Actual Actual

2009 2008

notes $’000 $’000 ASSeTS Current Assets Cash and cash equivalents 6a 42,690 55,306

investments 6b 46,573 13,971

Receivables 7 8,377 11,716

inventories 8 2,552 2,878

Other 8 1,088 1,228

non-current assets classified as held for sale 22 - 2,082

Total Current Assets 101,280 87,181

non-Current Assets investments 6b 44,685 39,995

Receivables 7 689 726

infrastructure, property, plant and equipment 9 1,954,267 1,923,915

investment Property 14 56,387 58,430

intangible assets 23 4,510 5,570

Total non-Current Assets 2,060,538 2,028,636

Total Assets 2,161,818 2,115,817

LiABiLiTieS Current Liabilities

Payables 10 14,049 11,454

borrowings 10 4,633 4,965

Provisions 10 29,856 28,131

Total Current Liabilities 48,538 44,550

non-Current Liabilities borrowings 10 45,479 41,812

Provisions 10 11,628 10,883

Total non-Current Liabilities 57,107 52,695

Total Liabilities 105,645 97,245

net Assets 2,056,173 2,018,572

equity Retained earnings 20 1,254,121 1,216,520

asset Revaluation Reserve 20 802,052 802,052

Council equity interest 2,056,173 2,018,572

Minority equity interest - -

Total equity 2,056,173 2,018,572

the above balance Sheet should be read in conjunction with the accompanying notes.


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Our Finances 75

CASH FLOw STATEMENT FOR THE YEAR ENdEd 30 JUNE 2009

Budget Actual Actual

2009 2009 2008

notes $’000 $’000 $’000

Cash flows from operating activities Receipts: Rates & annual charges 91,589 91,232 87,703

User charges & fees 13,317 13,524 13,874

Investment revenue and interest 5,293 6,393 5,979

Grants & Contributions 39,633 52,436 38,444

Other 9,378 18,792 24,118

Payments: Employee benefits and oncosts (56,699) (58,258) (55,497)

Materials & contracts (24,437) (25,101) (30,722)

Borrowing costs (3,235) (2,774) (2,273)

Other (16,675) (22,265) (22,993)

net cash provided (or used) in operating activities 11(b) 58,164 73,979 58,633

Cash flows from investing activities Receipts: Sale of investments - 32,625 19,625

Sale of real estate assets 750 465 1,965

Sale of infrastructure, property, plant & equipment 2,476 7,890 6,170

Sale of investment properties - 2,048 -

Payments: Purchase of investments - (74,452) (29,513)

Purchase of infrastructure, property, plant & equipment (61,434) (58,506) (67,613)

net cash provided (or used) in investing activities (58,208) (89,930) (69,366)

Cash flows from financing activities Receipts: Borrowings & advances 9,719 8,300 16,500

Payments: Borrowings & advances (4,970) (4,965) (5,095)

net cash provided (or used) in financing activities 4,749 3,335 11,405

net increase/(decrease) in cash & cash equivalents 4,705 12,616) 672

Cash & cash equivalents at beginning of reporting period 11(a) 80,735 55,306 54,634

Cash & cash equivalents at end of reporting period 11(a) 85,440 42,690 55,306

Notes:

(1) The budget as approved by Council combines cash and investments together however in the actuals above investments are excluded. The above Cash Flow Statement should be read in conjunction with the accompanying notes.


SCHEdULE OF RATES ANd CHARGES wRITTEN OFF

FINANCIAL STATEMENTS FOR THE YEAR ENdING 30 JUNE 2009

RATES 2007/2008 2008/2009

Pensioner Rebates 3,259,718.68 3,312,367.50

Postponed Rates 25,088.88 25,610.96

Other 8,582.10 30,570.09

TOTAL $3,293,389.66 $3,368,548.55

CHARGeS

Pensioner Rebates 1,038,863.60 1,071,010.55

Postponed Rates 13,355.99 14,121.93

Other 5,525.95 11,009.38

TOTAL $1,057,745.54 $1,096,141.86

You can find the complete version of Council’s Annual Financial Statements for the year ending 30 June 2009

• online at www.lakemac.com.au;

• at Council’s Customer Service Centre; or

• at any Lake Macquarie City Library.

An

nu

al Rep

ort 2

00

8-2

00

9

Annual Review 2008-2009

City of Lake Macquarie Annual Report 2008-2009

Annual Review – Volume 1

State of the Environment Report – Volume 2

Financial Statements for the Year Ending 30 June 2009 – Volume 3

Lake Macquarie City Council

126-138 Main Road, SPEERS POINT NSW 2284 Box 1906 Hunter Region Mail Centre NSW 2310 Tel: (02) 4921 0333 Fax: (02) 4921 0351 Email: [email protected] Website: www.lakemac.com.au

Designed by Karlee Cain, Graphic Design Printed December 2009 on recycled paper by Lakemac Print (02) 4921 0510

© Lake Macquarie City Council

M&C 6259

Annual Report - Volume 1