delivery program 2017-2021 and operational plan year two

delivery program 2017-2021 and

operational plan year two 2018-2019

DRAFT FOR PUBLIC EXHIBITION

The City of the Blue Mountains is located within the Country of the Darug and Gundungurra peoples. The Blue Mountains City Council recognises that Darug and Gundungurra Traditional Owners have a continuous and deep connection to their Country and that this is of great cultural significance to Aboriginal people, both locally and in the region.

For Darug and Gundungurra People, Ngurra (Country) takes in everything within the physical, cultural and spiritual landscape - landforms, waters, air, trees, rocks, plants, animals, foods, medicines, minerals, stories and special places. It includes cultural practice, kinship, knowledge, songs, stories and art, as well as spiritual beings, and people: past, present and future.

Blue Mountains City Council pays respect to Elders past and present while recognising the strength, capacity and resilience of past and present Aboriginal and Torres Strait Islander people in the Blue Mountains region.

acknowledgement

List of acronymsAAC Aboriginal Advisory Council

AMS Asset Management Strategy

AWP Asset Works Program

B Billion

BMCC Blue Mountains City Council

BMEE Blue Mountains Economic Enterprise

DCP Development Control Plan

EEO Equal Employment Opportunity

EIS Environmental Impact Statement

FESL Fire and Emergency Services Levy

FFtF Fit for the Future

ILUA Indigenous Land Use Agreement

IPR Integrated Planning & Reporting

IPART Independent Pricing and Regulatory Tribunal

LEP Local Environmental Plan

LTFP Long Term Financial Plan

M Million

NBN National Broadband Network

NPWS National Parks and Wildlife Service

PAMP Pedestrian Access Mobility Plan

SV Special Variation

SV2 Special Variation Stage 2

SRV Special Rate Variation

UNESCO United Nations Education Scientific and Cultural Organisation

VIC Visitor Information Centre

WSROC Western Sydney Regional Organisation of Councils

2 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019

contents

1. Introduction 51.1 A Message from the Mayor and General Manager 6

1.2 About this document 8

1.3 Responding to the Community Strategic Plan 12

1.4 Four Year Strategic Priority Outcomes 16

1.5 Your Councillors 17

1.6 The Council’s Vision, Mission and Values 18

1.7 Council Structure 19

1.7 Our City of the Blue Mountains 20

2. Resourcing the Delivery Program 272.1 The Services We Deliver 28

2.2 Our Key Challenges 29

2.3 Our Resourcing Strategy 29

2.4 Our Strategic Resourcing Outlook 30

2.5 Our Financial Plan 31

2.6 Our Asset Plan 32

2.7 Our Workforce Plan 32

2.8 Implementing Our Six Strategies For Financial Sustainability 33

2.9 Fit For The Future 36

3. Our Delivery Program 433.1 Delivery Program by Key Direction 44

KD 1: LEAD - Inspiring leadership 47

KD 2: PROTECT - An environmentally responsible city 61

KD 3: CARE - An inclusive, healthy and vibrant city 77

KD 4: LIVE - A liveable city 103

KD 5: MOVE - An accessible city 121

KD 6: THRIVE - An economically sustainable city 131

4. Asset Works Program 1454.1 Overview 146

4.2 Asset Works Program Principles 146

4.3 Infrastructure Asset Performance Indicators 147

4.4 Summary Of Four Year Asset Works Program 147

4.6 Capital Expenditure Program - Fleet, Information Technology, Library Books, Plant & Equipment 156

5. Financial Information 1575.1 Introduction 158

5.2 Borrowings Statement 160

5.3 Budget Estimates 161

5.4 Special Rate Variation 2015 (Stage 2) 168

5.5 Rates & Annual Charges Statement 170

Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 3

introduction

1


1.1 a message from the mayor and general manager

On behalf of the Council, we are proud to present the Blue Mountains City Council Operational Plan 2018-2019, incorporated within the Delivery Program 2017-2021.

This document details the second year (2018-2019) of planned Council activities and spending within the four-year program. The plan responds to Council’s obligations and responsibilities in delivering the Blue Mountains Community Strategic Plan 2035 and has been prepared in accordance with the NSW Integrated Planning and Reporting Framework.

Strategic Priority OutcomesThe Council is committed to building a sustainable and successful future for the Blue Mountains through improving the wellbeing of our community and the environment. We are on track to achieving the priorities set for the four-year delivery program, despite facing significant challenges and intense media commentary over the past few months.

The actions outlined in this 2018-2019 operational plan will ensure the Council is well-positioned to deliver a sustained and targeted approach to strengthening asbestos management and safety, and effectively respond to recommendations from other external investigations. The Council will also develop a shared vision and action plan for improving organisational performance and strengthening capability to anticipate and respond to known and emerging challenges and opportunities.

The safety, health and wellbeing of our community and our employees are of paramount importance to the Council. In light of this, the four-year strategic priority outcomes have been updated to reflect the increased focus on improving organisational performance and asbestos management. These commitments are summarised below:

Priority 1 Develop and implement an integrated safety management system, ensuring the well-being of our workforce and the community, and improving the Council’s management of asbestos and other risks to health and safety.

Priority 2 Improve approach to asset management to support delivery of the Council’s commitments to Fit for the Future targets, the State Government’s expectations for councils and support value for money services to the community.

Priority 3 Deliver the Council’s Fit for the Future targets – maintaining the Best Value Decision Making Frame to maximise the outcomes for the community from the SV2 income.

Priority 4 Commence the strategic review of the service levels that the Council provides to inform future decision making and priorities.

Mark Greenhill OAM, MAYOR Rosemary Dillon, GENERAL MANAGER


Priority 5 Increase focus and priority on Business Improvement, Innovation and Safety, and improve effectiveness and efficiency through an Organisational Performance Review.

Priority 6 Position the Council to be more proactive in communicating and engaging with the community on the business of the Council.

Priority 7 Develop a strategic approach to tourism and the visitor economy that also addresses the increased visitation, local community and funding options.

The operational plan for 2018-2019 supports expenditure of over $138M on delivery of a wide range of services, facilities and infrastructure and the management of $1.2B worth of built assets and 10,000 hectares of bushland.

The Council will endeavour to meet the levels of service expected by the community. Additional funding obtained from the community-endorsed special rate variation will continue to be used to reverse the decline in the City’s built assets through funding required renewal and maintenance, improve emergency preparedness and response, protect the environment and improve key services to the community.

Section 5.4 provides more details on where special rate variation funds will be spent in 2018-2019.

A Financially Viable CouncilThis plan continues the implementation of Council’s adopted Six Strategies for Financial Sustainability and further strengthens the financial sustainability of the City and the Council.

The Council remains financially viable and each year lives responsibly within its means by ensuring the annual cash budget is balanced against available revenue. Independent external auditors conduct an annual audit of the finances and have consistently confirmed the Council’s sound financial position.

Our key financial challenge going forward is the continued focus on how best we can achieve affordable and acceptable levels of service within available funding while managing risks associated with ageing infrastructure and responding to the changing needs of our community and City.

Fit for the FutureIn 2018-2019, Council plans to continue implementing our Fit for the Future Action Plan so that we make progress towards the required benchmarks by 2019-2020. Section 2 outlines the Council’s current four-year Fit for the Future Improvement Program and planned actions for 2018-2019.

Advocacy and changeLocal councils must continually respond and adapt to change. The Council will continue to advocate to other levels of government as required to secure positive outcomes for the City. Some of the key issues that will be a focus of Council’s advocacy during 2018-2019 include:

• Funding for asbestos removal;

• The Western Sydney City Deal, which has the potential to deliver substantial funding to implement key priorities for Western Sydney, including a focus on the visitor economy;

• Impact of the Western Sydney Airport flight paths on the Greater Blue Mountains World Heritage Area;

• Managing increasing tourist visitation; and

• A sustainable funding model for public libraries in NSW.

Delivering best value services to our communityIn the coming year a number of significant projects will be delivered:

• Southern Scenic Escarpment program including Katoomba Falls Kiosk and Park, walking track and lookout upgrades at Echo Point, and the Echo Point Visitor Information Centre upgrade

• Glenbrook Park upgrade completion

• Wentworth Falls District Park upgrade completion

• Implementation of the Blackheath Town Centre Masterplan

• Warrimoo Oval Carpark upgrade

• Pitt Park football building replacement

• Footpath upgrade program

• Katoomba Civic Place renewal works

• Public toilet renewal in Katoomba

• Drainage renewal at Wentworth Falls Lake Dam

• Road renewal and reseal program

We are also proud of the extensive range of services we deliver day-in and day-out across our 27 towns and villages. Refer to Sections 2.1 and 3.1 for an overview of services delivered.

On behalf of the Council, we commit to working together to strengthen the Council’s management of assets and provide best value services that meet the needs of the Blue Mountains community. Working together in partnership with the community, we will maintain our focus on building a sustainable and successful future for the Blue Mountains.

Mark Greenhill OAM, Mayor

Rosemary Dillon, General Manager


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The Delivery Program details the principal activities that the Council will undertake to achieve the Objectives and Strategies of the Blue Mountains Community Strategic Plan 2035. The Program responds directly to each of the six Key Directions of the Community Strategic Plan.

Section 1 introduces the Delivery Program as the Council’s response to the Blue Mountains Community Strategic Plan 2035. It outlines the Council’s Vision, Mission and Values, Councillors, four year Strategic Priority Outcomes, Council structure and provides a snapshot of the City of Blue Mountains.

Section 2 provides an overview of the resourcing context for the Program, including the Council’s Six Strategies for Financial Sustainability and Fit for the Future Action Plan 2017-2021.

Section 3 presents the Council’s Delivery Program 2017-2021 and Operational Plan Year One 2017-2018 by CSP Key Direction including:

For each Key Direction, the following information is provided:

• A summary table of the CSP 2035 Objectives and Strategies addressed by the Key Direction

• 2016 Community Survey feedback on resident satisfaction with services

• Key BMCC strategies relevant to the Key Direction currently in place, under review or in development

• 2018-2019 Budget Overview by Service

• Asset Works Program 2018-2021 projects relevant to the Key Direction

• Key Direction Performance Measures by Service

• Council four year priority actions and one year actions in response to CSP 2035 Objectives and Strategies

• A one page overview of each Council Service contributing to the Key Direction

Key Direction 1 – Lead: Inspiring leadership

Key Direction 2 – Protect: An environmentally responsible City

Key Direction 3 – Care: An inclusive, healthy and vibrant City

Key Direction 4 – Live: A liveable City

Key Direction 5 – Move: An accessible City

Key Direction 6 – Thrive: An economically sustainable City

This document presents the Council’s four year Delivery Program 2017-2021 incorporating the annual Operational Plan 2018-2019. It is the Council’s response and commitment within available resources to implement the Blue Mountains Community Strategic Plan 2035.

Section 4 presents the Council’s remaining three years of the Asset Works Program 2017-2021 including proposed new, upgrade and renewal projects

Section 5 presents the detailed Financial Information supporting the Program, including the Budget Estimates, Rates & Annual Charges Statement and Borrowings Statement.

The Fees and Charges for 2018-2019 are provided in a supplementary document.

inspiring leadership an environmentally responsible city

a liveable city

an economically sustainable city

an inclusive, healthy and vibrant city

an accessible city

1.2 about this document


Under the NSW Integrated Planning and Reporting Framework, all councils are required to have a set of 10, 4 and 1 year Integrated Plans in place, developed in consultation with the community, guiding the priority action focus for the Local Government Area.

This Delivery Program forms part of these legislatively required plans as shown in the Diagram below.

Overall progress in implementing the Delivery Program and Operational Plan is assessed through an Annual Report and a four year State of City: End of Council Term Report. This four year report then informs the update of the Community Strategic Plan.

YOU ARE HERE

integrated planning and reporting framework

INTEGRATED PLANNING & REPORTING FRAMEWORK

Community Strategic Plan

10 years+

Perpetual monitoring

& review

Operational Plan1 year

State & Regional Plans

Resourcing Strategy10 years

Long Term Financial PlanningWorkforce Management Planning

Asset Management Planning

Waste Strategy

Land-use Strategy

Transport Strategy

RecreationStrategy

Other Strategic Plans

Delivery Program4 years

Annual Report1 year

State of City: End of Council Term Report

4 years

Service Dashboards

CommunityEngagement


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integrated plansUnder the NSW Integrated Planning & Reporting legislation, councils are required to prepare the following plans and strategies.

10 year+ community strategic planBlue Mountains Community Strategic Plan 2035

Where we want to be in 10 + yearsLong term community priorities and aspirations - goals, objectives and strategies – for all Blue Mountains stakeholders to translate into action

ALL STAKEHOLDERS RESPONSIBILITY

10 year resourcing strategyResources the Council has available to respond to the Blue Mountains Community Strategic Plan 2035 over the next 10 years.Finances, services, assets and workforce

COUNCIL RESPONSIBILITY

4 year delivery program & 1 year operational planThe Council’s service delivery action plan in response to the Blue Mountains Community Strategic Plan.Service delivery program, actions, projects, asset works, budgets, fees and charges.

COUNCIL RESPONSIBILITY

YO

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our community vision: A more sustainable and successful Blue Mountains by 2035, environmentally, socially and economically.

In 2035, we live in vibrant, healthy and resilient communities that are safe, caring and connected. We have protected the bush between our settlements and minimised our impact on the World Heritage Area that surrounds us. Our towns and villages are distinctive and contained. We have safe, accessible and environmentally responsible ways for people to move around.

We celebrate the rich creativity, culture and heritage of the Blue Mountains. Diversity is welcomed and people of all ages and cultural backgrounds are respected and enjoy equal rights. We acknowledge the Aboriginal people of the Blue Mountains and value their knowledge and contribution to the past, present and future.

Our economy is strong, diversified and sustainable. There are increased employment, education and learning opportunities locally and regionally. We welcome visitors to our City and are recognised as a leader in sustainable tourism and destination management.

We have enhanced our Blue Mountains identity while forging strong regional partnerships. Our civic and community leadership is inspirational, at one with community.

The Blue Mountains is recognised nationally and internationally as a creative model for sustainable living and learning about sustainable communities.

— Blue Mountains Community Strategic Plan 2035

This four year Delivery Program presents the Council’s response and commitment to implementing the Blue Mountains Community Strategic Plan 2035. Within available resources the Council has outlined its proposed four and one year actions to support achievement of the Community Vision, Objectives and Strategies of the Community Strategic Plan.

1.3 responding to the community strategic plan


csp 2035 guiding principles

improving our decision-makingIf we are to achieve a more sustainable Blue Mountains, our decision making at every level – individual, household, town, city, regional and global – needs to promote sustainability.

strengthening our assetsIt is important that the actions taken strengthen, and not erode, the condition of the natural, built and human capital supporting our quality of life.

a partnership approachTaking action in partnership with others is critical to the achievement of a more sustainable and successful Blue Mountains.

social justiceSocial justice means the rights of all people in our community are considered in a fair and equitable manner.

sustainabilityTaking action to improve our quality of life supports the achievement of a sustainable city which is environmentally responsible, uses resources wisely, contributes to the creation of liveable, vibrant communities and is fair and equitable to others – including future generations.


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inspiring leadership an environmentally responsible city


By 2035 we are a more sustainable,

successful and resilient Blue Mountains

By 2035 we are a more environmentally

responsible city

By 2035 we are a more inclusive, healthy and

vibrant city

Objective 1.1 Objective 2.1 Objective 3.1

The Council lives responsibly within its means and strengthens its financial sustainability

The condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments and groundwater are maintained and enhanced

Blue Mountains communities are safe, caring, diverse and inclusive


All levels of government provide transparent, fair and accountable civic leadership and governance

Resources are used and managed in an environmentally responsible way

The Blue Mountains community is healthy and active


All levels of government provide value for money sustainable services and infrastructure

The community and all levels of government work together to protect the Greater Blue Mountains World Heritage Area

The Blue Mountains community is resilient and prepared for natural disasters


All levels of government and the community, work together to achieve a more sustainable, successful and resilient Blue Mountains

Traditional owners and the broader Aboriginal community are supported to connect to, care for and benefit from Country

The Blue Mountains is a centre of culture, creativity and life-long learning

csp 2035 key directions and objectives


a liveable city an accessible city an economically sustainable city

By 2035 we are a more liveable city

By 2035 we are a more accessible city

By 2035 our local economy is stronger

and more sustainable


City planning drives the creation of vibrant and well-designed places and spaces for people to live, work and play

The City has an integrated, accessible and sustainable transport network

The City’s economy is diverse, vibrant and strong with increased local employment


The distinctive qualities of towns and villages are maintained and local identity and sense of pride is strengthened

The City has a safe, well designed and maintained network of roads

The City of the Blue Mountains has a strong identity that builds on its natural and built heritage and creative strengths as a City of the Arts and a City surrounded by a World Heritage Area


The impact of development on the natural and built environment is well managed

The City has an integrated, accessible public transport network with good connections within the City and to the Greater Sydney Region

The City’s infrastructure supports diverse and sustainable economic development


The City’s housing meets the diverse needs of the community

The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities

The Blue Mountains is a leader of sustainable tourism and destination management within a World Heritage Area

driving the delivery program


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In response to the Community Strategic Plan, the Six Strategies for Financial Sustainability and the Fit for the Future Action Plan, the Council has identified a number of key Council Commitments for 2017-2021. These include:

priority 1 Develop and implement an integrated safety management system, ensuring the well-being of our workforce and the community, and improving the Council’s management of asbestos and other risks to health and safety.

priority 2 Improve approach to asset management to support delivery of the Council’s commitments to Fit for the Future targets, the State Government’s expectations for councils and support value for money services to the community.

priority 3 Deliver the Council’s Fit for the Future targets – maintaining the Best Value Decision Making Frame to maximise the outcomes for the community from the SV2 income.

priority 4 Commence the strategic review of the service levels that the Council provides to inform future decision making and priorities.

priority 5 Increase focus and priority on Business Improvement, Innovation and Safety, and improve effectiveness and efficiency through an Organisational Performance Review.

priority 6 Position the Council to be more proactive in communicating and engaging with the community on the business of the Council.

priority 7 Develop a strategic approach to tourism and the visitor economy that also addresses the increased visitation, local community and funding options.

1.4 four year strategic priority outcomes


WARD 2 Faulconbridge to Wentworth Falls(Left to right): Councillor Chris Van Der Kley (Deputy Mayor) Councillor Romola HollywoodCouncillor Brent Hoare

WARD 3 Valley Heights to Faulconbridge(Left to right): Councillor Daniel MylesCouncillor Mick Fell Councillor Shae Foenander

WARD 4 Lapstone to Warrimoo(Left to right): Councillor Mark Greenhill, OAM (Mayor)Councillor Darryl BowlingCouncillor Brendan Christie

WARD 1 Leura to Mount Victoria, Mount Tomah(Left to right): Councillor Don McGregorCouncillor Kerry BrownCouncillor Kevin Schreiber

1.5 your councillors


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1.6 the council’s vision, mission and values


ORGANISATIONAL STRUCTURE OF BLUE MOUNTAINS CITY COUNCIL

Council

Community & Economic Outcomes

Infrastructure & Major Projects

Environment & Culture

Strategic Outcomes &

Projects

City & Community

Outcomes Directorate

General Manager

Transport Assets & Civil Operations

Waste & Resource Recovery

Leisure & Visitor Information

Services

Business Performance

Service Delivery Directorate

People & Systems Group

Governance & Risk

InformationSolutions

Councillor & Corporate Operations

Human Resources

Corporate Communications

& Marketing

Building & Compliance

Services

Development & Planning Services

Library & Customer Services

Development & Customer Service

Directorate

BM Cultural Centre &

Hub Director

Business & Systems

Finance Services

Integrated Planning &

Finance Group

Corporate Strategy

Strategic Finance

Asset & Service Planning

1.7 council structure

Safety and Asbestos Management

City Presentation


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The City of Blue Mountains is located on the western fringe of Metropolitan Sydney and is one of only two cities in the world surrounded by a World Heritage National Park. This presents additional responsibilities and costs for the Council related to managing the impact of development on the environment, protecting and conserving world heritage natural values and protecting the health of drinking catchments. The City sits within the Sydney drinking water catchment which services 1.7 M people.

The Blue Mountains is also the only council in NSW classified under the Australian Classification of Local Governments as category 12 – Large Fringe City with a population between 70,001 and 120,000.

Nationally the Blue Mountains is one of only four councils with this classification. This means that comparisons with other councils cannot be easily made.

MT IRVINE

MT WILSON

MT TOMAH

BELL

MT VICTORIA

BLACKHEATH

Blue MountainsNational Park

MEDLOW BATH

MEGALONGVALLEY

KATO

OMBA

LEURA

BULLA

BURR

A

HAZELB

ROOK

WOODFORD SP

RINGWOOD

VALLE

Y HEIG

HTS

WARRIM

OO

BLAXL

AND

GLENBR

OOK

LAPS

TONE


SUNVALLEY

MT RIVERVIEW

YELLOW ROCK

HAWKESBURYHEIGHTSWIN

MALEE

FAULC

ONBRIDGE

LINDEN

LAWSO

NWEN

TWORT

H FALLS

National Park

National Park

SYDNEYBLUE

MOUNTAINS

LITHGOW

BELL

BLACK

HEATH

KATO

OMBA

GLENBR

OOK

PENRIT

H

GOSFORD

WOLLONGONG

PARR

AMATTA

1.7 our city of the blue mountains


The Blue Mountains is a nationally and internationally significant World Heritage Area and unique tourist destinationThe City of Blue Mountains covers an area of 1431 km2 with 70% being National Park and only 11% available for settlement.

The Blue Mountains is home to a community of nearly 80,000 people living in 27 towns and villages located over 100km of mountainous terrain.

Our community has many characteristics that are different to the average for Greater Sydney as shown in the People and Household Snapshots that follow.

Our City is a popular destination for domestic and international tourists and the number of visitors is steadily growing. In 2015 it is estimated that 3.1 million people visited the Blue Mountains and by 2025 this is projected to be as high as 4.1 million visitors. It is estimated that the Blue Mountains hosts 9,768 visitors on average each day (including day trippers & overnight visitors).


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blue mountains snapshotas at the 2016 Census

population

76,901area

1,430km2

If the Blue Mountains was a village of 100 people ...

48 are male

52 are female

49 males & 51 females in the Greater Sydney area

18 are 14 or younger

20 are aged 65+

19 are 14 years or younger & 14 are 65+ in the Greater Sydney area

2are aboriginal & torres strait island people

2 in the Greater Sydney area

9 are aged 25-34


36 have no religion

25 in the Greater Sydney Area

17 were born overseas


7were born in the United Kingdom


6have a profound or severe disability


14 provide unpaid care


25 volunteer



If the Blue Mountains was a village of 100 households...

92live in detached dwellings


84have an internet connection


76own their own home or have a mortgage


17have a household income of $649 or less per week


18 are renting


52 have 2 or more cars


89speak only English at home


41are households with children


7live in medium density dwellings


26are single person households


blue mountains snapshotas at the 2016 Census

households

29,989dwellings

34,309


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our community - key statisticsStatistic 2016

Number2016 %

2011 Number

2011 %

Change 2011- 2016

Population Males 37,119 48.3 36,710 48.3 409

Females 39,782 51.7 39,232 51.7 550

TOTAL POPULATION 76,901 100.0 75,942 100.0 959

Population CharacteristicsIndigenous population 1,821 2.4 1,320 1.7 501

Australian born 60,028 78.1 59,235 78.0 793

Language other than English spoken at home 4,689 6.1 3,861 5.1 828

Persons needing assistance with core activites 4,228 5.5 3,390 4.5 838

Eligible voters (citizens aged 18+) 53,076 69.0 51,600 67.9 1,476

Age StructureBabies and preschoolers (0-4) 4,232 5.5 4,697 6.2 -465

Primary schoolers (5-11) 6,939 9.0 7,042 9.3 -103

Secondary schoolers (12-17) 5,883 7.7 6,184 8.1 -301

Tertiary education and independence (18-24) 5,418 7.0 5,614 7.4 -196

Young workforce (25-34) 6,985 9.1 6,998 9.2 -13

Parents and homebuilders (35-49) 15,233 19.8 15,986 21.1 -753

Older workers and pre-retirees (50-59) 11,382 14.8 12,019 15.8 -637

Empty nesters and retirees (60-69) 11,225 14.6 9,529 12.5 1,696

Seniors (70-84) 7,974 10.4 6,318 8.3 1,656

Elderly aged (85+) 1,630 2.1 1,555 2.0 75

Households and DwellingsFully owned 11,348 37.8 10,594 36.1 754

Purchasing (i.e mortgage) 11,379 37.9 11,435 38.9 -56

Renting 5,353 17.8 5,449 18.5 -96

Other tenure type/not stated 1,912 6.4 1,899 6.5 13

Average household size (persons per dwelling) 2.46 - 2.49 - -0.03

TOTAL HOUSEHOLDS 29,992 100.0 29,377 100.0 615

Employment Location Live and work in the Blue Mountains 15,290 42.7 14,142 39.7 1,148

Live in the Blue Mountains but work elsewhere

18,762 52.4 17,902 50.3 860

Work location unknown 1,736 4.9 3,566 10.0 -1,830

TOTAL EMPLOYED PERSONS 35,788 100.0 35,610 100.0 178

Transport to WorkPublic transport (train, bus, tram or ferry) 4,222 13.3 4,106 13.2 116

Drive (car, truck, motorbike or taxi) 23,545 74.0 22,854 73.7 691

Bicycle 119 0.4 128 0.4 -9

Walk 918 2.9 913 2.9 5

Other/not stated 594 1.9 779 2.5 -185

Work at home 2,440 7.7 2,230 7.2 210

Source: Australian Bureau of Statistics, Census of Population and Housing 2011 and 2016


2

resourcing the delivery program


Each year the Council provides an extensive range of services and facilities to the community in response to assessed needs and priorities, as well as responsibilities under the local Government Act and other relevant legislation.

Over the delivery program four years more than $110M will be allocated annually to service provision. The budget estimates for 2018-2019 are presented in Section 5 of this document.

Services provided directly to the community include:• Natural environment

• Waste resource management

• Water resource management

• Aquatic and Leisure Centres

• Sport and recreation

• Community development

• Cultural development

• Emergency Management

• Environmental health and regulation

• Family Day Care

• Libraries and information

• Building certification

• Land use management

• Burials and ashes placement

• City wide strategic planning

• City presentation

• Transport and public access

• Economic development and tourism

Supporting this service delivery, the Council continues to manage approximately 10,000 hectares of natural assets and over $1.1B worth of built assets and facilities. These include:

• 675 km sealed roads

• 71 km unsealed roads

• 550 km kerb and gutter

• 8,114 drainage pits

• 135 km walking tracks

• 178 km footpaths

• 31 bridges

• 105 parks

• 22 sporting grounds

• 66 playing courts

• 17 pools in 5 locations

• 6 skate parks

• 14 public halls and meeting places

• 1 cultural centre

• 1 theatre and community hub

• 6 libraries

• 28 emergency buildings

• 88 public toilets

• 9 cemeteries

• 2 waste management facilities

• 1 dam

• 11 commuter car parks

2.1 the services we deliver


The key challenge for the City is fostering social and economic well-being while protecting and enhancing the surrounding Blue Mountains World Heritage Area.

Other challenges include:

• Safe management of asbestos

• The impact of the Blue Mountains physical topography and dispersed settlement pattern on service and infrastructure provision

• Being an area highly prone to natural disasters such as bushfires and storms

• The City’s location in a World Heritage Area which requires the Council to reduce and manage the impacts of settlement on the natural environment

• Retaining a Blue Mountains identity and not being subsumed by Greater Sydney

• The possible adverse impact of the proposed Western Sydney airport on the Blue Mountains quality of life

and environment

• Continuing work to reverse the decline in the City’s ageing built infrastructure

• Continuing to improve the financial sustainability of the City and achieve State Government Fit for the Future targets set for 2019–2020

• Managing the impact of growing visitation on our local communities, infrastructure capacity and natural areas

• Responding adequately to the ageing of our community

• Addressing the changing housing needs of our community and requirements for more diverse and affordable housing

• Strengthening the Blue Mountains economy and improving increasing access to local and regional employment

• Improving public transport so that it better meets the needs of the local community including commuters

The Council’s 10 year Resourcing Strategy plans for the resourcing required to fund the Delivery Program. The Resourcing Strategy has three integrated components:

The Long Term Financial Plan: This plan provides 10-year projected revenues that inform the financial extent to which service delivery, infrastructure projects, workforce resources and operational expenditure can be provided.

The Asset Management Strategy: This strategy sets the broad framework and key principles for undertaking asset management, and outlines why and how asset management will be undertaken.

The Workforce Management Strategy: This strategy takes a long-term view to ensure Council’s workforce is structured to deliver on the commitments in the Delivery Program 2017-2021.

2.2 our key challenges

2.3 our resourcing strategy

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Summary overview

Over the past four years the financial position of the City and the Council has improved. This is a direct result of the Council taking leadership to live within its means by implementing its Six Strategies for Financial Sustainability, including: Avoid Shocks, Balance the Budget, Manage Borrowings Responsibly, Increase Income, Review and Adjust Services and Increase Advocacy and Partnerships.

The commitment to simultaneously implementing each of these strategies resulted in the Council being assessed as “Fit for the Future” in 2015 by the Independent Pricing and Regulatory Tribunal (IPART) and the NSW State Government.

Going forward the Council continues to have financial challenges in managing over $1.1B worth of ageing built infrastructure as well as meeting the rapidly changing needs of the City, including an aging population, very little projected population growth but rapidly increasing visitor numbers. The Council’s services and infrastructure also need to be adaptable and responsive to future changes and developments in technology.

The Council must continue to live within its means while managing costs rising faster than income. This means that levels of service provided need to balance to the available revenue. Continuing to engage the community on the best ways of achieving affordable and acceptable levels of service will be an important part of managing the remaining gap in required funding to renew and maintain the City’s ageing built infrastructure.

This Resourcing Strategy 2017-2027 sets out a 10 year strategy, with key actions and performance targets to ensure that the financial position of the City and the Council continues to improve. It puts forward the necessary strategies and actions to ensure the Council not only achieves required NSW State Government Fit for the Future targets by 2019-2020, but is also positioned to be financially sustainable into the long term with affordable and acceptable levels of service agreed with community.

Over the next four years the Council will continue to implement the Six Strategies for Financial Sustainability, including further engaging with community on affordable and acceptable levels of service to ensure we are delivering on community priorities while living within our means.

2.4 our strategic resourcing outlook


The Council’s Long Term Financial Strategy is to balance levels of service to available revenue while managing risks. In doing this the strategy also aims within available funding to meet future changing service and infrastructure needs of the City.

The strategy plans for an improvement in financial capacity through continuing to implement the Six Strategies for Financial Sustainability. These strategies have been updated to incorporate the Councils Fit for the Future Action Plan and performance measures.

Over the Delivery Program four years the key financial planning focus is on:

• Determining affordable and acceptable levels of service in consultation with the community through ongoing review of services and service levels required in the City;

• Funding the optimal lifecycle costs of the built assets that are supporting the delivery of required services and the achievement of determined levels of affordable service provision;

• Ensuring best value spending of available funding, including additional income obtained from the community endorsed Special Variation to rates 2015 (SV2);

• Managing costs rising faster than income by reducing costs, increasing income and achieving efficiencies through implementation of the Council’s Business Improvement Program and other initiatives;

• Planning for and developing sustainable services and infrastructure to meet the changing needs of the community; and

• Managing the impact of growing visitation and ensuring visitors are funding these increasing costs through implementing a user pays strategy.

The Council’s Long Term Financial Plan (LTFP) 2017-2027 has forecast the achievement of an Operating Surplus in every financial year over the next 10 years, with the size of the surplus reaching $2.8 M in 2019-2020 and reducing to $456,000 by 2025-2026. These surplus projections will only be achieved if the LTFP is implemented, including all six financial sustainability strategies, and service levels are rebalanced to available revenue.

To achieve Operating Surpluses, the LTFP assumes there will be reductions in expenditure and operating costs as well as increases in income to meet the ongoing challenge of Council’s costs rising faster than income. The plan also assumes funding of identified optimal lifecycle costs of required built assets.

It is assumed that income will be increased through a Visitor User Pays Strategy to fund services and assets that are being used by increasing numbers of visitors.

It is also assumed that there will be substantial reductions in expenditure in a number of areas:

• Depreciation will be reviewed and projections aligned to asset useful lives determined by agreed and affordable levels of service;

• Operational cost savings will be achieved through the Business Improvement Program and other initiatives;

• Allocation of additional special rate variation funds will reduce ongoing costs through effective best value targeting of funding; and

• Reduction in debt repayments through no new borrowings – noting that in future years Council will rebuild its capacity to be able borrow if required when it is in a better position to afford required principle and interest repayments.

Over the next five to ten years Council is working towards reducing the asset funding shortfall by directing available funds, including projected increased funds from a Visitor User Pay Strategy, to asset renewal where needed. The funds available over the 10 years for capital expenditure will generally be directed to reducing the infrastructure renewal backlog and fully funding renewal requirements of assets that have been assessed as being required and essential to support service delivery.

It is also important that some funding is available to meet the changing needs of the community and the City going forward. Much of the City’s infrastructure is so old that, due to constantly changing needs of the community, assets may need to be upgraded or replaced rather than renewed. Council will also be consolidating and reconfiguring assets to meet community needs and, in the event it is necessary, funding will be allocated to new assets. Internal borrowing will be used if required where additional income producing elements can be integrated into these developments.

The improvement of the Council’s financial performance, will be achieved through a multi-pronged approach. This approach will include a period of service level adjustment implemented in consultation with the community, to ensure best value services that address changing needs of community. This may include reconfiguration of, and changes in the delivery of some services and facilities, to better address assessed community needs and requirements within available Council funding and address required risk mitigation.

2.5 our financial plan


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In order to meet service level targets and ensure sustainable service delivery, the asset management strategies align with the available revenue forecast by the Long Term Financial Plan. The Council’s key Asset Management Strategies over the next four years are:

1. Within available forecast revenue, ensure that BMCC’s services and infrastructure are provided in a sustainable manner

2. Develop and implement a suite of strategies to inform investment and ensure Council’s assets sustainably meet community needs

3. Safeguard BMCC assets, including physical assets and employees

4. Demonstrate transparent and responsible asset management processes that align with best practice and statutory requirements and standards

As outlined in the Asset Management Strategy (AMS) Council must continue to manage over $1.1B worth of ageing infrastructure.

In the past, asset maintenance and renewal has been below the required level of investment resulting in significant deterioration in asset condition. In addition, a number of services need new or upgraded assets to continue to meet the needs of the community. Going forward, asset service levels need to be balanced against available funding in the most optimal way that best meets the changing needs of the community.

Blue Mountains City Council’s Workforce Management Strategy (WMS) 2017-2027 takes a long-term view determining the workforce needs over a 10-year horizon.

This is to ensure Council’s workforce is structured and has the capacity to deliver the programs and priorities outlined in the Community Strategic Plan 2035 and the Council’s four year Delivery Program 2017-2021.

The purpose of the WMS strategy is to provide the platform to identify, consider and respond to the significant issues and risks facing the organisation now and into the future. In particular, it takes into account the increasing financial pressures facing the Council by strategically positioning our workforce to respond quickly to changing needs of the organisation.

Ultimately, implementation of the strategy will deliver a highly safe, skilled and engaged workforce that provides “value for money” services to the Blue Mountains community.

Significant workforce challenges and opportunities include expanding connectivity capability from technology, an aging population with a wealth of skills and wisdom, increasing salary and superannuation requirements, enhancement of work health and safety, development of organisational structure for greater efficiencies and effectiveness.

2.6 our asset plan

2.7 our workforce plan


In 2013 the Council took the initiative to develop the Six Strategies for Financial Sustainability. Continuing to implement these strategies is critical to building a sustainable and successful future for our City. When implemented together, they ensure that the Blue Mountains City Council is continually working to improve its financial position.

The financial strategies provide direction and guidance for Councillors, the Council’s management and the community on how the Council will achieve improved long-term financial sustainability.

SIX STRATEGIES FOR FINANCIAL SUSTAINABILITY

Actionsa. Proactively implement the

Long Term Financial Plan (LTFP) and the Council’s Fit for the Future Improvement Plan

b. Develop annual financial targets for next 10 yearsc. Develop corporate risk register and undertake

regular reportingd. Implement best value spending of SV2

funds to reduce operating costs and increase income, while meeting

community and City needs

Actionsa. Continue to engage community

on affordable and acceptable service levels

b. Implement strategic review of service levels provided by the Council overall

c. Undertake best value reviews of individual services as requiredd. Develop Service and Asset Plans that

guide best value service provision

Actionsa. Cease future loan borrowings

subject to a business caseb. Reduce existing loan debt through refinancing

c. Direct surplus cash funds to reduce borrowings where appropriate

d. Review borrowing capacity annuallye. Implement the Council’s

Investment Policy and Strategy

Actionsa. Align annual

budgeting to LTFP

b. Implement improvement initiatives

that reduce expenditure and/or increase income

c. Define and implement affordable levels of service within available

revenued. Review asset lifecycle costs,

valuation, useful life and depreciation

e. Consolidate and/or reconfigure provision of assets/services to reduce costs and increase income

f. Prioritise funding of high risk asset renewal

Actionsa. Lobby Federal and State

Governments for fairer distribution of national

incomeb. Lobby State Government on rising impost of emergency services

c. Continue to advocate against cost shifting to Council from other levels

of governmentd. Implement Regional Strategic

Alliance with Penrith and Hawkesbury Councils

e. Develop partnerships with other agencies, community and business sector

Actionsa. Review revenue strategies to ensure

revenue is maximised in an equitable and business-like manner

b. Continue to implement Property Disposal & Investment Program

c. Investigate and implement other revenue generating initiatives

d. Develop and implement a strategy and business planning for commercial properties

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2.8 implementing our six strategies for financial sustainability


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strategy 1: avoiding shocks The Council proactively implements financial planning to ensure we live responsibly within our means, manage risks and prioritise resources to achieve best outcomes.

The LTFP assesses the Council’s revenue capacity and projects future costs. This strategy of avoiding shocks will be achieved by the Council proactively using the LTFP to manage and smooth projected increases in costs or decreases in revenue. This provides the Council with an opportunity for early identification of financial issues and longer-term impacts. It also helps the Council make strategic decisions based on these issues and impacts – with the aim of minimising unexpected events.

By managing and making appropriate adjustments for increases in costs or decreases in revenue, this strategy positions the City to better withstand costly unexpected events and to continue to deliver quality services that meet community needs.

strategy 2: balancing the budgetThis strategy involves continuing to balance the Council’s cash budget each year, and by 2019-2020 balancing the Operating Result (including depreciation and excluding capital grants), to achieve fit for the future requirements. This will be achieved through a combination of strategies including reducing debt, increasing revenue and adjusting of services as outlined below, as well as achieving operating savings through continuous business improvement initiatives.

Council’s cash budget is all the operating and capital revenue funds received less all the outgoing funds expenditures made during the year. Council’s Operating Result equals only operating revenue less operating expenditure (including depreciation) and excludes all capital transactions.

strategy 3: managing borrowings and investments responsiblyCouncil has a number of internally and externally restricted funds that are invested according to Councils Investment Policy and Strategy. At 2015-2016 Council had $30.5M in cash and investments with the majority of funds held at very low risk in short and long term deposits. This strategy focuses on ensuring investments are optimally managed and returns are maximised within an appropriate risk framework.

While the Council’s debt service financial indicator (i.e. the degree of revenue from continued operations committed to the repayment of debt) is within the industry benchmark, our financial planning has identified that we have reached our capacity to incur debt. That is, our available revenue is insufficient to support any further loan interest and principal repayments. As a result, this strategy focuses on minimising future borrowings and reducing existing debt.

strategy 4: increasing incomeFor long-term financial sustainability and funding of the infrastructure shortfall, it is essential that the Council increases its income. For every dollar residents pay in rates, the Council at least matches it with revenue from sources such as grants, commercial activities (e.g. Caravan Parks and Visitor Information Centres) and from fees and charges. Over the past five years, the Council’s revenue base has included over $80M in externally acquired grant funding for the community.

While increasing income is limited due to rate pegging and limited growth opportunities, initiatives for increasing income range from seeking external grants, setting appropriate levels for fees and charges, achieving sound financial returns from Council’s commercial activities (for example commercial property and caravan parks) and engaging the community on possible rate increases to support required levels of service.

This Strategy has also included implementing a two-stage planned approach to increasing revenue through phased special rate variations, implemented gradually, taking into account community capacity to pay rate increases and the financial challenge facing the City:

• Stage 1, successfully implemented in 2012-2013, included continuation of an existing special variation for infrastructure from July 2013; and

• Stage 2, successfully implemented in 2014-2015, involved extensive community engagement in 2014 on three options for Resourcing Our Future, resulting in community endorsement and IPART approval for a four year special rate variation to improve overall financial sustainability and reverse the decline in the City’s $1.1B worth of built asset, improve emergency preparedness and response, continue environmental programs and improve services to the community.

The Council is required to monitor and track spending of the special rate variation for 10 years. This expenditure will be reported in the Council’s Annual Reports.


strategy 5: review and adjust service levels in consultation with community This strategy involves the Council implementing ongoing and targeted service reviews to ensure best value service provision to the community. It also involves reviewing the relative mix of services that Council provides and the level of assets required to deliver the services.

The “Blue Mountains City Council Service Framework – Guidelines for Achieving Best Value Service that Meet Community Needs” (June 2015), outlines key service provision principles and guidelines for the planning and review of Council services. This framework aims to ensure that within available resources the Council provides the best range of quality “value for money” services that meet the needs of the most number of residents and visitors to the City.

It is important that there are processes in place that ensure available resources are effectively and transparently targeted in consultation with the community, and in a way that best addresses identified risks and assessed needs. The planning and review of services, also aims to ensure that service delivery is relevant to the changing needs of the community and to identify opportunities for innovative, responsive and quality service provision.

Examples of service areas reviewed include the review of the bulky waste collection service resulting in a shift to a more responsive booked service, review of the Council’s Caravan Parks resulting in increased revenue and the Sealing of Unsealed Roads Program resulting in significant ongoing cost savings and improved service delivery.

strategy 6: increasing advocacy and partnershipsThis strategy involves advocating to other levels of government for a fair share of funding, reduced cost shifting and building partnerships with others to achieve positive outcomes for the Blue Mountains. This is particularly important given the characteristics and challenges of the Blue Mountains such as its location adjacent to a World Heritage Listed National Park and its significance as a major Australian tourist destination.

Such advocacy can be achieved through local members, the Local Government Association, neighbouring council partnerships such as the Regional Strategic Alliance with Penrith and Hawkesbury Councils and through submissions to the various local government inquiries.

The potential for additional revenue from this strategy is quite significant. Examples of the Council’s previous success with this include the $9.5M Federal Government grant for Springwood Cultural Facilities Upgrade, the Blue Mountains Cultural Centre public/private partnership and almost $2M from the Federal and State Governments to help our community recover from the impacts of the 2013 bushfire events.

Developing partnerships with other organisations and with the community and business sectors is also a key focus of this strategy.

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The Council was declared Fit for the Future by the State Government in October 2015 on the basis that we will achieve set Sustainability, Infrastructure Management and Efficiency targets by 2019-2020. This result is based on achieving improvement in all measures where we are not already meeting the benchmark.

BMCC was one of just seven metropolitan councils deemed "fit for the future" and fit to stand alone, with only 40% of councils across NSW being deemed Fit for the Future.

Being assessed as Fit for the Future is an important and significant result for Blue Mountains City Council and for the City of Blue Mountains. It is a reflection of the leadership of the Council and the extensive work over many years to build a sustainable and successful future for the Blue Mountains. The Council’s 10-year Resourcing Strategy 2016-2026, including the Six Strategies for Financial Sustainability, is the Council’s road map for becoming “Fit for the Future”.

SIX STRATEGIES FOR FINANCIAL SUSTAINABILITY DELIVERS FIT FOR THE FUTURE RESULTS

FIT FOR THE FUTURE PROJECTED RESULTS

2014-2015Base Year

Actuals

2019-2020 Projected

Performance

10 Year Projected

Performance Benchmark

Sustainability

Operating Performance ratio -3.25% 0.01% achieves 0.10% achieves >0%

Own Source Revenue ratio 76.9% 87.8% achieves 88.2% achieves >60%

Building & Infrastructure Asset Renewals ratio

19.1% 76.9% improves 75.1% maintains >100%

Infrastructure Management

Infrastructure Backlog ratio 2.0% 1.98% achieves 1.93% achieves <2%

Asset Maintenance ratio 96.0% 96.9% improves 100% achieves >100%

Debt Service ratio 8.8% 6.2% achieves 1.9% achieves <20%

Efficiency

Real Operating Expenditure per Capita

1.05 0.94 achieves 0.90 achieves decline

fit for the future measures

scale and capacity 3

financially sustainable 3

effective services

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2.9 fit for the future

36 Delivery Program 2017-2021 and Operational Plan Year Two 2018-201936 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019

key measuresThere are seven key FFTF measures for Sustainability,

Infrastructure Management and Efficiency

1. Operating performance ratio

What Is Being Measured: Whether the Council has sufficient revenue (excluding capital items) to cover expenditure requirements (including depreciation) measured as a percentage

Calculation: Total operating revenue (excluding capital items) less total operating expenses (including depreciation costs) divided by total revenue

Target: Greater than or equal to breakeven average over 3 years

2. Own source revenue ratio What Is Being Measured: This ratio measures fiscal

flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions.

Calculation: Total operating revenue (excluding capital revenue) divided by total operating revenue

Target: Greater than 60% average over 3 years

3. Building and infrastructure ratio

What Is Being Measured: The Council’s ability to fund the renewal of road, drainage and building assets relative to the amount of funding projected to be required from depreciation expenditure requirements

Calculation: Road, drainage and building asset renewal expenditure divided by depreciation expenditure


4. Infrastructure backlog ratio What Is Being Measured: This ratio shows what

proportion the backlog of infrastructure renewal is against the total value of a council’s infrastructure

Calculation: Estimated cost to bring infrastructure assets to a satisfactory standard divided by the carrying value of infrastructure assets

Target: Less than 2%

5. Asset maintenance ratio What Is Being Measured: If Council is investing

enough funds to stop the infrastructure backlog growing

Calculation: Actual asset maintenance divided by required asset maintenance


6. Debt service ratio What Is Being Measured: Percentage of the Council’s

total revenue used to service debt

Calculation: Total loan interest and principal repayments divided by operating revenue

Target: Less than 20% average over 3 years

sustainability measures:

infrastructure management measures:

efficiency measure:

7. Real operating expenditure per capita

What Is Being Measured: Indicates how well the Council is utilising economies of scale and managing service levels to achieve efficiencies

Calculation: Operating expenditure divided by population

Target: A decrease in real operating expenditure over time


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six strategies for financial sustainability and fit for the future action plan

The Six Strategies for Financial Sustainability each have a number of actions that will be implemented over the longer 10 year term.

From these actions the four year Fit for the Future actions and targets for 2017-2018 to 2020-2021 are derived to achieve Fit for the Future ratios in 2019-2020 and maintain or improve the ratios in following years.

The tables below present the Council’s Fit for the Future 4 and 1 year actions, which have been integrated into the Delivery Program and the Operational Plan


Fit for the future action plan 2017-2021 incl. 2018-2019

1 avoid shocksSix Strategies 10 year Actions

Fit for the Future 4 year Actions

Operational Plan Actions (2018-2019)

1a. Proactively implement the Long Term Financial Plan and the Council’s Fit for the Future Improvement Plan

Achieve Fit for the Future ratios in 2019/2020, then maintain or improve ratios

Drive implementation of the Council’s Six Strategies for Financial Sustainability (DPOP 1.1.a)

1b. Develop annual financial targets for the next 10 years

Set annual Fit for the Future targets for 2017-2018 to 2019-2020

Increase long term financial impact assessment in Council and Internal Management decision making (DPOP 1.2.a)

1c. Develop Corporate Risk Register and undertake regular reporting

Develop Corporate Risk Register to target high risk renewal expenditure

Enhance the Council’s Enterprise Risk Management (ERM) (DPOP 1.2.c)

1d. Implement best value spending of SV2 funds to reduce operating costs and increase income, while meeting Community/City needs

Implement best value spending of SV2 funds to meet Fit for the Future ratios

Deliver initiatives to ensure that the expenditure of SV2 and other Council funds reduces long term costs and increases income (DPOP 1.1.a)

2 balance the budgetSix Strategies 10 year Actions



2a. Align annual budgeting to LTFP Align decision making to LTFP plan to achieve a positive operating performance ratio

Strengthen alignment of budgeting to LTFP, Service Plans and Asset Management Plans. (DPOP 1.1.a)

2b. Implement improvement initiatives that reduce expenditure and/or increase income

Implement improvement initiatives to achieve decreasing operating expenditure per capita

Deliver Business Improvement projects and mentor organizational business improvement through the established Business Improvement Program Office (DPOP 1.1.b)

Promote electronic delivery of all rating correspondence (DPOP 1.1.b)

2c. Define and implement affordable levels of service within available revenue

Model, define and review affordable levels of service within available revenue to improve operating performance ratio

Define affordable levels of service within Long Term Service Plans. (DPOP 1.3.a)

2d. Review asset lifecycle costs, valuation, useful life and depreciation

Improve asset lifecycle costs to improve the asset renewal and asset maintenance ratios

Review the Council’s depreciation and useful life assessment and valuation in the context of updated Asset Condition assessments and Asset Management Plans (DPOP 1.1.a)

Review and make improvements to the integration of the Finance Asset Accounting and Asset Management Plans (DPOP 1.1.a)

Implement the endorsed Asset Management Improvement Program (DPOP 1.3.b)

2e. Consolidate and/or reconfigure provision of assets/services to reduce costs and increase income

Consolidate and/or reconfigure provision of assets/services to improve asset renewal and asset maintenance ratios

Continue a strategic review of services to inform decision making and priorities (DPOP 1.3.a)

2f. Prioritise funding of high risk asset renewal

Prioritise funding of high risk asset renewal to reduce infrastructure backlog ratio

Enhance the Council’s Enterprise Risk Management (ERM) (DPOP 1.2.c) {same as 1.c}


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3 manage debt and investments responsiblySix Strategies 10 year Actions



3a. Cease future loan borrowings unless supported by business case

Cease future loan borrowings unless supported by business case to improve debt servicing ratio

Implement Borrowing policy (DPOP 1.1.a)

3b. Reduce existing loan debt through refinancing

Reduced operating expenditure requirements that improve debt servicing and operating performance ratios

3c. Direct surplus cash funds to reduce borrowings where appropriate

Further reduce borrowings to improve brrowing capacity, reduce debt servicing costs and improve debt servicing ratio

3d. Review borrowing capacity annually

Review borrowing capacity annually to ensure staying within debt servicing benchmark

3e. Implement the Council’s Investment Policy and Strategy

Manage Investments to maximise returns and achieve positive operating performance ratio

Implement Investments policy (DPOP 1.1.a)

4 increase incomeSix Strategies 10 year Actions



4a. Review revenue strategies to ensure revenue is maximised in an equitable and business-like manner

Review revenue strategies to maximise revenue to achieve positive operating performance ratio and improve own source revenue ratio

Update Revenue Strategies (DPOP 1.1.a)

4b. Continue to implement Property Disposal and Investment Program

Increase income from Property Disposal and Investment Program to achieve positive operating

Update Property disposal and investment program (DPOP 1.1.a)

4c. Investigate and implement other revenue generating initiatives

Increase revenue generating initiatives to achieve positive operating performance ratio and improve own source revenue ratio

Commence implementation of enforcement recommendations arising from the adopted Visitor Infrastructure Investment Strategic Plan (DPOP 6.4.a)

Implement the campgrounds investment and management plan (DPOP 6.4.a)

4d. Develop and implement a strategy and business planning for commercial activities

Increase income from commercial activities to achieve positive operating performance ratio and improve own source revenue ratio

Research options and develop recommendations on the operation of Council owned tourist parks for Council endorsement (DPOP 6.3.a)


5 review and adjust servicesSix Strategies 10 year Actions



5a. Continue to engage community on affordable and acceptable service levels

Define service levels in 2019-2020 to improve operating performance and infrastructure backlog ratios

Complete the review and update of service dashboards - defining affordable levels of service provision (DPOP 1.2.b)

5b. Implement strategic review of services provided by the Council overall

Strategic review of services improves operating performance ratio

Continue a strategic review of services to inform decision making and priorities (DPOP 1.3.a)

5c. Undertake best value reviews of individual services as required

Individual service reviews reduce expenditure to improve operating performance ratio

Financial Reporting & Analysis for in-depth Service Reviews (DPOP 1.3.a)

5d. Develop and align Service and Asset Plans that guide best value service provision

Develop financial projections for each service by 2018-2019 to ensure LTFP can be achieved and so can a positive operating performance ratio

Review and strengthen the Council’s Service Planning so that it guides and supports Asset Management Planning and best value service provision (DPOP 1.3.a)

6 increase advocacy and partnershipsSix Strategies 10 year Actions



6a. Lobby Federal and State Governments for fairer distribution of national income

Lobby to increase income and improve operating performance ratio

Continue the annual advocacy and partnership plan (DPOP 1.1.a)

6b. Lobby State Government on rising impost of emergency services

Lobby to minimise expenditure increases and improve operating performance ratio

Develop and maintain formal relationships and supporting arrangements between Council and the Rural Fire Service and State Emergency Service (DPOP 3.3.b)

6c. Continue to advocate against cost shifting to Council from other levels of Government

Advocate against expenditure increases and improve operating performance ratio

Develop the Priority Infrastructure Strategic Plan (DPOP 1.4.a)

6d. Implement Regional Strategic Alliance with Penrith and Hawkesbury Councils

Implement Regional Strategic Alliance to achieve enhanced advocacy and regional planning outcomes reduce operating expenditure per capita

Implement relevant components of the Regional Strategic Alliance Business Plan for 2018-2019 (DPOP 1.4.b)

6e. Develop partnerships with other agencies, community and business sector

Develop partnerships with other agencies to create efficiency savings and reduce operating expenditure per capita

Engage with key state agencies and adjoining councils to improve alignment of planning and reporting relative to the City of Blue Mountains


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3

our delivery program


This section presents the detailed four year Delivery Program and one year Operational Plan actions by each of the six Key Directions of the Blue Mountains Community Strategic Plan 2035. The Council Services contributing to each Key Direction are outlined below.

inspiring leadership

Services• Strategic & Governance

key direction 1

a liveable city

Services• Building Certification• Burials & Ashes Placement• City Presentation• City-wide Strategic Planning• Land Use Management

key direction 4

an environmentally responsible city

Services• Natural Environment• Resource Recovery and

Waste Resource Management• Water Resource Management

key direction 2


Services• Commercial Activities• Economic Development & Tourism

key direction 6

Services• Transport and Public Access

key direction 5

an accessible city

Services• Aquatic & Leisure Centres• Community Development• Cultural Development• Emergency Management• Environmental Health & Regulatory

Compliance• Family Day Care• Libraries & Information• Sport and Recreation

key direction 3


3.1 delivery program by key direction


The Delivery Program allocates over $100M annually to services, facilities and infrastructure to meet the needs of the community.

This diagram shows the percentage share of Council’s 2018-2019 planned expenditure by Key Direction after repayment of debt.

COUNCIL EXPENDITURE BY KEY DIRECTION (%)

assessing progress To assess progress in implementing the Delivery Program a range of measures will be used within each Key Direction:

Outcome Measures - to determine if the Council has achieved results for the City and/or community.

These measures include:

• The Council’s bi-annual Community Survey measuring resident perception of Council performance and satisfaction and importance ratings for service delivery. The Chart below shows the historical residential satisfaction with overall Council performance.

• The condition and fitness for purpose of the Council’s built assets

• Fit for the Future NSW State Government performance measures relating to financial sustainability, service and infrastructure/ built asset management and efficiency

• Other results-based progress measures informing State of City Reporting

Output and Input Measures - to determine if the Council has achieved its planned activities effectively.

These measures include:

• Number of actions completed on time, within budget and to required standard

• Extent to which customer service standards are met

• Other service output/input measures

The results of these performance measures will be reported to the Council on a six-monthly and annual basis.

Overall progress in contributing to the achievement of the Blue Mountains Community Strategic Plan 2035, is reported every 4 years in a State of City: End of Council Term Report.

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Resident Perceptions: In 2016, over 1,000 randomly selected residents representative of the community, were asked to rate overall performance of the Council’s service delivery. The 2016 overall result was 3.53 out of 5.

5 Point Satisfaction Assessment Scale (0 to 2.9 = Low, 3 to 3.75 = Medium, 3.75 to 5 = High)

RESIDENT SATISFACTION WITH OVERALL COUNCIL PERFORMANCE

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2.603.10 3.24 3.18 3.10 3.23 3.16

3.36 3.23 3.213.43 3.42 3.60 3.53

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Thrive 9% Lead 6%

Protect 27%

Care 29%

Live 16%

Move 13%


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KD 1: LEAD - Inspiring leadership

key direction 1



together we leadA sustainable city has inspiring community and civic leadership that acts responsibly in the broader interests.

It aspires to transform local communities into better places for current and future generations.

our aspirations and aimsWe value our inspirational civic leadership whose stewardship and decision-making benefits present and future Blue Mountains residents.

Our leaders work together effectively with the community, local organisations and other levels of government to achieve a more sustainable, successful and resilient Blue Mountains, environmentally, socially and economically.

By 2035 we are a more sustainable, successful and resilient Blue Mountains



lead objective 1.1 The Council lives responsibly within its means and strengthens its financial sustainability

Strategies

1.1.a Strengthen the financial sustainability of the Council

1.1.b Increase focus and priority on business improvement and innovation to improve effectiveness and efficiency

lead objective 1.2 All levels of government provide transparent, fair and accountable civic leadership and governance

Strategies

1.2.a Ensure decision-making processes are open, transparent, accountable and informed by sound integrated planning

1.2.b Actively engage, consult and inform the community about decisions, policies and plans

1.2.c Implement effective and efficient governance and risk management

1.2.d Manage information in a strategic, integrated and accessible way

lead objective 1.3 All levels of government provide value for money sustainable services and infrastructure

Strategies

1.3.a Review services on a regular basis to ensure they are providing value for money and are relevant in meeting the changing needs of the community

1.3.b Improve the management of the City’s built infrastructure and natural assets within available resources

1.3.c Ensure a safe, skilled and engaged Council workforce that provides value for money services to the community

lead objective 1.4 All levels of government and the community work together to achieve a more sustainable, successful and resilient Blue Mountains

Strategies

1.4.a Planning and coordination between the Council, other levels of government, and the community achieves a more sustainable, successful and resilient Blue Mountains

1.4.b Develop partnerships with the community and other stakeholders to strengthen advocacy for the city and support implementation of the Blue Mountains Community Strategic Plan

1.4.c The Blue Mountains is a leader in supporting and advocating for initiatives that address climate change and the achievement of globally agreed goals for limiting temperature increases

community strategic plan 2035 objectives & strategies


delivery of lead - inspiring leadershipThe LEAD Key Direction is delivered through Strategic and Governance Services

Strategic and Governance Services are those services that deliver high level strategic and governance functions that support the Council in complying with Australian and NSW laws, regulations and legislation in relation to transparency, accountability, financial management, asset management, governance and risk management, information management and strategic integrated planning and reporting.

Operational Internal Services - there are also a number of areas that support external service delivery. These Operational Support Services include Fleet, Customer Service, Financial Management, People (Human Resources), Asset Management, Central Warehousing & Purchasing, Information Solutions, Administrative Property Portfolio and Corporate Communications and Marketing. The cost of these services are distributed across the organisation as support costs, with $7.9M expenditure forecast in 2018-2019.

2016 community survey feedbackCURRENT CUSTOMER SATISFACTION RATING OUT OF 5


0 1 2 3 4 5

Level of Council Information provided and consultation 3.36

Value for money of Council Services 3.34

Councillor Performance 3.74

Council Staff Performance 3.77

Council Performance 3.53

budgetIn 2018-2019 the Council is forecast to spend $7.9M on the provision of Strategic and Governance Services.

Budget 2018-2019

Operating Cost $’000

Strategic and Governance 7,873

key strategiesKey Council strategies that provide detail on plans for the LEAD Key Direction:

Current• Community Strategic Plan 2035

• Resourcing Strategy 2017-2027 including:

- Long Term Financial Plan

- Workforce Management Strategy

- Asset Management Policy and Strategy

- Service Dashboards (companion document)

In Development• Priority Infrastructure Plan


planned capital works 2018-2021 Asset Works Program 2018-2021 ’000

CSP Strategy

2018-2019

2019-2020

2020-2021

Asbestos removal from Operational Buildings (AWP 65) 1.3b 50 25

Operational Building Renewal Program - Based on Operational Building Review (AWP 64)

1.3.b 200

ASSET WORKS PROGRAM TOTAL 50 25 200

performanceThe following measures will be used to track LEAD performance:

Performance Measures Annual Target

Governance – Good Customer Service

Overall community satisfaction with Council performance MAINTAIN OR IMPROVE

Overall community satisfaction with Council staff performance MAINTAIN

Overall community satisfaction with Councillor performance MAINTAIN OR IMPROVE

Overall community satisfaction with value for money of Council services MAINTAIN OR IMPROVE

Overall community satisfaction with the level of Council information provided and consultation implemented.

MAINTAIN OR IMPROVE

Financial – A Financially Sustainable Council

Fit for the Future targets

• Operating Performance Ratio POSITIVE

• Own source revenue MAINTAIN

• Building and infrastructure renewal ratio INCREASE

• Infrastructure backlog ratio DECREASE

• Asset maintenance ratio MAINTAIN

• Debt service ratio DECREASE

• Real Operating Expenditure per capita DECREASE

Social – a Safe, Skilled and Engaged Workforce

Workforce Management Plan targets

• Lost time injuries DECREASE

• Employee retention rate MAINTAIN

• Employee engagement INCREASE

Environment – reduced resource consumption

Council carbon footprint DECREASE


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lead objective 1.1 The Council lives responsibly within its means and strengthens its financial sustainability

Strategy 1.1.a - Strengthen the financial sustainability of the Council

Delivery Program 4 Year Priority Action Operational Plan 2018-2019 Action Service Responsibility

D1101 Achieve Fit for the Future Targets, implement the Fit for the Future Action Plan and align financial management through the Long Term Financial Plan (LTFP)

D1101.01 Monitor and report on achievement of Fit for the Future targets

Strategic & Governance

Strategic Finance: Manager

D1102 Implement the Six Strategies for Financial Sustainability:

1. Avoid Shocks - Monitor and report on annual Fit for the Future targets

2. Balance the Budget - Strategic allocation of annual budget in alignment to the LTFP

3. Manage Debt and Investments Responsibly - improve borrowing capacity and maximise investment returns

4. Increase Income - Review Revenue Strategies including Property Disposal and Investment Program

5. Review and Adjust Services - Develop and align service and asset plans

6. Increase Advocacy and Partnerships - Develop an advocacy and partnership strategy

Drive implementation of the Council’s Six Strategies for Financial Sustainability (FFtF 1a)

D1102.01 Set annual financial and Fit for the Future targets, monitor and report. (FFtF 1b)

D1102.02 Strengthen alignment of budgeting to LTFP, Service Plans and Asset Management Plans (FFtF 2a)

D1102.03 Implement Borrowings Policy (FFtF 3a to 3d)and Investments Policy (FFtF 3e)

D1102.04 Update Revenue Strategies (FFtF 4a)

D1102.05 Update Property Disposal and Investment Program (FFtF 4b)

D1102.06 Improve alignment of service and asset plans (FFtF 5d)

D1102.07 Continue the annual advocacy and partnership plan (FFtF 6a to 6e)



Asset and Service Planning: Manager (D1102.06 & D1102.07)

D1103 Identify innovative and creative ways of lowering costs and increasing income

D1103.01 Deliver initiatives to ensure the expenditure of SV2 and other Council funds reduces long term costs and increases income (FFtF 1d)



D1103.02 Develop proposal for re-use of Old Hazelbrook Child Care Centre (FFtF 1d)

Commercial Activities

Community and Economic Outcomes: Manager

D1104 Improve integration of the Asset Register and Asset Management Plans to inform achievement of affordable levels of service

D1104.01 Review and make improvements to the integration of the Finance Asset Accounting and Asset Management Plans (FFtF 2d)



D1104.02 Review the Council’s depreciation, useful life assessment and valuation in the context of updated Asset Condition assessments and Asset Management Plans (FFTF 2d)


Strategic Finance: Manager and Asset & Service Planning: Manager

Note: the reference to FFtF refers to actions contributing to the Council’s Fit for the Future Action Plan outlined on pages 36-40 of this document.


Strategy 1.1.b - Increase focus and priority on business improvement and innovation to improve effectiveness and efficiency


D1111 Implement the Council’s Business Improvement Program to achieve cost savings, efficiencies, productivity and increase revenue

D1111.01 Deliver Business Improvement Projects and mentor organisational business improvement in align with the organisational improvement action plan (FFtF 2b)


Innovation and Change: Manager

D1112 Conduct an Organisational Performance Review and implement an Organisational Improvement Action Plan

D1112.01 Implement the Organisational Improvement Action Plan for 2018-2019


Integrated Planning & Finance: Group Manager

D1113 Review the Council’s financial systems to strengthen them against business requirements

D1113.01 Commence financial systems options investigation for alignment with Organisational Improvement Action Plan


Financial Controller

D1114 Develop and progress e-business opportunities for financial transactions/ services

D1114.01 Promote electronic delivery of all rating correspondence (FFtF 2b)


Financial Controller

D1115 Improve building, regulatory and compliance inspection services by implementing new technologies and business processes.

D1115.01 Develop and progressively implement digital forms and digital end to end business processes

Environmental Health and Regulatory Compliance

Land Use Management

Development & Planning Services Manager

Building & Compliance: Manager

D1115.02 Progressively digitise development related microfiche records for their long term preservation and use

Land Use Management

Business & Systems Executive Principal

D1116 Develop and implement the Workplace Strategy to support and influence innovation, efficiency and business improvement

D1116.01 Align the Workplace Strategy with the Organisational Performance Review


People and Systems: Group Manager

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lead objective 1.2 All levels of government provide transparent, fair and accountable civic leadership and governance

Strategy 1.2.a - Ensure decision-making processes are open, transparent, accountable and informed by sound integrated planning


D1201 Use the best value decision making framework to ensure that available funding is well targeted to improve financial sustainability

D1201.01 Guide and support best value decision making to achieve financial sustainability targets



D1202 Review Council meeting governance and reporting processes

D1202.01 Review Council’s meeting practice against model Code of Meeting Practice.


Executive Officer

D1203 Improve understanding of Council’s Long Term Financial Plan (LTFP) so that it drives and guides decision making.

D1203.01 Increase long term financial impact assessment in Council and Internal Management decision making (FFtF 1b)



D1204 Strengthen the Council’s Integrated Planning & Reporting processes

D1204.01 Commence implementation of four year Integrated Planning and Reporting Improvement Program


Integrated Planning and Finance: Group Manager

D1204.02 Develop and implement the organisational business planning and budgeting process for 2019-2020



D1204.03 Coordinate implementation of the Council’s Fit for the Future 2018-2019 Improvement Action Plan



D1205 Prepare, review and update corporate plans, strategies and programs in consultation with community to meet NSW Integrated Planning requirements

D1205.01 Coordinate review and update of 2017-2021 Delivery Program incorporating 2019-2020 Operational Plan (Year 3)



D1205.02 Complete 2018 Community Survey assessing community satisfaction with Council service delivery



D1206 Improve corporate reporting

D1206.01 Complete the 2017-2018 Annual Report with improved linking to the Integrated plans



D1206.02 Commence a review of corporate performance measurement and reporting



D1207 Implement the Mandatory Local Planning Panel to determine local development applications meeting legislated referral criteria.

D1207.01 Continue to develop and implement the Mandatory Local Planning Panel


Development and Planning Services Manager

D1208

Prepare and review a Local Strategic Planning Statement

D1208.01

Prepare a Local Strategic Planning Statement by July 2019


Development & Planning Services Manager

D1209

Implement statutory model Code of Conduct

D1209.01

Review Council's policy against model code of conduct


Executive Officer


Strategy 1.2.b - Actively engage, consult and inform the community about decisions, policies and plans


D1211 Position the Council to be proactive in communicating and engaging with the community on the business of the Council

D1211.01 Implement the Corporate Communication and Marketing Strategy


Corporate Communications & Marketing: Program Leader

D1211.02 Implement phase 2 of the Corporate Website Improvement Project to serve contemporary information, customer service, marketing and e-business needs



D1211.03 Strengthen the use of digital and social media to increase community access to information and engagement opportunities



D1212 Engage community on the update of the Community Strategic Plan and the 10 year Resourcing Strategy - including affordable and acceptable levels of service

D1212.01 Complete the review and update of Service Dashboards – defining affordable levels of service provision (FFtF 5a)



D1212.02

Implement four year community engagement action plan informing the review and update of the Council’s Integrated Plans



Strategy 1.2.c - Implement effective and efficient governance and risk management


D1221 Continue development of the Council’s enterprise risk management framework including staff education

D1221.01 Enhance the Council’s Enterprise Risk Management (ERM) to align with the organisational performance review (FFtF 1c & 2f)


Governance & Risk: Manager

D1222 Corporate Policies are current and regularly reviewed

D1222.01 Commence update of the Council’s compliance management framework (phase 1).


Executive Officer

D1222.02 Commence organisational policy review project


Executive Officer

D1223 Improve and strengthen the Council’s safety and asbestos management

D1223.01 Commence development and implementation of the Council’s Safety Management System compliant with ISO 45001


Chief Safety Officer

Governance & Risk: Manager

D1223.02 Implement the Council’s adopted Safety Improvement Plans



D1224 Implement the Council’s Information Management Strategy to progress more strategic information management

D1224.01 Review the Information Management Strategy 2015-2019


Information Solutions: Manager

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lead objective 1.3 All levels of government provide value for money sustainable services and infrastructure

Strategy 1.3.a - Review services on a regular basis to ensure they are providing value for money and are relevant in meeting the changing needs of the community


D1301 Plan and review Council’s services to achieve best value affordable service provision that meets assessed community needs

D1301.01 Continue a strategic review of services to inform decision making and priorities (FFtF 5b & 2e)


Strategic Outcomes and Projects: Manager

D1301.02 Review and strengthen the Council’s Service Planning so that it guides and supports Asset Management Planning and best value service provision (FFtF 5d)



D1301.03 Prepare Financial Reporting & Analysis for in-depth Service Reviews (FFtF 5c)



D1302 Model, define and review affordable levels of Council service and asset provision within available revenue

D1302.01 Define affordable levels of service within Long Term Service Plans (FFtF 2c)



Strategy 1.3.b - Improve the management of the City’s built infrastructure and natural assets within available resources


D1311 Improve our approach to asset management

D1311.01 Implement the endorsed Asset Management Improvement Program (FFtF 2d) (SV)


Asset and Service Panning: Manager

D1311.02 Implement maintenance plans for Council managed buildings based on building condition, service level and risk.

City Presentation

Manager City Presentation

D1312 Review the Council’s Administrative Property Portfolio

D1312.01 Review Council’s administrative property portfolio to feed into the Workplace Strategy

Community Development


D1313 Implement Asbestos Management Plan

D1313.01 Support the organisation in dealing with dumped and damaged asbestos incidents



D1313.02 Commence a program to remediate Operational and Community Buildings (AWP 65 & AWP 132)

Operational Internal


D1313.03 Implement a series of building inspections as per the Asbestos Management Plan

City Presentation

Manager City Presentation

D1313.04 Implement illegal dumping strategy


Environment & Culture: Manager


Strategy 1.3.c - Ensure a safe, skilled and engaged Council workforce that provides value for money services to the community


D1321 Implement the Workforce Management Strategy

D1321.01 Implement the audit program for workplace relations



D1321.02 Implement the Equal Employment Opportunity Management Plan



D1321.03 Implement the organisational performance review workforce management actions



D1322 Council supports trainees, apprentices & cadets

D1322.01 Implement annual Trainee, Apprentice and cadet program



D1323 Strengthen Human Resource Management and Recruitment

D1323.01 Commence implementation of the adopted Human Resource & Recruitment improvement plan actions



lead objective 1.4 All levels of government and the community work together to achieve a more sustainable, successful and resilient Blue Mountains

Strategy 1.4.a - Planning and coordination between the Council and other levels of government and the community achieves a more sustainable, successful and resilient Blue Mountains


D1401 Work with Greater Sydney Commission to finalise and implement the West District Plan

D1401.01 Refer Strategy 4.1.a

D1401.02 Refer Strategy 4.1.c (FFtF 6a)

City Wide strategic planning

Strategic Outcomes & Projects: Manager

D1402 Negotiate and implement the City Deal with Australian and NSW Governments

D1402.01 Negotiate the City Deal for the benefit of the BMCC LGA area.

Refer Strategy 4.1.a (FFtF 6a) for implementation of projects receiving funding from the City Deal


General Manager

Community & Economic Outcomes: Director

D1403 Develop and implement the Priority Infrastructure Plan to coordinate and advocate for the delivery of future assets/services in the City

D1403.01 Develop the Priority Infrastructure Strategic Plan (FFtF 6c)


Manager Infrastructure and Major Projects

D1404 Improve and better align planning and reporting between the Council, State Agencies and adjoining councils.

D1404.01 Engage with key State Agencies and adjoining councils to improve alignment of planning and reporting relative to the City of Blue Mountains (FFtF 6e)



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Strategy 1.4.b - Develop partnerships with the community and other stakeholders to strengthen advocacy for the city and support implementation of the Blue Mountains Community Strategic Plan


D1411 Actively participate in the Regional Strategic Alliance

D1411.01 Engage, contribute and support collaborations of the Regional Strategic Alliance (RSA) in the area of Procurement.


Group Manager, People and Systems

D1411.02 Investigate and provide advice for procurement implications in all RSA project Initiatives.



D1411.03 Engage, contribute and support the objectives of the Regional Strategic Alliance’s (RSA) Asset Management Program



D1411.04 Contribute to the achievement of regionally agreed objectives with an 18/19 focus on Asset management strategy and planning, Asset management processes and Workforce knowledge management.



D1411.05 Actively engage, contribute and support the objectives of the Regional Strategic Alliance’s (RSA) Customer Experience Program.



D1411.06 Contribute to the achievement of regionally agreed objectives with an 18/19 focus on knowledge sharing, joint training opportunities, customer satisfaction benchmarking, disaster/emergency support



D1411.07 Achieve agreed objectives for the Regional Strategic Alliance (RSA) Internal Audit Program between Hawkesbury City Council and Blue Mountains City Council.



D1411.08 Consider future opportunities for Penrith City Council to become involved in the Internal Audit Program.



Strategy 1.4.c - The Blue Mountains is a leader in supporting and advocating for initiatives that address climate change and the achievement of globally agreed goals for limiting temperature increases


D1421 Facilitate energy efficient initiatives that reduce greenhouse gas emissions from Council operations

D1421.01 Implement Carbon Action Plan actions for 2018-2019

Resource Recovery and Waste Resource Management



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Strategic Finance leads the achievement of a financially sustainable Council, including the annual update of the Long Term Financial Plan including the Six Strategies for Financial Sustainability.

4 year Priority Action

• Implement the Fit for the Future action plan

Corporate Strategy drives and guides the Council in meeting NSW legislative requirements for Integrated Planning and Reporting (IPR).


• Lead, guide and strengthen the Council’s Integrated Planning & Reporting processes

• Coordinate implementation of the BMCC Service Framework to achieve best value services.

• Engage the community on affordable and acceptable levels of service

• Improve and better align planning and reporting between the Council, State agencies and adjoining councils

Governance & Risk delivers the enterprise risk & governance framework, advice and oversight to the organisation. The service also develops and applies the internal audit plan to optimise financial and organisational control.


• Implement the business improvement program• Further develop and apply Council’s enterprise risk

management framework• Review of Corporate policies• Develop integrated management systems

Councillor and Corporate Operations coordinates effective council governance processes including legal services, access to information, complaint procedures and provides executive support to the Mayor and elected representatives


• Review of Council meeting governance and reporting

Strategic Asset Planning develops, maintains and implements an Asset Management Strategy, Policy and Plans and systems, processes and governance frameworks.


• Implement the Council’s Asset Management Strategy, Policy and Plans and the Asset Management Improvement Program

description of lead strategic & governance services

People (Strategic) service provide the workforce management strategic planning for the 10 year Resourcing Strategy and Business Improvement Program.


• Implement the Workforce Management Strategy• Council Support of trainees, apprentices and cadets• Implement the Business Improvement Program

to align with the Organisational improvement Action Plan.

Corporate communications and marketing implements a corporate communications strategy and policy to guide delivery and resourcing of Council’s corporate communications, engagement and marketing activities. The service will also support the newly established regional tourism organisation.


• Position the Council to be proactive in communicating and engaging with community

• Develop and implement a new corporate website• Increase Council’s online presence

Commercial Property Portfolio service ensures options for investment and divestment of the commercial property portfolio are identified and acted upon.

Information Solutions manages information systems to align with business needs. It provides best value innovative information and technology solutions, including advancement to enterprise mobility, digitised business processes, greater use of eBusiness and appropriate disaster recovery infrastructure.


• Implement the Council’s Information Management Strategy

Safety and Asbestos Management leads improvement in asbestos and safety management.


• Implement Asbestos Management Plan• Leading & co-ordinating the Council’s asbestos

management response• Oversee and drive implementation of a quality

’whole of organisation’ safety management system• Improve and Strengthen the Council's Safety and

Asbestos Management


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KD 2: PROTECT - An environmentally responsible city


key direction 2



together we protectAn environmentally responsible city is concerned with the human impact on the natural environment and how resources are used. The natural environment is valued for its intrinsic nature and role in maintaining all forms of life.

With an awareness of global and local issues, the City respects, conserves and restores the environment and avoids development in areas which are ecologically sensitive.

The importance of retaining natural areas within the urban footprint is understood.

our aspirations and aimsAs a City surrounded by a World Heritage National Park, we strive to minimise the impact of our urban footprint on the natural environment and to be a model for sustainable living.

Living in harmony with the environment, we care for the ecosystems and habitats that support life. We look after, enjoy and actively manage the healthy creeks and waterways, diverse flora and fauna and clean air and fertile soil.

In response to climate change, we have developed strategies to prepare, adapt and build resilience to likely impacts. We have become a leader in reducing our greenhouse gas emissions and increasing our use of renewable energies. We aim to conserve energy and the natural resources we use.

By 2035 we are a more environmentally responsible City


protect objective 2.1 The condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments, and groundwater are maintained and enhanced

Strategies

2.1.a Protect and manage the City’s natural areas and the flora and fauna, ecological communities and ecosystems they support

2.1.b Protect, maintain and enhance the City’s natural waterways, water catchments and groundwater

2.1.c Minimise and mitigate the impacts of urban development

2.1.d Restore and rehabilitate degraded and disturbed land

2.1.e Advocate to other levels of government for no coal seam gas extraction in the City of Blue Mountains and the Greater Blue Mountains World Heritage Area

protect objective 2.2 Resources are used and managed in an environmentally responsible way

Strategies

2.2.a Encourage responsible resource use and low consumption environmentally aware lifestyles

2.2.b Minimise waste – avoid, reduce, recycle and reuse

2.2.c Conserve, manage and recycle water as a valuable resource using an integrated water management approach

2.2.d Reduce energy consumption and increase the use and storage of renewable energy

protect objective 2.3 The community and all levels of government work together to protect the Greater Blue Mountains World Heritage Area

Strategies

2.3.a. Ensure that the City’s Local Environmental Planning instruments continue to protect the unique environmental values of the Blue Mountains

2.3.b All levels of government and community work together to protect the Greater Blue Mountains World Heritage Area

2.3c Improve the recognition and conservation of natural area heritage assets including Aboriginal, environmental and built assets in natural areas

protect objective 2.4 Traditional owners and the broader Aboriginal community are supported to connect to, care for and benefit from Country

Strategies

2.4.a Work in partnership with Traditional Owners and other Aboriginal communities to Care for Country by respecting, sharing and incorporating traditional Indigenous knowledge



IS 28% OF COUNCIL’S NET COST OF DELIVERING SERVICES

Resource Recovery and Waste Resource Management: 17%

Water Resource Management: 6%

2016 community survey feedback

0 1 2 3 4 5

Weed Control 2.99

Management of Stormwater and Drainage 3.23

Clean creeks and Waterways 3.44

Bush Regeneration 3.46

Protection of natural bushland 3.35

Waste management facilities 3.57

Wheelie Bin Garbage Service 4.21

Wheelie Bin Recycling Service 4.21

CURRENT CUSTOMER SATISFACTION RATING OUT OF 5


Rest of Council: 73%

budget

Budget 2018-2019

Service Income

$’000

Operating Cost

$’000

Capital Cost

$’000Net Cost*

$’000 % ShareNatural Environment 222 3,962 0 3,740 4%


24,963 25,801 300 1,138 17%

Water Resource Management 96 4,174 805 4,883 6%

PROTECT TOTAL 25,281 33,937 1,105 9,761 27%

* Portion of Service expenditure funded from Rates, Annual Charges and other untied income

Natural Environment: 4%



CSP Strategy

2018-2019

2019-2020

2020-2021

RESOURCE RECOVERY AND WASTE RESOURCE MANAGEMENT 300

Blackheath Tip Remediation 2.2b 300

WATER RESOURCE MANAGEMENT 805 697 839

Drainage Renewal - 88 Lurline St, Katoomba.(AWP 82) 2.1.c 70

Drainage Renewal - Cliff Dr (west), Leura. (AWP 83) 2.1.c 155

Drainage Renewal - Wentworth Falls Lake Dam.(AWP 84) 3.2.a 600

Drainage Upgrade - 19 Barton Street (AWP 34) 2.1.c 159

Drainage Upgrade - 25 Pritchard St, Wentworth Falls (AWP 35) 2.1.c 135

Drainage Upgrade - 95 Mount View Ave, Hazelbrook. (AWP 37) 2.1.c 59

Drainage Upgrade - Piping open channel (specific site will be confirmed based on risk assessment) (AWP 38)

2.1.b 100 200

Drainage Upgrade - Site will be confirmed based on risk assessment from Hazelbrook and South Leura Floodplain Risk Management Study and Plan. (AWP 39)

2.1.b 384 480

ASSET WORKS PROGRAM TOTAL 1,105 697 839

key strategiesKey Council strategies that provide detail on plans for the PROTECT Key Direction:

Current• Waste Avoidance and Resource Recovery Strategy

Update and Review• Blue Mountains City Council Weed Management

Strategy 2010

In Development• Water Sensitive Blue Mountains Strategic Plan


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performanceThe following measures will be used to track PROTECT performance:


Natural Environment

Condition of Natural Environment assets Maintain

Community satisfaction with Clean creeks and waterways Maintain or Increase

Community satisfaction with Protection of natural bushland Maintain or Increase

Community satisfaction with Weed Control Maintain or Increase

Community satisfaction with Bush Regeneration Maintain or Increase

Number of core reporting sites with excellent or good waterway health ratings. Maintain

Hours of participation in Council supported community conservation programs Maintain or Increase

Waste Resource Management

Condition of Waste Resource built assets Maintain

Community satisfaction with ‘wheelie bin’ recycling service Maintain

Community satisfaction with ‘wheelie bin’ garbage service Maintain

Amount of waste tonnes to landfill (including domestic, commercial and construction/demolition) per capita

Year-on-year decrease

Water Resource Management

Condition of Water Resource Management assets Maintain or Increase

Community satisfaction with Management of stormwater and drainage Maintain or Increase

Inspection and maintenance of stormwater assets 85% completed


protect objective 2.1 The condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments and groundwater are maintained and enhanced

Strategy 2.1.a - Protect and manage the city’s natural areas and the flora and fauna, ecological communities and ecosystems they support


D2101 Deliver the High Priority Conservation Areas Restoration Program to restore rare and threatened ecological communities

D2101.01 Restore rare and threatened ecological communities including upper mountains swamps, lower mountains shale-sandstone forests, moist basalt cap forests and Megalong Valley forest and woodland through delivery of the Endangered Ecological Restoration Program

Natural Environment


D2101.02 Develop and deliver partnerships with landholders, community and government, to support conservation of threatened biodiversity such as Save Our Species and Bush Backyards programs.

Natural Environment


D2102 Improve and maintain the condition and connectivity of native vegetation through targeted habitat restoration and weed control programs

D2102.01 Implement targeted habitat restoration and weed control programs to restore key conservation landscapes within priority bushland reserves.

Natural Environment


D2103 Implement targeted habitat restoration and weed control programs. Natural area maintenance has a greater focus on bush regeneration, urban weed management and bush care.

D2103.01

Refer to strategy 2.3.c

Natural Environment


Strategy 2.1.b - Protect, maintain and enhance the city’s natural waterways, water catchments and groundwater


D2111 Develop and commence delivery of the Blue Mountains Water Sensitive City Strategic Plan 2018-2028

D2111.01 Support the implementation of actions from the Water Sensitive City Strategy



D2111.02 Implement priority actions identified in the Water Sensitive City Strategy


Infrastructure and Major Projects: Manager

D2112 Implement effective catchment planning and deliver priority projects identified through Stormwater Drainage Asset Management Plans and the stormwater risk register.

D2112.01 Develop the Urban Storm Water Catchment Strategy



D2112.02 Continue to deliver the Jamison Creek Streets to Creeks Stormwater Treatment Project.



D2113 Floodplain Risk Management Plans are developed and implemented across the city

D2113.01 Implement priority actions identified in Floodplain Risk Management Plans


Infrastructure & Major Projects: Manager


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Strategy 2.1.b - Protect, maintain and enhance the city’s natural waterways, water catchments and groundwater


D2114 Protect, enhance and monitor the condition of natural waterways and water catchments

D2114.01 Deliver the Creek line Restoration Program in Council managed natural areas



D2115 Prepare an annual public report on the Health of the Blue Mountains Waterways

D2115.01 Undertake the annual aquatic monitoring program



D2115.02 Prepare and present the Annual Blue Mountains Waterways Health Report



D2116 Deliver the Healthy Waterways Engagement and Education Program to increase the water literacy of the Blue Mountains community

D2116.01 Engage and educate the community on Healthy Waterways including:

Community Catchment Crawls, Bio Blitz and Connecting Kids with Creeks and Catchments.



Strategy 2.1.c - Minimise and mitigate the impacts of urban development


D2121 Manage pest species to reduce impacts on biodiversity and meet statutory requirements

D2121.01 Implement the BMCC Weed Management Strategy and continue to support the delivery of best value pest management

Natural Environment


D2121.02 Develop and deliver a city-wide cross-tenure pest species management program in partnership with landholders, community and government

Natural Environment


D2122 Implement the Stormwater Renewal and Upgrade Program

D2122.01 Deliver programmed Stormwater Renewal & Upgrade Works (AWP 35,82)


Transport Assets and Civil Operations: Manager

Strategy 2.1.d - Restore and rehabilitate degraded and disturbed land


D2131 Implement the Degraded Lands Restoration Program including soil conservation, reserve access control and improvements to vegetation connectivity

D2131.01 Deliver the degraded lands restoration program including soil conservation, reserve access control and improvements to vegetation connectivity

Natural Environment


Strategy 2.1.e - Advocate to other levels of government for no coal seam gas extraction in the City of Blue Mountains and the Greater Blue Mountains World Heritage Area


D2141 Advocate for no coal seam gas extraction

D2141.01 Advocate for no coal seam gas extraction if required (Currently no coal seam gas extractions are proposed)

Natural Environment



protect objective 2.2 Resources are used and managed in an environmentally responsible way

Strategy 2.2.a - Encourage responsible resource use and low consumption environmentally aware lifestyles


D2201 Implement BMCC Waste Avoidance and Resource Recovery Strategic Plan engagement and education strategies

D2201.01 Implement relevant engagement and education strategies in the BMCC Waste Avoidance and Resource Recovery Strategic Plan



Strategy 2.2.b - Minimise waste – avoid, reduce, recycle and reuse


D2211 Implement BMCC Waste Avoidance and Resource Recovery Strategic Plan, including identifying long term waste management and resource recovery options including investigating the feasibility of a food waste service

D2211.01 Implement year 2 of the 2017-2021 Waste Avoidance and Resource Recovery Strategic Plan



D2211.02 Investigate regional solutions for waste management, including opportunities through the Regional Strategic Alliance, and explore new or emerging technologies to support enhanced resource recovery



D2211.03 Optimise capacity at the Blaxland Resource Recovery Facility


Waste & Resource Recovery: Manager

D2211.04 Improve air space consumption monitoring at Waste Management Facilities



D2211.05 Participate in the implementation of the Regional Strategic Alliance (RSA) Waste Management Draft Strategy




D2212 Remediate the Old Blackheath Tip Site

D2212.01 Commence remediation of the Blackheath Tip Site (AWP 133)




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Strategy 2.2.c - Conserve, manage and recycle water as a valuable resource using an integrated water management approach


D2221 Develop and commence delivery of the Water Sensitive City Strategy

D2221.01 Water Sensitive City Strategy developed. For Implementation action refer to strategy 2.1b



Strategy 2.2.d - Reduce energy consumption and increase the use and storage of renewable energy


D2231 Facilitate energy efficient initiatives that reduce greenhouse gas emissions from Council operations

D2231.01 Refer to strategy 1.4c



protect objective 2.3 The community and all levels of government work together to protect the Greater Blue Mountains World Heritage Area

Strategy 2.3.a - Ensure that the city’s Local Environmental Planning instruments continue to protect the unique environmental values of the Blue Mountains


D2301 Protect the unique environmental values of the Blue Mountains through the implementation of the Local Environment Plan

D2301.01 Implement the Council’s Local Environment Plan

Land Use Management

Development & Planning Services: Manager

Strategy 2.3.b - All levels of government and community work together to protect the Greater Blue Mountains World Heritage Area


D2311 Develop and honour co-management agreements to support recognition and conservation of natural heritage assets

D2311.01 Comply with the Gundungurra Indigenous Land Use Agreement through active consultation and collaboration with Traditional Owners

Natural Environment


Strategy 2.3.c - Improve the recognition and conservation of natural area heritage assets including Aboriginal, environmental and built assets in natural areas


D2321 Implement the Natural Environment Program to maintain the quality of natural areas in Council management that adjoin the Greater Blue Mountains World Heritage Area

D2321.01

Deliver Council’s Natural Environment Program 2018/19 priorities:· Keeping bushland healthy· Building capacity and resilience· Caring for culture· Developing nature based recreation and tourism

· Supporting healthy waterways· Supporting conservation volunteer networks including: Bushcare, Landcare, Streamwatch, Trackcare, Cragcare and Bush Backyards (SV)

Natural Environment



protect objective 2.4 Traditional owners and the broader Aboriginal community are supported to connect to, care for and benefit from Country

Strategy 2.4.a - Work in partnership with Traditional Owners and other Aboriginal communities to care for Country, respecting, sharing and incorporating traditional Indigenous knowledge

Delivery Program 4-year Priority Action Operational Plan 2018-2019 Action Service Responsibility

D2401 Work in partnership with Aboriginal communities for the management of Country

D2401.01 Develop and implement partnership approaches to co-manage Country with Traditional Owners and other Aboriginal people focusing on cultural knowledge and economic outcomes

Natural Environment

Manager Environment & Culture

D2402 Implement Gundungarra Indigenous Land Use Agreement and develop other agreements in consultation with Traditional Owners

D2402.01 Refer strategy 2.3.b

Natural Environment

Manager Environment & Culture


The Natural Environment Service protects Council-managed natural assets. These natural assets are central to the city’s character, identity, liveability and the local economy.

This service delivers action that:• Improves and maintains the condition and

connectivity of native vegetation

• Protects and manages threatened species, populations and ecological communities

• Manages pest species to reduce impacts on biodiversity and meet statutory requirements

• Restores and regenerates disturbed and degraded land

• Protects, enhances, monitors and advocates for the health of waterways, wetlands and groundwater dependent ecosystems.

Weed control, bush regeneration, biodiversity conservation, waterways management and community engagement and education are key service activities.

The service also works with the community in partnerships that contribute to the natural environment including: Bushcare, Trackcare, Streamwatch, and Landcare. A key partnership for this service is with Durug and Gundungurra Traditional owners with the support of Aboriginal communities for the management of Country. It seeks to improve conservation and recognition of Aboriginal and non-Aboriginal heritage assets within natural area landscapes.

4 year focus• Deliver the High Priority Conservation Areas

Restoration Program to restore rare and threatened ecological communities

• Improve and maintain the condition and connectivity of native vegetation through targeted habitat restoration and weed control programs

• Implement targeted habitat restoration and weed control programs.

• Manage pest species to reduce impacts on biodiversity and meet statutory requirements

• Implement the Degraded Lands Restoration Program including soil conservation, reserve access control and improvements to vegetation connectivity

• Develop and honour co-management agreements to support recognition and conservation of natural heritage assets within Country.

• Implement the Natural Environment Program to maintain the quality of natural areas in Council management that adjoin the Greater Blue Mountains World Heritage Area

• Work in partnership with Aboriginal Communities for the management of Country.

• Implement Gundungurra Indigenous Land Use Agreement and develop other agreements in consultation with Traditional Owners

• Advocate for no coal seam gas extraction

• Strengthen community and Council partnerships that support priority action areas. [CARE – Key Direction]

• Deliver Council’s Part 5 environmental assessment process [LIVE – Key Direction]

• Monitor waterways health through the LGA

• Mitigate impacts of urban runoff to natural waterways

• Implement priority action of Water Sensitive City Strategic Plan 2018-2028

Assets supporting this service• Approximately 7,000 ha of terrestrial ecosystems

• Aquatic ecosystems including 19ha of open water bodies and 317km of creek lines in Darug and Gundungurra Country.

natural environment service

Expenditure ($’000)Operating Cost 1,155

Support Costs 388

Asset Maintenance

2,418

Asset Works Program

-

TOTAL EXPENDITURE

3,962

2018-2019 budget

Funding ($’000)

Council Subsidy 2,156

Special Rate Variation Funds

1,584

TOTAL SUBSIDY 3,740

Service Income 222

TOTAL FUNDING

3,962


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The Resource Recovery and Waste Resource Management Service plans for and provides Resource Recovery and Waste Management Services. These include a diverse range of waste and resource recovery services for over 33,000 residential properties as well as commercial and industrial customers, to meet public health and environmental protection requirements.

Waste professionals and operations staff operate the two public Resource Recovery and Transfer Station facilities at Blaxland and Katoomba.

The service provides weekly household garbage, fortnightly household recycling and green bin collection services and business recycling. A booked kerbside chipping and bulky waste collection service is also provided. Services are also provided for the collection of street and park litter bins and commercial effluent removal.

With the imperative to avoid, reduce and reuse waste, the service engages with the Blue Mountains community to deliver safe, environmentally and financially responsible waste management. The Council continually investigates new technologies to meet the ongoing challenges of waste management within the City as well as advocating on the community’s behalf in response to Federal and State Government policy on issues such as carbon price liabilities and waste levies.

4 year focus• Implement BMCC Waste Avoidance and Resource

Recovery Strategic Plan engagement and education strategies.

• Implement BMCC Waste Avoidance and Resource Recovery Strategic Plan, including identifying long term waste management and resource recovery options

• Facilitate energy efficient initiatives that reduce greenhouse gas emissions from Council operations

Assets supporting this service• 2 active waste management facilities

• 2 dormant landfills

• A fleet of garbage compactor trucks

resource recovery and waste resource management service


Support Costs 818

Asset Maintenance

27

Asset Works Program

300

TOTAL EXPENDITURE

26,101

% of council’s total asset value

Resource Recovery and Waste Resource Management Assets:

3%

2018-2019 budget

Funding ($’000)



-

Waste Charges 13,493

Total Subsidy 14,631

Service Income 11,470

TOTAL FUNDING

26,101


The Water Resource Management Service manages and maintains creek lines, open water bodies, water harvesting and reuse systems, raingardens/bio filtration systems, stormwater quality improvement assets, stormwater pipes and stormwater pits to prevent stormwater damage to properties, and to minimise the impacts of stormwater runoff to bushland, local waterways and built assets. The service works to integrate all aspects of water management across Council. The service also responds to the NSW State Government’s Flood Policy 2001 by managing flood liable land in the city.

Council works collaboratively with state agencies such as Sydney Water, WaterNSW and the NPWS to protect the hundreds of kilometres of waterways and catchments in the surrounding National Park and to support UNESCO’s World Heritage values.

It is Council’s goal to transition to a Water Sensitive City that protects the health of its creeks, lakes, rivers, swamps, wetlands and bushland. Healthy waterways in turn provide a range of social, ecological and economic benefits. Water sensitive communities have the knowledge and desire to make wise choices about water.

4 year focus• Develop and commence delivery of the Blue Mountains

City Council Water Sensitive City Strategy

• Implement effective catchment planning and deliver Priority projects

• Floodplain Risk Management Plans are developed and implemented across the city

• Protect, enhance and monitor the condition of natural waterways and water catchments

• Prepare an annual public report on the health of waterways

• Deliver the Healthy Waterways Engagement and Education Program

• Implement the Stormwater Renewal and Upgrade Program

• Implement flood risk management planning as part of Integrated Catchment Plans. [CARE – Key Direction]

• Deliver the Sewage Strategy to ensure that the impacts of sewage on the natural environment are minimised. [See LIVE – Key Direction 4.3.b]

Assets supporting this service• 154km pipes

• 8,114 pits

• 53km open channels

• 2,648 headwalls

• 13 detention basins

• 15 Energy Dissapators/Erosion Control

• 3km Pipes (Box Culverts & Drains)

• Over 20 raingardens/biofiltration systems

• Over 200 stormwater quality improvement assets

• Over 35 stormwater/rainwater harvesting and reuse systems

• Ground Water dependent ecosystems

water resource management service


Support Costs 147

Asset Maintenance

2,876

Asset Works Program

805

TOTAL EXPENDITURE

4,979


2018-2019 budget

Funding ($’000)



1,119

Total Subsidy 4,883

Service Income 96

TOTAL FUNDING

4,979

Water Resource Management Assets:

10%


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KD 3: CARE - An inclusive, healthy and vibrant city

key direction 3




together we care An inclusive healthy and vibrant city is concerned with the well-being of all residents.

It plans for and meets diverse needs, providing people with access to the basic resources required to live. Diversity enriches the city and makes it more exciting and vibrant. The fair distribution of resources fosters a stable and healthy community. Better health for all is promoted through preventative action and early intervention, provision of accessible local health services and through supporting people to live active, healthy lifestyles. Sustainable food initiatives that improve access to fresh local produce are supported. Community expression, creativity and cultural development are encouraged. Learning is understood to be a life-long enriching process.

our aspirations and aimsWe value our strong connected and inclusive communities that support people throughout their lives, from childhood to old age. Blue Mountains people have fair and equitable access to essential services and facilities.

We have safe, healthy environments in which people of all ages, abilities and socio-economic backgrounds can live, work and play. Our residents have access to a range of housing that meets diverse needs and is affordable. Our ageing population is cared for and supported. We have stemmed the outflow of younger people from the City through provision of exciting opportunities for working and learning. Building on our rich cultural heritage and inspirational unique natural environment, we are a recognised centre of culture and creativity.

By 2035 we are a more inclusive, healthy and vibrant City


care objective 3.1 Blue Mountains communities are safe, caring, diverse and inclusive

Strategies3.1.a Facilitate community access to cultural and

community services and facilities that meet needs and support health and wellbeing

3.1.b Implement community development initiatives that address the needs of the vulnerable and disadvantaged

3.1.c Facilitate programs that use the contribution strengths and skills of the community to build social networks, connections and cohesion

3.1.d Support development of a child, youth and family friendly city that attracts young people and families to live and stay in the Blue Mountains

3.1.e Support creation of a diverse, inclusive, safe and caring Blue Mountains where service providers consider needs of different life stage groups and other specific groups including: Aboriginal and Torres Strait Islanders; people with a disability; culturally and linguistically diverse people; and people of diverse sexualities

3.1.f Provide for the ageing of our population and ensure that the needs of older residents are included in planning

3.1.g Foster and promote volunteering programs that support the City’s community, cultural, recreational and environmental priorities

3.1.h Implement initiatives that support the Blue Mountains being a leader and model for reconciliation with Aboriginal and Torres Strait Islander people

care objective 3.2 The Blue Mountains community is healthy and activeStrategies3.2.a Facilitate community access to recreational and

sporting services and facilities that meet needs, and support health, wellbeing and an active lifestyle

3.2.b Support increased community participation in physically active, fit and social lifestyles, including provision of supporting infrastructure

care objective 3.3 The Blue Mountains community is resilient and prepared for natural disastersStrategies3.3.a Promote and encourage bushfire and emergency

management preparedness

3.3.b Support and partner with emergency services and community organisations to deal with threats to the city

3.3.c Plan for natural disasters and improve the resilience of communities and systems within the City in adapting and responding to bushfire, storms, flooding, hail and other climate-related natural disasters

care objective 3.4The Blue Mountains is a centre of culture, creativity and life-long learningStrategies3.4.a Strengthen and promote the Blue Mountains as a City

of the Arts within a World Heritage Area and a centre of culture and creativity

3.4.b Support and encourage partnerships to facilitate lifelong learning for people of all ages and abilities

3.4.c Provide community access to library and information services that provide enriching experiences and places for people to relax, study and come together



0 1 2 3 4 5

Clean, safe, healthy living environments 3.86

Community Centres and community halls 3.70

Council lookouts and walking trails 3.83

Planning for and supporting emergency management 3.77

Services and facilities for children and families 3.44

Services and facilities for older people 3.36

Services and facilities for people with a disability 3.17

Services and facilities for young people 2.94

Services that support the local Aboriginal community 3.28

Swimming Pools and leisure centres 3.78

Cultural and arts facilities 3.82

Library Services 3.96

Managing the bushfire risk on Council land 3.52

Ovals and sporting grounds 3.67

Parks and playgrounds 3.57




budget

Budget 2018-2019

Service Income

$’000

Operating Cost

$’000

Capital Cost

$’000Net Cost*

$’000 % ShareAquatic & Leisure Centres 4,191 8,036 0 3,845 4%

Community Development 148 2,397 838 3,087 4%

Cultural Development 1,798 5,271 0 3,473 4%

Emergency Management 1,929 3,554 169 1,794 2%

Environmental Health & Regulatory Compliance

972 3,087 0 2,115 2%

Family Day Care 1,389 1,743 0 353 0%

Libraries & Information 780 3,562 0 2,782 3%

Sport & Recreation - Natural Area Visitor Facilities

254 1,748 1,749 3,243 4%

Sport & Recreation - Recreation Facilities 254 4,223 571 4,540 5%

CARE TOTAL 11,716 33,620 3,327 25,231 29%


Current• Blue Mountains Ageing Strategy

• Blue Mountains Disability Inclusion Action Plan

• Blue Mountains Open Space and Recreation Strategic Plan

• Companion Animal Management Plan 2017-2021

• Blue Mountains City Council Workforce Participation Strategy

• Dogs in Public Places Strategy

• Blue Mountains City Council Aboriginal Advisory Council Strategic Plan

Update and Review• City of Blue Mountains Cultural Strategy 2006-2016

In Development• Community Facilities Strategic Plan

• Library Strategic Plan

• Child and Youth Strategic Plan

• Community Safety Strategic Plan

key strategiesKey Council strategies that provide detail on plans for the CARE Key Direction:


Aquatic & Leisure Centres: 4%

Community Development: 4%

Cultural Development: 4%

Emergency Management: 2%

Environmental Heath & Regulatory Compliance: 2%

Family Day Care: 0.4%

Libraries & Information: 3%Sport & Recreation - Natural

Area Visitor Facilities: 4%

Sport & Recreation - Recreation Facilities: 5%



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CSP Strategy

2018-2019

2019-2020

2020-2021

AQUATIC & LEISURE CENTRES 1,190

Aquatic Centre Redevelopment (AWP 12) 3.2.b 1,190

COMMUNITY DEVELOPMENT 838 725 727

Asbestos removal in Childcare and Early Childhood Health Centres (AWP 48)

3.1.a 80 60

Asbestos removal in Community Halls (AWP 49) 3.1.a 60

Asbestos & Hazardous Material Capital Works (AWP 132) 1.3.b 500 500

Community Hall & Neighbourhood Centre security system renewal (AWP 54)

3.1.a 40 40 40

Establish Winmalee multipurpose Community Centre (AWP 18) 3.1.a 372

Façade Renewal in Community Halls and Childcare Centres (AWP 59)

3.1.a 103 50 70

Implement the Blue Mountains Disability Inclusion Action Plan - Accessibility upgrades for Parks and Community Facilities (AWP 20)

3.2.a 75 75 184

Refurbish/demolish Lawson Golf Course Machine Shed (AWP 55) 3.2.a 40

CULTURAL DEVELOPMENT 243

Cultural Heritage Rehabilitation Management Fund (AWP 60) 4.3.d 243

EMERGENCY MANAGEMENT 169 179 189

Fire Trail Renewal Program (AWP 61) 3.3.a 169 179 189

SPORT & RECREATION

Sport & Recreation - Natural Area Visitor Facilities 936 1,147 1,308

Eastern Escarpment and Southern Scenic Escarpment Upgrade Program (AWP 21)

3.2.a - 494 636

Local Walking Tracks Program (AWP 131) 3.2.a 300 300 300

Natural Area Visitor Facilities - Very High Risk Mitigation Program (Based on outcomes of structural reports and condition assessments )(AWP 70)

3.2.a 241 212 272

Pit Toilet/ Sewerage Renewal at Hargreaves Lookout Shipley Plateau Blackheath (AWP 68)

3.2.a - - 100

Pit Toilet/ Sewerage Renewal at Mitchells Ridge Mt Victoria (AWP 69)

3.2.a - 95 -

Pit Toilet/ Sewerage Renewal at Mount Blackheath (AWP 67) 3.2.a 108 - -

Southern Scenic Escarpment - Echo Point Walking Track and Lookout Upgrades (AWP 1)

3.2.a 271 45 -

Southern Scenic Escarpment Project - Katoomba Falls Kiosk and Park (AWP 1)

3.2.a 15 - -


Asset Works Program 2018-2021 ’000

CSP Strategy

2018-2019

2019-2020

2020-2021

Sport & Recreation - Recreation Facilities 1,980 1,565 1,714

Additional Program of minor works in Sports Grounds e.g. cricket nets (AWP 76)

3.2.a 20 20 20

District Park Upgrade - Blackheath Soldiers Memorial Park (AWP 4) 3.2.a 10 234 196

District Park Upgrade - Wentworth Falls (AWP 3) 3.2.a 481 - -

Implement Dogs in Public Spaces Strategy across the mountains - including fencing bubblers etc. (AWP 22)

3.2.a - - 161

Irrigation System Renewal at Blackheath Oval (AWP 74) 3.2.a - 180 -

Irrigation System Renewal at Tom Hunter Park (AWP 75) 3.2.a 250 - -

Local Park Facilities Renewal (AWP 71) 3.2.a 57 59 60

Lomatia Park Building Replacement (AWP 24) 3.2.b - - 800

Minor Item Infrastructure Renewal in Sports Fields e.g. bubblers & seats (AWP 77)

3.2.b 24 40 6

Pitt Park Football Building Replacement (AWP 30) 3.2.b 600 - -

Play Equipment Renewal (AWP 73) 3.2.a 89 94 99

Provision of improved Netball Facilities - including sealing of courts 6 and 7 at Lapstone (AWP 25)

3.2.b - - 200

Toilet Painting and Fitout works – Parks & Sportsgrounds (AWP 72) 4.2.a 140 - -

Toilet Painting and Fitout works – Town Centres (AWP 72A) 4.2.a 99 - -

Upgrade of Carpark at Warrimoo Oval (AWP 107) 3.2.b 209 - -

Upgrade of Carparks at Warrimoo and Knapsack Sportsgrounds (AWP 27)

3.2.b - 138 72

Upgrade Recreation Facility at Knapsack Park (AWP 26) 3.2.a - 800 -

Warrimoo Oval Drainage (AWP 29) 3.2.b - - 100

ASSET WORKS PROGRAM TOTAL 3,922 4,806 4,181

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performanceThe following measures will be used to track CARE performance:


Aquatic and Leisure Centres

Community satisfaction with management of the swimming pools and leisure centres Maintain

Numbers of visitors to aquatic and leisure centres Maintain

Condition of aquatic and leisure centre assets Maintain


Community satisfaction with community centres & community halls Maintain or increase

Community satisfaction with services and facilities for children & families Maintain or increase

Community satisfaction with services and facilities for older people Maintain or increase

Community satisfaction with services that support the local Aboriginal community Maintain or increase

Community satisfaction with services and facilities for people with a disability Maintain or increase

Community satisfaction with services and facilities for young people Maintain or increase

Condition of community development building assets Maintain

Completion of program maintenance schedules for community development building assets 85% completed

Cultural Development

Community satisfaction with Cultural & Arts facilities Maintain

Numbers of visitors to the Blue Mountains Cultural Centre Increase

Number of patrons to events at the Blue Mountains Theatre and Community Hub Increase

Emergency Management

Community satisfaction with planning for and supporting emergency management for the city

Maintain

Community satisfaction with managing the bushfire risk on Council land Maintain or increase

Percentage delivery of the annual Fire Mitigation Program Actions on-time

Condition of emergency management assets Maintain

Completion of program maintenance schedules for emergency management building assets 85% completed

Environmental Health and Regulatory Compliance

Percentage of customer service requests related to environmental health matters actioned within target

85% completed

Community satisfaction with clean, safe, healthy living environments Maintain

Family Day Care

Number of equivalent child care hours utilised Maintain

Libraries and Information

Community satisfaction with library services Maintain

Number of library patrons as a % of residents Better than or equal to NSW average

Age of library collection Better than or equal to NSW average

Completion of program maintenance schedules for library building assets 85% completed

Sport and Recreation

Community satisfaction with Council lookouts and walking trails Maintain

Community satisfaction with ovals & sporting grounds Maintain or increase

Community satisfaction with parks & playgrounds Maintain or increase

Condition of sport and recreation assets Maintain

Completion of program maintenance schedules for sport and recreation assets 85% completed


care objective 3.1 Blue Mountains communities are safe, caring, diverse and inclusive

Strategy 3.1.a - Facilitate community access to cultural and community services and facilities that meet needs and support health and well-being


D3101 Develop and implement the Community Facilities Strategy to ensure that community facilities across the City meet the current and future needs of the community

D3101.01 Implement and Monitor the Community Facilities Strategy



D3101.02 Implement the activation plan for the Katoomba Civic Place renewal works



D3101.03 Progressively implement findings from the review of community building management and user agreements



D3101.04 Develop a Masterplan and feasibility assessment for the Winmalee Community Precinct.



D3101.05 Asbestos Removal in Childcare and Early Childhood Health Centres



D3101.06 Community Hall & Neighbourhood Centre Security System Renewal (AWP 54)



D3101.07 Façade Renewal in Community Halls and Childcare Centres (AWP 59)



D3101.08 Implement additional Community Halls Cleansing and high pressure cleans Civic Place


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Strategy 3.1.b - Implement community development initiatives that address the needs of the vulnerable and disadvantaged.


D3111 Implement priority community development initiatives from the Ageing Strategy, the Disability Inclusion Action Plan and the Child and Youth Plan

D3111.01 Deliver priority actions and programs identified in the Ageing Strategy, the Disability Inclusion Action Plan and the Child & Youth Plan



D3111.02 Actively engage, contribute and support the objectives of the Regional Strategic Alliance’s (RSA) Community Services Project including work on the Nepean Jobs for All (NJFA) Disability Employment Network



D3111.03 Contribute to the achievement of the regionally agreed objectives for the Nepean Jobs for All (NJFA) Network



D3112 Acknowledge Aboriginal Community priorities for Blue Mountains LGA and develop agreements to implement these priorities

D3112.01 Implement the BMCC Aboriginal Advisory Council’s Strategic Plan 2017 – 2020


Environment and Culture: Manager

Strategy 3.1.c - Facilitate programs that use the contribution, strengths and skills of the community to build social networks, connections and cohesion


D3121 Facilitate initiatives that build social connections and cohesion

D3121.01 Refer to Strategy 3.1.e and 3.1.d



D3121.02 Progressively review and implement online Educator resources and reporting

Family Day Care Libraries and Customer Services: Manager

Strategy 3.1.d - Support development of a child, youth and family friendly city that attracts young people and families to live and stay in the Blue Mountains


D3131 Implement the Child and Youth Plan and support the Stronger Families Alliance

D3131.01 Work in partnership with State and non-government agencies to finalise and implement priority actions identified in the Child and Youth Plan




Strategy 3.1.e - Support creation of a diverse, inclusive, safe and caring Blue Mountains where service providers consider the needs of different life stage groups and other specific groups including: Aboriginal and Torres Strait Islanders; people with a disability; culturally and linguistically diverse people; and people of diverse sexualities


D3141 Complete review of the community development service and implement outcomes

D3141.01 Implement actions from the community development service review.



D3142 Implement, monitor and review the Blue Mountains Disability Inclusion Action Plan 2017-2021

D3142.01 Implement priority actions from the Blue Mountains Disability Inclusion Action Plan



D3143 Work with Traditional Owners to develop strategies which deliver a positive and shared future, embracing the interests of all Aboriginal community members

D3143.01 Explore and deliver opportunities for local agreements, such as Indigenous Land Use Agreements (ILUAs) and co-management agreements



D3143.02 Develop a discussion paper, procedure and action plan for City-wide Aboriginal language dual naming and seek Council endorsement



Strategy 3.1.f - Provide for the ageing of our population and ensure that the needs of older residents are included in planning


D3151 Implement the Blue Mountains Ageing Strategy to prepare the City for the ageing of our population

D3151.01 Implement priority actions as identified in the Ageing Strategy



Strategy 3.1.g - Foster and promote volunteering programs that support the city’s community, cultural, recreational and environmental priorities


D3161 Strengthen community and Council partnerships that support priority action areas

D3161.01 Deliver Bush care program to engage and educate volunteers, neighbours, children, and visitors

Natural Environment


D3161.02 Facilitate and administer BMCC’s Sports Council



Strategy 3.1.h - Implement initiatives that support the Blue Mountains being a leader and model for reconciliation with Aboriginal and Torres Strait Islander people


D3171 Implement the Aboriginal Advisory Council Strategic Plan

D3171.01 Refer to strategy 3.1b




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care objective 3.2 The Blue Mountains community is healthy and active

Strategy 3.2.a - Facilitate community access to recreational and sporting services and facilities that meet needs and support health, well-being and an active lifestyle.


D3201 Meet the open space and recreation facilities requirements of the Disability Discrimination Act

D3201.01 Deliver accessibility improvement program to meet Disability Discrimination Act standards and best practice



D3201.02 Implement the Blue Mountains Disability Inclusion Action Plan - Accessibility upgrades for parks , aquatics and community facilities (AWP 20)



D3202 Identify and promote active living opportunities in the Blue Mountains

D3202.01 Review the effectiveness and participation in community active living programs and modify program to meet community needs


Leisure and Visitor Information Centres Manager

D3202.02 Additional program of minor works in sportsgrounds (AWP 76)



D3203 Plan recreational and sporting facilities in accordance with the Blue Mountains Open Space and Recreation Strategy, to ensure they meet the current and future needs of residents and visitors.

D3203.01 Commence implementation of the Open Space and Recreation Strategy.



D3203.02 Commence implementation of the Dogs in Public Spaces Strategy



D3203.03 Commence preparation of a Camping Strategic Plan



D3204 Plan and deliver a program of District Park upgrades to provide enhanced recreation facilities in consultation with community

D3204.01 District Park upgrade - Wentworth Falls Lake parking, boardwalk, interpretative elements and toilet block (AWP 3)



D3204.02 District Park Upgrade - Blackheath Soldiers Memorial Park (AWP 4)





D3205 Play equipment in Blue Mountains parks is safe and suitable for children of a range of ages and abilities and has an on-going presence.

D3205.01 Deliver priority actions and programs in the Blue Mountains Play Guidelines



D3205.02 Play Equipment Renewal (AWP 73)



D3206 Maintain open space and recreation visitor facilities and manage high risks, especially at high visitation precincts

D3206.01 Natural Area Visitor Facilities - very high risk mitigation (AWP 70)



D3206.02 Southern Scenic Escarpment -walking track and lookout upgrades –Echo Point (AWP 1)



D3206.03 Southern Scenic Escarpment - Katoomba Falls Kiosk and Park (AWP 1)



D3206.04 Drainage Renewal - Wentworth Falls Lake Dam (AWP 84)



D3206.05 Refurbish/Demolish Lawson Golf Course machine shed (AWP 55)



D3206.06 Pit Toilet/Sewerage renewal at Mount Blackheath (AWP 67)

Sport and Recreation - Natural Area Visitor Facilities


D3206.07 Renewal of irrigation system at Tom Hunter (AWP 75)



D3206.08 Local Park Facilities Renewal (AWP 71)



D3206.09 Implement the enhanced sportsground maintenance program

City Presentation Manager City Presentation

D3206.10 Continue with the increased sportsground amenities and libraries cleansing schedule


D3206.11 Natural Area Visitor Facilities – Local Walking Track Program (AWP 131)



D3206.12 Toilet refurbishment and renewal – parks and sportsgrounds as identified by 2016-2017 building condition reports (AWP 72)




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Strategy 3.2.b - Support increased community participation in physically active, fit and social lifestyles, including provision of supporting infrastructure


D3211 Implement the Open Space and Recreation Strategy to ensure the leisure and aquatic facilities meet the current and future needs of the community.

D3211.01 Confirm capital plans for the Katoomba Sports & Aquatic Centre for 2019-2020 and 2020-2021 and seek funding opportunities to support the planned redevelopment



D3211.02 Pitt Park football building replacement (AWP 30).



D3211.03 Minor Item Infrastructure renewal in sports fields e.g. bubblers & seats (AWP 77)



D3211.04 Warrimoo Oval Carpark upgrade (AWP 107)



care objective 3.3 The Blue Mountains community is resilient and prepared for natural disasters

Strategy 3.3.a - Promote and encourage bushfire and emergency management preparedness


D3301 Implement best practice bush fire risk management on Council managed lands

D3301.01 Deliver program to maintain asset protection zones and fire trails and to renew fire trails



DD3301.02 Fire Trail Renewal Program (AWP 61)



Strategy 3.3.b - Support and partner with emergency services and community organisations to deal with threats to the city


D3111 Continue to maintain formal relationships with the Rural Fire Service and the State Emergency Service

D3111.01 Develop and maintain formal relationships and supporting arrangements between Council and the Rural Fire Service/State Emergency Service as required (FFtF6b)



D3111.02 Continue to deliver RFS facilities upgrades



D3112 Maintain organisational capacity to provide support to emergency organisations

D3112.01 Review and revise the Emergency Preparedness Toolkit (as required)




Strategy 3.3.c - Plan for risk and natural disasters and improve the resilience of communities and systems within the city in adapting and responding to bushfire, storms, flooding, hail and other climate-related natural disasters


D3121 Participate in the Resilient Sydney initiative and identify ways of strengthening resilience within the Blue Mountains

D3121.01 Liaise with other Councils to exchange ideas and initiatives that support achievement of Resilient Blue Mountains



D3122 Implement flood risk management planning as part of Integrated Catchment Plans

D3122.01 Refer to Strategy 2.1b



D3123 Coordinate approaches to resilience and preparedness for emergencies

D3123.01 Monitor, review and update the Blue Mountains Local Emergency Management Plan on behalf of the Blue Mountains Local Emergency Management Committee.



care objective 3.4 The Blue Mountains is a centre of culture, creativity and life-long learning

Strategy 3.4.a - Strengthen and promote the Blue Mountains as a City of the Arts within a World Heritage Area and a centre of culture and creativity


D3401 The Blue Mountains Cultural Centre and The Blue Mountains Theatre are high quality and well used community facilities

D3401.01 Implement solar energy system for the Hub building

Cultural development

Blue Mountains Cultural Centre: Director

D3401.02 Conduct a schedule of preventative maintenance at the BM Cultural Centre and Blue Mountains Theatre.



D3402 Implement the Blue Mountains Cultural Strategy to plan and provide for Cultural development, including investment priorities

D3402.01 Develop the City of the Blue Mountains Cultural Strategy 2019-2029



D3403 Support and administer the Blue Mountains City of the Arts Trust to deliver the Blue Mountains City of the Arts Trust Grant Program.

D3403.01 Administer the Blue Mountains City of the Arts Trust and deliver the grant program



D3404 Hold high quality exhibitions from local, national and international sources in the Blue Mountains, including at the Blue Mountains Cultural Centre

D3404.01 Stage a nationally touring exhibition from the Blue Mountains City Arts Gallery




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Strategy 3.4.b - Support and encourage partnerships to facilitate lifelong learning for people of all ages and abilities


D3411 New library programs facilitate learning in a technological and social context

D3411.01 Design a selection of library programs that facilitate learning upon completion of the BMCC Libraries service strategy.


Libraries and Customer Services: Manager

Strategy 3.4.c - Provide community access to library and information services that provide enriching experiences and places for people to relax, study and come together


D3421 Broaden the library collection for information and cultural value and its meaning to the local community.

D3421.01 Annual refresh of the library collection considering the priority action of broadening the collection for information and cultural value.


Libraries and Customer Services: Manager


This service plans for and operates Aquatic and Leisure Centres to support recreational and fitness options for all Blue Mountains residents and visitors.

Year-round public swimming pools operate at Katoomba, Glenbrook and Springwood and seasonal pools at Katoomba, Blackheath and Lawson.Fitness facilities and services, including group fitness programs are available at the Katoomba Sports and Aquatic Centre and the Springwood Aquatic and Fitness Centre and an all-weather indoor children’s play centre.

Council‘s Aquatic and Fitness professionals and maintenance staff operate the aquatic and leisure centres and provide a diverse range of aquatic education and fitness programs for all ages and abilities.

The aquatic centres are home to the Katoomba RSL Swimming Club, Lawson Swimming Club, Springwood Swimming Club, Glenbrook Swimming Club, Nepean Swimming Club, Phoenix Masters Swimming Club and the Blue Mountains Water Polo Association who provide sporting opportunities through club activities. Commercial providers including physiotherapists and Mountain Swim utilise the Council’s facilities to provide specialist services for our community.

The indoor sports stadium is home to the Basketball Association, Futsal and Blue Mountains Roller Derby, all of whom provide sporting opportunities through club activities. The facilities at Katoomba are also home to the Blue Mountains City Band.

4 year focus• Meet the open space and recreation facilities

requirements of the Disability Discrimination Act

• Identify and promote active living opportunities in the Blue Mountains

• Implement the Open Space and Recreation Strategy to ensure the leisure and aquatic facilities meet the current and future needs of the community

• Continue to improve the operational efficiency of the service

• Continue to develop and refine programs to meet the changing needs of our community.

Assets supporting this service17 pools located within the centres

• Glenbrook Swim Centre

• Springwood Aquatic and Fitness Centre

• Lawson Swim Centre

• Katoomba Sport and Aquatic Centre

• Blackheath Pool

aquatic & leisure centres service


Support Costs 430

Asset Maintenance

1,690

Asset Works Program

-

TOTAL EXPENDITURE

8,036


2018-2019 budget

Funding ($’000)



-

Total Subsidy 3,845


TOTAL FUNDING

8,036

Aquatic & Leisure Centres Assets: 3%


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The Community Development Service is provided to increase the inclusion, resilience, and wellbeing of residents, particularly those in population groups that experience disadvantage and that are identified in the Community Strategic Plan.

Through strong engagement with Darug and Gundungurra Traditional Owners and key Aboriginal stakeholder groups, Council honours the strong interconnection between culture and environment as expressed in First People’s ongoing connection to land. Council collaboratively develop strategic approaches that are responsive to wellbeing as well as the social, cultural and economic needs of local Aboriginal communities.

The Service involves Council working with Australian and NSW government agencies and businesses, not for profit and voluntary services, in a range of health,

education and community welfare areas, to maximise the benefits of social programs including the Stronger Families Alliance. Council provides key community facilities across the city, including Neighbourhood Centres, Childcare/Early Education Services and Family Support Services.

The service manages a booking service for public halls and community buildings.

The service facilitates collaboration and the coordination of diverse social service networks to increase their quality, efficiency and effectiveness through:

• social plans and programs;

• community engagement and awareness raising;

• community events;

• community grants;

• Information gathering and analysis; and

• provision of community facilities.

4 year focus• Develop & implement the Community Facilities

Strategic Plan

• Implement priority community development initiatives: the Ageing Strategy; Disability Inclusion Action Plan

• Acknowledge Aboriginal Community priorities for Blue Mountains LGA and develops agreements to implement these priorities

• Develop and implement a Community Safety Strategy and the Child and Youth Plan

• Facilitate initiatives that build social connections and cohesion

• Implement the Child and Youth Plan and support the Stronger Families Alliance

• Complete review of community development service and implement outcomes

• Implement, monitor and review the BMCC Disability Inclusion Action Plan 2017-2021

• Implement the Blue Mountains Ageing Strategy

• Implement the Aboriginal Advisory Council Strategic Plan

• Work in partnership with Traditional Owners and Aboriginal communities on preservation and maintenance of key sites. [LIVE – Key direction]

Assets supporting this service• 14 public halls and meeting places

• 12 child care centre and preschool buildings

• 12 childhood health, youth, neighbourhood and community centre buildings

• 24 parks and sporting amenities

• 68 associated buildings such as sheds, shelters and toilets

• 37 public toilets, 2 enviro-loos and 8 pit toilet blocks

• Some of our facilities including public toilets use the MLAK key system – allowing people with disabilities 24 hours a day access

community development service

2018-2019 budget



Assets: 3%


Support Costs 272

Asset Maintenance

339

Asset Works Program

838

TOTAL EXPENDITURE

3,235

Funding ($’000)



597

Total Subsidy 3,087

Service Income 148

TOTAL FUNDING 3,235



The Cultural Development Service encompasses a number of areas (people, networks, places, physical assets and buildings) where participation in, and appreciation of, the arts, creativity and cultural heritage occurs.

The service includes operating the major Council managed cultural facilities for the arts and the programs delivered by those facilities, including the Blue Mountains Cultural Centre at Katoomba and the Blue Mountains Theatre and Community Hub at Springwood.

The Service also guides and informs the management of Council’s substantial heritage portfolio and the heritage of the City as a whole.

The broader cultural life of the community is also encompassed in this service through cultural grant programs, cultural information, online digital platforms as well as facilitating and promoting events and festivals. The Service liaises with government agencies and the private sector on behalf of and with Blue Mountains arts, creative and heritage organisations to support the growth of a robust and dynamic cultural sector contributing to the social fabric of the community and the creative identity of the region. The service coordinates art in public places.

4 year focus• Work with traditional owners to develop strategies

which deliver a positive and shared future

• The Blue Mountains Cultural Centre and Blue Mountains Theatre and Community Hub are high quality and well used facilities

• Implement the BMCC Cultural Strategy

• Support and administer The Blue Mountains City of the Arts Trust

• Hold high quality exhibitions from local, national and international sources in the Blue Mountains.

• Support conservation of local heritage [ LIVE – Key Direction]

Service Profile (data from 2015-2016)1,500 Members of the Cultural Centre

64 Public programs and 18 Exhibitions at the Cultural Centre

66 Program events and performances at the Hub

118,627 Visitors to the Cultural centre

Assets supporting this service• Two major cultural facilities - Blue Mountains Cultural

Centre and Blue Mountains Theatre and Community Hub

• Various community buildings including five buildings used primarily for the arts - Glenbrook School of Arts (Cinema); Springwood Art Centre; Braemar Community Gallery; Wentworth Falls School of Arts; Blackheath Art Society Centre & Mt. Victoria Public Hall/Cinema.

• Cultural heritage items, places and landscapes

• Public art collection including sculptures, murals, and mosaics

• Cultural collections including art, local studies and memorabilia

cultural development service


Support Costs 164

Asset Maintenance

907

Asset Works Program

-

TOTAL EXPENDITURE

5,271

2018-2019 budget

Cultural Development Assets: 1%

Funding ($’000)



-

TOTAL SUBSIDY 3,473


TOTAL FUNDING

5,271


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The City of the Blue Mountains is located in a landscape subject to extreme bushfire risk, as well as having exposure to other natural hazards such as severe storms and disruptive snow events.

The Emergency Management Service maintains and builds community and organisational capacity to prepare for and respond to bushfire and other emergency risks through liaison and partnership building, the development of plans, strategic decision-making frameworks, technical standards and procedures.

The service works with the Rural Fire Service and the State Emergency Service and provides secretariat and executive services for the Blue Mountains Local Emergency Management Committee

The Service develops and maintains response and recovery frameworks for Council’s business activities and mitigates bushfire risk on Council managed land. It plans for and provides emergency services buildings, facilities and property. It also manages compliance with the Protection of the Environment Operations (Clean Air) Regulation 2010 in relation to Open Burning within the City.

4 year focus• Implement best practice bush fire risk management on

Council managed lands

• Continue to maintain formal relationships with the Rural Fire Service and the State Emergency Service

• Maintain organisational capacity to provide support to emergency organisations

• Facilitate approaches to resilience and preparedness for emergencies, including developing partnerships with key community agencies across the LGA for recovery after disasters.

• Participate in the Resilient Sydney Initiative and identify ways of strengthening resilience within the Blue Mountains. [LEAD – Key Direction]

Assets supporting this service• 260 Bush Fire Asset Protection Zones protecting 968

houses and other structures

• Approximately 60km of fire trails

• 26 Rural Fire Service (RFS) buildings

• 1 State Emergency Service building

• Blue Mountains Emergency Centre

emergency management service


Support Costs 92

Asset Maintenance

573

Asset Works Program

169

TOTAL EXPENDITURE

3,723

2018-2019 budget

Funding ($’000)



370

TOTAL SUBSIDY 1,794


TOTAL FUNDING

3,723



Assets: 3%


The Environmental Health & Regulatory Compliance service is responsible, as a regulatory authority, for a range of environmental health and public safety surveillance programs.

Each year requests are received from members of the public seeking the involvement of the Council in a matter. The majority of these requests are investigated and resolved in a co-operative environment. Others, however, require some form of enforcement action which can also arise from a range of inspections associated with ongoing environmental health, animal management and public safety surveillance programs.

The service has skilled environmental health officers, building surveyors, compliance officers and rangers who work collaboratively with other levels of government such as the Environmental Protection Authority and the NSW Food Authority to safeguard the health of the community and contribute to the protection of the environment. It issues property certificates and maintains public health and environmental data bases.

4 year focus• Improve building, regulatory and compliance

inspection services by implementing new technologies and business processes [LEAD – Key Direction]

Service Profile1,307 Properties with an on-site sewage management system

724 Properties with annual fire safety statements

2,802 Swimming pools in the LGA

Annual average (over 4 years):

2,393 Community health & safety issues investigated

1,198 Animal matters investigated

830 Outstanding notices and orders certificates issued

environmental health & regulatory compliance service


Support Costs 500

Asset Maintenance

-

Asset Works Program

-

TOTAL EXPENDITURE

3,087

2018-2019 budget

Funding ($’000)



-

TOTAL SUBSIDY 2,115

Service Income 972

TOTAL FUNDING 3,087


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Blue Mountains Family Day Care is an accredited childcare service that delivers quality child care provided by trained and qualified educators in their own homes.

Educators’ services can be flexible and include preschool, long day care, before and after school care, casual care, vacation care, weekend or overnight care, care for shift workers as well as emergency and respite care.

Family Day Care operates under the same regulations and legislation as all other childcare services and is assessed and rated under the National Quality Framework. Blue Mountains Family Day Care has achieved an overall rating of Exceeding the National Quality Standard.

The service is licensed by the NSW Government Department of Education and Communities and this enables families to receive their Federal Government Child Care Benefit and Child Care Rebate entitlements.

The operating model for the service recognises the importance of building educators’ small business skills and government advocacy for improved access for families to quality early childhood education and care services. The Council’s provision of this service focuses on contributing to the development of a strong and resilient community and facilitates workforce participation. The service focuses on initiatives that contribute to community good through partnerships with other organisations. Blue Mountains Family Day Care also provides an in home care service for eligible families.

4 year focus• Facilitate initiatives that build social connections and

cohesion

Service Profile


288 Children

244 Families

4,918 Childcare hours

Assets supporting this service• Two Family Day Care administrative centres –

Lawson & Blaxland

family day care service


Support Costs 109

Asset Maintenance

-

Asset Works Program

-

TOTAL EXPENDITURE

1,743

2018-2019 budget

Funding ($’000)

Council Subsidy 353


-

TOTAL SUBSIDY 353


TOTAL FUNDING

1,743


The Libraries and Information service operates from a network of libraries, with major libraries located at Springwood and Katoomba and other smaller libraries located throughout the local government area.

The service manages a collection of around 110,000 items and runs an active program of activities aimed at encouraging lifelong learning.

The service also manages a centre for local studies with a collection that promotes the distinctive character and cultural landscapes of the Blue Mountains. The libraries are operated by librarians and library assistants with expert skills in customer service, reference work, cataloguing and other specialist skills who collectively transform these spaces to knowledge centres as well as welcoming community hubs.

4 year focus• New Library programs facilitate learning in a

technological and social context

• Broaden the library collection for information and cultural value and its meaning to the local community

Service Profile


533,143 Library loans (physical collection)

11,626 Library loans (e Collection)

683 Library events

457,979 Library visitors

26,812 Computer usage (hours)

44,816 wifi logins

Assets supporting this service• 6 Libraries: Springwood, Katoomba, Blaxland, Lawson,

Blackheath, Wentworth Falls

• Library collection (non-digital and digital)

libraries & information service


Support Costs 657

Asset Maintenance

82

Asset Works Program

-

TOTAL EXPENDITURE

3,562

2018-2019 budget


Libraries & Information Assets: 1%

Funding ($’000)



-

TOTAL SUBSIDY 2,782

Service Income 780

TOTAL FUNDING 3,562


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The Sport and Recreation service plans for and provides a wide range of recreation opportunities for the community including parks, sportsgrounds, walking tracks, lookouts, basic bushland campgrounds, clubhouses, playgrounds (including skate parks), public toilets in parks, reserves and picnic areas, sporting amenity buildings, sports courts and dog off-leash areas.

These recreation facilities are provided on land owned by the Council or on Crown Land managed by the Council in Darug and Gundungurra Country. Many assets managed under this service are of cultural heritage value of local or state significance.

Some, including a proportion of the walking track network, are considered heritage items of State significance and are managed to preserve their heritage values for future generations.

Recreational planners and maintenance crews manage and maintain recreational facilities to support community health and wellbeing. Through the facilitation of the Sports Council, the service provides users with the opportunity to inform decision-making on sport and recreation facilities. The use of some sport and recreation facilities is managed through a sportsground booking service. Some facilities are managed by the S355 committees and some are leased and operated by Community Clubs.

4 year focus• Strengthen community and Council partnerships that

support priority action areas

• Meet the open space and recreation facilities requirements of the Disability Discrimination Act

• Identify and promote active living opportunities in the Blue Mountains

• Plan recreational and sporting facilities in accordance with the Open Space and Recreation Strategy.

• Implement the Open Space and Recreation Strategic Plan.

• Play equipment in Blue Mountains Parks is safe and suitable for children of a range of ages and abilities

• Maintain open space and recreation visitor facilities and manage high risks, especially at high visitation precincts.

• Plan and deliver a program of district park upgrades to provide enhanced recreation facilities in consultation with community.

Assets supporting this service• 72 sporting amenities, club houses and public toilet

buildings, approximately 75 shelters and sheds, and 54 play equipment settings (including six skate parks) across:

• 105 parks

• 22 sportsgrounds

• 66 sports courts

• 135km of walking tracks

• 86 lookouts

• 5 campgrounds

• 14 dog off leash exercise areas

• 1 BMX track

• 1 gliding launch pad

sport and recreation service


Support Costs 550

Asset Maintenance

2,830

Asset Works Program

2,320

TOTAL EXPENDITURE

8,291


2018-2019 budget

Funding ($’000)



2,241

TOTAL SUBSIDY 7,783

Service Income 508

TOTAL FUNDING

8,291

Natural Area Visitor Facilities Assets: 6%

Sport & Recreation Facilities

Assets: 5%



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KD 4: LIVE - A liveable city

key direction 4

a liveable city


together we live A liveable city provides safe, healthy and vital spaces and places for people of all ages and abilities. Through creative planning and design, the development of vibrant places is fostered. The liveable city encourages community interaction and connection and facilitates people living close to where they work. Centralising population close to public transport uses land and infrastructure more efficiently. Local heritage and places of natural, cultural and historical significance that have intrinsic value to the community are retained and enhanced. Liveable cities promote development on a human scale and have distinct and attractive towns and streetscapes.

our aspirations and aimsWe take pride in the character and distinct identities of our towns and villages. Our cultural and built heritage is important. We use our land to live in harmony with our surrounding World Heritage environment. Through innovative urban planning we have created a hierarchy of well-designed settlements that connect residents to services and facilities they need. We have created vibrant liveable places and spaces for people of all ages and abilities to live, work and play.

Affordable and well-designed housing options, relevant to diverse community needs, are available. Within the capacity of our natural and built environments, we have encouraged sustainable development in centres with access to public transport, required infrastructure, services and facilities.

By 2035 we are a more liveable City

a liveable city


live objective 4.1City planning drives the creation of vibrant and well-designed places and spaces for people to live, work and play

Strategies

4.1.a Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites.

4.1.b Strengthen the liveability and vibrancy of towns and villages through well-designed place based planning

4.1.c Develop a local spatial planning framework for the city that reinforces the development of a hierarchy of sustainable towns and villages delivering services and facilities to the community

live objective 4.2 The distinctive qualities of towns and villages are maintained and local identity and sense of pride strengthened

Strategies

4.2.a Improve city presentation to meet community expectations for clean, safe and well-presented public spaces, towns and villages

4.2.b Implement initiatives and partnerships that strengthen local identity, sense of place and pride

4.2.c Implement initiatives that reduce crime, vandalism and graffiti and improve safety in towns and villages

live objective 4.3The impact of development on the natural and built environment is well managed

Strategies

4.3.a Contain development within the existing development footprint, and retain bushland between towns and villages

4.3.b Reduce impacts from existing and new urban development on the environment

4.3.c Encourage existing and new development to apply sustainable and efficient use of resources

4.3.d Preserve, maintain and enhance the city’s unique character, and its built, natural and cultural heritage and local history

live objective 4.4The City’s housing meets the diverse needs of the community

Strategies

4.4.a Support provision of a range of housing choices to meet diverse needs, including adaptable and well-designed medium density and infill development to facilitate housing affordability and ageing in place

4.4.b Undertake approaches to facilitate affordable housing

4.4.c Ensure that services are in place to support the transition from homelessness to stable housing





0 1 2 3 4 5

Cemeteries and ashes placement sites 3.71

Litter Control 3.45

Street cleaning 3.43

Protection of heritage values in our town and villages 3.45

The atmosphere, look & feel of town centres and villages 3.53

Parking for shoppers 3.24

Managing residential development 3.08

Public toilets in town centres 3.03


Burials & Ashes Placement: 1%Building Certification: 0.4%


City Presentation: 6%

Land Use Management: 4%

City Wide Strategic Planning: 2%

budget

Budget 2018-2019

Service Income

$’000

Operating Cost

$’000

Capital Cost

$’000Net Cost*

$’000 % ShareBurials and Ashes Placement 441 901 57 517 1%

Building Certification 504 875 0 372 0%

City Presentation 266 4,041 1,777 5,552 6%

Land Use Management 1,291 4,900 0 3,609 4%

City Wide Strategic Planning 6,352 1,511 6,250 1,408 2%

LIVE TOTAL 8,854 12,228 8,084 11,458 13%



key strategiesKey Council strategies that provide detail on plans for the LIVE Key Direction:

Current• Blue Mountains Local Environmental Plan 2015

• Destination Management Plan

Update and Review• Blue Mountains City Council Heritage Strategy

2014-2017

• Blue Mountains Sewage Strategy 2008

In Development• Local Strategic Planning Statement

• Local Housing Strategy

• Community Safety Strategic Plan


CSP Strategy

2018-2019

2019-2020

2020-2021

CITY PRESENTATION 1,697 500 500

Implement Lawson Town Centre car parking (AWP 5) 5.1.e 559 - -

Implement Blackheath Town Centre Masterplan (AWP 17) 5.1.e 300 - 88

Implement Hazelbrook Masterplan: Village Centre Carpark Upgrade (AWP 13)

5.1.e 388 200 112

Implement Springwood Town Centre Masterplan (AWP 14) 4.2.a - 300 412

Increase Water Pressure/Availability at high use public toilets - Glenbrook Park toilet and Leura Public Toilet (AWP 72C)

4.2.a 140 - -

Springwood Town Centre Parks - Upgrade of Manners Park (AWP 15)

4.2.a 60 - -

Katoomba Civic Place Renewal Works (AWP 130) 4.2.a 250 - -

CITY WIDE STRATEGIC PLANNING 6,250 6,250 6,250

City Deal Funded Projects (AWP 134) 4.1.a 6,250 6,250 6,250

BURIALS & ASHES PLACEMENT 57 58 60

Cemetery Asset Renewal Program (AWP 43) 4.2.a 57 58 60



KD4

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E

performanceThe following measures will be used to track LIVE performance:


Building Certification

Percentage of market share for competitive components of building certification service 60%

Land Use Management

Community satisfaction with protection of heritage values in our towns and villages Maintain or increase

Community satisfaction with managing residential development Maintain or increase

Determination times for processing development applications Less than or equal to 87 days

Town Centres

Community satisfaction with the atmosphere, look and feel of our towns and villages Maintain or increase

Community satisfaction with Litter Control Maintain or increase

Community satisfaction with Street Cleaning Maintain or increase

Community satisfaction with Parking for Shoppers Maintain or increase

Community satisfaction with Public toilets in town centres Maintain or increase

Condition of the town and village centres assets Maintain

Completion of program maintenance schedules for town and village centre assets 85% completed

Burials and Ashes Placement

Community satisfaction with cemeteries and ashes placement sites Maintain or increase

Condition of the burials and ashes placement assets Maintain


live objective 4.1 City Planning drives the creation of vibrant and well-designed places and spaces for people to live, work and play

Strategy 4.1.a - Foster appropriate investment and development to support revitalisation of towns, villages and key visitor destination sites


D4101 Develop master plans to guide land use and infrastructure provision in town centres and major sites

D4101.01 Commence Old Katoomba Golf Course masterplan



D4101.02 Respond to recommendations from master plans for LEP and DCP provisions


Development and Planning Services: Manager

D4102 Plan burial capacity to meet projected demand

D4102.01 Implement planned land use options for burials and ashes.

Burials and ashes


D4103 Maintain a current Local Environmental Plan.

D4103.01 Examine the adopted Western City District Plan to determine required changes to the Local Environmental Plan




D4104 Major sites with potential for alternative use have masterplans in place that guide land use and infrastructure planning

D4104.01 Continue preparation of the master plan for Lawson Crown Lands



D4104.02 Implement priority actions identified in masterplans

City Wide Strategic Planning


D4104.03 Respond to recommendations from master plans for LEP and DCP provisions



D4105 Sydney West District Plan and the City Deal maximises support for the Blue Mountains

D4105.01 Implement projects funded through the City Deal with Australian and NSW Governments (AWP 134)


City & Community Outcomes: Director

D4106 Apply planning controls that protect areas of residential character

D4106.01 Continue to work with the Department of Planning and Environment to implement planning controls to protect areas of residential character

Land Use Management


Strategy 4.1.b - Strengthen the liveability and vibrancy of towns and villages through well-designed place based planning


D4111 Develop and implement a town centre improvement program

D4111.01 Implement priority town centre improvement actions identified in masterplans

City Presentation Community and Economic Outcomes: Manager

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Strategy 4.1.c - Develop a local spatial planning framework for the city that reinforces the development of a hierarchy of sustainable towns and villages delivering services and facilities to the community


D4121 A Local Strategic Planning Statement supports the spatial planning framework for the city

D4121.01 Commence a Local Strategic Planning statement (Subject to legislative direction)



live objective 4.2 The distinctive qualities of towns and villages are maintained and local identity and sense of pride strengthened

Strategy 4.2.a - Improve city presentation to meet community expectations for clean, safe and well-presented public spaces, towns and villages


D4201 Implement City Presentation improvement programs and initiatives

D4201.01 Continue the Parks and Town Centre Maintenance Program (SV)

City Presentation City Presentation: Manager

D4201.02 Katoomba Civic Place renewal works - lights, flooring, toilets (AWP 45)

Prioritisation of works based on condition assessments


D4201.03 Removal of graffiti on Lennox Bridge by a specialist graffiti removalist


D4201.04 Develop the town centre maintenance improvement program.


D4201.05 Deliver the pressure washing program for town centres and high profile sites (SV2)


D4201.06 Springwood Town Centre – upgrade Manners Park (AWP 15)


D4201.07 Glenbrook Park toilet and Leura public toilet – increase water pressure/availability at high use public toilets (AWP 72C)


D4201 Implement the Cemetery Asset Renewal Plan

D4201.01 Cemetery Asset Renewal Program (AWP 43)

Burials and ashes


D4202 Review public toilet renewal program and implement planned renewal

D4202.01 Toilet refurbishment and renewal – town centres as identified by 2016-2017 building condition reports (AWP 72A)



Strategy 4.2.b - Implement initiatives and partnerships that strengthen local identity, sense of place and pride


D4211 Support partnerships between the Council and the community that maintain beautification of towns, villages and parks (FFtF 6e)

D4211.01 Identify the full range of volunteer groups that undertake minor maintenance activities in town centres and parks. Support partnerships between Council and the Community where possible.


Strategy 4.2.c - Implement initiatives that reduce crime, vandalism and graffiti and improve safety in towns and villages


D4221 Review and implement the Community Safety Strategy

D4221.01 Continue to work with NSW Police on Community Safety



live objective 4.3 The impact of development on the natural and built environment is well managed

Strategy 4.3.a - Contain development within the existing development footprint, and retain bushland between towns and villages


D4301 Improve quality of Council’s spatial data in Council’s planning framework for efficient development assessment

D4301.01 No work programmed to commence 2018-2019

Land Use Management


Strategy 4.3.b - Reduce impacts from existing and new urban development on the environment


D4311 Deliver Council’s Part 5 environmental assessment process to assess the environmental impacts of Council’s development proposals to a high quality, professional standard.

D4311.01 Continue to develop and deliver Council’s Part 5 environmental assessment process

Natural Environment


D4312 Deliver the Sewage Strategy to ensure that the impacts of sewage on the natural environment are minimised.

D4312.01 Not programmed to commence 2018-2019




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Strategy 4.3.c - Encourage existing and new development to apply sustainable and efficient use of resources


D4321 Implement the Local Environment Plan and Development Control Plan

D4321.01 Review the outcome of changes implemented to streamline the development application process

Land Use Management



D4322 Continue advocacy in relation to Western Sydney Airport including the impacts on the Blue Mountains environment and communities

D4322.01 Continue advocacy in relation to Western Sydney Airport



D4323 Communicate impacts of the land use planning legislative reform process for Blue Mountains community

D4323.01 Monitor the impacts of proposed and enacted legislative reform on land use planning

Land Use Management



Strategy 4.3.d - Preserve, maintain and enhance the City’s unique character, and its built, natural and cultural heritage and local history


D4331 Work in partnership with Traditional Owners and Aboriginal communities on preservation and maintenance of key sites

D4331.01 Refer to Strategy 3.1b



D4332 Support conservation of local heritage

D4332.01 Commence implementation of the Heritage Strategy



D4332.02 Update LEP following Department of Planning response to the planning proposal

Land Use Management

Development & Planning Manager

D4332.03 Amend LEP and DCP to recognise new heritage (period) conservation areas

Land Use Management

Development & Planning Manager

D4332.04 Develop and implement the heritage asset improvement framework for Council owned and managed assets



D4333 Improve the Management of Trees, vegetation and non- civil infrastructure on public land.

D4333.01 Commence Operational Policy review and update - Management of Trees and vegetation on public land


D4333.02 Commence mapping Town Centre assets (non civil infrastructure) and garden beds.



live objective 4.4 The City’s housing meets the diverse needs of the community

Strategy 4.4.a - Support provision of a range of housing choices to meet diverse needs, including adaptable and well-designed medium density and infill development to facilitate housing affordability and ageing in place


D4401 Develop and implement the Blue Mountains City Council Local Housing Strategy

D4401.01 Commence preparation of the Blue Mountains City Council Local Housing Strategy in accordance with the West District Plan.

Land Use Management


KD4

LIV

E


Expenditure ($’000)Operating Cost 781

Support Costs 94

Asset Maintenance

-

Asset Works Program

-

TOTAL EXPENDITURE

875

Funding ($’000)

Council Subsidy 372


0

TOTAL SUBSIDY 372

Service Income 504

TOTAL FUNDING 875

Council is mandated by legislation to accept applications for appointment as the Certifier or Principal Certifying Authority for building works.

Key resources engaged in this service are then leveraged to regulate and provide competitive and sustainable construction activity services to the Blue Mountains community.

Council certifiers are accredited by the Building Professionals Board and are engaged to assess construction / complying development certificates and complete critical inspections to ensure buildings are fit for occupation and use in accordance with the Building Code of Australia and any other relevant standards.

4 year focus• Providing a receptive and responsive level of service

Service Profile


471 Construction Certificates and modified certificates issued

2,047 Construction inspections undertaken

310 Occupation certificates issued

building certification service

2018-2019 budget


The Land Use Management service governs land use through the preparation of plans and policies and the assessment of development activity.

Land use plans strive to achieve a balance between quality of life, facilitating sustainable development and the protection of the environment. Development sites are often heavily restricted and many design solutions must balance considerations such as bushfire, the protection of the natural environment as well as built character and amenity.

This service involves daily interactions with a broad section of the community including land-owners, developers, architects, draftsmen, and specialist practitioners. Each year over 2,500 applications are determined requiring input from a multi-disciplinary team of urban and regional planners, engineers, health and building surveyors, environmental scientists, landscape officers and arborists. Reports are provided to NSW Government agencies, Joint Regional Development Planning Panels and as evidence before the NSW Land and Environment Court in the case of disputed matters. Others responsibilities include the provision of development information and advice.

4 year focus• Apply planning controls that protect areas of

residential character

• Improve quality of spatial data

• Implement the Local Environment Plan and Development Control Plan

• Develop and implement the BMCC Local Housing Strategy

• Support conservation of local heritage.

• Communicate impacts of the land use planning legislative reform process to the Blue Mountains community.

• Maintain and implement the Council’s Local Environment Plan [ LIVE & PROTECT – Key Direction]

Service Profile


Development applications

199 New and secondary dwellings

455 Additions and alterations

113 Commercial, subdivision other

177 Modifications

Others:

275 Road Act approvals

491 Roads Act inspections

835 Tree permits issued

2648 Planning certificates issued

675 Requests for development related information

land use management service


Support Costs 554

Asset Maintenance

-

Asset Works Program

-

TOTAL EXPENDITURE

4,900

2018-2019 budget

Funding ($’000)



-

TOTAL SUBSIDY 3,609


TOTAL FUNDING 4,900

KD4

LIV

E


KD4

LIV

E

This service covers city presentation activities that enhance the look and feel of the Blue Mountains Local Government Area including:

• Town Centre Improvement Program and delivering on town centre masterplans

• Town Centre maintenance

• Public toilet cleaning in town centres

• Street cleaning in town centres

• Targeted graffiti removal in the LGA

4 year focus• Develop and implement a town centre improvement

program

• Develop and implement document maintenance plans for buildings

• Develop and implement City Presentation improvement programs and initiatives

• Implement public toilet renewal program

• Support partnerships between BMCC and the community that maintain beautification of towns and villages

• Implement Blackheath Village Parking Options and Leura tourist bus strategy

• Implement Lawson Town centre car parking plan

• Implement Hazelbrook masterplan carpark actions

• Implement Asbestos Management Plan

• Improve the management of trees, vegetation and non-civil infrastructure on public land.

Assets supporting this service• Street furniture, litter bins, community notice boards,

garden beds, signage etc.

• 22 Parks

• 11 Commuter car parks

• Civil Infrastructure – Footpaths, Roads, Drainage, Bridges etc.

• Buildings – public toilets, community buildings, Visitor Information centres

city presentation service


Support Costs 254

Asset Maintenance

2,766

Asset Works Program

1,777

TOTAL EXPENDITURE

5,818


2018-2019 budget

City Presentations Assets: 3%

Funding ($’000)



834

TOTAL SUBSIDY 5,552

Service Income 266

TOTAL FUNDING 5,818



The Burials and Ashes Placement service plans for the provision and maintenance of nine cemeteries for the interment of deceased persons and for the placement of ashes following cremation.

Booking officers work with funeral directors, monumental masons and the families of the deceased to book funerals, ashes placements and monumental works.

Official burial and ashes placements records are maintained and published online.

A team of cemetery staff provide grave digging, ashes placement and cemetery maintenance activities

4 year focus• Implement Cemetery Asset Renewal Plan

• Plan burial capacity to meet projected demand

• Council actively supports conservation of local heritage

Assets supporting this service• 9 cemeteries and associated infrastructure within the

cemeteries including fencing, garden beds, signage, pathways, car parks and buildings

burials & ashes placement service

Expenditure ($’000)Operating Cost 338

Support Costs 68

Asset Maintenance

495

Asset Works Program

57

TOTAL EXPENDITURE

958

2018-2019 budget

Burials & Ashes Placement Assets: 0.13%

Funding ($’000)

Council Subsidy 517


-

TOTAL SUBSIDY 517

Service Income 441

TOTAL FUNDING 958


KD4

LIV

E

The City Wide Strategic Planning service focuses on the provision of non-statutory strategic planning to guide the future form of development in the Blue Mountains and determine the LGA’s relationship with neighbouring authorities and its role within the Sydney Region.

A key element of the service is the delivery of a program of town centre and strategic site masterplans to guide urban renewal in key towns and villages in the Mountains.

The service works closely with other areas of Council to deliver economic development, tourism, accessibility and housing outcomes. It aims to ensure the Blue Mountains quality of life and character is protected whilst ensuring the Council is prepared for current and future opportunities and challenges such as an ageing population and increased tourist visitation.

4 year focus• Develop master plans to guide land use and

infrastructure provision in town centres and major sites

• Maintain current Local Environmental Plan.

• Major sites with potential for alternative use have masterplans in place that guide land use and infrastructure planning

• Sydney West District Plan and the City Deal maximises support for the Blue Mountains

• A local strategic planning statement supports the spatial planning framework for the city.

• Review and implement the Blue Mountains Crime Prevention Plan

• Continue advocacy in relation to Western Sydney Airport

• Work with Greater Sydney Commission to finalise and implement the West District Plan [LEAD – Key Direction]

• Negotiate and implement the City Deal with Australian and NSW Governments.[LEAD – Key Direction]

• Develop and implement the Priority Infrastructure plan to co-ordinate and advocate for the delivery of future assets/services in the City. [LEAD – Key Direction]

• Actively participate in the Regional Strategic Alliance. [LEAD – Key Direction]

city wide strategic planning service


Support Costs 107

Asset Maintenance

-

Asset Works Program

6,250

TOTAL EXPENDITURE

7,761

2018-2019 budget

Funding ($’000)



-

TOTAL SUBSIDY 1,408


TOTAL FUNDING 7,761


KD4

LIV

E


KD 5: MOVE - An accessible city

key direction 5

an accessible city


together we moveAn accessible city makes it easy for people of all ages and abilities to move around and access services and facilities, work and recreation. It provides accessible pathways of travel leading to accessible places and spaces.

An accessible built environment is well-designed and inclusive. It benefits everyone, increasing their participation in the community and in the local economy. The environmentally friendly accessible city maximises sustainable choices for moving around – reducing reliance on cars and promoting less polluting means of transport such as public transport, walking and cycling.

our aspirations and aimsWe value safe, well-planned and accessible pathways of travel for all, that improve our connections with destinations and each other.

We have sustainable choices for safe and environmentally friendly transport, including networks of pathways for cycling and walking integrated with reliable and accessible public transport services and facilities. The needs of commuters have been considered resulting in enhanced, more frequent and better integrated transport services and improved commuter parking facilities.

Through better management and creative urban design, the Great Western Highway is a safe, accessible and beautiful space that adds to our local amenity, economy and World Heritage identity.

By 2035 we are a more accessible City

an accessible city


move objective 5.1The City has an integrated, accessible and sustainable transport network

Strategies

5.1.a Support development of an integrated, accessible, affordable and linked public and private transport network that meets the needs of pedestrians, cyclists, vehicles, emergency vehicles and freight

5.1.b Promote transport solutions for those unable to access private and public transport options

5.1.c Ensure developments and facilities are accessible to people with a disability, including accessible pathways of travel leading to accessible facilities

5.1.d Improve management of the impact of truck freight movements on the Blue Mountains

5.1.e Support the provision of vehicle parking that meets the needs of the city

move objective 5.2 The City has a safe, well designed and maintained network of roads

Strategies

5.2.a Improve the safety, amenity and linkages of the local road network

5.2.b Complete the upgrade and widening of the Great Western Highway west of Katoomba so that it delivers improved safety, accessibility, amenity and World Heritage identity

5.2.c Develop transport links between towns and villages for vehicles, (including emergency vehicles) cyclists and pedestrians other than the Great Western Highway

move objective 5.3The City has an integrated, accessible public transport network with good connections within the city and to the Greater Sydney Region

Strategies

5.3.a Advocate for improved rail and bus services

move objective 5.4The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities

Strategies

5.4.a Provide safe and accessible active transport networks that improve connectivity and encourage increased confidence in walking and cycling





0 1 2 3 4 5

Cycleways 2.85

Footpaths 3.04

Commuter parking 3.24

Carparks 3.24

Sealed Roads 3.27

Bus shelters 3.31

Traffic safety for pedestrians and vehicles 3.44

3.60Pedestrian access around shopping centres and community facilities


Transport and Public Access: 16%


budget

Budget 2018-2019

Service Income

$’000

Operating Cost

$’000

Capital Cost

$’000Net Cost*

$’000 % ShareTransport & Public Access -1,714 10,448 4,852 13,585 16%

Transport & Public Access - Active Transport

0 0 794 794 1%

MOVE TOTAL -1,714 10,448 5,645 14,379 17%


Transport & Public Access - Active Transport: 1%


Current• Pedestrian Access and Mobility Plan 2025

• Blue Mountains Bike Plan 2020

• Road Safety Action Plan

In Development• Integrated Transport Strategic Plan

• City Wide Car Parking Strategic Plan

key strategiesKey Council strategies that provide detail on plans for the MOVE Key Direction:

planned capital works 2018-2021 Asset Works Program 2018-2021’000

CSP Strategy

2018-2019

2019-2020

2020-2021

TRANSPORT & PUBLIC ACCESS 4,281 3,838 4,393

Bridge Renewal based on inspection reports (AWP 80) 5.2.a 300 - 300

Road Renewal and Reseal Program (AWP 78) 5.2.a 3,360 3,439 3,805

Traffic Barrier Construction Program *As per High Risk Mitigation Program (AWP 10)

5.2.a 226 131 135

Traffic Facilities Renewal Program (AWP 79) 5.2.a 284 149 153

Transport Upgrades to improve compliance and safety (AWP 31) 5.2.a 110 120 -

Transport & Public Access - Active Transport 806 367 889

Cycleway Construction Program - As per Blue Mountains Bike Plan 2020 (AWP 8)

5.4.a - 106 109

Cycleway Construction Program from Woodford to Linden - As per Blue Mountains Bike Plan 2020 (AWP 9)

5.4.a 122 - -

Footpath Renewal - Based on Inspection Reports (AWP 81) 5.4.a 453 261 279

Footpath Upgrade Program - Based on PAMP (AWP 32) 5.4.a 231 - 500


performanceThe following measures will be used to track MOVE performance:


Transport and Public Access

Community satisfaction with pedestrian access around shopping centres and community facilities

Maintain or increase

Community satisfaction with traffic safety for pedestrians and vehicles Maintain or increase

Community satisfaction with bus shelters Maintain or increase

Community satisfaction with sealed roads Maintain or increase

Community satisfaction with carparks Maintain or increase

Community satisfaction with commuter parking Maintain or increase

Community satisfaction with footpaths Maintain or increase

Community satisfaction with cycleways Maintain or increase

Condition of transport assets Maintain

Percentage of bus stops compliant with Disability Discrimination Act standards Increase

Inspection and maintenance of Council’s transport infrastructure assets including footpaths, resealing, potholes, grading and shoulders.

85% completed


KD5

MO

VE

move objective 5.1 The City has an integrated, accessible and sustainable transport network

Strategy 5.1.a - Support development of an integrated, accessible, affordable and linked public and private transport network that meets the needs of pedestrians, cyclists, vehicles, emergency vehicles and freight.


D5001 Finalise and implement the Integrated Transport Strategic Plan for the Blue Mountains

D5001.01 Commence implementation of priority actions as identified in Council’s Integrated Transport Strategic Plan



D5001.02 Implement priority actions as identified in the Blue Mountains City Council City Wide Parking Strategy



Strategy 5.1.b - Promote transport solutions for those unable to access private and public transport options


D5111 Finalise and implement the Integrated Transport Strategy for the Blue Mountains

D5111.01 Refer to Strategy 5.1.a



Strategy 5.1.c - Ensure developments and facilities are accessible to people with a disability, including accessible pathways of travel leading to accessible facilities


D5121 Improve accessibility within the city

D5121.01 Refer strategy 5.1.a



Strategy 5.1.d - Improve management of the impact of truck freight movements on the Blue Mountains


D5131 Implement the Heavy Vehicle Drive Neighbourly Agreement to manage growth of road freight on Great Western Highway

D5131.01 Implement the ‘Respect’ media campaign from the Heavy Vehicle Drive Neighbourly Agreement (SV)



Strategy 5.1.e - Support the provision of vehicle parking that meets the needs of the city


D5141 Implement priority actions from the Blue Mountains City Council Citywide Parking Strategy 2017-2021

D5141.01 Implement the Blue Mountains City Council Citywide Parking Strategy 2017-2021

Prioritise traffic management and parking in town centre master planning (SV)




Strategy 5.1.e - Support the provision of vehicle parking that meets the needs of the city


D5142 Prepare Parking Precinct Plans for managing parking at key tourist precinct sites

D5142.01 Refer strategy 5.1.a (SV)



D5143 Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy

D5143.01 Implement Blackheath Town Centre Masterplan (AWP 17)

City Presentation Infrastructure & Major Projects: Manager

D5144 Implement Lawson Town Centre Car Parking Plan

D5144.01 Implement Lawson Town Centre Car Parking s.94 Plan (AWP 5)


D5145 Implement the Hazelbrook Masterplan carpark actions

D5145.01 Hazelbrook Masterplan: village centre carpark upgrade (AWP 13)


move objective 5.2 The City has a safe, well designed and maintained network of roads

Strategy 5.2.a - Improve the safety, amenity and linkages of the local road network


D5201 Implement Town Centre, Transport & Public Access Infrastructure related projects identified through adopted Masterplans

D5201.01 Investigate transport & public access relating to Masterplan projects (Refer Strategy 5.1e)



D5202 Implement Road Reseal and Renewal Program

D5202.01 Road Renewal and Reseal Program (AWP 78)



D5202.02 Bridge Renewal based on Inspection Reports (AWP 80)



D5202.03 Traffic Facilities Renewal Program (AWP 79)



D5202.04 Transport Upgrades to improve Compliance and Safety (AWP 31)



D5203 Implement the Traffic Barrier Construction Program based on risk assessments

D5203.01Traffic Barrier Construction Program based on Risk Assessments (AWP 10)



Strategy 5.2.b - Complete the upgrade and widening of the Great Western Highway west of Katoomba so that it delivers improved safety, accessibility, amenity and World Heritage identity.


D5211 Advocate to the Roads and Maritime Services to achieve improved safety, accessibility, amenity and world heritage identity

D5211.01 Advocate for the completion of the upgrade and widening of the Great Western Highway west of Katoomba

Transport and Public access



KD5

MO

VE

move objective 5.3 The City has an integrated, accessible public transport network with good connections within the city and to the Greater Sydney Region

Strategy 5.3.a - Advocate for improved rail and bus services


D5301 Finalise and implement the Integrated Transport Strategic Plans for the Blue Mountains




move objective 5.4 The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities

Strategy 5.4.a - Provide safe and accessible active transport networks that will improve connectivity and encourage increased confidence in walking and cycling


D5401 Deliver the Blue Mountains Pedestrian Access Mobility Plan 2025 and Bike Plan2020 to create safe and accessible pathways of travel across the local government area

D5401.01 Implement the Pedestrian Access Mobility Plan (PAMP) actions to deliver high, medium and low priority items that relate to the footpath network (AWP 32)



D5401.02 Cycleway Construction Program from Woodford to Linden as per-the Blue Mountains Bike Plan 2020 (AWP 9)

Transport and Public Access – Active transport


D5402 Deliver the Transport Footpath Renewal and Footpath Grinding and Assessment Programs based on the Pedestrian Access and Mobility Plan

D5402.01 Footpath Renewal based on Inspection Reports (AWP 81)

Transport and Public Access – Active transport


D5402.02 Deliver Footpath Grinding and Assessment program 2018-2019 scheduled works


Transport Assets and Civil Operations Manager

Strategy 5.2.c - Develop transport links between towns and villages for vehicles, (including emergency vehicles) cyclists and pedestrians other than the Great Western Highway


D5221 Implement town centre, transport & public access infrastructure related projects






The transport and public access service plans for and provides transport infrastructure.

Council is the roads authority for all local roads within its local government area. The Roads and Maritime Services (RMS) is the responsible road authority for classified State Roads, including the Great Western Highway, Hawkesbury Road, a section of Macquarie Road at Springwood, Darling Causeway, a section of Station Street at Mount Victoria and The Bells Line of Road.

This service manages and improves local traffic conditions and the provision of street lighting.

Transport engineers and maintenance crews look after transport infrastructure through ongoing maintenance and repair activities, renewal programs and capital upgrade works. Rangers manage compliance with regulated car parking in high priority locations such as town centres.

This service supports the Local Traffic Committee. It lobbies and advocates on a range of transport and road safety issues that impact the city and implements traffic safety programs. This service also supports community access through the provision of a community access bus for Great Community Transport.

4 year focus• Finalise and implement the Integrated Transport

Strategic Plan for the Blue Mountains

• Improve accessibility within the City

• Implement the Heavy Vehicle Drive Neighbourly Agreement - Respect Campaign

• Prepare Parking Precinct plans for managing parking at key tourist precinct sites

• Implement priority actions from BMCC City wide Parking Strategy

• Implement Town Centre, Transport & Public Access Infrastructure related projects identified through adopted Masterplans

• Implement Road Reseal and Renewal Program

• Implement the Traffic Barrier Construction Program based on risk assessments

• Deliver Pedestrian Access Mobility Plan and Bike Plan actions

• Deliver the Transport Footpath programs.

• Develop & implement Priority Infrastructure Plan [THRIVE – Key Direction

Assets supporting this service• 675km sealed road pavement

• 8,542 signs

• 71km unsealed road pavement

• 74 marked crossings

• 178km footpath

• 20 roundabouts

• 550km kerb and gutter

• 41 pedestrian refuges

• 31 bridges

• 39 wombat crossings

• 77,921 sqm sealed car parks

• 27 parking ticket machines

• 157 bus shelters

• 62 electronic parking sensors

• 20,044m guardrails

transport and public access service


Support Costs 1,078

Asset Maintenance

6,646

Asset Works Program

5,645

TOTAL EXPENDITURE

16,093

2018-2019 budget

Funding ($’000)



7,624

TOTAL SUBSIDY 14,379


TOTAL FUNDING

16,093

Transport & Public Access Assets: 63%


KD5

MO

VE

KD 6: THRIVE - An economically sustainable city

key direction 6



together we thriveAn economically sustainable city facilitates a diverse, robust and environmentally friendly local economy that benefits local residents.

Sustainable businesses and industries that have minimal impact on the natural environment are encouraged and supported.

A vibrant city encourages and facilitates a variety of sustainable industries, enterprises and businesses.

our aspirations and aimsWe value business and industries that support the needs of our community and are in harmony with our surrounding World Heritage environment. People of all ages are attracted to work, live and study in the Blue Mountains.

Through responsible economic development we have strengthened and diversified our local economy, creating growth in employment and educational opportunities. In doing this we have built on our inherent strengths and advantages in being a City with rich cultural and natural heritage surrounded by a World Heritage Area and a creative City of the Arts. We are a leader in sustainable tourism and visitor destination management.

By 2035 our local economy is stronger and more sustainable



thrive objective 6.1The City’s economy is diverse, vibrant, strong and environmentally sustainable with increased local employment

Strategies6.1.a Diversify and strengthen the range of sustainable

industries and businesses and local employment opportunities in the Blue Mountains

6.1.b Support and strengthen local businesses and their contribution to local employment growth

6.1.c Improve capacity and resilience for local businesses to respond to natural disaster and economic downturn

6.1.d Implement economic development strategies that benefit local priority groups, including Aboriginal people, and provide local employment opportunities

6.1.e Develop partnerships with government, peak business and tourism organisations

thrive objective 6.2 The City of the Blue Mountains has a strong identity that builds on its natural and built heritage and creative strengths as a City of the Arts and a City surrounded by a World Heritage Area

Strategies6.2.a Attract and assist industry development that is

aligned with the strengths and advantages of the Blue Mountains including sustainable tourism, creative industry and education

6.2.b Enhance existing, and establish new networks and nodes of informal and formal learning and research, including online learning opportunities

6.2.c Leverage off the unique identity of the Blue Mountains as a City of the Arts in a World Heritage Area

6.2.d Create a cohesive brand and marketing for the City of Blue Mountains


thrive objective 6.3The City’s infrastructure supports diverse and sustainable economic development

Strategies6.3.a Provide and advocate for the infrastructure

required to support sustainable economic development

6.3.b Improve options for flexible working arrangements within the city

thrive objective 6.4The Blue Mountains is a leader of sustainable tourism and destination management within a World Heritage Area

Strategies6.4.a Ensure local infrastructure, facilities and services

supporting tourist visitation have required capacity to meet projected increases in tourist numbers

6.4.b Balance enhancing the tourist experience with maintaining local amenity for residents

6.4.c Facilitate the development of sustainable tourism that delivers local benefits – socially, environmentally, culturally and economically

6.4.d Market and promote the Blue Mountains as a unique national and international visitor destination


budget

Budget 2018-2019

Service Income

$’000

Operating Cost

$’000

Capital Cost

$’000Net Cost*

$’000 % ShareEconomic Development & Tourism 3,920 6,545 1,920 4,546 5%

Commercial Activities 3,576 3,146 0 -431 0%

THRIVE TOTAL 7,496 9,691 1,920 4,115 5%




0 1 2 3 4 5

Access to local employment opportunities 3.31

Tourist Parks at Blackheath and Katoomba 3.44

Visitor Information Centres 4.00


Economic Development & Tourism: 5%



planned capital works 2018-2021 Asset Works Program 2018-2021’000

CSP Strategy

2018-2019

2019-2020

2020-2021

COMMERCIAL PROPERTY PORTFOLIO 540

Commerical Property Portfolio Review – Civic Arcade Katoomba Public Domain Improvement Works (AWP 130)

6.3.a 540

ECONOMIC DEVELOPMENT & TOURISM 1,028 520

District Park Upgrade -Glenbrook Park VIC & Carpark (AWP 2) 6.4.a 244

Replace end of life public toilet in an identified high need area (AWP 72B)

6.4.a 210

Southern Scenic Escarpment Project - Echo Point VIC Upgrade (AWP 1)

6.3.a 94

Southern Scenic Escarpment Project - Katoomba Falls Kiosk and Park (AWP 1)

6.3.a 690 310

ASSET WORKS PROGRAM TOTAL 1,568 520

performanceThe following measures will be used to track THRIVE performance:


Economic Development and Tourism

Community satisfaction with visitor information centres at Glenbrook and Echo Point Maintain

Community satisfaction with caravan parks at Katoomba and Blackheath Maintain or increase

Community satisfaction with access to local employment opportunities Maintain or increase

Condition of tourism assets Maintain

Completion of program maintenance schedules for tourism assets 85% completed


Profit and loss statements for commercial activities Net Revenue Result

key strategiesKey Council strategies that provide detail on plans for the THRIVE Key Direction:

Current• Blue Mountains Destination Management Plan

• Visitor Infrastructure Investment Strategic Plan

In Development• Events Strategic Plan

• Priority Infrastructure Plan

• Economic Strategic Plan


KD6

THR

IVE

thrive objective 6.1 The City’s economy is diverse, vibrant, strong and environmentally sustainable with increased local employment

Strategy 6.1.a - Diversify and strengthen the range of sustainable industries and businesses and local employment opportunities in the Blue Mountains


D6101 Implement the Blue Mountains Economic Strategy 2017 to plan for and provide opportunities for employment and economic investment

D6101.01 Implement priority actions as identified in the Economic Strategy (SV)

D6101.02 Engage with the Blue Mountains Economic Enterprise on economic initiatives to attract industry and employment to the City.



Strategy 6.1.b - Support and strengthen local businesses and their contribution to local employment growth


D6111 Work to strengthen small business

D6111.01 Work with the Office of Small Business to further develop Council’s small business friendly status



D6112 Use Council’s physical and digital infrastructure in innovative ways to support advertising of local business

D6112.01 Support business development opportunities within the tourism sector


Community & Economic Outcomes: Manager

Strategy 6.1.c - Improve capacity and resilience for local businesses to respond to natural disaster and economic downturn


D6121 Implement the Events Strategy to support the local economy and continue to support local community events

D6121.01 Implement the Blue Mountains Events Strategy (SV)



D6121.02 Continue to investigate and deliver the Community Events Security Upgrade



Strategy 6.1.d - Implement economic development strategies that benefit local priority groups, including Aboriginal people, and provide local employment opportunities


D6131 Improve economic opportunities for Aboriginal people, including increased employment outcomes

D6131.01 Develop and implement an Aboriginal on Country economic development plan




Strategy 6.1.e - Develop partnerships with government, peak business and tourism organisations


D6141 Work with the Regional Strategic Alliance to implement the Regional Tourism Strategy

D6141.01 Actively engage, contribute and support the aims of the Regional Strategic Alliance’s (RSA) Visitor Economy Program



D6141.02 Contribute to the achievement of regionally agreed objectives outlined in the RSA Visitor Economy Charter and Project Plan



D6142 Work with Destination NSW and Destination Networks to advocate for the Blue Mountains

D6142.01 Work with Destination NSW and Destination Networks to advocate for the Blue Mountains



thrive objective 6.2 The City of the Blue Mountains has a strong identity that builds on its natural and built heritage and creative strengths as a City of the Arts and a City surrounded by World Heritage area

Strategy 6.2.a - Attract and assist industry development that is aligned with the strengths and advantages of the Blue Mountains including sustainable tourism, creative industry and education


D6201 Implement the Blue Mountains Economic Strategy 2017




D6202 Support sustainable industries to relocate to the Blue Mountains through the Blue Mountains Economic Enterprise

D6202.01 Provide support to the Blue Mountains Economic Enterprise (BMEE)


City and Community Outcomes: Director

Strategy 6.2.b - Enhance existing, and establish new networks and nodes of informal and formal learning and research, including online learning opportunities


D6211 Advocate for establishment of new centres of learning in the Blue Mountains

D6211.01 Partner with the BMEE to attract new centres of learning



Strategy 6.2.c - Leverage off the unique identity of the Blue Mountains as a City of the Arts in a World Heritage Area


D6221 Identify strategies to leverage off the unique identity of the Blue Mountains as a centre of culture, creativity and the arts

D6221.01 Liaise with the BMEE to develop projects to leverage off the unique identity of the Blue Mountains as a centre of culture , creativity and the arts



D6221.02 Promote Blue Mountains arts tourism and festivals through the Blue Mountains Events Strategy




KD6

THR

IVE

Strategy 6.2.d - Create a cohesive brand and marketing for the City of Blue Mountains


D6231 Implement the Blue Mountains City Council Economic Strategy 2017




D6232 Implement the Blue Mountains Destination Management Plan to improve tourism’s contribution to the Blue Mountains economy and the visitor experience




thrive objective 6.3 The City’s infrastructure supports diverse and sustainable economic development

6.3.a Provide and advocate for the infrastructure required to support sustainable economic development


D6301 Develop and implement the Priority Infrastructure Plan to advocate for and coordinate the delivery of future assets/services in the City, including improved digital connectivity through the NBN.

D6301.01 Develop the External Agencies Infrastructure Plan (SV)



D6302 Develop and implement a business plan for Council owned tourist parks, including review of current operations and preferred options for future management

D6302.01 Research options and develop recommendations on the operation of Council owned tourist parks for Council endorsement (FFtF4d)



D6303 Plan and deliver a program for major tourism precincts and activities that support commercial operations including the Southern and Eastern Scenic Escarpment Masterplans

D6303.01 Scenic Southern Escarpment Project - Katoomba Falls Kiosk and Park (AWP 1)



D6303.02 Administer and enhance the nature based recreation and tourism licensing scheme



D6304 Implement a renewal program of commercial properties to support the City’s economic development

D6304.01 Civic Arcade Katoomba

Public Domain Improvement Works (AWP 130)



D6304.02 Commercial property management including additional maintenance and disposal of surplus properties



Strategy 6.3.b - Improve options for flexible working arrangements within the city


D6311 Develop Smart work Hubs in the Blue Mountains

D6311.01 Implement smart work hub




thrive objective 6.4 The Blue Mountains is a leader of sustainable tourism and destination management within a World Heritage Area

Strategy 6.4.a - Ensure local infrastructure, facilities and services supporting tourist visitation have required capacity to meet projected increases in tourist numbers


D6401 Implement the Blue Mountains Destination Management Plan to improve tourism’s contribution to the Blue Mountains economy and the visitor experience

D6401.01 Implement four year priorities as identified in the Destination Management Plan.



D6401.02 Seek grants, external funding and partnerships with relevant organisations and partners to tourism infrastructure upgrades



D6401.03 Implement a destination Ambassadors program to assist visitors


Leisure and Visitor Information Centres: Manager

D6402 Deliver Visitor Information Centres upgrade to enable them to fill a Regional Tourism role and provide a high quality visitor experience.

D6402.01 Glenbrook Park upgrade - Visitor Information Centre and carpark. (AWP 2)




D6402.02 Scenic Southern Escarpment Project - Echo Point Visitor Information Centre upgrade (AWP 1)



D6402.03 Development of service to maximise use of the new Visitor Information Centres



D6403 Implement the Visitor Infrastructure Investment Strategic Plan and manage increasing visitor numbers at major tourist destinations

D6403.01 Implement priority actions as identified in the adopted Visitor Infrastructure Investment Strategic Plan (FFtF4c)



D6403.02 Support the implementation of priority actions as identified in the Visitor Infrastructure Investment Strategic Plan





D6403.03 Implement the campgrounds investment and management plan (FFtF 4c)




KD6

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Strategy 6.4.b - Balance enhancing the tourist experience with maintaining local amenity for residents


D6411 Implement the Blue Mountains Destination Management Plan

D6411.01 Refer to strategy 6.4.a



Strategy 6.4.c - Facilitate the development of sustainable tourism that delivers local benefits – socially, environmentally, culturally and economically


D6421 Advocate for tourism development that delivers local benefits

D6421.01 Advocate for tourism development to deliver local benefits as required and as opportunities arise



Strategy 6.4.d - Market and promote the Blue Mountains as a unique national and international visitor destination


D6431 Work with the Regional Strategic Alliance on the regional tourism marketing entity




D6432 Implement the Blue Mountains City Council Economic Strategy




D6433 Implement the Blue Mountains Destination Management Plan

D6433.01 Refer to strategy 6.4.a




The Economic Development and Tourism Service supports and encourages the development of a diverse and vibrant local economy.

The Council plans for and manages economic and tourism infrastructure to support economic growth in the city, and seeks to understand the needs of the local economy through exchanges with local industry representatives and economic performance data.

This service delivers:

• Economic Development (including support for BMEE)

• Tourism and Visitor Management (including Events)

• Coordination of Economic and tourism infrastructure

• Visitor Information Centres at Glenbrook and Echo Point

4 year focus• Implement the Blue Mountains Economic Strategy 2017

• Work to strengthen small business

• Use Council’s physical and digital infrastructure in innovative ways to support advertising of local business

• Implement the Events Strategy

• Improve economic opportunities for Aboriginal people, including increased employment outcomes

• Work with the Regional Strategic Alliance to implement the Regional Tourism Strategy

• Support sustainable industries to relocate to the Blue Mountains

• Advocate for establishment of new centres of learning in the Blue Mountains

• Implement the Blue Mountains Destination Management Plan

• Plan and deliver a program for major tourism precincts and activities

• Develop Smart work Hubs in the Blue Mountains

• Identify strategies to leverage off the unique identity of Blue Mountains as a centre of culture, creativity and the arts

• Deliver Visitor Information Centres upgrades

• Implement the visitor user pays strategy and manage increasing visitor numbers

• Advocate for tourism development that delivers local benefits

• Expand the Visitor Information Service to include a destination ambassador program.

Assets supporting this service• 2 Visitor Information Centres

• Echo Point precinct including parks, concourse and associated buildings

economic development and tourism service


Support Costs 219

Asset Maintenance

1,084

Asset Works Program

1,920

TOTAL EXPENDITURE

8,466


2018-2019 budget

Funding ($’000)



692

TOTAL SUBSIDY 4,546


TOTAL FUNDING

8,466

Economic Development & Tourism Assets: 3%


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The Council delivers a number of services that are operated with the intent of generating a surplus from their operation.

These services are defined as commercial activities:

• Tourist Parks at Blackheath and Katoomba

• Commercial Property Portfolio

• Effluent Collection Service

• Service NSW Agency at the Katoomba Council Headquarters

4 year focus• Develop and implement a business plan for Council

owned tourist parks, including review of current operations and preferred options for future management

• Develop and implement the community facilities strategy. [CARE – Key Direction]

Assets supporting this service• 2 Tourist parks

• 20 leased commercial premises

• 2 tankers for effluent removal

• Built assets supporting City presentation also support economic outcomes.

commercial activities service


Support Costs 221

Asset Maintenance

238

Asset Works Program

-

TOTAL EXPENDITURE

3,146

2018-2019 budget

Funding ($’000)

Council Subsidy -431


-

TOTAL SUBSIDY -431


TOTAL FUNDING

3,146

Commercial Activities Assets: 1%


Funding ($’000)

Council Subsidy -431


-

TOTAL SUBSIDY -431


TOTAL FUNDING

3,146

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4

asset works program


As a component of its service delivery, the Council manages, renews and maintains over $1.1B worth of built assets (facilities such as pools, community buildings and infrastructure such as roads and footpaths). In response to our asset funding challenges, the Council has developed a comprehensive Asset Management Strategy and Policy 2013-2023.

The Asset Works Program 2018-2019 to 2020-2021 presented on the following pages responds to the priority areas of the Asset Management Strategy and is funded from the projected available revenue for asset works established by the Council’s Long Term Financial Plan 2017-2027.

In addition, there are number of projects that the Council is seeking external funding for through grants and other sources. These projects, if funding is secured, will be reported to Council for endorsement and possible inclusion in the Asset Works Program.

Over the Delivery Program the Council will expend $48.5M on implementation of its Asset Works Program, with priority focus on required renewal of key assets including roads, stormwater, recreational facilities and town centres. This program has been developed with careful consideration to the optimum time required to renew and replace assets as identified in the ten year Asset Management Strategy and Plans.

The following principles guide the Council’s approach to the development of its Asset Works Program.

The Asset Works Program:

1. Responds to assessed community priorities that align with the Community Strategic Plan 2035.

2. Is guided by Council’s ten year Resourcing Strategy including the Long Term Financial Plan, Asset Management Strategy and Policy and Workforce Management Strategy.

3. Focuses on renewal addressing asset and service risks.

4. Requires projects to meet the 5 ‘best value’ criteria;

• Aligns with Council’s adopted financial strategy;

• Manages risk;

• Minimises lifecycle costs;

• Meets assessed priority community and city needs; and

• Builds and supports internal capacity and capability.

5. Only includes upgrade of existing assets and the creation of new assets for projects that satisfy business case requirements, give value for money and meet the best value criteria.

6. Aligns with Council’s adopted strategy not to seek any additional borrowings unless a robust business case is approved by Council.

4.1 overview

4.2 asset works program principles


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Building & Infrastructure Asset Renewal Ratio

2018-2019Budget

‘$000

2019-2020Projection

‘$000

2020-2021Projection

‘$000Building and Infrastructure Renewal (a) 10,142 9,146 9,894

Building and Infrastructure Depreciation (b) 12,300 11,800 11,300

ASSET RENEWAL RATIO (A/B) 82.45% 77.51% 87.56%

FIT FOR THE FUTURE 3 YR AVERAGE IN 2019-2020 76.53%

This ratio assumes additional special variation funds being allocated to asset renewal that have not been included in the 4 year Asset Works Program as specific projects have not been determined.

Infrastructure Backlog Ratio

2018-2019Budget

‘$000

2019-2020Projection

‘$000

2020-2021Projection

‘$000Building and Infrastructure Backlog (a) 11,733 11,583 11,116

Building and Infrastructure Written Down Value (b) 584,392 583,520 583,766

INFRASTRUCTURE BACKLOG RATIO (A/B) 2.01% 1.98% 1.90%

FIT FOR THE FUTURE ANNUAL RATIO IN 2019-2020 1.98%

This ratio assumes additional income is achieved and mitigating strategies are put in place to manage high risk road assets.

Asset Maintenance Ratio

2018-2019Budget

‘$000

2019-2020Projection

‘$000

2020-2021Projection

‘$000Actual Asset Maintenance (a) 11,589 12,026 12,026

Required Asset Maintenance (b) 11,732 12,026 12,026

ASSET MAINTENANCE RATIO (A/B) 98.78% 100% 100%

FIT FOR THE FUTURE 3 YR AVERAGE IN 2019-2020 98.47%

This ratio assumes that Council will not fund more than required on asset maintenance.

Principles for the 2017-2021 Asset Works Program:

• Invest to reduce long term operating costs

• Focus on maintaining and improving service levels

• Small reserve maintained to deal with shocks as they occur

The remaining 3 years of the detailed Asset Works Program 2017-2021 is shown in the following tables.

4.3 infrastructure asset performance indicators

4.4 summary of four year asset works program

Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 147 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 147

overall summary of asset works program expenditure 2018-2019 to 2020-2021

Project Type 2018-2019

Proposed Program 2019-2020 to 2020-2021 (subject to annual Best Value review)

2019 - 2020 2020-2021New Projects – Major 8,613,792 6,839,447 6,445,911

New Projects – General 744,993 606,157 440,894

Upgrade Projects 2,787,511 2,670,366 4,364,381

Renewal Projects 7,984,759 7,313,935 6,257,626

ASSET WORKS PROGRAM TOTAL 20,131,055 17,429,905 17,508,812

overall summary of asset works program funding sources

Funding Source 2018-2019


2019 - 2020 2020-2021General Rates Revenue 20,000 20,000 20,000

Special Variation 1 (2013) 1,637,917 1,648,401 1,684,666

Special Variation 2 (2015) 7,508,945 7,233,128 7,716,151

Special Variation 2 (2015) Reserves 400,000 300,000 300,000

Cemetery Fees 57,000 58,000 60,000

Other Council Reserves 1,555,400 1,250,000 1,250,000

Property Investment Fund 690,000 310,000

VIISP Income Streams 210,000

Asian Cup Legacy Fund Grant 150,000

Club Contribution 200,000 100,000

Community Development Grant 111,768

Metro Greenspace Grant 11,404

National Stronger Regions Fund Grant 337,630

Pay & Display Reserve 621,624 368,940 196,560

RMS Local Roads Grant 102,000 102,000 102,000

Roads to Recovery Grant 623,607 629,436 629,436

City Deal Grant 5,000,000 5,000,000 5,000,000

Scenic World Lease Fees 22,000

Section 94 Reserves 558,784

Section 94A 300,000 300,000 300,000

Section 94A Reserves 222,976

Potential grant funding 100,000

Sporting Code Contribution 50,000

ASSET WORKS PROGRAM TOTAL 20,131,055 17,429,905 17,508,812


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new projects – major

Service AWP # Project DescriptionFunding Source 2018-2019

Proposed Program 2019-2021 (subject to annual Best Value review)

2019-2020 2020-2021

SOUTHERN SCENIC ESCARPMENT PROGRAMProject delivered between 2015 and 2019

Economic Development & Tourism

Sport & Recreation

AWP 1 Katoomba Falls Kiosk and Park

Pay and Display Reserve

224,904

Scenic World Lease Fees

22,000

Metro Green Space Grant

11,404

Property Investment Fund

150,000 310,000

Special Variation 2 (2015)

296,458

TOTAL PROJECT 704,766 310,000

Echo Point VIC Upgrade National Stronger Regions Fund Grant

94,016

Walking track and Lookout Upgrades –Echo Point


271,400 45,003

TOTAL SOUTHERN SCENIC ESCARPMENT PROGRAM 2017-2021 1,070,182 355,003


Sport & Recreation

AWP 2 Glenbrook Park Upgrade

- Visitor Information Centre and Carpark

National Stronger Regions Fund Grant

243,614

Sport & Recreation

AWP 3 District Park Upgrade

– Wentworth Falls Lake parking, boardwalk, toilet block and interpretative elements

Community Development Grant

111,768


369,444

TOTAL PROJECT 481,212

Sport & Recreation

AWP 4 District Park Upgrade

– Blackheath Soldiers Memorial Park


10,000 234,444 195,911

City Presentation

AWP 5 Implement Lawson Town Centre Car parking S94

Section 94 Reserves

558,784


AWP 134 City Deal Funded Projects * Pending finalisation of the City Deal

City Deal Grant 5,000,000 5,000,000 5,000,000

Council Reserves 1,250,000 1,250,000 1,250,000

NEW PROJECTS – MAJOR TOTAL 8,613,792 6,839,447 6,445,911

4.5 asset works program expenditure 2018-2019 to 2020-2021 - detail


new projects - general



2019-2020 2020-2021Transport & Public Access

AWP 8 Cycleway Construction Program - Blue Mountains Bike Plan 2020


106,090 109,273

Transport & Public Access

AWP 9 Cycleway Construction Program from Woodford to Linden per Bike Plan 2020


122,365


AWP 10 Traffic Barrier Construction Program based on Risk Assessments


225,908 131,127 135,061


AWP 135 Visitor Infrastructure Investment Strategic Plan Capital works (inc. Parking Meters & signage)

Pay & Display Reserves

396,720 368,940 196,560

NEW PROJECTS - GENERAL TOTAL 744,993 606,157 440,894

upgrade projects



2019-2020 2020-2021City Presentation

AWP 13 Implement Hazelbrook Masterplan Village Centre Carpark Upgrade


200,000 200,000 112,000

Section 94A Reserves

187,976

TOTAL PROJECT 388,976 200,000 112,000

City Presentation

AWP 14 Implement Springwood Section 94A 300,000 300,000


City Presentation

AWP 15 Springwood Town Centre- Upgrade Manners park

Special Variation1 (2013)

25,000

Section 94A Reserves

35,000


City Presentation

AWP 17 Implement Blackheath Town Centre Masterplan

Additional grant funding has been sought


88,000

Section 94A 300,000



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2019-2020 2020-2021Community Development

AWP 18 Establish Winmalee Multipurpose Community Centre - Additional funding through surplus land sales


372,240


AWP 20 Implement The Blue Mountains Disability Inclusion Action Plan - Accessibility Upgrades for Parks and Community Facilities


75,000 75,000 184,272

Sports & Recreation

AWP 21 Eastern Escarpment and Southern Scenic Escarpment Upgrade program


494,230 635,823

Sports & Recreation

AWP 22 Implement Dogs in Public Spaces Strategy across the Mountains including fencing, bubblers etc.


160,911

Sports & Recreation

AWP 24 Lomatia Park Building replacement


550,000

Club Contribution 100,000

Sporting Code Contribution

50,000

Potential Grant Funding

100,000


Sports & Recreation

AWP 25 Provision of improved Netball Facilities including sealing of Courts 6 and 7 at Lapstone


200,000

Sports & Recreation

AWP 26 Upgrade Recreation Facility at Knapsack Park


800,000

Sports & Recreation

AWP 27 Upgrade of Carparks at Knapsack Sportsground


68,270


70,000 72,000


Sports & Recreation

AWP 29 Warrimoo Oval Drainage Special Variation 2 (2015)

100,000

Sports & Recreation

AWP 30 Pitt Park Football Building Replacement


150,000

Club Contribution 200,000

Asian Cup Legacy Fund Grant

150,000


Reserves

100,000





2019-2020 2020-2021Transport & Public Access – Active Transport

AWP 31 Transport Upgrades to improve Compliance and Safety


110,000 120,000

Transport & Public Access – Active Transport

AWP 32 Footpath Upgrade Program based on PAMP


230,635 500,000


AWP 34 Drainage Upgrade - Katoomba


159,135


AWP 35 Drainage Upgrade - Wentworth Falls


70,000


64,500



AWP 37 Drainage Upgrade - 95 Mount View Ave, Hazelbrook.


59,135


AWP 38 Drainage Upgrade - Piping open channel (specific site will be confirmed based on risk assessment)


100,000 200,000


AWP 39 Drainage Upgrade - Site will be confirmed based on risk assessment from Hazelbrook and South Leura Floodplain Risk Management Study and Plan.


383,731 480,000

City Presentation

AWP 72C Glenbrook Park toilet and leura public toilet – increase water pressure/availability at high use public toilets


140,000

Sports & Recreation

AWP107 Warrimoo Oval Carpark Upgrade (Carry over 16/17)


204,000

Council Reserves 5,400


City Presentation

AWP 130 Civic Arcade Katoomba Public Domain Improvement Works

Property Investment Fund

540,000

UPGRADE PROJECTS TOTAL 2,787,511 2,670,366 4,364,381


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renewal projects



2019-2020 2020-2021Aquatic & Leisure Centres

AWP 12 Aquatic Centre Redevelopment


1,190,000

Burials & Ashes Placement

AWP 43 Cemetery Asset Renewal Program

Cemetery Fees 57,000 58,000 60,000

City Presentation

AWP 45 Katoomba Civic Place Renewals Works

Prioritisation of works based on condition assessment


250,000


AWP 48 Asbestos Removal in Childcare and Early Childhood Health Centres


60,000


80,000


AWP 49 Asbestos Removal in Community Halls


60,000


AWP 54 Community Hall & Neighbourhood Centre Security System Renewal


15,180


40,000 24,820 40,000

TOTAL PROJECT 40,000 40,000 40,000


AWP 55 Refurbish/Demolish Lawson Golf Course Machine Shed

Works based on Building Survey Results


40,000


AWP 59 Façade Renewal in Community Halls and Childcare Centres


103,000 50,000


70,000



AWP 60 Cultural Heritage Rehabilitation Management Fund


243,000


AWP 61 Fire Trail Renewal Program


168,540 178,652 189,372

Operational Internal Services

AWP 64 Operational Building Renewal

Based on review of operational buildings


200,000


AWP 65 Remove asbestos from Operational Buildings


25,000


50,000





2019-2020 2020-2021Sport & Recreation

AWP 67 Pit Toilet/ Sewerage renewal at Mount Blackheath


108,000

Sport & Recreation

AWP 68 Pit Toilet/ Sewerage renewal at Hargraves Lookout Shipley Plateau Blackheath


100,000

Sport & Recreation

AWP 69 Pit Toilet/ Sewerage renewal at Mitchells Ridge Mt Victoria


95,481

Sport & Recreation

AWP 70 Natural Area Visitor Facilities - Very High Risk Mitigation


241,485 211,813 272,496

Sport & Recreation

AWP 71 Local Park Facilities Renewal


57,400 58,835 60,306

Sport & Recreation

AWP 72 Toilet refurbishment – Parks & Sports grounds as identified by 2016/17 building condition reports


140,000

City Presentation

AWP 72A Toilet refurbishment– town centres as identified by 2016/17 building condition reports


99,000


AWP 72B Replace end of life public toilets in an identified high need area

VIISP Income Streams

210,000

Sport & Recreation

AWP 73 Play Equipment Renewal

As per independent safety audit and in line with Play Strategy


88,920 94,132 99,089

Sport & Recreation

AWP 74 Irrigation System at Blackheath Oval


180,000

Sport & Recreation

AWP 75 Renewal of Irrigation System at Tom Hunter Park


250,000

Sport & Recreation

AWP 76 Additional program of Minor Works in Sports Grounds e.g. cricket nets

General Rates Revenue

20,000 20,000 20,000

Sport & Recreation

AWP 77 Minor Item Infrastructure Renewal in Sports Fields e.g. bubblers & seats


23,800 39,789 5,908


AWP 78 Road Renewal and Reseal Program


1,162,517 1,057,481 1,424,360


1,472,290 1,649,700 1,649,405

RMS Local Roads Grant

102,000 102,000 102,000

Roads to Recovery Grant

623,607 629,436 629,436

TOTAL PROJECT 3,360,414 3,438,617 3,805,201


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2019-2020 2020-2021Transport & Public Access

AWP 79 Traffic Facilities Renewal Special Variation 2 (2015)

284,200 148,526 152,982


AWP 80 Bridge Renewal based on Inspection Reports


300,000 300,000

Transport & Public Access – Active Transport

AWP 81 Footpath Renewal based on Inspection Reports


150,000 154,500


303,000 106,090 279,273

TOTAL PROJECT 453,000 260,590 279,273


AWP 82 Drainage Renewal - Katoomba


70,000


AWP 83 Drainage Renewal - Leura


154,500


AWP 84 Drainage Renewal - Wentworth Falls Lake Dam


600,000

Sport & Recreation

AWP 131 Natural Area Visitor Facilities –Local Walking Track Program

Special Variation 2 (2015) Reserves

300,000 300,000 300,000


AWP 132 Asbestos & Hazardous Material capital works


500,000 500,000


AWP 133 Blackheath Tip remediation

Council Reserves 300,000

RENEWAL PROJECTS TOTAL 7,984,759 7,313,935 7,984,759


In addition to the Asset Works Program, Council has planned capital expenditure for fleet, information technology, library books and plant & equipment for the next 3 years as follows:

Service Project Description Funding Source 2018-2019


2019-2020 2020-2021Operational Internal Services

Heavy Plant and Light Vehicle Replacement

Plant and Vehicle Replacement Reserve and Income from Sale of Plant

3,181,251 2,924,866 2,855,806

Domestic Waste

Heavy Plant Replacement Domestic Waste Management Reserve and Income from Sale of Plant

818,375 1,230,816 -

FLEET TOTAL 3,999,626 4,155,682 2,855,806


Information Technology renewals

Council IT Reserve 576,000 520,100 465,353


Annual refresh of Library Collection

General Revenue 305,377 312,682 320,249

Various Plant & Equipment General Revenue 188,000 409,600 273,286

CAPITAL EXPENDITURE TOTAL 5,069,003 5,398,064 3,914,694

4.6 capital expenditure program fleet, information technology, library books, plant & equipment


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financialinformation

5


The Council is committed to achieving the Vision and Mission of building a sustainable and successful future for the Blue Mountains, and improving the well-being of the community and environment.

How well we can do this is impacted by many factors, including the financial sustainability of the City and funding available to deliver against community expectations for reasonable levels of service.

As detailed in the Council’s Resourcing Strategy, the Council is proactively addressing the City’s financial and service delivery challenges through implementing its Six Strategies for Financial Sustainability. To improve the financial health of the City, the Council is committed to implementing all six strategies simultaneously and has achieved considerable success to date.

RESPO

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6

5Strategies

for Ongoing Financial

Sustainability

INCREASE INCOME

REVIEW

AND

AVOID SHOCKS

BALAN

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INC

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BORRO

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EIndependent external auditors, NSW Treasury Corporation (TCorp), and IPART have all confirmed that Council is financially viable and was declared Fit for the Future in Oct 2015.

The Council is currently in a healthy financial position and is delivering an extensive range of services to 78,705 residents and over three million tourists each year (projected to increase to over four million within 10 years) across 27 towns and villages. Council’s proposed expenditure (excluding non-cash items) over the Delivery Program four years is $553M, supported by built assets worth over $1.1B.

Each year the Council lives responsibly within its means and ensures the annual cash budget is balanced to available revenue. The Council targets maintaining an annual working capital of $1.7-$1.8M (meets industry standards) to manage financial shocks and day-to-day activities.

As at 30 June 2017, Council has around $37.8M in cash and investment reserves to fund future commitments and cover identified risks.

a fit for the future council

5.1 introduction


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key financial challenges For many years there has been underfunding of the City’s ageing built infrastructure assets (roads, stormwater drainage, community and recreation facilities etc.) much of which was originally funded by other levels of government. The number of built assets in the Blue Mountains local government area is in many cases greater than the average for local government areas. This is largely due to the dispersed nature of the towns and villages in the City spread out over 100km of mountainous terrain. The increasing cost of maintaining, and eventually replacing, these assets is a financial challenge.

The underfunding of asset replacement is due to many years of costs rising faster than income, constraints on Council’s ability to increase income due to rate pegging, cost shifting and funding cuts from other levels of government, and the sheer quantity of built assets to be managed.

Being a City surrounded by World Heritage Listed National Park adds to the imperative and financial challenge for the Council to protect and restore the natural environment and manage the impact of development on it. Significantly, the Council is responsible for managing natural assets including over 10,000ha of terrestrial ecosystems, 317 km of creeks, 2 lakes and a number of critically endangered or endangered ecological communities.

addressing our financial challengesThe Council has developed Six Strategies for Financial Sustainability. Each strategy is being actively implemented, monitored and reported annually to the community.

The Council continues to work hard to efficiently deliver value for money services, achieving over $15M in the past four year Council term in cost savings and $6M in additional revenue from income-generating initiatives such as its Tourist Parks, Commercial Properties and Property Investment Fund.

The Council has also actively pursued alternative revenue sources through private public partnerships / joint ventures and grant funding to deliver key infrastructure and support a sustainable City. Since 2009 the Council has attracted over $40M in grant funding from other levels of government including: $9.5M to upgrade the Blue Mountains Theatre and Community Hub in Springwood; $5.9M to relocate and upgrade the Lawson Town Centre due to the widening of the Great Western Highway; $5.0M to build the regional Blue Mountains Cultural Centre, new Library & Civic Centre in Katoomba; and $3.5M for the development of the Blue Mountains Business Park in Lawson. Most recently the Council secured over $4M in State and Federal grant funding to revitalise the Katoomba Falls precinct and the Southern Scenic Escarpment.


As part of its long term financial planning, the Council has committed to a debt management strategy (Strategy 3: Manage Borrowings and Investments Responsibly) and is well on target to reduce debt to less than $23M by 2020-2021. This has involved replacing annual borrowings to fund the Asset Works Program with revenue from the special rate variations.

Council’s strategy increases future borrowing capacity and supports improvement in the operating surplus by reducing current borrowing costs. Where possible, every opportunity will be taken to reduce existing debt from any surplus operational funds as appropriate. The debt servicing cost savings from reducing the debt will be directed to priority asset maintenance and renewal works.

The implementation of the Financial Strategy has achieved ongoing improvements in projected debt service ratios. As shown in the table below Council has projected a declining future debt service ratio over the next three years. Council meets the Fit for the Future criteria for Borrowings as the three year average Debt Service Ratio is well within the benchmark of less than 20%. The benchmark is not an indication of Councils capacity to afford additional debt servicing costs, as additional borrowings would need to be considered in the context of Councils Long Term Financial Plan.

fit for the future – debt service ratio

FIT FOR THE FUTURE - DEBT SERVICE RATIO 2017-2021

Debt Service Ratio

2018-2019 Budget

’$000

2019-2020 Projection

’$000

2020-2021 Projection

’$000Borrowing Costs (a) 6,729 5,849 5,430

Operating Income (b) 117,584 120,207 123,411

Borrowing Ratio (a/b) 6% 5% 4%

Fit for the Future 3 yr average in 2019-2020 6%

The Council currently has debt of $38.8M (as of 30 June 2017) and this balance is forecast to be reduced to $33.4M by 30 June 2018 – a reduction that is favourably ahead of previous long term projections by $12.2M.

While the Council’s debt service ratio financial indicator (i.e. the degree of revenue from continued operations committed to the repayment of debt) is within industry benchmark, its financial planning has identified that it has reached its capacity to incur new debt. Therefore, a strategy has been included in the Council’s adopted six point plan for financial sustainability to manage borrowings responsibly (Strategy 3) by minimising future borrowings and reducing existing debt.

Over the past decade, the Council has used borrowings as a source of funding its Asset Works Program to satisfy community needs, as well as for a number of key major projects in order to maintain a vibrant city and support local economies. These borrowings have funded major infrastructure critical to the ongoing vitality and sustainability of the City including waste and resource recovery facilities at Katoomba and Blaxland, Katoomba Library, Blue Mountains Cultural Centre, Lawson Town Centre relocation, and the Blue Mountains Theatre and Community Hub in Springwood.

The borrowings have also funded the City’s road renewal program in a way that enables attraction of matching grant funding and ensuring the cost of maintaining roads does not significantly increase or quadruple because roads have been allowed to deteriorate beyond a certain level. Without borrowing these funds, many of these important projects would not have been achieved. These loans are within Local Government guidelines and are fully budgeted for and repaid from annual income.

The appropriateness of loan borrowings as a source of funding will continue to be reviewed annually and it may well be appropriate in the medium to longer term when the Council’s debt levels have been reduced and the Council’s financial sustainability strengthened, to again increase borrowings - if required by the City. Importantly, borrowing for major essential infrastructure projects is considered appropriate as it provides for intergenerational equity in sharing the funding cost.

The Council does not propose to borrow funds over the four years 2017-2021 apart from those borrowings that may eventuate as needed. This will result in a manageable debt service ratio, which is below the industry benchmark.

5.2 borrowings statement


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Over the four years of the Delivery Program the Council is planning to provide an extensive range of ‘best-value’ services and facilities to meet the needs of the Blue Mountains community, within available resources.

For Council to live within its means and achieve financial sustainability the annual cash budget must be balanced and the annual operating budget positive, in alignment to Council’s long term financial position. The Council’s Operating Result should create a surplus that will provide the required level of funding for asset maintenance, renewal and replacement.

Council’s cash budget equals all operating and capital revenue funds received less all the outgoing funds expenditures made during the year. Council’s operating result equals only operating revenue less operating expenditure (including depreciation) and excludes all capital transactions.

Council continues to balance the cash budget each year, and is projecting over the four years a positive annual Operating Result (including depreciation and excluding capital grants). Council projections are that all Fit for the Future targets will either be achieved or substantially improved.

These projections will only be delivered through continuing implementation of Councils Six Strategies for Financial Sustainability, which includes reducing debt, increasing revenue and adjusting of services, as well as achieving operating savings through continuous business improvement initiatives.

Council has a strategy to balance the annual operating result and in future target operating surpluses that will provide the required level of funding for optimal lifecycle costs of assets including maintenance, renewal and replacement.

The Council can only be sustainable if its operating revenues cover operating costs (including depreciation excluding capital grants). Council has historically operated with an operating deficit and through implementation of Councils Six Strategies for Financial Sustainability Council is now able to project operating surpluses.

A number of strategies contribute to the improvements to Councils projected operating surplus, including;

• An increase in operating income from special rates variation funds that are partly being allocated to capital expenditure,

• A review of asset useful lives and residual values that result in reductions in depreciation

• Projected increases in operational income from a user pays strategy

The following table sets out the Council’s forecast annual operating result for the next three years. The annual operating result (including depreciation and excluding capital grants) details the Council’s income and expenses over the next three years. The table shows that Council will achieve the Fit for the Future requirement of a 3 year average surplus result (including depreciation) by 2019-2020.

a. annual operating result

FIT FOR THE FUTURE - OPERATING PERFORMANCE RATIO 2018-2021

Operating Result

2018-2019Budget

’$000

2019-2020Projection

‘$000

2020-2021Projection

‘$000Income from Continuing Operations 125,009 126,829 130,289

Less: Expenditure from Continuing Operations 114,834 117,631 120,983

Operating Result – Surplus/(Deficit) 10,175 9,197 9,305

Less: Capital Grants & Contributions and Profits on Sale 7,425 6621 6878

Operating Result before capital and profits on sale (a) 2,749 2,576 2,427

Income before Capital income and profits on sale (b) 117,584 120,207 123,411

Operating Performance Ratio (a/b) (Operating result divided by Operating Revenue)

2.34% 2.14% 1.97%

Fit for the Future 3 year average in 2019-2020 1.90%

5.3 budget estimates

Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 163 Delivery Program 2017-2021 and Operational Plan Year Two 2018-2019 163

To ensure Council lives within its means in the short term, and that annual operations do not deplete financial reserves, Council balances its cash budget each year (i.e. expenditure is within available income). Given that costs are rising in real terms by 2% more than income, the Council is taking action to balance its budget every year, in alignment with its Long Term Financial Plan, through a continued commitment to cost containment and business efficiency.

Balanced budget positions are achieved through reducing debt, increasing revenue and adjusting services, as well as operating savings through continuous business improvement initiatives.

Cost containment involves the intentional actions to reduce the cost of labour and materials and review servicing requirements. Service levels and the assets required to support these services are reviewed to ensure available revenue is allocated optimally and achieves required improvements in all fit for the future measures. Services and assets are reconfigured and consolidated to reduce costs and increase income where possible and lifecycle costs of assets are optimised for best value allocation of funds.

Risks and consequences can arise with adjustments to service levels resulting from any decisions made affecting levels of investment in the maintenance and renewal of assets. Identified risks and consequences need to be managed in accordance with the risk management plans forming part of the Asset Management Plans and through the Council’s corporate risk management processes.

The following tables and graphs present the cash budget (that is, revenue from all sources and all operational and capital expenditure excluding depreciation) for the next three years, and two of the Fit for the Future Ratios.

As can be seen from these tables, the Council’s projected Annual Cash Budgets (that is, revenue from all sources and all operational and capital expenditure excluding depreciation) over the next three years present balanced budget positions. This projects that the Council has sufficient revenue to cover expenditure requirements.

This is shown in the Total Income (excluding non-cash items) line on the Revenue Sources table and Total Expenditure (excluding non-cash items) line on the Expenditure Areas table.

The tables below show that over the next three years the Council:

• Maintains sufficient cash reserves to meet short term working capital requirements;

• Achieves its shorter term Asset Management Strategy through planned asset renewal and maintenance programs;

• Delivers an affordable level of service to a standard that is supported by the community

• Achieves the Fit for the Future requirements for Own source revenue and Real operating expenditure per capita

BALANCED CASH BUDGET 2018-2021

Cash Budget

2018-2019Budget

’$000

2019-2020Projection

’$000

2020-2021Projection

’$000Rates and Annual Charges -79,107 -82,082 -84,426

Fees and Other Revenue -26,375 -25,829 -26,358

Grants and Contributions -20,950 -20,509 -21,097

Net Income to / (from) reserves -2,370 -675 620

Employment costs 55,997 56,395 58,564

Operating costs 40,876 43,978 45,843

Capital expenditure 25,200 22,873 21,424

Borrowing costs 6,729 5,849 5,430

NET CASH - SURPLUS / (DEFICIT) 0 0 0

b. annual cash budgets


5

FIN

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REVENUE SOURCES 2018-2021

Revenue Sources

2018-2019Budget

’$000

2019-2020Projection

’$000

2020-2021Projection

’$000Rates & Annual Charges 65,053 66,635 68,516

Rates - Special Rate Variation 2015, Stage 2 (SRV2) 14,054 15,447 15,911

Regulatory Fees 2,264 2,198 2,220

Discretionary Fees 18,589 17,538 17,966

Interest Income 854 1,163 1,159

Other Revenue 2,983 3,069 3,145

Profit on sale assets 262 269 276

Operating Grant 11,972 12,686 13,008

Operating Contributions 1,815 1,472 1,487

Capital Grants & Contributions 7,163 6352 6602

Income from Continuing Operations 125,009 126,829 130,289

Sale of Plant & Other Assets 1,686 1,862 1,868

Transfer from Reserve (AWP) 12,345 10,403 10,474

Transfer from Reserve (Operational) 9,017 5,942 4,638

TOTAL REVENUE 148,056 145,036 147,269

Profit on sale assets 262 269 276

TOTAL REVENUE (EXCLUDING NON-CASH ITEMS) 147,794 144,766 146,993

FIT FOR THE FUTURE – OWN SOURCE REVENUE RATIO 2018-2021

Own Source Revenue Ratio

2018-2019Budget

’$000

2019-2020Projection

’$000

2020-2021Projection

’$000Operating Income less grants and profits on sale 103,796 106,050 108,916

Operating Income less profits on sale 124,747 126,559 130,013

Own Source Revenue Ratio (a/b) 83.21% 83.79% 83.77%

Fit for the Future 3 yr. average in 2019-2020 83.64%

REVENUE SOURCES 2018-2019

SRV2: 9%Transfer from Reserves: 14%

Rates & Annual Charges: 44%

Discretionary Fees: 13%

Operating Grants & Contributions: 9%

Capital Grants & Contributions: 5%

Other Revenue: 2%

Regulatory Fees: 2%

Sale of Plant & Other Assets: 1%

Interest Income: 1%


EXPENDITURE AREAS 2018-2021

Expenditure Sources

2018-2019Budget

’$000

2019-2020Projection

‘$000

2020-2021Projection

‘$000Employee Costs 55,997 56,395 58,564

Borrowing Cost - operating 1,961 1,758 1,576

Other Expenses 26,777 27,763 29,100

Materials & Contracts 14,099 16,215 16,743

Depreciation 16,000 15,500 15,000

Expenditure from Continuing Operations 114,834 117,631 120,983

Transfer to Reserve 18,992 15,716 15,732

Borrowing Cost - capital 4,768 4,091 3,854

Plant & Equipment 5,069 5,398 3,915

Asset Works Program 20,131 17,430 17,509

TOTAL EXPENDITURE 163,794 160,266 161,993

Depreciation (rounded estimate) 16,000 15,500 15,000

TOTAL EXPENDITURE (EXCLUDING NON-CASH ITEMS) 147,794 144,766 146,993

FIT FOR THE FUTURE – EXPENDITURE PER CAPITA 2018-2021

Expenditure per Capita

2018-2019Budget

’$000

2019-2020Projection

‘$000

2020-2021Projection

‘$000Operating Expenditure (excluding IP&R supported service improvements i.e. SRV) (a)

99,925 102,184 105,072

Population (NSW Planning & Environment) (b) 82,598 82,799 83,000

Expenditure per capita (a x LGCI*/b) 0.90 0.89 0.89

Fit for the Future in 2019-2020 (reducing exp) 0.89

* Note: expenditure is adjusted by the LGCI Local Government Cost Index to make it comparable to the base year

EXPENDITURE 2018-2019

Transfer to Reserve: 13%

Asset Works Program: 14%

Plant & Equipment: 3% Borrowing Cost - Operating: 1%

Borrowing Cost - Capital: 3%

Materials & Contracts: 10%

Other Expenses: 18%

Employee Costs: 38%


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Rates are an important source of revenue for funding the Council’s Operational Plan, accounting for around 60% of the total revenue received by the Council for that year. Rates income also includes the charges associated with on-site sewage management, emergency/ bushfire services and domestic waste services.

The Council has established a rating structure that relates to property values, which reflect capacity to pay, and the purpose for which the property is used, that is, whether the property is used for residential, business, farming or mining purposes.

In 2012, the Council endorsed reform of the rating structure to ensure that it was simple, fair, broadly uniform and compliant with the Local Government Act, 1993. The reform saw the introduction of a single rate for Residential and Business properties irrespective of their location within the Council area, and continued with a single rate for farmland.

categorisation of land Section 514 of the Local Government Act, 1993 sets out the Ordinary Rate Categories that the Council may use for the levying of ordinary rates. Council levies one ordinary rate per category. The rate is applied to the land value of all rateable land in the category.

1. Residential – includes any rateable parcel of land valued as one assessment and:

• the dominant use is residential accommodation; or

• if vacant land is zoned or otherwise designated for use for residential purposes under an environmental planning instrument.

2. Business – includes any rateable land which cannot be classified as farmland, residential or mining, and:

• if vacant land is zoned or otherwise designated for use for business purposes under an environmental planning instrument.

3. Farmland – includes any parcel of rateable land valued as one assessment and the dominant use of the land is for farming. The farming activity must have a significant and substantial commercial purpose or character and must be engaged in for the purpose of profit on a continuous or repetitive basis (whether or not a profit is actually made).

4. Mining – currently no properties in this category.

method of rate calculationOrdinary rates are levied on the rateable land value of each parcel of land as supplied by NSW Land and Property Information Division (Valuer-General’s Office) in accordance with the Local Government Act, 1993.

The Council has maintained the ad valorem rating system, which incorporates a minimum amount of rates charged per property for each rating category.

land valuations Every 3 years the NSW Valuer-General values the land of all properties within the Council area. The most recent valuation was as at Base Date 1 July 2016.

These valuations will be used for the calculation and levying of Ordinary Rates for the 3 financial years; • 2017-2018 • 2018-2019 • 2019-2020

The next land valuation will be at 1 July 2019 and it will be used for the following three years rates calculations.

If all land values increased by the same amount there would be no change in the distribution of rating charges. Inevitably some properties increase more than others and their rates will then incur a larger increase.

From 2013 to 2016 valuations the average increase for each category were:• Residential properties 18% • Business properties 13.8%.• Farmland 6%

5.5 rates & annual charges statement

MT IRVINE

MT WILSON

MT TOMAH

BELL

MT VICTORIA

BLACKHEATH


MEDLOW BATH

MEGALONGVALLEY

KATO

OMBA

LEURA

BULLA

BURR

A

HAZELB

ROOK

WOODFORD SP

RINGWOOD

VALLE

Y HEIG

HTS

WARRIM

OO

BLAXL

AND

GLENBR

OOK

LAPS

TONE


SUNVALLEY

MT RIVERVIEW

YELLOW ROCK

HAWKESBURYHEIGHTSWIN

MALEE

FAULC

ONBRIDGE

LINDEN

LAWSO

NWEN

TWORT

H FALLS

A map showing the town and villages where these rating categories are applicable.


5

FIN

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Category

2018-2019Budget

‘$000

2019-2020Projection

‘$000

2020-2021Projection

‘$000Increase (SV 2018-2019 then est. rate peg - plus growth 0.15%) 9.75% 2.35% 2.35%

Residential 57,826 59,184 60,575

Business 5,493 5,622 5,754

Farmland 378 386 395

TOTAL GENERAL RATE INCOME 63,696 65,193 66,725

Local Emergency Contribution 1,918 1,875 1,919

Waste Charges 13,493 15,014 15,782

TOTAL RATES & ANNUAL CHARGES 79,107 82,082 84,426

Each year Council increases its total rates by the allowable rate peg amount set for all councils in NSW by the Office of Local Government.

The average rate peg over the past 3 years has been 2.2% and is projected to continue on average at this rate but can fluctuate substantially. This increase is used to fund the rising costs of services.

In the years the Independent Pricing and Regulatory Tribunal (IPART) approves a special rate variation (SRV) the approved percentage increase will be applied rather than the rate peg.

New rateable properties also increase the total rates received by Council but Blue Mountains has limited opportunity for new property rating due to low levels of population growth and constraints to urban expansion because the city is surrounded by a World Heritage National Park.

The average ratepayer growth over the past years is about 0.15% per annum.

annual increase in rates


local emergency management chargeBlue Mountains City Council has levied a Local Emergency Management Charge (also known as Emergency Services Annual Charge) since 1999 to fund its statutory contributions to the NSW Rural Fire Service (RFS) and State Emergency Service (SES). It also funds important local bushfire and emergency management programs including three specialist bushfire and emergency staff and the majority of Council’s asset protection zone (fire break) maintenance and emergency planning programs. Council is considered to be a leader in bushfire and emergency management amongst Councils in NSW as a result of its ability to resource these activities.

The Local Emergency Management Charge is unique to Blue Mountains City Council and reflects the higher than average natural disaster risks faced by the City and the high level of resourcing required for emergency services in the Blue Mountains compared to other council areas.

Section 501 of the Local Government Act 1993, and relevant regulations, allow the Council to make an annual charge for the provision of emergency services and bushfire control. This charge is a flat rate for all rateable properties irrespective of land value. The Local Emergency Management Charge is itemised separately on Council’s annual Rates and Charges Notice issued in July each year.

special variations Special Variation to Rates 2013 – The Independent Pricing and Regulatory Tribunal approved a permanent increase to Councils general income by an estimated $3.5M in 2013-2014, generating an additional $23M over 10 years. This is being used to fund priority asset renewal and maintenance works.

Special Variation to Rates 2015 – The Independent Pricing and Regulatory Tribunal approved a further permanent increase to Councils general income with increases spread over four years. This increases Councils total estimated rates revenue from $49.6M in 2014-2015 to $65.8M in 2018-2019, generating an additional $121.4M over 10 years.

The Council will direct additional funds raised to priority asset renewal and maintenance works, environmental programs, emergency response and preparedness, and services to the community.

interest charges (extra charges)In accordance with Section 566(3) of the Local Government Act, 1993 the Minister determines the maximum rate of interest payable on overdue rates and charges. The per cent figure for the 2018-2019 rating year was set at 7.5 per cent calculated daily.

on site sewerage management charges This fee applies to all properties with an onsite septic system. It is based on the type of system in place and eligible pensioner status recorded on Council’s database.

Leaking septic effluent can contaminate groundwater supplies, soils and vegetation, as well as surface waters potentially leading to recreational areas such as swimming holes. Badly managed septics can cause human health and environmental hazards up to 50kms downstream of the system.

In 1999 poorly managed septic systems were identified as being a major contributing factor in several cases of hepatitis, and food safety crisis. This hazard identification spurred the launch of the ’Septic Safe Programme’, for which Local Council is the regulator.

domestic waste management charge Council must levy a separate charge for domestic waste services to every property where it is available. The cost of these services cannot be financed from ordinary rates and the charge must be sufficient to recover the reasonable costs of providing the services.

The standard residential waste management service includes:

• 140L garbage bin collected weekly

• 240L green waste bin collected fortnightly

• 240L recycling bin collected fortnightly

• 2 booked services for kerbside chipping and/or bulky waste collections per financial year

The standard service is charged to each property unless an alternate service option is requested and charged on a user pays basis.


5

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Name of Rate or Annual ChargeCharge

AmountMinimum

AmountEstimated

Yield $’000RATES 65,780

Residential 0.662447 $706.05 59,931

Business 1.058085 $1,292.20 5,480

Farmland 0.47178 $1,292.20 369

Mining 1.058085 $1,292.20 0

LOCAL EMERGENCY CONTRIBUTION 1,921

Local Emergency Contribution $53.19 1,921

ON-SITE SEWAGE MANAGEMENT (OSM) SEPTIC SAFE PROGRAM 66

OSM (Aerated/Pumpout) $42.00 18

OSM (Aerated/Pumpout) Pensioner $21.00 1

OSM (Absorption) $68.00 42

OSM (Absorption) Pensioner $34.00 3

OSM Multiple Systems $90.00 2

OSM Multiple Systems Pensioner $45.00 0

RATEABLE WASTE SERVICES 14,171

Domestic waste – standard service $401.50 12,199

Domestic waste – large recycling service $427.00 201

Domestic waste – large garbage service $538.00 762

Domestic waste – small recycling service $401.50 338

Domestic waste – large garbage and recycling service $564.00 420

Domestic waste – vacant $137.00 212

Vacant land – EP zoning $20.00 0

Residential – additional recycling 140L bin $50.00 0



Residential – additional garbage 140L bin $197.00 10

Residential – additional garbage 240L bin $300.00 24

Residential – additional green 240L bin $62.00 0

Medical exemption waste charge (240L garbage) $401.50 1

Medical exemption waste charge (360L recycling) $401.50 0

NON–RATEABLE WASTE SERVICES 113

Non-rateable premises - garbage only (240L bin) $300.00 101

Non-rateable premises - recycling (240L bin) $51.00 12

ESTIMATED TOTAL GENERAL RATES & ANNUAL CHARGE INCOME 82,050

Blue Mountains City Council recognises that due to exceptional circumstances; ratepayers may at times encounter difficulty paying their annual rates and charges.

The Council has a Rates and Annual Charges Hardship Relief Policy that provides the framework to be followed in providing relief to those ratepayers who are suffering genuine financial hardship.

For more information refer to the Council’s website at www.bmcc.nsw.gov.au/yourcouncil/rates

rates and annual charges hardship relief policy


Council [email protected]

Council Websitebmcc.nsw.gov.au

Have Your Say Websitebluemountainshaveyoursay.com.au

contact

Copyright © 2018 Blue Mountains City Council. Publication Date: July 2018

Springwood Office104 Macquarie RoadSpringwood NSW 2777Phone: 02 4723 5000

Document ExchangeDX 8305 Katoomba

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Locked Bag 1005Katoomba NSW 2780

delivery program 2017-2021 and operational plan year two

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