Delivery Program 2017-2021 and Operational Plan · • Drainage renewal at Cliff Drive, Leura •...

Delivery Program 2017-2021 and

Operational Plan Year Four 2020-2021

Draft for exhibition

2 Delivery Program 2017-2021 and Operational Plan Year Four 2020- 2021

Delivery Program 2017-2021 and Operational Plan Year Four 2020- 2021 3

Acknowledgement of Ngurra (Country) The City of the Blue Mountains is located within the Country of the Dharug and Gundungurra peoples. Blue Mountains City Council recognises that Dharug 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 Dharug and Gundungurra Traditional Owners, 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.

For countless generations, Traditional Owners have cared for their Ngurra in what is now the Blue Mountains and through this, Ngurra has sustained and nourished them. Caring for Ngurra is central to Aboriginal culture, being recognised as a holistic embodiment of environmental sustainability. Locally, and as a nation, there is much to learn from the special relationship between Aboriginal people and Country.

In order to honour the past and respond to the future it is important to recognise and address the as yet largely unresolved issue of Traditional Ownership by Aboriginal peoples, recognised in part by the Native Title Act 1993. The dispossession of Traditional Owners resulting from the European colonisation of Australia, and the ongoing disadvantage experienced by Aboriginal peoples requires redress. This process starts by recognising the deep, strong, unbroken connection to Ngurra held by Traditional Owners in the Blue Mountains.

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.


List of acronymsAAC Aboriginal Advisory CouncilAMS Asset Management StrategyAWP Asset Works ProgramB BillionBMCC Blue Mountains City CouncilBMEE Blue Mountains Economic EnterpriseCSP Community Strategic PlanDCP Development Control PlanEEO Equal Employment OpportunityEIS Environmental Impact StatementEU Enforceable UndertakingFESL Fire and Emergency Services LevyFFtF Fit for the FutureILUA Indigenous Land Use AgreementIPR Integrated Planning & ReportingIPART Independent Pricing and Regulatory TribunalISAP Improvement Strategy Action PlanLEP Local Environmental PlanLGA Local Government Area LTFP Long Term Financial PlanLSPS Local Strategic Planning StatementM MillionNBN National Broadband NetworkNPWS National Parks and Wildlife ServicePAMP Pedestrian Access Mobility PlanSV Special VariationSV2 Special Variation Stage 2SRV Special Rate VariationUNESCO United Nations Educational, Scientific and Cultural OrganisationVIC Visitor Information CentreWMS Workforce Management Strategy WSROC Western Sydney Regional Organisation of Councils


1. Introduction 7

1.1 A message from the Mayor and Chief Executive Officer 9

1.2 About this Document 12

1.3 Responding to the Community Strategic Plan 16

1.4 Four Year Strategic Priority Outcomes 20

1.5 Your Councillors 21

1.6 The Council’s Vision, Mission and Values 22

1.7 Organisational Performance Review 23

1.8 Organisation Design 24

1.9 Our City of the Blue Mountains 26

2. Our Delivery Program 33

2.1 Delivery Program by Key Direction 34

KD 1: LEAD - Inspiring leadership 39

KD 2: PROTECT - An environmentally responsible city 61

KD 3: CARE - An inclusive, healthy and vibrant city 81

KD 4: LIVE - A liveable city 109

KD 5: MOVE - An accessible city 127

KD 6: THRIVE - An economically sustainable city 143

3. Resourcing the Delivery Program 159

3.1 Our resourcing strategy 160

3.2 Our financial plan 161

3.3 Implementing our financial plan 164

3.4 Budget estimates 176

3.5 Borrowings statement 184

3.6 Rates & annual charges statement 186

3.7 Our asset plan 192

3.8 Asset works program 197

3.9 Infrastructure asset performance indicators 205

3.10 Our workforce strategy 206

Contents


1

Introduction


1.1 A message from the Mayor and Chief Executive Officer

On behalf of the Council, we are proud to present the draft Blue Mountains City Council Operational Plan 2020-2021, incorporated within the Delivery Program 2017-2021.

Council is committed to building a sustainable and successful future for the Blue Mountains through improving the wellbeing of our community and the environment.

This document details the fourth year (2020-2021) of planned Council activities and spending within the Delivery Program. The plan responds to Council’s obligations and responsibilities in delivering the Blue Mountains Community Strategic Plan 2035.

We are developing this Operational Plan in unprecedented and uncertain times, where the full impacts of recent fire, flood and health events remain unknown. COVID-19 has taken, and will continue to take, a significant toll. With this in mind, the draft Operational Plan and Budget may be subject to change. In the meantime, Council will continue to monitor and assess the impacts of the crisis on the Blue Mountains, whilst standing strong with our community in these difficult times.

Strategic Priority OutcomesWe are on track to achieving the priorities set for the four-year delivery program. Council reaffirmed its four-year strategic priorities on 15 March 2020. The four-year commitments are as follows:

Priority 1

Develop and implement an integrated Workplace Health and Safety Strategy and 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

Strengthen the Council’s approach to asset management so that it supports best value affordable service delivery and effective risk management.

Priority 3

Deliver the Council’s financial sustainability strategies and targets – maintaining the Best Value Decision Making Framework to maximise outcomes for the community.

Priority 4

Commence strategic review of affordable and acceptable levels of Council service provision to inform future decision making and priorities.

Priority 5

Increase focus on organisational business improvement, innovation and safety, and improve culture, 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.

Priority 8

Implement training, capability and skill development of the Council workforce to support delivery of required services to the community.



An important message on the Operational Plan and COVID-19. The updated Delivery Program 2017-2021, inclusive of the Operational Plan and Budget 2020/21 was developed prior to the nation-wide activation of the Emergency Response Plan to Novel Coronavirus (COVID-19). Several Council services have already been impacted however the full extent of this impact, and what this means for our ongoing planning and budgeting, remains unknown. As a consequence the documents placed on public exhibition, including the Operational Plan and Budget for 2020/21 may be subject to revision and change.

We will continue to monitor and assess the resourcing implications for the Council as a result of service restrictions. The outcomes of this assessment will need to take into consideration Council’s capacity to deliver against the draft Operational Plan and Budget 2020/21 whilst remaining financially sustainable and responsible. Any changes proposed to the draft Operational Plan and Budget, or Fees and Charges 2020/21 will be tabled and discussed at the July 2020 Council meeting, and major impacts on services communicated to the community.

In the meantime, the following service impacts should be noted (as at May2020);


Service Overview of Impacts due to COVID-19

Strategic and Governance and Operational Support Service

Redeployment of staff to assist with crisis management and priority operational projects

Natural Environment Service Loss of volunteer services

Environmental Health and Compliance Service Loss of income

Aquatic and Leisure Centre ServicesGlenbrook Swim Centre open with reduced operating hours and limited capacity. All other Aquatic and Leisure Centres closed. Staff redeployed. Loss of income from user fees.

Arts and Culture Service All arts and cultural facilities closed. Some content available online. Loss of income from user fees.

Customer Contact Centre Service

Council’s Customer Service counter at Katoomba (including Service NSW) open for face to face service Monday to Thursday. Customer service team available via phone and email on Fridays. Springwood Customer Service Counter closed.

Library and Information ServicesAll library buildings closed. E-borrowing still in operation. Online resources and services expanded. Possible impact to Library Collection. Overdue Fees charge to be removed.

Resource Recovery and Waste Management

Blaxland Waste Management Facility operating 7 days a week. Katoomba Waste Management Facility operating Wednesday to Saturday. Increased demand for bulk waste collection service. Delay in remediation of Katoomba Waste Management Facility Platform.

Sport and Recreation Services Playgrounds, outdoor exercise equipment and sporting fields open. BBQ facilities and skate parks closed.

Economic Development and Tourism Service Visitor Information Centres closed. Loss of associated income.

Property Management Service Reduced Tourist park income. Reduced Commercial property income.

Please visit bmcc.nsw.gov.au for further details and updates.

http://www.bmcc.nsw.gov.au

Delivery Program 2017-2021 and Operational Plan Year Four 2020- 2021 11 Delivery Program 2017-2021 and Operational Plan Year Four 2020- 2021 11

Climate Change EmergencyIn February this year, Blue Mountains City Council became the third Council in NSW to declare a Climate Change Emergency. Blue Mountains City Council takes the issue of climate change very seriously and strives to show leadership in the area of climate change mitigation and adaption. Integration of sustainability into all levels of planning within Council has been a priority of the Council over many years and will continue to be a major priority going forward, as part of service delivery in 2020-2021.

Safety and asbestos managementThe actions in this 2020-2021 Operational Plan will ensure Council continues to strengthen its safety and asbestos management. Council has entered into an Enforceable Undertaking with SafeWork NSW and has agreed to implement five strategies to benefit the Council’s workplace, the local government sector and community. These strategies are:

• Providing communications technology to field teams

• Implementing workplace training

• Implementing a People at Work Survey across Council’s workforce

• Developing an asbestos management toolkit for NSW Councils

• Delivering a Public Education Campaign

Delivering best value services to our communityThe Operational Plan for 2020-2021 supports expenditure of over $135M on delivery of a wide range of services, facilities and infrastructure and the management of $1.3B worth of built assets and 10,000 hectares of bushland. We are proud of the extensive range of services we deliver day-in and day-out across our 27 towns and villages.

In the coming year, a number of significant projects will be delivered or substantially progressed, including:

• Southern Scenic Escarpment Program, including upgrade of walking tracks and construction of a Gathering Place at Echo Point

• District park upgrades at Glenbroook, Buttenshaw, Wentworth Falls and Blackheath

• Implementation of the Blackheath and Springwood Town Centre masterplans

• Upgrades to the Katoomba outdoor pool precinct

• Scenic Eastern Escarpment program

• Upgrade of Springwood library

• Drainage renewal at Cliff Drive, Leura

• Implementation of the Visitor Infrastructure Investment Strategic Plan

• Heavy plant and light vehicle replacement

• Targeted footpath upgrade program

• Natural areas visitor facilities risk mitigation program

• Fire trail renewal program

• Road renewal and reseal program

Some of these projects are funded through special rate variations that were endorsed by the community in 2013 and 2015. Further information on how the Council will use these funds to reverse the decline in the City’s built assets, improve emergency preparedness and response, protect the environment and improve key services to the community is provided in Section 3.


A financially viable CouncilThis plan continues to implement Council’s Six Strategies for Financial Sustainability and further strengthens the financial position of 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.

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.

In 2020-2021, Council plans to continue implementing our Financial Sustainability Action Plan. The focus of these activities will be on:

• Replenishing Council reserves to improve organisational resilience

• Continuing to avoid any new borrowings

• Increasing income through the Visitor Infrastructure Investment Strategic Plan

• Maintaining partnerships with Western Sydney through the Western Sydney City Deal

Advocacy and changeLocal councils must continually respond and adapt to change. The Council will continue to advocate to other levels of government to secure positive outcomes for the City. Some of the key issues that will be a focus of Council’s advocacy during 2020-2021 include:

• Advocating on climate change initiatives and the need to respond to our climate emergency

• Ensuring success of the Western Sydney City Deal

• Advocating against adverse impacts from the Western Sydney Airport

• Managing the impact of increased tourist visitation on local amenity and infrastructure

On behalf of the Council, thank you for the opportunity to share this Operational Plan for 2020-2021. We are excited about the many projects and key partnerships that we have planned for this year and remain committed to delivering best value services that meet the needs of a diverse Blue Mountains community.

Mark Greenhill OAM, Mayor Rosemary Dillon, Chief Executive Officer

12 Delivery Program 2017-2021 and Operational Plan Year Four 2020- 2021 Phot

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1.2 About this DocumentThis document presents the Council’s four year Delivery Program 2017-2021 incorporating the annual Operational Plan 2020-2021. It is the Council’s response and commitment within available resources to implement the Blue Mountains Community Strategic Plan 2035.

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 (CSP 2035).

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 presents the Council’s Delivery Program 2017-2021 and Operational Plan Year Four 2020-2021 by CSP Key Direction including:

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

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

• 2020-2021 Budget Overview by Service

• Asset Works Program 2020-2021 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

Section 3 provides an overview of the resourcing context for the Delivery Program. The Financial Plan, Asset Plan and Workforce Plan are shown linking the delivery program to the Resource Strategy.

Details on the Council’s Six Strategies for Financial Sustainability and Fit for the Future Action Plan 2017- 2021, Budget Estimates, Rates and Annual Charges Statement and Borrowing Statement are presented, as well as the final year of the Delivery Program Asset Works Program.

The Fees and Charges for 2020-2021 are provided in a supplementary document.


Integrated Planning and Reporting Framework

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, a four year State of City; and End of Council Term Report. These four year reports then informs the update of the Community Strategic Plan.

INTEGRATED PLANNING & REPORTING FRAMEWORK

State and Regional Plans

Serv

ice

Das

hboa

rds

10 y

ears

Other Strategic PlansWaste

StrategyLand Use Strategy

Transport Strategy

Recreation Strategy

Service Plans

Resourcing Strategy10 years

Long Term Financial Planning

Workforce Management Plan

Asset Management Planning

Delivery Program 4 years

Operational Plan

1 year

Annual Report1 year

Perpetual monitoring

& review

State of CityEnd of Council Term Report4 years

Asset Plans

Community Engagement

Community Strategy Plan

10 years+


10 year+ community strategic planBlue Mountains Community Strategic Plan 2035

Where we want to be in 10 + years

Long 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

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

YOU

AR

E H

ERE


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 services and proposed four and one year improvement actions to support achievement of the Community Vision, Objectivesand 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.


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

inspiring leadership an environmentally responsible city

an inclusive, healthy and vibrant 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

a liveable city an accessible city an economically sustainable city


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 Workplace Health and Safety Strategy and 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 Strengthen the Council’s approach to asset management so that it supports best value affordable service delivery and effective risk management.

Priority 3 Deliver the Council’s financial sustainability strategies and Fit for the Future targets - maintaining the Best Value Decision Making Framework to maximise outcomes for the community.

Priority 4 Commence the strategic review of affordable and acceptable levels of Council service provision to inform future decision making and priorities.

Priority 5 Increase focus on organisational business improvement, innovation and safety and improve culture, 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.

Priority 8 Implement training, capability and skill development of the Council workforce to support delivery of required services to the community.

1.4 Four Year Strategic Priority Outcomes


1.5 Your Councillors

WARD 2Faulconbridge to Wentworth Falls

WARD 3Valley Heights to Faulconbridge

WARD 4Lapstone to Warrimoo

WARD 1Leura to Mount Victoria, Mount Tomah

Councillor Mark Greenhill, OAM (Mayor)

Councillor Daniel Myles

Councillor Chris Van Der Kley (Deputy Mayor)

Councillor Don McGregor

Councillor Darryl Bowling

Councillor Mick Fell

Councillor Romola Hollywood

Councillor Kerry Brown

Councillor Brendan Christie

Councillor Shae Foenander

Councillor Brent Hoare

Councillor Kevin Schreiber



1.6 The Council’s Vision, Mission and Values


1.7 Organisational Performance Review

Summary overviewThe 2018-2019 Organisational Performance Review is a key step the Council has made in seeking to continually improve its performance.

The Organisational Performance Review:

• Assessed the current level of organisational performance and identified areas of strength and those needing improvement;

• Extensively consulted and engaged with staff and Councillors;

• Generated ideas for shaping a more collaborative culture and operating model and a new structure to address required improvements identified;

• Developed an Improvement Strategy and Action Plan for Council consideration; and

• Encouraged leadership and collaboration at all levels.

The key objective for the 2018-2019 Organisational Performance Review was to develop a shared vision for a strategy and action plan to improve organisational performance.

The Review also aimed at strengthening the Council’s ongoing capability to anticipate and respond to known and emergent challenges and opportunities, thereby maintaining and further improving the capacity of the Council to deliver services contributing to the achievement of our Community Strategic Plan.

The Review resulted in the development of a BMCC Improvement Strategy and Action Plan that positions the Council for success into the future.

The Improvement Strategy recognises the importance of building on past improvement processes and includes a continuous improvement framework for the organisation going forward, as new challenges and opportunities emerge. The Improvement Strategy for each of the Key Improvement Areas has been integrated into the Council’s Resourcing Strategy which supports the Delivery Program, summarised in Section 3.

We continue to focus on the Action Plan, which has been integrated with the 2017- 2021 Delivery Program, within Section 2.


Our Operating Model (see Diagram below) shows the inter-relationships between strategy, services, organisational structure and community – to be one organisation responding to the changing needs of our Community and City:

• Strategy is the driver of decision making, we are Strategy Led

• Everything culminates in delivery of services to the community, we are Service Focused

• Key Directions from our Community Strategic Plan (Lead, Protect, Live, Care, Move and Thrive) guide delivery of services

• Four new Directorates are aligned with the delivery of the Key Directions of the Community Strategic Plan with names reinforcing that each Directorate is a service provider.

We act as one organisation responding to the changing needs of our LGA and Community

We are strategy led, driven by our Community Strategic Plan, with clear priorities and focus

We are service focused - we continuously improve our service provision and provide excellent customer service

We collaborate and work together to achieve our outcomes

We ensure safety and wellbeing is at the centre of our organisation, operations and culture

We are a financially sustainable organisation, living within our means, ensuring best value allocation of resources

Our Guiding Principles

Council Operating Model

1.8 Organisation Design


Council Structure - Directorates & Services

Council

Chief Executive Officer

Strategy & Corporate Services

Directorate

Strategy & Performance

Emergency Management

Natural Environment

Natural Area Visitor Facilities

City Wide Strategic Planning

Development & Building

Environmental Health & Compliance

Arts & Culture

Community Development

Customer Contact Centre

Family Day Care

Libraries & Information

Aquatic & Leisure Centres

Burial & Ashes Placement

Sport & Recreation

Resource Recovery & Waste Management

Economic Development

& Tourism

Place Management

Property Management

Infrastructure Project Delivery

Transport & Public Access

Human Resource

Business & Information Systems

Finance

Fleet

Procurement & Warehouse

Strategic Resource Allocation

Environment & Planning Services

Directorate

Cultural & Community Services

Directorate

Economy, Place & Infrastructure

Services Directorate

Governance & Civic Services

Workplace Health & Safety

Communications & Marketing

Risk & Internal Audit

Partnerships and Special Projects

Office of the CEO

Water Resource Management

Council Structure – Directorates & Services


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.

Blue MountainsNational Park

National Park

National Park

SYDNEYBLUE MOUNTAINS

LITHGOW

BELL

BLACKHEATH

KATOOMBA

GLENBROOK

PENRITH

GOSFORD

WOLLONGONG

PARRAMATTA

MT IRVINE

BERAMBING

MT WILSON

MT TOMAH

BELL

MT VICTORIA

BLACKHEATH


MEDLOW BATH

MEGALONGVALLEY

KATOOMBA

LEURA

BULLABURRA

HAZELBROOK

WOODFORD SPRINGWOOD

VALLEY HEIG

HTS

WARRIMOO

BLAXLAND

GLENBROOK

LAPSTONE


SUN VALLEY

MT RIVERVIEW

YELLOW ROCK

HAWKESBURYHEIGHTSWIN

MALEE

FAULC

ONBRIDGE

LINDEN

LAWSONWENTWORTH FA

LLS

1.9 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).


SnapshotBlue Mountains snapshot as 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

2are Aboriginal & Torres Strait Island people

2 in the Greater Sydney area

17 were born overseas


18 are 14 or younger

20 are aged 65+

19 are 14 years or younger & 14 are 65+ in the

Greater Sydney area

7were born in the United Kingdom


9 are aged 25-34


6have profound or severe disability


36 have no religion


25 volunteer


14 provide unpaid care



SnapshotBlue Mountains snapshot as at the 2016 Census

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

Households

29,989Dwellings

34,309

7live in medium density dwellings


26are single person households


92live in detached dwellings


52 have 2 or more cars


84have an internet connection


76own their own home or have a mortgage


89speak only English at home


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


18 are renting


41are households with children



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

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1

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2

Our Delivery Program


This section presents the four year Delivery program by each of the six Key Directions of the Blue Mountains Community Strategic Plan (CSP). Within each Key Direction there is a description of each Service that Council delivers addressing the full range of council operations. In addition Council has identified 4 year priority actions and 1 year operational plan actions to deliver improvements in response to Objectives and Strategies in the CSP. A table of these actions follow the service descriptions.

The Council Services contributing to each Key Direction are outlined below.

inspiring leadership

Services• Strategic and Governance• Operational Support Services

Key Direction 1

an environmentally responsible city

Services• Natural Environment• Water Resource Management• Natural Area Visitor Facilities• Emergency Management

Key Direction 2

a liveable city

Services• Development and Building• City Wide Strategic Planning• Environmental Health and

Compliance

Key Direction 4

an economically sustainable city

Services• Economic Development & Tourism• Place Management• Property Management

Key Direction 6

Services• Infrastructure Project Delivery• Transport & Public Access

Key Direction 5

an accessible city

Services• Arts and Culture• Aquatic & Leisure Centres• Burials and Ashes Placement• Community Development• Customer Contact Centre• Family Day Care• Libraries and Information• Sport and Recreation• Resource Recovery & Waste

Management

Key Direction 3


2.1 Delivery Program by Key Direction


The Delivery Program allocates over $135M annually to services, facilities and infrastructure to meet the needs of the community.

This diagram shows the percentage share of Council’s 2020-2021 planned expenditure by Key Direction after repayment of debt.

Supporting this service delivery, the Council continues to manage approximately 10,000 hectares of natural assets and over $1.3B worth of built assets and facilities. These include:

• 696 km sealed roads

• 49 km unsealed roads

• 555 km kerb and gutter

• 8,450 drainage pits

• 135 km walking tracks

• 192 km footpaths

• 26 bridges

• 105 parks

• 22 sporting grounds

• 66 playing courts

• 16 pools in 5 locations

• 6 skate parks

• 14 public halls and meeting places

• 1 cultural centre

• 1 theatre and community hub

• 6 libraries

• 27 emergency buildings

• 88 public toilets

• 9 cemeteries

• 2 waste management facilities

• 1 dam

• 11 commuter car parks

Assets supporting service delivery

COUNCIL EXPENDITURE BY KEY DIRECTION (%)

Thrive 6%

Lead 21%

Protect 8%

Care 36%

Live 8%

Move 20%


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:• Being an area highly prone to natural disasters

such as bushfires and storms

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

• 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

• Addressing the 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, manage risks and fund required renewal and maintenance

• Safely managing and eliminating asbestos from the City

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

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

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

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

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

• Supporting our community through all its different life stages

• Retaining and attracting young people and families in the City

Our Key Challenges


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 Report and End of Council Term Report.

Resident Perceptions: In 2018, over 500 randomly selected residents representative of the community, were asked to rate overall performance of the Council’s service delivery. The 2018 overall result was 3.44 out of 5.

RESIDENT SATISFACTION WITH OVERALL COUNCIL PERFORMANCE5 Point Satisfaction Assessment Scale

(0 to 2.9 = Low, 3 to 3.74 = Medium, 3.75 to 5 = High)

Council performance

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High Satisfaction

Medium Satisfaction

Low Satisfaction

2.603.10 3.24 3.18 3.10 3.23 3.16

3.36 3.23 3.213.43 3.42 3.60 3.53

1996

2000

2002

2003

2004

2006

2007

2009

2010

2011

2012

2013

2014

2016

2018

3.44


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


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

Strategies1.1.a Strengthen the financial sustainability of the

Council1.1.b Increase focus and priority on business

improvement and innovation to improve effectiveness and efficiency

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

Strategies1.2.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

Community Strategic Plan 2035 Objectives & Strategies

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

Strategies1.3.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

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

Strategies1.4.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


The LEAD Key Direction is delivered through Strategic and Governance ServicesStrategic 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 Services - there are also a number of areas that support external service delivery. These Operational Support Services include Fleet, Financial Management, People (Human Resources), Central Warehousing & Purchasing, Business & Information Systems. A proportion of the cost of these services are distributed across the organisation as support costs.

Description of lead strategic & governance servicesStrategic Resource Allocation leads the achievement of a financially sustainable Council, through the Long Term Financial Plan and the Six Strategies for Financial Sustainability, Strategic Asset Planning & co-ordination and Workforce Management Strategic Planning.

4 year Priority Action

• Implement the Financial Sustainability action plan

• Implement the best value decision making framework to ensure available funding is well targeted to improve financial sustainability

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

• Implement the Workforce Management Strategy

• Implement the Business Improvement Program to achieve cost savings, efficiencies, productivity and increase revenue

Strategy & Performance drives and guides the Council in meeting NSW legislative requirements for Integrated Planning and Reporting (IPR) including Service Business Planning.


• 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

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


• Continue development of the Council’s enterprise risk management framework

• Develop integrated management systems

Governance and Civic Services coordinates effective council governance processes including policy, compliance, legal services, access to information, complaint procedures and provides support services to the Mayor and elected representatives of the Council.


• Review of Council meeting governance and reporting

• Corporate policies are current and regularly reviewed

Delivery of lead - inspiring leadership

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Communications and Public Relations implements a corporate communications strategy and policy to guide delivery and resourcing of Council’s corporate communications, engagement and marketing activities.


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

• Develop and implement a new corporate website

• Increase Council’s online presence

Information and Business Systems 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

Workplace Health and Safety leads improvement in workplace health and safety.


• Oversee and drive implementation of a quality ’whole of organisation’ safety management system

• Improve and strengthen the Council’s Safety Management

46 Delivery Program 2017-2021 and Operational Plan Year Four 2020- 202146 Delivery Program 2017-2021 and Operational Plan Year Four 2020- 2021

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BudgetIn 2020-2021 the Council is forecast to spend $14.7M on the provision of Strategic and Governance Services.

Budget 2020-2021 Operating Cost $’000

Strategic & Governance 8,793

LEAD TOTAL 8,793

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

In Development

• Priority Infrastructure Strategic Plan

• Western Parklands City Digital Action Plan

2018 Community survey feedback

CURRENT CUSTOMER SATISFACTION RATING OUT OF 5

5 Point Satisfaction Assessment Scale (0 to 2.99 = Low, 3 to 3.74 = Medium, 3.75 to 5 = High)

0.00 1.00 2.00 3.00 4.00 5.00

Level of consultation and information provided by Council 3.32

Value for money of Council Services 3.37

Councillor Performance 3.16

Council Staff Performance 3.91

Overall performance of Council 3.44

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Planned Capital Works 2020-2021

Asset Works Program 2020-2021 (‘000) CSP Strategy 2020-2021

Operational Support Services 5,696

Upgrade Springwood Depot Amenities Building (AWP 156) 1.3.c 580

Heavy Plant & Light Vehicle Replacement (AWP 164) 1.3.a 2,987

Heavy Plant Replacement- Domestic Waste (AWP 165) 2.2.b 1,500

Information Technology (AWP 166) 1.1.b 290

Plant & Equipment (AWP 167) 1.3.a 339

Asset Works Program Total 5,696

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PerformanceThe following measures will be used to track LEAD performance:

Performance Measures Baseline Result from 2016-2017 Annual Target

Governance – Good Customer Service

Overall community satisfaction with Council performance 3.52 Medium Maintain or Improve

Overall community satisfaction with Council staff performance 3.77 High Maintain

Overall community satisfaction with Councillor performance 3.69 Medium Maintain or Improve

Overall community satisfaction with value for money of Council services 3.34 Medium Maintain or Improve

Overall community satisfaction with the level of Council information provided and consultation implemented. 3.36 Medium Maintain or Improve

Financial – A Financially Sustainable Council

Fit for the Future targets

• Operating Performance Ratio 5.4% Positive

• Own source revenue 80.1% Maintain

• Building and infrastructure renewal ratio 35.1% Increase

• Infrastructure backlog ratio 2.0% Decrease

• Asset maintenance ratio 99% Maintain

• Debt service ratio 8.2% Decrease

• Real Operating Expenditure per capita 1.1% Decrease

Social – a Safe, Skilled and Engaged Workforce

Workforce Management Plan targets

• Lost time injuries 17.6 per million hours Decrease

• Employee retention rate 93.1% Maintain

• Employee engagement 54% Increase

Action PlansFFtF Fit For the Future Action Plan (page 170)

AMS Asset Management Strategy Action Plan (page 195)

WMS Workforce Management Strategy Action Plan (page 211)

ISAP Improvement Strategy Action Plan

EU Enforceable Undertaking

LSPS Local Strategic Planning Statement


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

4 yr priority ID

DELIVERY PROGRAM 4–year Priority Action

2020-2021 ID

OPERATIONAL PLAN 2020-2021 Action Service Responsible

Manager

1101 Achieve Fit for the Future Targets, implement the Fit for the Future Action Plan and align financial management through the Long Term Financial Plan

D1101.03 Implement the Fit for the Future annual Action Plan, monitor and report on achievement of targets and actions (FFtF 1a)

Strategic and Governance


1102 Implement the Council’s Six Strategies for Financial Sustainability:1. Avoid Shocks - Monitor and report on annual Fit for the Future targets2. Balance the Budget - Strategic allocation of annual budget in alignment to the Long Term Financial Plan3. Manage Debt and Investments Responsibility - improve borrowing capacity and maximise investment returns4. Increase Income - Review Revenue Strategies including Property Disposal and Investment Program5. Review and adjust services - Develop and align service and asset plans6. Increase Advocacy and Partnerships - Develop an advocacy and partnership strategy

D1102.15 Set annual financial and Fit for the Future targets. (FFtF 1b)



D1102.16 Strengthen alignment of budgeting to the Long Term Financial Plan, Service Plans and Asset Management Plans (FFtF 2a)



D1102.17 Finalise the Borrowings Policy (FFtF 3a to 3d) and update annual Strategic Investment Plan (FFtF 3e)



D1102.18 Finalise Revenue Strategy and incorporate into Long Term Financial Plan (FFtF 4a)



D1102.19 Review and update Property Disposal and Investment Program (FFtF 4b)

Property Management

Property & Commercial

D1102.20 Improve alignment of service and asset planning (FFtF 5d)



D1102.21 Investigate and implement advocacy and partnership Initiatives, (FFtF 6a)



1103 Identify innovative and creative ways of lowering costs and increasing income

D1103.05 Deliver initiatives that ensure expenditure of Special Variation and other Council funds is targeted to reducing long term costs and increasing income where appropriate (FFtF 1d)



1104 Improve integration of the Asset Register and Asset Management Plans to inform achievement of affordable levels of service

D1104.04 Review and make improvements to the integration of finance asset accounting and asset management (FFtF 2d)



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

4 yr priority ID


2020-2021 ID


Manager

1111 Implement the Council’s Business Improvement Program to achieve cost savings, efficiencies, productivity and increase revenue

D1111.04 Identify and deliver Business Improvement Projects (FFtF 2b)



1112 4 year priority action moved to strategy 1.2.c. Refer to 1224

1113 Ensure the organisation has the technology and business systems it requires to effectively and efficiently deliver best value services and manage risks

D1113.06 Upgrade Council's Information Technology Assets (AWP 166, AMS 2a)

Operational Internal


D1113.07 Implement a review of existing business systems and technology and assess required changes to meet the needs of the organisation going forward (AMS 2a, ISAP 2.1)



D1113.08 Progress implementation of an integrated enterprise business system or systems (AMS 2a, ISAP 2.2)



D1113.09 Develop and implement a staged action plan to achieve required technology and business system improvements that support the Council’s service delivery (AMS 2a, ISAP 2.3)



1115 Improve building, regulatory and compliance inspection services by implementing new technologies and business processes

D1115.05 Progressively digitise development related microfiche records for their long term preservation and use (AMS4a)

Development and Building

Development & Building Services

1116 Develop and implement the Workplace Strategy to support and influence innovation, efficiency and business improvement

D1116.03 Progress Stage 1 of the Workforce Accommodation Strategy (AMS 2b)

Property Management

Special Projects Unit


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

4 yr priority ID


2020-2021 ID


Manager

1201 Use the best value decision making framework to ensure that available funding is well targeted to improve financial sustainability

D1201.03 Implement best value decision making to support delivery of value for money services and to achieve financial sustainability targets (FFtF 5d)



1202 Review Council meeting governance and reporting processes

4 Year Priority Action complete Strategic and Governance


1203 Improve understanding of Council’s Long Term Financial Plan (LTFP) so that it drives and guides decision making.

D1203.03 Implement initiatives to improve understanding of and commitment to Long Term Financial Planning strategies (FFtF 1a)



1204 Strengthen the Council’s Integrated Planning & Reporting processes

D1204.06 Commence the update of the full suite of integrated Plans with a view to improving overall structure and integration with the new service framework (AMS 4c)



1205 Prepare, review and update corporate plans, strategies and programs in consultation with community to meet NSW Integrated Planning requirements

D1205.04 Commence the review of the Community Strategic Plan, and development of the 2021-2025 Delivery Program (FFtF 5a)



1206 Improve corporate reporting D1206.05 Review our corporate performance measurement and reporting framework, with a view to incorporating new performance measures into the next update of the full suite of integrated plans (FFTF 1b)



1208 Prepare and review a Local Strategic Planning Statement

4 Year Priority Action complete City Wide Strategic Planning


1209 Implement statutory model Code of Conduct

4 Year Priority Action complete Strategic and Governance


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

4 yr priority ID


2020-2021 ID


Manager

1221 Strengthen the Council’s Compliance management

D1221.06 Continue to improve and strengthen the Council’s Enterprise Risk Management Framework (FFtF 1c, 2f )


Risk & Internal Audit

D1221.07 Complete a prioritised health check on whether the Council is meeting required legislative compliance. (ISAP 4.2, AMS 4d)



D1221.08 Identify best ways to engage and work with staff on development, implementation and communication of corporate policies, processes and procedures (AMS 4d, ISAP 4.3)



1222 Ensure corporate policies, work processes and procedures are current, clear, fit for purpose, accessible and regularly reviewed

D1222.05 Implement prioritised program to review and improve Council policies, processes and procedures (AMS 4e, ISAP 4.1)



D1222.06 Review and improve work processes and procedures in consultation with staff (ISAP 4.1, AMS 4e)



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

4 yr priority ID


2020-2021 ID


Manager

1211 Position the Council to be proactive in communicating and engaging with the community on the business of the Council

D1211.09 Complete Stage 2 of the website review. (AMS 2c)


Communications & Marketing

1212 Engage community on the update of the Community Strategic Plan and the 10 year Resourcing Strategy - including affordable and acceptable levels of service

D1212.05 Determine affordable and acceptable levels of service in consultation with community (FFtF 5a, ISAP 5.3)




1224 Conduct an Organisational Performance Review and implement Organisational Improvement Action Plan

D1224.05 Implement Organisational Improvement Strategy Action Plan 2020-2021 actions (WMS 3a)


Director Strategy & Corporate Services

D1224.06 Incorporate required commitment to operating as “one Council” and “working together collaboratively” into position descriptions, work programs, processes and procedures (ISAP 1.2, WMS 3a)


Human Resources

D1224.07 Progress strengthening of organisational culture through implementing a range of targeted programs including Fair and Just Culture (ISAP 1.3, WMS 3a)


Human Resources

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

4 yr priority ID


2020-2021 ID


Manager

1231 Implement the Council’s Information Management Strategy to progress more strategic information management

D1231.04 Develop an Information Management Strategy and incorporate with Council’s Resourcing Strategy (AMS 2d)



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2020-2021 ID


Manager

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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

4 yr priority ID


2020-2021 ID


Manager

1301 Plan and review Council’s services to achieve best value affordable service provision that meets assessed community needs

D1301.09 Strengthen the Council’s Service Business Planning so that it guides and supports Asset Management Planning and best value service provision (FFtF 2e)



D1301.10 Support development of Service Business Plans that align strategies with financial, asset and workforce plans (FFtF 5c)



D1301.11 Replace Council's Heavy Fleet and Light Vehicles as required in conjunction with stakeholder consultation (AWP 164, AMS 1c)


Finance

D1301.12 Replace Council's Plant & Equipment as required (AWP 167, AMS 1c)



D1301.13 Implement the BMCC Service Framework: Guidelines for achieving Best Value Services (FFtF 5b)



1302 Model, define and review affordable levels of Council service and asset provision within available revenue

D1302.03 Provide modelling to inform the development of affordable levels of service as part of Service Business Planning (FFtF 2c)




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

4 yr priority ID


2020-2021 ID


Manager

1311 Improve our approach to asset management

D1311.07 Implement the endorsed Asset Management Improvement Program (FFtF 2d, AMS 3a)



D1311.08 Progress implementation of an integrated asset and financial management system to support effective service and asset planning, risk management and best value optimal resource allocation (AMS 2e ISAP 5.1)



D1311.09 Review existing Asset Management Strategy and Policy and update Service and Asset Plans guiding resource allocation (ISAP 5.2 , AMS 1a)



D1311.10 Clarify roles, responsibilities and processes for service and asset planning and management (AMS 3a, ISAP 5.4)



1312 Review the Council’s Administrative Property Portfolio

D1312.04 Progress Stage 1 of the Workforce Accommodation Strategy (AMS 2b, AMS 2f ).Aligns to Strategy 1.1b,

Property Management


1313 Implement Asbestos Management Plan

D1313.08 Implement the illegal dumping strategy (WMS 1a)

Environmental Health and Compliance


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

4 yr priority ID


2020-2021 ID


Manager

1321 Ensure the organisation has the skills and capabilities to deliver required services to the community

D1321.08 Implement a tailored leadership and management program that supports ongoing professional and organisational development (WMS 2a)


Human Resources

D1321.09 Implement targeted coaching and mentoring programs across all levels of leadership and management (WMS 2a, ISAP. 3.3)


Human Resources

D1321.10 Review skills requirements against business needs (WMS 2a, ISAP 3.2)



1322 Council supports trainees, apprentices & cadets

D1322.03 Continue implementation of the annual Trainee, Apprentice and cadet program (WMS 2b)


Human Resources

1323 Strengthen Human Resource Management and Recruitment

D1323.03 Continue implementation of Human Resource and Recruitment improvement plan actions. (WMS 4b)


Human Resources

1324 Improve and strengthen the Council’s Workplace Health and Safety and asbestos management

D1324.07 Complete the integrated Workplace Health and Safety Strategy and Management System in close consultation with staff, management and the elected Council. (WMS 1b, ISAP 6.1)


Chief Safety Officer

D1324.08 Strengthen regular staff engagement, consultation and training on WHS matters (WMS 1b, ISAP 6.2)



D1324.09 As part of the WHS Strategy develop and implement prioritised improvement action plans. (WMS 1b, ISAP 6.3)



D1324.10 Continue to strengthen staff training and management systems supporting effective asbestos management (WMS 1b, ISAP)

Property Management


D1324.11 Re-fit Springwood Depot Amenities Buidling (AWP 156, WMS 1b)


Infrastructure

D1324.12 Commence masterplanning South St Depot site (WMS 1b)

Property Management



D1324.13 Provide communications technology to field teams to allow employees to access safety procedures, policies, asbestos plans and registers and to electronically complete and submit forms such as risk assessments, hazard and incident reports (EU) (WMS 1b)



D1324.14 Implement workplace training including online workplace training programs about asbestos awareness, Workplace Health and Safety and fair and just culture (EU) (WMS 1b)



D1324.15 Implement a People at Work Survey across Council’s workforce based on the model made available by the QLD Government (EU) (WMS 1b)



D1324.16 Deliver an asbestos management toolkit for NSW councils to integrate into their own workplace systems and procedures (EU) (WMS 1b)



D1324.17 Ensuring Council’s Work Health and Safety Management System complies with the principles of AS/NS 4801;2001 (EU) (WMS 1b)



4 yr priority ID


2020-2021 ID


Manager

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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 Mountains4 yr priority ID


2020-2021 ID


Manager

1401 Work with Greater Sydney Commission to finalise and implement the Western City District Plan

D1401.03 Implement projects funded through the City Deal with Australian and NSW Governments

Aligns to Strategy 4.1.a and 4.1.c (FFtF 6e, AWP 139 - AWP 168)


Executive Business Manager

1402 Negotiate and implement the City Deal with Australian and NSW Governments

D1402.04 Participate in the City Deal for the benefit of the Blue Mountains and work co-operatively with the other seven Councils (FFtF 6a)



1402 Negotiate and implement the City Deal with Australian and NSW Governments

D1402.05 Coordinate the delivery of the City Deal program (FFtF 6e)



1403 Develop and implement the Priority Infrastructure Plan to coordinate and advocate for the delivery of future assets/ services in the City

D1403.03 Develop a prioritised capital works program informed by the Priority Infrastructure Plan and service and asset planning. (FFtF 6c)

Aligns to Strategy 6.3a



1404 Improve and better align planning and reporting between the Council, State Agencies and adjoining councils

D1404.04 Commence engagement with key State agencies, adjoining councils and partners in the update of the Blue Mountains Community Strategic Plan and Resourcing Strategy (FFtF 6e)

Aligns to Strategy 6.3a



D1404.05 Prepare and implement priority Plans of Management for urban land and public land, to align with the Crown Lands Management Act and/or Local Government Act 1993 (AMS 1b, LSPS 1.5)


Director Cultural & Community Services

D1404.06 Begin to work with NSW National Parks and Wildlife Service to develop a framework for the coordinated delivery of infrastructure to benefit both the Blue Mountains World Heritage National Park and the Blue Mountains local government area LSPS 1.6, 8.3, FFtF 6e)


Environment

D1404.07 Collaborate with NSW Health on the redevelopment and delivery of a District hospital and associated clinical facilities, including mental health facilities, for the Blue Mountains (LSPS 3.5, FFtF 6e)


City Planning

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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

4 yr priority ID


2020-2021 ID


Manager

1411 Actively participate in the Regional Strategic Alliance (RSA)

D1411.10 Participate in the City Deal for the benefit of the Blue Mountains and work co-operatively with the other seven Councils (FFtF 6a) (RSA dissolved September 2019)



1412 Develop and engage in partnership initiatives that support planetary health and the achievement of a sustainable Blue Mountains.

D1412.01 Investigate and develop partnership and leadership initiatives with University of Western Sydney and others, that support a sustainable Blue Mountains culturally, environmentally, socially and economically


Strategy and Performance

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

4 yr priority ID


2020-2021 ID


Manager

1421 Facilitate energy efficient initiatives that reduce greenhouse gas emissions from Council operations

D1421.06 Implement Carbon Abatement Action Plan actions for 2020-2021 (FFtF 6e)

Resource Recovery and Waste Management Service


D1421.07 Continue to engage and advocate on climate change initiatives such as the Cities Power Partnership and Resilient Sydney, as well as supporting community engagement in the Bushfire Expo and Conference (LSPS 2.1, FFtF 6e)


City Planning

D1421.08 Work with the NSW Department of Planning, Industry and Environment to advocate for improved energy efficiency standards within State Environmental Planning Policy (Building Sustainability Index: BASIX) 2004, and the potential for Councils to set local energy efficiency targets (LSPS 2.7 , 6.10) (FFtF 6e)


City Planning


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



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

Strategies2.1.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

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

Strategies2.2.a Encourage responsible resource use and low

consumption environmentally aware lifestyles2.2.b Minimise waste - avoid, reduce, recycle and

reuse2.2.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

Community strategic plan 2035 Objectives & strategies

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

Strategies2.3.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

objective 2.4

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

Strategies2.4.a Work in partnership with Traditional Owners

and other Aboriginal communities to Care for Country by respecting, sharing and incorporating traditional Indigenous knowledge


PROTECT SERVICES

Emergency management serviceThe Emergency Management Service maintains and builds community and organisational capacity to prepare for and respond to bushfire and other emergency risks. To achieve this, the Service undertakes liaison and partnership building, the development of plans, strategic decision-making frameworks, technical standards and procedures.

The Service works with a wide range of agencies and organisations, including the Rural Fire Service and the State Emergency Service, which the service assists through the formal supporting arrangements in place with both agencies. It also 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• 256 Bush Fire Asset Protection Zones protecting

934 houses and other structures

• Approximately 50km of fire trails

• 25 Rural Fire Service (RFS) buildings

• 2 State Emergency Service building2

% of Council’s total asset value

Emergency Management 2.4%

Budget 2020-2021

Expenditure ($'000) Funding ($'000)

Operating Cost 3,105 Council Subsidy 1,533

Support Cost 469 Special Rate Variation Funds

545

Asset maintenance 374 TOTAL

SUBSIDY 2,078

Asset Works Program 150 Service

Income 2,020

TOTAL EXPENDITURE 4,098 TOTAL

FUNDING 4,098


KD2

PRO

TECT

Natural area visitor facilities serviceThe Natural Area Visitor Facilities Service plans for and provides nature-based recreation facilities, including walking tracks, lookouts, basic bushland campgrounds, picnic areas, public toilets and shelters in bushland reserves. The Service also provides a range of assets and localities used for adventure sports such as abseiling, rock climbing and mountain bike riding.

The service plans for, delivers and promotes high quality natural area visitor experiences and licenses the use of Council reserves for sustainable, commercial, nature-based tourism operations.

The visitor facilities managed by this service include heritage items of state significance that are managed to preserve their heritage values for future generations.

4 year focus • Improve and better align planning and reporting

between the Council, State Agencies and adjoining councils

• 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.

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

• Plan and deliver a program for major tourism precincts and activities that support commercial operations including the Southern and Eastern Scenic Escarpment Masterplans

Assets Supporting the Service• 135km of walking tracks

• 86 lookouts

• 5 campgrounds


Natural Area Visitor Facilities 6.9%

Budget 2020-2021


Operating Cost 240 Council Subsidy 2,903


876


SUBSIDY 3,778

Asset Works Program 3,562 Service

Income 338


FUNDING 4,116


Natural environment serviceThe Natural Environment Service protects Council-managed natural assets. These natural assets are central to the City’s character, conservation values, identity, liveability, and the local economy.

The Service delivers actions that maintain these values through:

• improving and maintaining the condition and connectivity of native vegetation

• protecting and managing threatened species, populations and ecological communities

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

• restoring and regenerating disturbed and degraded lands

• maintaining walking tracks networks

• providing logistical support to emergency response and recovery phases of affected natural areas.

• undertaking weed control, bush regeneration, creekline and wetland restoration, biodiversity conservation, and community engagement and education

The service also works with the community in partnerships that contribute to the natural environment including: Bushcare, Landcare, Streamwatch, Swampcare and Trackcare.

Central to the Natural Environment Service is working with aboriginal communities through the Caring for Country Service. The Service delivers cultural, economic, environmental and social outcomes for the Aboriginal and broader community by working in collaboration with Traditional Owners, and other Aboriginal people, to care for Country and address historic disadvantage through co-management, partnership-building, responding to Native Title, and ensuring that the management of our natural and cultural environments reflects the needs and aspirations of the Aboriginal community.

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

• 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]

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

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


KD2

PRO

TECT

Key Focus Area - Caring for Country• Work in partnership with Aboriginal

Communities for the management of Country

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

• Implement the Aboriginal Advisory Council Strategic Plan

• Work in partnership with Traditional Owners and Aboriginal communities on preservation and maintenance of key sites

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

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

• Improve economic opportunities for Aboriginal people

Budget 2020-2021



Support Cost 1,281 Special Rate Variation Funds

1,363


SUBSIDY 3,933

Asset Works Program - Service

Income 250


FUNDING 4,183


Water resource management serviceThe Water Resource Management Service manages and maintains creek lines, open water bodies, water harvesting and reuse systems, rain gardens/bio filtration systems, and stormwater quality improvement assets, 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 through the Integrated Water Management Group. The Service also responds to the NSW State Government’s Flood Policy 2001 by managing flood liable land in the city.

Council is transitioning towards a water sensitive city that works collaboratively with state agencies such as Sydney Water, WaterNSW and the National Parks and Wildlife Service to protect the hundreds of kilometres of waterways and catchments in the surrounding National Park and to support UNESCO’s World Heritage values.

4 year focus • Monitor waterways health through the LGA

• Mitigate impacts of urban runoff to natural waterways

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

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

• Implement effective catchment planning and deliver Priority projects

• 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

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

• Manage water as a valuable resource

Assets supporting this service• Over 20 raingardens/biofiltration systems

• Over 200 stormwater quality improvement devices

• Over 35 stormwater/rainwater harvesting and reuse systems

• Ground Water dependent ecosystems

• Aquatic ecosystems including 19ha of open water bodies and 317km of creek lines in Dhurag and Gundungurra County

Budget 2020-2021


Operating Cost 352 Council Subsidy 816


220


SUBSIDY 1,036


Income -


FUNDING 1,036



KD2

PRO

TECT

2018 Community survey feedbackCURRENT CUSTOMER SATISFACTION RATING OUT OF 5


Budget

Budget 2020-2021 Service Income

Operating Cost

Capital Cost Net Cost % share *

Natural Environment 250 4,183 - 3,933 3%

Water Resource Management - 572 464 1,036 0.8%

Natural Area Visitor Facilities 338 554 3,562 3,778 3%

Emergency Management 2,020 3,948 150 2,078 2%

PROTECT TOTAL 2,608 9,257 4,176 10,825 8%

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

0.00 1.00 2.00 3.00 4.00 5.00

Weed control 2.91

Services that support the local Aboriginal community 3.07

Council lookouts and walking trails 3.73

Clean creeks and waterways 3.47

Bush regeneration 3.53

Protection of natural bushland 3.54

Managing bushfire risk on Council land 3.51

Planning for and supporting emergency management 3.70

Protect is 8% of Council’s Net Cost of delivering services

Water Resource Management 1%

Natural Environment 3%

Natural Area Vistior Facilities 3%

Emergency Management 2%

Rest of Council 92%


Planned capital works 2020-2021

Asset Works Program 2020-2021 CSP Strategy 2020-2021

Natural Area Visitor Facilities 3,562

Pit Toilet/ Sewerage renewal at Hargraves Lookout Shipley Plateau Blackheath (AWP 68) 3.2.a 160

Construction: Natural Area Visitor Facilities Risk Mitigation Program (AWP 70) 3.2.a 230

Liveability Program: Design and Construct improvements to Wentworth Falls Lake (AWP 139) 3.2.a 1,153

Livability Program: Scenic Eastern Escarpment (AWP 143,144,145,146) 3.2.a 1,869

Upgrade Visitor Infrastructure at High Visitation precincts (AWP 191) 3.2.a 150

Emergency Management 150

Fire Trail Renewal Program (AWP 61) 3.3.a 150

Water Resource Management 464

Lapstone Reserve Sewer System (AWP 112) 2.1.b 464


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

Current

• Weed Management Strategic Plan 2019

• Water Sensitive Blue Mountains Strategic Plan

In Development

• Campground Guidelines

• Campground Investment and Management Plan


KD2

PRO

TECT

PerformanceThe following measures will be used to track PROTECT performance:


Natural Environment

Condition of Natural Environment assets Not Available Maintain

Community satisfaction with Protection of natural bushland 3.53 Medium Maintain or Increase

Community satisfaction with Weed Control 2.99 Low Maintain or Increase

Community satisfaction with Bush Regeneration 3.46 Medium Maintain or Increase

Hours of participation in Council supported community conservation programs 10,471 hours Maintain or Increase


Community satisfaction with Council lookouts and walking trails 3.83 High Maintain


Community satisfaction with planning for and supporting emergency management for the city 3.77 High Maintain

Community satisfaction with managing the bushfire risk on Council land 3.52 Medium Maintain or increase

Percentage delivery of the annual Fire Mitigation Program 99% Actions on-time


Community satisfaction with Clean creeks and waterways 3.44 Medium Maintain or Increase

Number of core reporting sites with excellent or good waterway health ratings. 52% Maintain


objective 2.1 The condition, health and diversity of native flora, fauna, habitat, ecosystems, waterways, water catchments and groundwater are maintained and enhancedStrategy 2.1.a Protect and manage the city’s natural areas and the flora and fauna, ecological communities and ecosystems they support4 yr priority ID


2020-2021 ID


Manager

2101 Deliver the High Priority Conservation Areas Restoration Program to restore rare and threatened ecological communities

D2101.05 Restore rare and threatened ecological communities through delivery of the Endangered Ecological Restoration Program.

Natural Environment

Environment

D2101.06 Develop and deliver partnerships with landholders, community and government, to support conservation of threatened biodiversity such as Save Our Species and Bush Backyards programs.

Natural Environment

Environment

2102 Improve and maintain the condition and connectivity of native vegetation through targeted habitat restoration and weed control programs

D2102.03 Implement targeted habitat restoration and weed control programs to restore key conservation landscapes within priority bushland reserves.

Natural Environment

Environment

2103 Implement targeted habitat restoration and weed control programs. Natural area maintenance has a greater focus on bush regeneration, urban weed management and bush care.

D2103.03 Deliver the priority habitat and weed control activities for 20/2l Aligns to Natural Environment Program Strategy 2.3 c

Natural Environment

Environment


KD2

PRO

TECT

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

4 yr priority ID


2020-2021 ID


Manager

2111 Develop and commence delivery of the Blue Mountains Water Sensitive City Strategic Plan 2018- 2028

D2111.04 Commence implementation of the Water Sensitive Blue Mountains Strategic Plan (LSPS 1.1)


Environment

2112 Implement effective catchment planning and deliver priority projects identified through Stormwater Drainage Asset Management Plans and the stormwater risk register.

D2112.06 Continue monitoring effectiveness of the Jamison Creek to Creeks Stormwater Treatment project


Environment

D2112.07 Design and construction of Drainage Upgrade - Piping open channel (specific site based on risk assessment) (AWP 38)

Transport and Public Access

Infrastructure

2113 Floodplain Risk Management Plans are developed and implemented across the city

4 Year Priority Action complete

2114 Protect, enhance and monitor the condition of natural waterways and water catchments

D2114.05 Support the delivery of the Creek line Restoration Program in Council managed natural areas


Environment

D2114.06 Complete Lapstone Reserve Sewer System (AWP 112)


Infrastructure

2115 Prepare an annual public report on the Health of the Blue Mountains Waterways

D2115.05 Undertake the annual aquatic monitoring program


Environment

D2115.06 Prepare and present the Blue Mountains Waterways Health Snapshot & reports


Environment

2116 Deliver the Healthy Waterways Engagement and Education Program to increase the water literacy of the Blue Mountains community

D2116.03 Engage and educate the community on Healthy Waterways including:Community Catchment Crawls, Bio Blitz and Connecting Kids with Creeks and Catchments.Develop Healthy Waterways communication materials


Environment


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

4 yr priority ID


2020-2021 ID


Manager

2121 Manage pest species to reduce impacts on biodiversity and meet statutory requirements

D2121.05 Implement the Council’s Weed Management Strategy including the Urban Weeds program within towns and villages


Compliance & Specialist Services

D2121.06 Commence implementation of the Weed Management Strategic Plan 2019 (LSPS 1.4)

Natural Environment

Environment

D2121.07 In partnership with landholders, community and government target weed control in the Blue Mountains based on land tenure ownership



2122 Implement the Stormwater Renewal and Upgrade Program

D2122.04 Construction of Culvert replacement for Cliff Drive, Leura (AWP 83)


Infrastructure

D2122.05 Identify priority areas and deliver Drainage Upgrades - Katoomba (AWP 34)


Infrastructure

D2122.06 Deliver drainage upgrade Wentworth Falls (AWP 35)


Infrastructure

Strategy 2.1.d Restore and rehabilitate degraded and disturbed land

4 yr priority ID


2020-2021 ID


Manager

2131 Implement the Degraded Lands Restoration Program including soil conservation, reserve access control and improvements to vegetation connectivity

D2131.03 Deliver the degraded lands restoration program including soil conservation, reserve access control and improvements to vegetation connectivity

Natural Environment

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

4 yr priority ID


2020-2021 ID


Manager

2141 Advocate for no coal seam gas extraction

D2141.03 Advocate for no coal seam gas extraction if required (Currently no coal seam gas extractions are proposed)

Natural Environment

Environment


KD2

PRO

TECT

objective 2.2 Resources are used and managed in an environmentally responsible wayStrategy 2.2.a Encourage responsible resource use and low consumption environmentally aware lifestyles4 yr priority ID


2020-2021 ID


Manager

2201 Implement BMCC Waste Avoidance and Resource Recovery Strategic Plan engagement and education strategies

D2201.03 Deliver a Public Education Campaign addressing and providingguidance on the appropriate disposal of household and businesswaste, including general solid waste and bulky waste and the correctand safe disposal of asbestos and hazardous substance waste (EU)



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

4 yr priority ID


2020-2021 ID


Manager

2211 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

D2211.14 Prepare tender document and conditions in preparation for the new Cell at Blaxland Waste Management Facility.


Waste Resource Management

D2211.15 Continue to implement the BMCC Waste Avoidance and Resource Recovery Strategy 2017-21and prepare the BMCC Waste Avoidance and Resource Recovery Strategy 2021-25



D2211.16 Review policy options for waste collection in denser types of residential development, including waste storage and collection points (LSPS 2.4)



D2211.17 Replace Heavy Vehicles in the Waste Service as required (AWP 165)


Finance

2212 Remediate the Old Blackheath Tip Site

D2212.02 Finalise a staged approach to the remediation of the Blackheath site (within available funding)

Property Management

Property Management


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

4 yr priority ID


2020-2021 ID


Manager

2221 Manage water as a valuable resource

D2221.04 Implement the Priority 2020/21 Actions from the Water Sensitive City Strategy Aligns to Strategy 2.1.b


Environment

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

2231

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

D2231.03 Participate in Western Sydney Regional Organisation of Councils (WSROC) Energy Program.




KD2

PRO

TECT

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

4 yr priority ID


2020-2021 ID


Manager

2301 Protect the unique environmental values of the Blue Mountains through the implementation of the Local Environment Plan

D2301.03 Amend the Local Environmental Plan as required


City Planning

D2301.04 Seek an exemption from the Low-Rise Medium Density Housing Code in State Environmental Planning Policy (Exempt and Complying Codes) 2008, to ensure local stormwater management controls are maintained and continue to protect the receiving environment of the Blue Mountains World Heritage National Park (LSPS 1.3)


City Planning

D2301.05 Work with the NSW Department of Planning, Industry and Environment to provide greater flexibility and streamlined approval processes for events and temporary uses, through amendments to the Standard Local Environmental Plan and local controls (LSPS 4.4)


City Planning

D2301.06 Work with the NSW Department of Planning, Industry and Environment to investigate policy options to provide studios or makers spaces within town centre areas (LSPS 4.5)


City Planning

D2301.07 Seek to elevate the importance of culture and creativity through an update to the objectives of the Blue Mountains Local Environmental Plan 2015, to recognise cultural events (LSPS 4.6)


City Planning

D2301.08 Continue to partner with the Gundungurra Traditional Owners through the Indigenous Land Use Agreement and Darug Traditional Owners through appropriate methods, to protect and understand their full history (LSPS 5.6)

Natural Environment

Environment


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

4 yr priority ID


2020-2021 ID


Manager

2311 Develop and honour co-management agreements to support recognition and conservation of natural heritage assets

D2311.03 Comply with the Gundungurra Indigenous Land Use Agreement through active consultation and collaboration with Traditional Owners

Natural Environment

Environment

D2311.04 Continue to advocate for the identification, protection, conservation, presentation and transmission of the Greater Blue Mountains World Heritage Area to minimise environmental impacts from any proposed development within or beyond the National Park (LSPS 1.7)

Natural Environment

Environment

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

4 yr priority ID


2020-2021 ID


Manager

2321 Implement the Natural Environment Program to maintain the quality of natural areas in Council management that adjoin the Greater Blue Mountains World Heritage Area

D2321.03 Deliver Council’s Natural Environment Program 2020/21 priority actions· Keeping bushland healthy· Building capacity and resilience· Caring for culture· Developing nature based recreation

and tourism· Supporting healthy waterways· Supporting conservation volunteer

networks including: Bushcare, Landcare, Streamwatch, Trackcare, Cragcare and Bush Backyards (SV)

Natural Environment

Environment


KD2

PRO

TECT

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

4 yr priority ID


2020-2021 ID


Manager

2401 Work in partnership with Aboriginal communities for the management of Country

D2401.03 Prepare and begin to implement the Ngurra (Country) is Everything project, Managing Aboriginal Cultural Heritage through Traditional Owners continuing relationships to Country in the Blue Mountains (LSPS 5.3)

Natural Environment

Environment

D2401.04 In partnership with Traditional Owners, actively explore opportunities to generate direct social, economic and cultural benefit from Ngurra (Country) for Traditional Owners and the broader Aboriginal community (LSPS 7.3)

Natural Environment

Environment

2402 Implement Gundungarra Indigenous Land Use Agreement and develop other agreements in consultation with Traditional Owners

D2402.03 Comply with the Gundungurra Indigenous Land Use Agreement through active consultation and collaboration with Traditional Owners Align to Strategy 2.3 b

Natural Environment

Environment


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


objective 3.1 Blue Mountains communities are safe, caring, diverse and inclusiveStrategies3.1.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

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

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

emergency management preparedness3.3.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

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


CARE SERVICES

Aquatic & leisure centres serviceThe Aquatic and Leisure Centres 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.

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 the Service• 16 pools located within the centres

• Glenbrook Swim Centre

• Springwood Aquatic and Fitness Centre

• Lawson Swim Centre

• Katoomba Sport and Aquatic Centre

• Blackheath Pool


Aquatic and Leisure Centres 2.4%

Budget 2020-2021




134


SUBSIDY 4,341


Income 4,137


FUNDING 8,477


Arts and culture serviceThe Arts and Culture Service encompasses a number of areas (people, networks, places, physical assets and buildings) where participation in, and appreciation of, the arts, creativity and cultural practice 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, the Blue Mountains Theatre and Community Hub and Braemar Community Gallery at Springwood.

The Service facilitates art in public places and guides and informs the management of Council’s arts and cultural infrastructure.

The broader cultural life of the community is also encompassed in this Service through arts grant programs, cultural information, online digital platforms and by facilitating and promoting events and festivals. The Service liaises with government agencies and the private sector on behalf of and with Blue Mountains arts and cultural organisations to support the growth of a robust and dynamic cultural sector that contributes to the social fabric of the community and the creative identity of the region.

4 year focus • The Blue Mountains Cultural Centre and Blue

Mountains Theatre and Community Hub are high quality and well used facilities

• Implement the Blue Mountains Cultural Strategy to plan and provide for Cultural development, including investment priorities

• Support and administer The Blue Mountains City of the Arts Trust Grant Program

• Hold high quality exhibitions from local, national and international sources in the Blue Mountains

• Support conservation of local heritage [CARE – Key Direction]

Service Profile (data from 2017-2018)• 1,400 Members of the Cultural Centre

• 72 Public programs and 20 Exhibitions at the Cultural Centre

• 74 Program events and performances at the Hub

• 107,065 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


Arts and Culture 3.1%

Budget 2020-2021




50


SUBSIDY 2,910


Income 1,392


FUNDING 4,302


Burials & ashes placement serviceThe 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 significant graves, ashes gardens, fencing, garden beds, signage, pathways, carparks and associated buildings such as sheds, shelters and toilets.


Burial & Ashes Placement 0.2%

Budget 2020-2021




-


SUBSIDY 84


Income 460

TOTAL EXPENDITURE 544 TOTAL

FUNDING 544


KD3

CARE

Community development serviceThe 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 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 develops 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 facilitates collaboration and 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

• provision of community facilities

• research

4 year focus• Develop and implement the Community Facilities

Strategy

• Implement priority community development initiatives: the Ageing Strategy; Disability Inclusion Action Plan and the Child, Youth and Family Strategic Plan

• Facilitate initiatives that build social connections and cohesion

• Implement the Child, Youth and Family Strategic 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 2017-2027

• Review and implement the Community Safety Strategy

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

• Continue provision of community access bus and provide support for Great Community Transport

Assets supporting this service• 14 public halls and meeting places

• 11 child care centre and preschool buildings

• 14 childhood health, youth, neighbourhood and community centre buildings

• 88 public toilets

• Some of our facilities including public toilets use the MLAK key system – allowing people with disabilities 24 hours a day access


Community Development 3.2%

Budget 2020-2021



Support Cost - Special Rate Variation Funds 88

Asset maintenance 165 TOTAL SUBSIDY 1,296

Asset Works Program - Service Income 59


FUNDING 1,355


Customer contact centre serviceThe Customer Contact Centre Service operates Customer Service Centres at Katoomba and Springwood, as well as a Customer Call Centre. The Service also operates as an agency for Service NSW at the Katoomba Council Headquarters, providing the majority of services available at full Service NSW centres.

The Customer Contact Centre assists hundreds of customers on a daily basis, providing advice, information and access to Council services.

4 year focus• Actively participate in the Regional Strategic

Alliance

Assets supporting this service• Katoomba Foyer – front counters

• Katoomba Call Centre

• Springwood Front Counter

• Springwood Call Centre (satellite)

Budget 2020-2021



Support Cost - Special Rate Variation Funds

-


SUBSIDY 1,389


Income 389


FUNDING 1,777


KD3

CARE

Family day care serviceThe Family Day Care Service delivers quality child care provided by trained and qualified educators in their own homes.

Blue Mountains Family Day Care is an accredited service that provides families with the unique opportunity to have their children participate in an early childhood education and care program in a home based setting with a consistent educator. The service delivers child care that is relationship focused, providing children with warm, safe and nurturing environments in which to learn, grow and develop resilience and social skills. In the natural early learning environment of the home, children who attend Family Day Care learn through play and exploration in a small group setting. The educators offer a range of activities to guide children’s learning. Family Day Care provides care for newborn babies through to children aged up to 14 years of age.

All educators are qualified and assessed to meet the National Quality Framework requirements for Family Day Care. The Coordination Unit team based in Lawson registers suitable educators, organises the child care placements for families, provides training, and facilitates the payment of the Federal government’s Child Care Subsidy family entitlement system. The Coordination Unit works closely with the educators to monitor their services, providing support in the education and development of the children in care and the success of the educators’ small businesses.

4 year focus • Facilitate initiatives that build social connections

and cohesion

Service ProfileAnnual average (over 4 years):

• 288 Children

• 244 Families

• 4,918 Childcare hours

Assets supporting this service• Two Family Day Care administrative centres –

Lawson and Blaxland

Budget 2020-2021


Operating Cost 1,654 Council Subsidy 417


-


SUBSIDY 417


Income 1,454


FUNDING 1,871


Libraries & information serviceThe Libraries and Information Service operates from a network of libraries, and provides community access to library and information services that provide enriching experiences and places for people to relax, study and come together.

The service manages a collection of around 110,000 physical items and 7,000 online resources and runs an active program of activities aimed at encouraging lifelong learning.

The service manages a centre for local studies with a collection and information service that promotes the distinctive character and cultural landscapes of the Blue Mountains.

The libraries are operated by librarians, library technicians and library assistants with expert skills in customer service, reference work, collection development, cataloguing and other specialist skills, who collectively transform library spaces into welcoming community hubs and knowledge centres that facilitate learning and civic engagement for people of all ages and abilities.

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

• Enhance the library and information service provided by Council

Service ProfileAnnual average (over 4 years):

• 533,064 Library loans (physical collection)

• 23,523 Library loans (e Collection)

• 560 Library events

• 438,344 Library visitors

• 21,915 Computer usage (hours)

• 45,743 wifi logins

Assets supporting this service• 6 Libraries: Springwood, Katoomba, Blaxland,

Lawson, Blackheath, Wentworth Falls

• Library collection (non-digital and digital)


Libraries & Information 0.8%

Budget 2020-2021




626

Asset maintenance 1,390 TOTAL

SUBSIDY 6,591


Income 277


FUNDING 6,867


KD3

CARE

Resource recovery and waste management serviceThe Resource Recovery and Waste Management Service provides a diverse range of waste services for over 33,000 residential properties as well as commercial and industrial customers, in meeting public health and environmental protection requirements.

Waste professionals and operations staff operate the two waste management facilities, including the Waste Transfer Station and Resource Recovery Centre at Katoomba, and provide weekly domestic garbage collections, fortnightly household recycling and garden organics collections and business recycling collection services. In addition, a kerbside chipping and bulky waste collection service is also provided.

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 Service 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 tax 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

Service profile• The kerbside recycling, garden organics and

household waste collection services are available to over 33,400 households

• An average of 325 tonnes of household waste is collected each week

• An average of 326 tonnes of recyclable and garden organic material is collected from households each week

• Each year approximately 80,000 vehicle movements are recorded at the Resource Recovery & Waste Management Facilities. This represents approximately 50,000 tonnes of waste deposited annually, of which 20% is currently recovered.


Resource Recovery and Waste Management 1.5%

Budget 2020-2021


Operating Cost 26,481 Council Subsidy 574


-


SUBSIDY 574


Income 26,396


FUNDING 26,970


Sport and recreation serviceThe Sport and Recreation Service plans for and provides a wide range of recreation opportunities for the community including parks, sportsgrounds, 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.

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.

The City Presentation service covers city presentation activities that enhance the look and feel of the Blue Mountains Local Government Area including:

• Town Centre Improvement Program, including delivery of public domain improvements identified through masterplanning

• Town Centre maintenance

• Public toilet cleaning

• Street cleaning

• Targeted graffiti removal in the LGA

4 year focus • Strengthen community and Council partnerships

that support priority action areas

• Identify and promote active living opportunities in the Blue Mountains

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

• 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

• Support partnerships between BMCC and the community that maintain beautification of towns and villages

Assets supporting this serviceSporting amenities, club houses and public toilet buildings, shelters and sheds, and play equipment settings (including six skate parks) across:

• 105 parks

• 22 sportsgrounds

• 66 sports courts

• 14 dog off leash exercise areas

• 1 BMX track

• 1 gliding launch pad

• Street furniture, litter bins, community notice boards, garden beds, signage etc.

• 22 Town Centre Parks


Budget 2020-2021



Support Cost 5,861 Special Rate Variation Funds 690

Asset maintenance 1,221 TOTAL SUBSIDY 12,198

Asset Works Program 4,489 Service Income 502

TOTAL EXPENDITURE 12,700 TOTAL FUNDING 12,700

Sport and Recreation 7.1%



KD3

CARE

0.00 1.00 2.00 3.00 4.00 5.00

Cemeteries and ashes placement sites 3.61

Community centres and community halls 3.64

Services and facilities for children and families 3.40

Services and facilities for older people 3.31

Services and facilities for people with a disability 2.94

Public toilets in town centres 2.85

Litter control 3.47

Street cleaning 3.46

Swimming pools and leisure centres 3.49

Waste management facilities 3.52

Wheelie bin garbage collection 4.08

Wheelie bin recycling service 4.05

Cultural and arts facilities 3.87

Library services 3.95

Ovals and sporting grounds 3.57

Parks and playgrounds 3.39

2018 Community survey feedback

CURRENT CUSTOMER SATISFACTION RATING OUT OF 5


Budget


Operating Cost


Arts & Culture 1,392 4,252 50 2,910 2%

Aquatics & Leisure Centres 4,137 7,809 669 4,341 3%

Burials & Ashes Placement 460 484 60 84 0.06%

Community Development 59 1,355 - 1,296 1%

Customer Contact Centre 389 1,777 - 1,389 1%

Family Day Care 1,454 1,871 - 417 0.3%

Libraries & Information 277 4,207 2,660 6,591 5%

Sport & Recreation 502 8,211 4,489 12,198 9%

Resource Recovery & Waste Management

26,396 26,970 - 574 13%

CARE TOTAL 35,064 56,935 7,927 29,799 36%



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

Current

• Waste Avoidance and Resource Recovery Strategic Plan 2017-20201

• Blue Mountains Ageing Strategy

• Disability Inclusion Action Plan

• 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

• Community Development Strategy

• Blue Mountains Community Safety Strategy

Update and Review

• Blue Mountains Creative Strategy

In Development

• Community Facilities Strategic Plan

• Libraries Strategic Plan

• Child, Youth and Family Strategic Plan

Care is 36% of Council’s Net Cost of delivering services Burials & Ashes

Placement 0%

Customer Contact Centre 1%

Libraries & Information 5%

Resource Recovery & Waste Management 13%

Aquatics & Leisure Centres 3%Arts & Culture 2%

Community Development 1%

Family Day Care %

Sport & Recreation 9%Rest of Council 64%


KD3

CARE

Planned Capital Works 2020-2021Asset Works Program 2020-2021

CSP Strategy

2020-2021

Aquatic & Leisure Centres 669

Liveability Program: Design and Construct Upgrade to Katoomba Outdoor Pool area (AWP 147) 3.2.b 669

Arts & Culture 50

Upgrade Fire Safety Panel at Blue Mountains Threatre & Community Hub (AWP 192) 3.4.a 50

Burial and Ashes Placement 60

Expansion of available Cemetery spaces and Renewal of Cemetery Assets (AWP 43) 4.2.a 60

Libraries and Information 2,660

Replace Springwood Library Air Conditioning (AWP 56) 3.1.a 180

Liveability Program: Design and Construct Springwood Library Upgrade (AWP 150) 3.4.c 2,230

Annual refresh of Library Collection (AWP 163) 3.4.c 250

Sport & Recreation 4,489

Upgrade Recreation Facility at Knapsack Park (AWP 26) 3.2.a 2,050

Demolition of Rest Park Building and remediation of the area (AWP 199) 3.2.a 67

Replace or remove Play Equipment elements as per independent safety audit and in line with Play Strategy (AWP 73) 3.2.a 50

Implement additional program of Minor Works in Sports Grounds (AWP 76) 3.2.a 20

Construction of upgraded carpark at Warrimoo Oval Stage 1 (AWP 107) 3.2.b 340

Design and construct upgraded Play Equipment at Wentworth Falls Lake (AWP 196) 3.2.a 60

Liveability Program: Design & Construct Glenbrook Park Playground Stage 2 - Inclusive playground for older children (AWP 140) 3.2.a 720

Liveability Program: Design & Construct Buttenshaw Park Youth Playspace (AWP 141) 3.1.d 645

Liveability Program: Design & Construct Blackheath Soldiers Memorial Park District park Upgrade (AWP 142) 3.2.a 497

Replace or renew Softfall in parks (AWP 155) 3.2.a 40



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 3.78 High Maintain

Numbers of visitors to aquatic and leisure centres 530,467 Maintain

Arts & Culture

Community satisfaction with Cultural & Arts facilities 3.80 High Maintain

Numbers of visitors to the Blue Mountains Cultural Centre 113,962 Increase

Number of patrons to events at the Blue Mountains Theatre and Community Hub 43,658 Increase

Burials and Ashes Placement

Community satisfaction with cemeteries and ashes placement sites 3.71 Medium Maintain or increase

Condition of the burials and ashes placement assets Not Available Maintain


Community satisfaction with community centres & community halls 3.70 Medium Maintain or increase

Community satisfaction with services and facilities for children & families 3.44 Medium Maintain or increase

Community satisfaction with services and facilities for older people 3.36 Medium Maintain or increase

Community satisfaction with services that support the local Aboriginal community 3.28 Medium Maintain or increase

Community satisfaction with services and facilities for people with a disability 3.17 Medium Maintain or increase

Community satisfaction with services and facilities for young people 2.94 Low Maintain or increase

Environment – reduced resource consumption

Council carbon footprint Not Available Decrease


KD3

CARE

Family Day Care

Number of equivalent child care hours utilised 100 Maintain

Libraries and Information

Community satisfaction with library services 3.96 High Maintain

Number of library patrons as a % of residents 52% Better than or equal to NSW average

Age of library collection52% < 5 years82% < 10 years

Better than or equal to NSW average


Condition of Waste Resource built assets Not Available Maintain

Community satisfaction with ‘wheelie bin’ recycling service 4.21 High Maintain

Community satisfaction with ‘wheelie bin’ garbage service 4.17 High Maintain

Amount of waste tonnes to landfill (including domestic, commercial and construction/ demolition) per capita 517 kg/person Year-on-year decrease

Sport and Recreation

Community satisfaction with ovals & sporting grounds 3.67 Medium Maintain or increase

Community satisfaction with parks & playgrounds 3.57 Medium Maintain or increase

Community satisfaction with Litter Control 3.45 Medium Maintain or increase

Community satisfaction with Street Cleaning 3.43 Medium Maintain or increase

Community satisfaction with Public toilets in town centres 3.03 Medium Maintain or increase


objective 3.1 Blue Mountains communities are safe, caring, diverse and inclusive Strategy 3.1.a Facilitate community access to community and cultural services and facilities that meet needs and support health and well-being4 yr priority ID


2020-2021 ID


Manager

3101 Develop and implement the Community Facilities Strategy to ensure that community facilities across the City meet the current and future needs of the community

D3101.13 Complete and begin to implement the Community Facilities Strategy (LSPS 3.1)



D3101.14 Renew air conditioning at Springwood Library Air Conditioning Renewal (AWP 56)


Community Library & Customer Service

D3101.15 Collaborate with state government agencies (including NSW Education and the Office of Sport) on a priority plan for shared/joint use of education facilities (LSPS 3.4)



Strategy 3.1.b Implement community development initiatives that address the needs of the vulnerable and disadvantaged4 yr priority ID


2020-2021 ID


Manager

3111 Implement priority community development initiatives from the Ageing Strategy, the Disability Inclusion Action Plan and the Child, Youth and Family Strategic Plan

D3111.05 Begin implementation of Community Action Plan developed in 19/20 as part of the Planet Youth Pilot Project


Community, Library & Customer Services

D3111.06 Convene the Youth Council and develop and implement an Annual Action Program



D3111.07 Support the implementation of Regional Health Alliance Liveability Project Plan for 20/21.



D3111.08 Continue to implement the Disability Inclusion Plan and Ageing Strategy, integrated with other capital works and service plans (LSPS 3.2)



D3111.09

Complete and begin to implement a Child, Youth and Family Strategic Plan, in partnership with the community services sector and local schools (LSPS 3.3)



3112 Acknowledge Aboriginal Community priorities for Blue Mountains LGA and develop agreements to implement these priorities

D3112.03 Work with the Aboriginal Advisory Council to finalise the Aboriginal Advisory Council’s Strategic Plan 2017 – 2020. Assist with the development of a refreshed strategic plan on the commencement of a new Aboriginal Advisory Council term.

Aligns to Strategy 4.3d

Natural Environment

Environment


KD3

CARE

Strategy 3.1.c Facilitate programs that the contribution strengths and skills of the community to build social networks, connections and cohesion4 yr priority ID


2020-2021 ID


Manager

3121 Facilitate initiatives that build social connections and cohesion

D3121.05 Provide a network of systems (eg portals, online forms, zoom meetings) to support Educators and Families over wide geographic locations.

Family Day Care Service


D3121.06 Support the finalisation and reporting on the Youth Opportunities Project Grant.



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

4 yr priority ID


2020-2021 ID


Manager

3131 Implement the Child, Youth & Family Plan and support the Stronger Families Alliance

D3131.03 Implement Drug Harm Minimisation and youth mental health projects.



D3131.04 Implement priorities from the Community Safety and Gender Equity Strategies relevant to children, young people and families



D3131.05 Support Early Childhood Coordination Group projects.



D3131.06 Design and Construct - Liveability Program: Buttenshaw Park Youth Play space (AWP 141)

Sport & Recreation



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

4 yr priority ID


2020-2021 ID


Manager

3141 Complete review of the community development service and implement outcomes

D3141.03 Support the wellbeing of older and vulnerable people through the Squalor and Hoarding Working Group. Convene the BM Elder Abuse Collaborative and support its community education and engagement activities.



3142 Implement, monitor and review the Blue Mountains Disability Inclusion Action Plan 2017-2021

D3142.03 Prepare a report on delivery of Disability Inclusion Action Plan, as per NSW Government reporting requirements and Disability Services Act 2014.



D3142.04 Ensure the designs of City Deal Liveability Projects achieve best practice/possible accessibility outcomes through convening the Access Advisory Committee



3143 Work with Traditional Owners to develop strategies which deliver a positive and shared future, embracing the interests of all Aboriginal community members

D3143.05 Explore and deliver opportunities for local agreements, such as Indigenous Land Use Agreements and co-management agreements

Natural Environment

Environment

D3143.06 Implement the City-wide Aboriginal language dual naming action plan subject to endorsement and as appropriate

Natural Environment

Environment

Strategy 3.1.f Provide for the ageing of our population and ensure that the needs of older residents are included in planning4 yr priority ID


2020-2021 ID


Manager

3151 Implement the Blue Mountains Ageing Strategy 2017-2027 to prepare the City for the ageing of our population

D3151.03 Progress the priority Actions in the Ageing Strategy and review delivery timelines for key initiatives



D3151.04 Update and develop mobility maps for recreational and tourist areas and include accessible routes and services in each of the town centres




KD3

CARE

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

4 yr priority ID


2020-2021 ID


Manager

3161 Strengthen community and Council partnerships that support priority action areas

D3161.04 Deliver Bush care program to engage and educate volunteers, neighbours, children, and visitors

Natural Environment

Environment

D3161.05 Facilitate and administer BMCC's Sports Council


Open Space & Recreation

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

4 yr priority ID


2020-2021 ID


Manager

3171 Implement the Aboriginal Advisory Council Strategic Plan

D3171.03 Implement the Action Plan subject to endorsement and as appropriate

Natural Environment

Environment


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 lifestyle4 yr priority ID


2020-2021 ID


Manager

3201 Meet the open space and recreation facilities requirements of the Disability Discrimination Act

No Planned action for 2020-2021

3202 Identify and promote active living opportunities in the Blue Mountains

D3202.04 Carry out additional minor works in sportsgrounds (AWP76)



D3202.05 Promote activation programs to connect communities and promote stronger health and wellbeing through the use of recreation space and facilities



3203

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.

D3203.06 Complete the Scenic Southern Escarpment Master Plan


Environment

D3203.07 Implement prioritised actions from Dogs in Public Spaces Strategy



3204 Plan and deliver a program of District Park upgrades to provide enhanced recreation facilities in consultation with community

D3204.08 Liveability Program: District Park upgrade - Blackheath Soldiers Memorial Park (AWP 142)



D3204.09 Liveability Program Glenbrook Playground Stage 2– Inclusive playground for older children (AWP 140)



D3204.10 Liveability Program: District Park Upgrade -Wentworth Falls Lake (AWP 139)



D3204.11 Design and construct upgraded play equipment at Wentworth Falls Lake (AWP 196)



3205 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.

D3205.08 Deliver priority actions and programs in the Blue Mountains Play Guidelines



D3205.09 Replace or remove Play Equipment elements as per independent safety audit and in line with the Play Strategy (AWP 73)



D3205.10 Replace or renew Soft fall in parks (AWP 155)




KD3

CARE

3206 Maintain open space and recreation visitor facilities and manage high risks, especially at high visitation precincts

D3206.21 Upgrade the Recreation Facility at Knapsack Park (AWP 26)



D3206.22 Implement Natural Area Visitor Facilities risk mitigation priority works (AWP 70).


Environment

D3206.23 Upgrade Visitor Infrastructure at High Visitation precincts (AWP 191)


Environment

D3206.24 Progress Dam Safety Review for Wentworth Falls Lake Dam


Infrastructure

D3206.25 Scenic Eastern Escarpment Upgrade program (AWP 143-146)


Environment

D3206.26Pit Toilet/Sewerage renewal at Hargraves Lookout Shipley Plateau Blackheath (AWP 68)


Environment

D3206.27 Demolish Rest Park building and remediate the area (AWP 199)



Strategy 3.2.b Support increased community participation in physically active, fit and social lifestyles, including provision of supporting infrastructure4 yr priority ID


2020-2021 ID


Manager

3211 Implement the Open Space and Recreation Strategy to ensure the recreation, leisure and aquatic facilities meet the current and future needs of the community.

D3211.08 Deliver the Liveability Program Katoomba Pool Construction (AWP 147)Renewal of the leisure & toddler pools including filtration plant & landscaping upgrade



D3211.09 Construct stage 1 of Warrimoo Carpark upgrade (AWP 107)



D3211.10 Continue to implement the Open Space and Recreation Strategy (focused on key infrastructure and enhancement of existing assets) to ensure the local community can lead physically active and social lifestyles (LSPS 3.6)



4 yr priority ID


2020-2021 ID


Manager


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

4 yr priority ID


2020-2021 ID


Manager

3301 Implement best practice bush fire risk management on Council managed lands

D3301.05 Deliver program to maintain asset protection zones and fire trails and to renew fire trails


Environment

D3301.06 Fire Trail Renewal Program (AWP 61)


Environment

D3301.07 Maintain the current policy commitment of not rezoning land to increase housing density on bush fire prone land, and will review local planning controls to limit secondary dwellings on bush fire prone land (LSPS 2.5,6.4)


City Planning

Strategy 3.3.b Support and partner with emergency services and community organisations to deal with threats to the city4 yr priority ID


2020-2021 ID


Manager

3311 Continue to maintain formal relationships with the Rural Fire Service and the State Emergency Service

D3311.04 Develop and maintain formal relationships and supporting arrangements between Council and the Rural Fire Service/State Emergency Service as required (FFtF 6d)


Environment

D3311.05 Continue to explore opportunities to build community resilience in response to climate change, extreme weather events and bush fire through the development of a City Disaster Recovery Plan (LSPS 2.6)


Environment

3312 Maintain organisational capacity to provide support to emergency organisations

D3312.03 Monitor and review external emergency support procedures as required.


Environment


KD3

CARE

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

4 yr priority ID


2020-2021 ID


Manager

3321 Participate in the Resilient Sydney initiative and identify ways of strengthening resilience within the Blue Mountains

D3321.03 Continue to participate in the Resilient Sydney initiative and embed Council’s commitment to the climate emergency through service business planning and strategy development



3322 Implement flood risk management planning as part of Integrated Catchment Plans

D3322.03 Integrate floodplain risk with drainage risk and implement as required


Infrastructure

3323 Coordinate approaches to resilience and preparedness for emergencies

D3323.03 Update and appropriately implement the Local Emergency Management Plan (LSPS 2.2)


Environment

D3323.04 Implement learnings and shared knowledge from neighbouring councils to improve customer service and disaster recovery (FFtF 6d)




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 creativity4 yr priority ID


2020-2021 ID


Manager

3401 The Blue Mountains Cultural Centre and The Blue Mountains Theatre are high quality and well used community facilities

D3401.06 Upgrade the Fire Safety panel at the Blue Mountains Theatre and Community Hub early 2020/21 to coincide with the Springwood Library upgrade work.(AWP 192)

Arts and Culture

Cultural Services

3402 Implement the Blue Mountains Cultural Strategy to plan and provide for Cultural development, including investment priorities

D3402.03 Implement the adopted City of the Blue Mountains Creative Strategy 2020-2030

Arts and Culture

Cultural Services

3403 Support and administer the Blue Mountains City of the Arts Trust to deliver the Blue Mountains City of the Arts Trust Grant Program

D3403.03 Identify opportunities to grow the Blue Mountains as a City of the Arts, including expansion of the City of the Arts Trust (LSPS 4.1)

Arts and Culture

Cultural Services

3404 Hold high quality exhibitions from local, national and international sources in the Blue Mountains, including at the Blue Mountains Cultural Centre

D3404.03 Administer the annual exhibition program at both the Blue Mountains City Art Gallery and Braemar Community Gallery.

Arts and Culture

Cultural Services

D3404.04 Celebrate the 20 Year World Heritage listing of the Blue Mountains.

Arts and Culture

Cultural Services

D3404.05 Implement an exhibition on Planetary Health in 2020 at the Blue Mountains Cultural Centre (LSPS 4.3)

Arts and Culture

Cultural Services

Strategy 3.4.b Support and encourage partnerships to facilitate lifelong learning for people of all ages and abilities4 yr priority ID


2020-2021 ID


Manager

3411 New library programs facilitate learning in a technological and social context

D3411.03 Undertake library programs that:- facilitate learning- develop literacy skills- contribute towards community cohesion




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

4 yr priority ID


2020-2021 ID


Manager

3421 Broaden the library collection for information and cultural value and its meaning to the local community

D3421.03 Annual refresh of the library collection (AWP 163)



3422 Enhance the Library and Information Service provided by Council

D3422.02 Liveability Program: Springwood Library (AWP 150)



D3422.03 Explore alternative Library and Information services during the development of Springwood Library




a liveable city


KD 4: LIVE - A liveable city

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


objective 4.1City planning drives the creation of vibrant and well-designed places and spaces for people to live, work and playStrategies4.1.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

objective 4.2 The distinctive qualities of towns and villages are maintained and local identity and sense of pride strengthened Strategies4.2.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

objective 4.3The impact of development on the natural and built environment is well managed Strategies4.3.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

objective 4.4The City’s housing meets the diverse needs of the community Strategies4.4.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



LIVE SERVICES

City wide strategic planning serviceThe City Wide Strategic Planning Service focuses on the provision of strategic and statutory land use planning to guide the future form of development in the Blue Mountains, establish the strategic land use direction and determine the LGA’s relationship with neighbouring Councils and its role within the Greater Sydney Region.

A key element of the Service is developing and implementing a Local Strategic Planning Statement for the City and the delivery of a program of town centre and strategic site masterplans to guide urban renewal, and meet community need in areas of housing, recreation, employment and social infrastructure, as well as ensuring the best use of public land. The Service maintains and develops statutory planning policy, including the Local Environmental Plan and Development Control Plan.

The Service works closely with other areas of Council to deliver economic development, facilities, tourism, accessibility and housing outcomes.

The Service also includes the built heritage branch, to protect and enhance the built heritage of the Blue Mountains. The focus is to provide expert heritage advice to the public as part of the development process, as well as in-house heritage advice to Council as an owner and manager of significant heritage buildings.

The aim is to support achievement of the objectives of the Blue Mountains Community Strategic Plan including preserving the Blue Mountains quality of life and character while ensuring the Council is prepared for current and future opportunities and challenges such as an ageing population and increased tourist visitation.

4 year focus • Prepare and review a Local Strategic Planning

Statement

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

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

• 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

• Apply planning controls that protect areas of residential character

• A local strategic planning statement supports the spatial planning framework for the city

• Continue advocacy against Western Sydney Airport


• Participate in the Resilient Sydney initiative and identify ways of strengthening resilience within the Blue Mountains

• Improve quality of Council’s spatial data in Council’s planning framework for efficient development assessment

• Communicate impacts of the land use planning legislative reform process for Blue Mountains community

• Support conservation of local heritage

• Develop and implement the Blue Mountains City Council Local Housing Strategy

• Ensure that the impacts of sewage on the natural environment are minimised

Budget 2020-2021



Support Cost - Special Rate Variation Funds 125


SUBSIDY 4,070

Asset Works Program 1,768 Service Income 283


FUNDING 4,352


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Development and building serviceThe Development & Building Service regulates development to ensure outcomes enhance the built environment of the Blue Mountains, meet community expectations and minimise environmental impacts (as set out in the Council’s Local Environmental Plan), and that buildings meet national standards.

A major focus of the Development & Building Service is the assessment of development applications. This Service involves daily interactions with a broad section of the community including land owners, developers, architects, draftsmen, and specialist practitioners. The assessment of a development application often requires input from internal specialists in areas such as heritage preservation, environmental assessment, landscape assessment, development engineering, fire safety and accessibility.

Another key function of the Development & Building Service is building certification. This involves assessing construction certificates and complying development certificates, and undertaking critical inspections to ensure buildings are fit for occupation and use in accordance with the Building Code of Australia and any other relevant standards. Council is mandated by legislation to accept applications for appointment as the Certifier or Principal Certifying Authority for building works and Council certifiers are accredited by the Building Professionals Board. Key resources engaged in this service are leveraged to regulate and provide competitive and sustainable construction activity services to the Blue Mountains community.

The Service also manages subdivision certification, including the assessment of construction certificates, inspections and the issue of subdivision and strata certificates. Approvals for private works within the public road reserve are also managed, under section 138 of the Roads Act.

4 year focus • Improve building, regulatory and compliance

inspection services by implementing new technologies and business processes

• Providing a receptive and responsive level of service

• Implement the Local Environment Plan and Development Control Plan

• Implement the Mandatory Local Planning Panel to determine local development applications meeting legislated referral criteria. [LEAD – Key Direction]

Service Profile Annual average (over 4 years):• 501 Construction Certificates and modified

certificates issued

• 2,173 Construction inspections undertaken

• 322 Occupation certificates issued

Development applications

• 248 New and secondary dwellings

• 506 Additions, alterations and ancillary structures

• 104 Commercial, subdivision other

• 184 Modifications

Others:

• 330 Road Act approvals

• 631 Roads Act inspections

• 527 Tree permits issued

• 2,586 Planning certificates issued

• 669 Requests for development related information

Budget 2020-2021



Support Cost - Special Rate Variation Funds -


SUBSIDY 2,048

Asset Works Program - Service Income 1,340


FUNDING 3,388


Environmental health & compliance serviceThe Environmental Health and Compliance Service is responsible, as a regulatory authority, for a range of environmental health and public safety surveillance programs.

The service handles requests 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, weed management, animal management and public safety surveillance programs. The service also manages trees on private and public land, issues certificates of outstanding notices and maintains public health and environmental data bases.

Providing support are skilled environmental health officers, building surveyors, compliance officers, rangers and arborists who work with other levels of government such as the Environmental Protection Authority and the NSW Food Authority to ensure the health and safety of the community and contribute to the protection of the environment.

4 year focus • Improve building, regulatory and compliance

inspection services by implementing new technologies and business processes [LEAD – Key Direction]

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

• Improve the Management of Trees, vegetation and non- civil infrastructure on public land

• Implement the Visitor Infrastructure Investment Strategic Plan and manage increasing visitor numbers at major tourist destinations

• Implement Asbestos Management Plan

Service Profile• 1,279 Properties with an on-site sewage

management system

• 746 Properties with annual fire safety statements

• 2,929 Swimming pools in the LGA

Annual average (over 4 years)• 2,412 Community health & safety issues

investigated

• 1,178 Animal matters investigated

• 754 Outstanding notices and orders certificates issued

Budget 2020-2021




360


SUBSIDY 4,543

ASSET WORKS PROGRAM - Service

Income 989


FUNDING 5,532



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E



Budget


Operating Cost



1,340 3,184 - 1,844 2%

Environmental Health & Compliance

989 5,232 - 4,243 3%

City Wide Strategic Planning 283 2,447 1,768 3,932 3%

LIVE TOTAL 2,612 10,863 1,768 10,019 8%


0.00 1.00 2.00 3.00 4.00 5.00

Protection of heritage values in our town and villages 3.41

Managing residential development 3.12

Clean, safe and healthy living environments 3.83

Live is 8% of Council’s Net Cost of delivering services

Development & Building Services 2%

City Wide Strategic Planning 3%

Environmental Health & Compliance 4%

Rest of Council 92%


Planned Capital Works 2020-2021Asset Works Program 2020-2021 CSP Strategy 2020-2021

City Wide Strategic Planning 1,768

Rehabilitation and Planning for Council's Cultural Heritage items (AWP 60) 4.3.d 100

Liveability Program: Implement Lawson Crown Lands Masterplan (AWP151) 4.1.a 1,668


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

Current

• Blue Mountains Local Environmental Plan 2015

• Development Control Plan 2015

• Blue Mountains Local Environmental Plan 2005

• Development Control Plan 2005

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


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E

PerformanceThe following measures will be used to track CARE performance:


Development & Building

Percentage of market share for competitive components of building certification service 60% 60%

Determination times for processing development applications 85 days Less than or equal to 87 days


Community satisfaction with protection of heritage values in our towns and villages 3.45 Medium Maintain or increase

Community satisfaction with managing residential development 3.08 Medium Maintain or increase


Percentage of customer service requests related to environmental health matters actioned within target 85% 85% completed

Community satisfaction with clean, safe, healthy living environments 3.86 High Maintain


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 sites4 yr priority ID


2020-2021 ID


Manager

4101 Develop masterplans to guide land use and infrastructure provision in town centres and major sites

D4101.05 Proceed with place-based master planning of key town centres, including a robust community engagement plan, to investigate diverse housing opportunities close to services and transport (LSPS 6.2)


City Planning

D4101.06 Seek an exemption from the Low Rise Medium Density Housing Code in State Environmental Planning Policy (Exempt and Complying Codes) 2008, to ensure local controls are maintained to protect the character of the Blue Mountains (LSPS 5.7)


City Planning

D4101.07 Work with the NSW Department of Planning, Industry and Environment on additional opportunities under the state planning policy, for the location of seniors housing (LSPS 6.6)


City Planning

D4101.08 Commence preparation of a staged Masterplan for Katoomba, (refer to Structure Plan for masterplan investigation area) (LSPS 7.5)


City Planning

4102 Plan burial capacity to meet projected demand

D4102.03 Undertake a review of the Burial and Ashes Service

Burial and Ashes Placement


4103 Maintain a current Local Environmental Plan

D4103.03 Progress Local Environmental Plan amendments through the State Government Gateway process


City Planning

4104 Major sites with potential for alternative use have masterplans in place that guide land use and infrastructure planning

D4104.07 Liveability Program: Lawson Crown Lands Masterplan Implementation (AWP 151)



4105 Sydney West District Plan and the City Deal maximises support for the Blue Mountains

D4105.03 Implement projects funded through the City Deal with Australian and NSW Governments (AWP 139 - AWP 168)




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E

4106 Apply planning controls that protect areas of residential character

D4106.03 Pursue opportunities for hidden density and in fill development, such as additional locations for secondary dwellings, with appropriate planning controls to maintain character and landscape qualities (LSPS 6.3)


City Planning

4107 Implement the Local Planning Panel to determine local development applications

D4107.02 Administer the established Local Planning Panel



Strategy 4.1.b Strengthen the liveability and vibrancy of towns and villages through well-designed place based planning4 yr priority ID


2020-2021 ID


Manager

4111 Develop and implement a town centre improvement program

D4111.05 Liveability Program: Implement Blackheath Town Centre Masterplan (AWP 148)



D4111.06 Implement activation activities & actions for the Katoomba Civic Centre

Place Management

Economy, Tourism and Place

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 community4 yr priority ID


2020-2021 ID


Manager

4121 A Local Strategic Planning Statement supports the spatial planning framework for the city

D4121.03 Update the Spatial Hierarchy for Service and Public Domain Planning including recognition of Katoomba as a Strategic Centre in the Western City District Plan and an integrated spatial infrastructure management plan (LSPS 7.1)


City Planning

4 yr priority ID


2020-2021 ID


Manager


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 villages4 yr priority ID


2020-2021 ID


Manager

4201 Implement City Presentation improvement programs and initiatives

D4201.10 Liveability Program: Springwood Town Centre Masterplan (AWP 149)


Special Projects

4202 Implement the Cemetery Asset Renewal Plan

D4202.03 Activate Cemetery Asset Renewal Program (AWP 43) for land clearing Blackheath and ashes walks upgrades



4203 Review public toilet renewal program and implement planned renewal

4 Year Priority complete

Strategy 4.2.b Implement initiatives and partnerships that strengthen local identity, sense of place and pride4 yr priority ID


2020-2021 ID


Manager

4211 Support partnerships between the Council and the community that maintain beautification of towns, villages and parks (FFtF 6e)

D4211.03 Support volunteer groups that undertake minor maintenance activities in town centres and parks.



D4211.04 Commence implementation of the recommendations of the Blue Mountains Local Character Study 2019 (LSPS 5.2)


City Planning

D4211.05 Continue to pursue a Residential Character zone or alternative planning solution within the Local Environmental Plan, to retain and enhance the residential character of the Blue Mountains (LSPS 5.1)


City Planning


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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 villages4 yr priority ID


2020-2021 ID


Manager

4301 Improve quality of Council’s spatial data in Council’s planning framework for efficient development assessment

D4301.02 Develop a project in response to state government timeframe, to align maps to the state base cadastre and implement actions to improve the quality of property based data.


City Planning

Strategy 4.3.b Reduce impacts from existing and new urban development on the environment4 yr priority ID


2020-2021 ID


Manager

4311 Deliver Council’s Part 5 environmental assessment process to assess the environmental impacts of Council’s development proposals to a high quality, professional standard

D4311.03 Continue to deliver the Part 5 environmental assessment process

Natural Environment

Environment

4312 Ensure that the impacts of sewage on the natural environment are minimised

D4312.02 Develop the scope for the update to the Blue Mountains Sewage Strategy 2008


City Planning

Strategy 4.2.c Implement initiatives that reduce crime, vandalism and graffiti and improve safety in towns and villages

4 yr priority ID


2020-2021 ID


Manager

4221 Review and implement the Community Safety Strategy

D4221.03 Promote the Community Safety StrategyAligns to Strategy 3.1d




Strategy 4.3.c Encourage existing and new development to apply sustainable and efficient use of resources

4 yr priority ID


2020-2021 ID


Manager

4321 Implement the Local Environment Plan and Development Control Plan

D4321.03 Continue to enhance business processes to align and auto update property based data in geographical and textual systems


City Planning

4322 Continue advocacy against Western Sydney Airport including the impacts on the Blue Mountains environment and communities

D4322.03 Continue advocacy against Western Sydney Airport



4323 Communicate impacts of the land use planning legislative reform process for Blue Mountains community

D4323.03 Monitor the impacts of proposed and enacted legislative reform on land use planning


City Planning

Strategy 4.3.d Preserve and maintain the City’s unique character, and its built, natural and cultural heritage and local history

4 yr priority ID


2020-2021 ID


Manager

4331 Work in partnership with Traditional Owners and Aboriginal communities on preservation and maintenance of key sites

D4331.03 Work with the Aboriginal Advisory Council to finalise the Aboriginal Advisory Council’s Strategic Plan 2017 – 2020. Assist with the development of a refreshed strategic plan on the commencement of a new Aboriginal Advisory Council term.

Natural Environment

Environment


KD4

LIV

E

4332 Support conservation of local heritage

D4332.08 Implement the Blue Mountains Heritage Strategic Plan


City Planning

D4332.09 Continue to develop and implement the heritage asset improvement framework for Council owned and managed assets


City Planning

D4332.10 Cultural Heritage Rehabilitation Management Fund (AWP 60)


City Planning

D4332.11 Review Guidelines and Masterplans for Management of Cemeteries



D4332.12 Work with the NSW Department of Planning, Industry and Environment and NSW Heritage to achieve legislative change whereby local and state governments have shared power and responsibility to require owners of heritage properties to achieve minimum maintenance standards, particularly in relation to significant public buildings (LSPS 5.9)


City Planning

D4332.13 Update and begin to implement the Blue Mountains Heritage Strategy (LSPS 5.4)


City Planning

D4332.14 Continue work with Heritage NSW to obtain increased funding for the Local Heritage Fund and other local heritage projects (including long term storage and Disaster Plans for local collections in museums and galleries) (LSPS 5.5)


City Planning

D4332.15 Develop a framework to deliver sustainability and liveability measures (water sensitive urban design, creativity/art and heritage) within all new assets and asset renewal on public land ( LSPS 1.2, 4.8)



4333 Improve the Management of Trees, vegetation and non- civil infrastructure on public land

D4333.04 Finalise the operational policy for management of trees and vegetation on public land



4 yr priority ID


2020-2021 ID


Manager


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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

4 yr priority ID


2020-2021 ID


Manager

4401 Develop and implement the Blue Mountains City Council Local Housing Strategy

D4401.03 Begin to implement the recommendations of Blue Mountains Local Housing Strategy 2019 (LSPS 6.1)


City Planning

D4401.04 Begin to develop design controls and guidelines for medium density housing and review current controls for dual occupancy and secondary dwellings, to ensure these housing forms are appropriate to the Blue Mountains context, including character, landscape qualities and sustainability (LSPS 5.8,6.9)


City Planning

D4401.05 Investigate opportunities for seniors housing, including a review of industrial zoned land with a historical residential use, close to town centres (LSPS 6.7)


City Planning

D4401.06 Continue to advocate for state-wide policy from the NSW Department of Planning, Industry and Environment on Short Term Rental Accommodation, which provides transparent registration and monitoring by the state government to ensure consistency across NSW (LSPS 6.5)


City Planning

D4401.07 Investigate opportunities for multi-dwelling housing in appropriate locations, to contribute to the 2021-2026 housing target and housing diversity within the City (LSPS 6.8)


City Planning


KD 5: MOVE - An accessible city

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


objective 5.1The City has an integrated, accessible and sustainable transport networkStrategies5.1.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

objective 5.2 The City has a safe, well designed and maintained network of roads Strategies5.2.a Improve the safety, amenity and linkages of

the local road network5.2.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

objective 5.3The City has an integrated, accessible public transport network with good connections within the city and to the Greater Sydney Region Strategies5.3.a Advocate for improved rail and bus services

objective 5.4The City has a pedestrian and cycleway network that supports active movement and access to centres and facilities Strategies5.4.a Provide safe and accessible active transport

networks that improve connectivity and encourage increased confidence in walking and cycling



MOVE SERVICES

Infrastructure project delivery serviceThe Infrastructure Project Delivery Service, in collaboration with other service areas and the broader community, is focused on the delivery of Council’s capital projects to secure long-term high-quality outcomes for the organisation and the community.

Working in close association with Council’s Project Management Office (PMO), the Service delivers the majority of Council’s rolling Asset Works Plan (AWP) projects from inception to closure, as directed by the Executive Leadership Team (ELT).

The Service is responsible for the professional development, execution, monitoring and controlling of projects through the use of the corporate Project Management Framework, working in close conjunction with other service areas and strategic asset planners. It provides professional design services and project planning advice in addition to the physical delivery of Council infrastructure.

4 year focus • Develop and implement a town centre

improvement program

• Finalise and implement the Integrated Transport Strategic Plan for the Blue Mountains

• Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy

• Implement Road Reseal and Renewal Program

• Implement the Traffic Barrier Construction Program based on risk assessments

• 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

Budget 2020-2021




-


SUBSIDY 3,909


Income 7


FUNDING 3,915

KD5

MO

VE


Transport and public access serviceThe Transport and Public Access Service plans, delivers and maintains the infrastructure that provides the transport and pedestrian networks, which support safe and reliable community connections, the delivery of services, and the visitor economy. This Service’s responsibilities also include a complex ecosystem of infrastructure that supports roads and footpaths, including; drainage structures, bridges, retaining walls, car parks, bus shelters, and general traffic facilities such as signage, guardrails, and pedestrian crossings.

The Service looks to ensure the long-term viability of the network through long-term asset planning and management that informs asset maintenance and renewal programs.

Through road safety programs, the Service looks to educate the community on road safety, including on the issues of speeding, pedestrian safety, and appropriate driver behaviour.

The Service advocates on a range of transport and road safety issues that impact the City, including ongoing engagement with Transport for New South Wales (TfNSW) in relation to the Great Western Highway, and provision of a community access bus for community transport providers.

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

• Deliver Pedestrian Access Mobility Plan and Bike Plan actions

• Deliver the Transport Footpath programs

• Advocate to the Roads and Maritime Services to achieve improved safety, accessibility, amenity and world heritage identity

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

• Implement the Stormwater Renewal and Upgrade Program

• Implement flood risk management planning as part of Integrated Catchment Plans

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

• Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy

• Develop and implement a precinct parking plan for Lawson town centre

• Implement the Hazelbrook Masterplan urban design and carpark actions

• Finalise and implement the Integrated Transport Strategic Plans for the Blue Mountains

• Implement town centre, transport and public access infrastructure related projects

• Implement the Visitor Infrastructure Investment Strategic Plan and mange increasing visitor numbers at major tourist destinations

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

Assets supporting this service• 696km sealed road pavement

• 8,378 signs

• 49km unsealed road pavement

• 192km footpath

• 21 roundabouts

• 555km kerb and gutter

• 40 pedestrian refuges

• 26 bridges

• 39 wombat crossings

• 79,062 sqm sealed car parks

• 32 parking ticket machines

• 157 bus shelters


• 62 electronic parking sensors

• 21,409m guardrails

• 162km pipes

• 8,450 pits

• 51km open channels

• 2,684 headwalls

• 13 detention basins

• 15 Energy Dissapators/Erosion Control

• 3km Pipes (Box Culverts & Drains)

• 11 Communter car parks

• Other regulatory and non-regulatory traffic facilities including marked pedestrian crossings, line marking and signage.


Transport and Public Access 64.9%

Budget 2020-2021




8,348

Asset maintenance 1,335 TOTAL

SUBSIDY 22,482


Income 1,418


FUNDING 23,900


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VE




0.00 1.00 2.00 3.00 4.00

Cycleways 2.59

Footpaths 2.98

Commuter parking 3.14

Carparks 3.17

Sealed roads 3.46

Bus shelters 3.32

Traffic safety for pedestrians and vehicles 3.39

Management of stormwater and drainage 3.28

3.65Pedestrian access around shopping centres and community facilities

Budget


Operating Cost


Infrastructure Project Delivery 7 3,915 - 3,909 3%

Transport & Public Access 1,418 12,659 11,241 22,482 17%

MOVE TOTAL 1,425 16,574 11,241 26,390 20%


Move is 20% of Council’s Net Cost of delivering services Infrastructure Project

Delivery 3%

Transport & Public Access 17%

Rest of Council 80%


Planned capital works 2020-2021

Asset Works Program 2020-2021CSP Strategy

2020-2021(000’s)

Transport & Public Access 11,241

Implement Hazelbrook Masterplan Village Centre Carpark Upgrade (AWP 13) 5.1.e 198

Design and Construction of endorsed Blackheath Town Centre/Public Domain works (AWP 17) 5.1.e 1,216

Construction of Transport Upgrades to improve compliance and safety (AWP 31) 5.2.a 20

Construction of new Footpath and linkages based on PAMP (AWP 32) 5.4.a 100

Design and construct Drainage Upgrades for Katoomba (AWP 34) 2.1.c 160

Upgrade drainage Wentworth Falls (AWP 35) 2.1.c 49

Design and Construction of Drainage Upgardes - Piping open channels based on site risk assessments (AWP 38) 2.1.b 100

Renewal, resealing and reconstruction of Roads (AWP 78) 5.2.a 2,700

Renewal of footpaths based on inspection reports (AWP 81) 5.4.a 200

Construction of Culvert replacement for Cliff Drive Leura (AWP 83) 2.1.c 3,000

Liveability Program: Design and Construction for implementation of endorsed elements of Blackheath Town Centre Masterplan (AWP 148) 4.1.b 1,216

Liveability Program: Design and Construction for implementation of endorsed elements of Springwood Town Centre Masterplan (AWP 149) 4.2.a 1,089

Liveability Program: Design and Construct External Active Transport Links (AWP 168) 5.1.e 592

Deliver Safer Roads program Fitzroy & Gladstone sts Leura (AWP 170) 5.2.a 50

Deliver Safer Roads program Glenbrook Rd & Levy Sts Glenbrook (AWP 176) 5.2.a 150

Deliver Safer Roads program Prince George St & Wentworth Sts Blackheath (AWP 177) 5.2.a 175

Deliver Safer Roads program Wilson St Katoomba (AWP 178) 5.2.a 225


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PerformanceThe following measures will be used to track MOVE performance:



Community satisfaction with pedestrian access around shopping centres and community facilities 3.60 Medium Maintain or increase

Community satisfaction with traffic safety for pedestrians and vehicles 3.44 Medium Maintain or increase

Community satisfaction with bus shelters 3.31 Medium Maintain or increase

Community satisfaction with sealed roads 3.27 Medium Maintain or increase

Community satisfaction with carparks 3.24 Medium Maintain or increase

Community satisfaction with commuter parking 3.24 Medium Maintain or increase

Community satisfaction with footpaths 3.04 Medium Maintain or increase

Community satisfaction with cycleways 2.85 Low Maintain or increase

Condition of transport assets Not Available Maintain

Percentage of bus stops compliant with Disability Discrimination Act standards 10% Increase

Inspection and maintenance of Council’s transport infrastructure assets including footpaths, resealing, potholes, grading and shoulders. 79% 85% completed


Condition of Water Resource Management assets Not Available Maintain or Increase

Community satisfaction with Management of stormwater and drainage 3.23 Medium Maintain or Increase

Inspection and maintenance of stormwater assets Not Available 85% completed

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

Current

• Pedestrian Access and Mobility Plan 2025

• Blue Mountains Bike Plan 2020

• Road Safety Action Plan

• Integrated Transport Strategic Plan 2035

• Citywide Parking Strategic Plan 2018

In Development

• Active Transport Strategic Plan


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

4 yr priority ID


2020-2021 ID


Manager

5001 Finalise and implement the Integrated Transport Strategic Plan for the Blue Mountains

D5001.05 Implement priority actions as identified in Council’s Integrated Transport Strategy • Prepare funding submissions to Transport for NSW to address high priority works in the PAMP and Bike Plan. • Undertake road safety audit training to provide ‘in house’ capability


Infrastructure

D5001.06 Implement Liveability Program: External Active Transport Links (AWP 168) Design and commence construction of active transport links at Glenbrook, Faulconbridge, Wentworth Falls, Lawson, and Blackheath as part of Liveability Grants.



Strategy 5.1.b Promote transport solutions for those unable to access private and public transport options

4 yr priority ID


2020-2021 ID


Manager

5111 Continue provision of community access bus and provide support for Great Community Transport

D5111.04 Improve the Community Access bus service in partnership with Greater Community Transport, including the provision of a wheelchair accessible bus



Strategy 5.1.c Ensure developments and facilities are accessible to people with a disability, including accessible pathways of travel leading to accessible facilities

4 yr priority ID


2020-2021 ID


Manager

5121 Improve accessibility within the city

D5121.03 Review accessibility of bus stops for compliance with disability standards.


Infrastructure

KD5

MO

VE


Strategy 5.1.d Improve management of the impact of truck freight movements on the Blue Mountains

4 yr priority ID


2020-2021 ID


Manager

5131 Implement the Heavy Vehicle Drive Neighbourly Agreement to manage growth of road freight on Great Western Highway

D5131.03 Implement the “Respect’ media campaign from the Heavy Vehicle Drive Neighbourly Agreement.Work with Western TfNSW


Infrastructure

D5131.04 Prepare an advocacy strategy for greater use of rail based freight and increased utilisation of Bells Line of Road.


Infrastructure

Strategy 5.1.e Support the provision of vehicle parking that meets the needs of the city

4 yr priority ID


2020-2021 ID


Manager

5141 Implement priority actions from the Blue Mountains City Council Citywide Parking Strategy 2017-2021

D5141.03 Implement the Blue Mountains City Council Citywide Parking Strategy 2017-2021 - prioritising traffic management and parking in Town Centre master planning Aligns to Strategy 5.1e


Infrastructure

5142 Prepare Parking Precinct Plans for managing parking at key tourist precinct sites

D5142.04 Engage with National Parks & Wildlife to develop parking options for the Wentworth Falls Conservation Hut area


Infrastructure

D5142.05 Implement the Leura Parking Precinct Plan as part of Leura Local Area Traffic Management.


Infrastructure

5143 Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy

D5143.04 Implement the agreed elements of the Blackheath traffic and pedestrian study as part of the Liveability Grants program for Blackheath (AWP 17)


Infrastructure

5143 Implement Blackheath Village Parking Options and Leura Tourist Bus Strategy

D5143.05 Complete and begin to implement the Leura Local Area Traffic Management Plan, to specifically address tourist bus parking and local traffic, parking and access (LSPS 8.2)


Infrastructure

5144 Develop and implement a precinct parking plan for Lawson town centre

D5144.03 Implement outcomes of the Lawson Parking Precinct Plan.


Infrastructure

5145 Implement the Hazelbrook Masterplan urban design and carpark actions

D5145.03 Deliver elements to improve traffic and pedestrian safety within the Hazelbrook car park including ‘one-way’ system and ‘shared zone’ markings and signage (AWP 13)


Infrastructure


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

4 yr priority ID


2020-2021 ID


Manager

5201 Implement Town Centre, Transport & Public Access Infrastructure related projects identified through adopted Masterplans

D5201.03 Deliver traffic and pedestrian elements of the Blackheath, Springwood masterplans as part of the City Deal Liveability Project.



D5201.04 Deliver Town Centre Improvement program for Blaxland (AWP 195)

Place Management

Economy, Tourism and Place

5202 Implement Road Reseal and Renewal Program

D5202.09 Develop and deliver the Road Renewal and Reseal Program (AWP 78)


Infrastructure

D5202.10 Implement Transport Upgrades to improve compliance and safety (AWP 31)


Infrastructure

D5202.11 Develop a program to identify and resolve road alignment and easement issues that may be found in the upgrade to the State based cadastre map


Infrastructure

D5202.12 Deliver intersection improvements to Fitzroy & Gladstone Sts Leura to address critical safety issues (AWP170)


Infrastructure

D5202.13 Deliver intersection improvements to Glenbrook Rd & Levy Sts Glenbrook to address critical safety issues (AWP176)


Infrastructure

D5202.14 Deliver intersection improvements to Prince George St & Wentworth Sts Blackheath to address critical safety issues (AWP177)


Infrastructure

D5202.15 Deliver intersection improvements to Wilson St Katoomba to address critical safety issues (AWP178)


Infrastructure

5203 Implement the Traffic Barrier Construction Program based on risk assessments

No planned action for 2020-2021

KD5

MO

VE


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 identity4 yr priority ID


2020-2021 ID


Manager

5211 Advocate to the Roads and Maritime Services to achieve improved safety, accessibility, amenity and world heritage identity

D5211.03 Advocate for the Blue Mountains in response to the proposed duplication of the Great Western Highway from Katoomba to Lithgow, for alternatives to regional road freight and to ensure the protection of the world heritage setting and local priorities of safety, accessibility and amenity (LSPS 9.1)


Infrastructure

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

4 yr priority ID


2020-2021 ID


Manager

5221 Implement town centre, transport and public access infrastructure related projects

D5221.03 Review the Local Link Road Strategy, to identify potential new routes to facilitate the mobility of residents and visitors within and to the Blue Mountains, for both emergency management and local movement (LSPS 2.3, 9.9)


Infrastructure

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

4 yr priority ID


2020-2021 ID


Manager

5301 Finalise and implement the Integrated Transport Strategic Plans for the Blue Mountains

D5301.03 Advocate for improved rail and bus services that are safe, meet the needs of the community and reduce private car dependency


Infrastructure

D5301.04 Advocate for a direct link from the Western Sydney Airport Line (future interchange) to the Blue Mountains Line, including additional weekend capacity.


Infrastructure

KD5

MO

VE


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

4 yr priority ID


2020-2021 ID


Manager

5401 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

D5401.07 Investigate options and potential funding sources with Penrith Council for the design of a shared path linking Emu Plains with Glenbrook


Infrastructure

D5401.08 Complete development of the Active Transport Strategic Plan


Infrastructure

D5401.09 Advocate for TfNSW to provide a shared off road infrastructure between Blackheath and Mt Victoria as part of the GWH duplication.


Infrastructure

D5401.10 Review and continue to implement the Pedestrian Access and Mobility Plans and Bike Plan to prioritise connections around town centres, and in partnership with relevant community organisations advocate for increased state government funding for accessible pedestrian pathways (LSPS 9.2)


Infrastructure

D5401.11 Construction of new footpath and linkages based on Pedestrian Access and Mobility Plan (AWP 32)


Infrastructure

5402 Deliver the Transport Footpath Renewal and Footpath Grinding and Assessment Programs based on the Pedestrian Access and Mobility Plan

D5402.05 Implement Footpath Renewal based on Inspection Reports (AWP 81)


Infrastructure

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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


objective 6.1The City’s economy is diverse, vibrant, strong and environmentally sustainable with increased local employmentStrategies6.1.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

objective 6.2The 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

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

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



THRIVE SERVICES

Economic development and tourism serviceThe Economic Development and Tourism Service supports and encourages the development of a diverse and vibrant local economy. This Service has a vital function in identifying local employment generation opportunities and keeping abreast of drivers and impacts of economic change at local, regional, state, federal, and global levels. The service seeks to understand the needs of the local economy and strengthen economic development through exchanges and strategic partnerships with state government bodies, local industry representatives and economic performance data.

This service delivers:

• Economic development initiatives

• 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

• Work to strengthen partnership with small business

• Use Council’s physical and digital infrastructure in innovative ways to support advertising of local business

• Implement the Events Management Guidelines

• Work with the Regional Strategic Alliance to deliver tourism benefits for the region

• Attract sustainable industries to the Blue Mountains

• Advocate for establishment of new centres of learning in the Blue Mountains

• Work with industry to 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 infrastructure investment strategic plan and manage increasing visitor numbers

• Advocate for tourism development that delivers local benefits

• Work with Destination NSW and Destination Networks to advocate for the Blue Mountains

Assets supporting this service• 2 Visitor Information Centres

• Echo Point precinct including parks, concourse and associated buildings

• Signature bushwalks


Budget 2020-2021



Support Cost 44 Special Rate Variation Funds 45

Asset maintenance 328 TOTAL SUBSIDY 1,308

Asset Works Program 595 Service Income 2,275

TOTAL EXPENDITURE 3,583 TOTAL FUNDING 3,583

Economic development and tourism 0.5%

KD6

THRI

VE


Place management serviceThe Place Management Service is responsible for using a place based, collaborative approach to the design and development of our town and village centres. Its primary focus is the liveability of these centres, ensuring that they support the social and economic well-being of the centre while also celebrating the character of the place.

The Service delivers a coordinated multi-disciplinary response; providing a focal point for our town centres and key precincts such as Echo Point. It will establish honest, transparent and robust partnerships with our community through Chambers of Commerce and Township Associations, and become advocates for our centres, promoting the vision for each centre and securing buy-in.

4 year focus • Develop and implement the Community Facilities

Strategy to ensure that community facilities across the City meet the current and future needs of the community

• Support and administer the Blue Mountains City of the Arts Trust to deliver the Blue Mountains City of the Arts Trust Grant Program

• Develop and implement a town centre improvement program

• Support conservation of local heritage

Budget 2020-2021




248


SUBSIDY 1,190


Income -


FUNDING 1,190

KD6

THRI

VE


Property management serviceThe Property Management Service plans and manages Council’s property portfolio, which includes operational land and properties and administrative buildings to support Council’s delivery of services, along with buildings for community uses and a commercial property portfolio.

The Service is responsible for the acquisition and disposal of property on behalf of the Council, along with general property transactions including easements, leases, road closures and tenancy management.

The Service coordinates asset management and maintenance services for Council-owned and leased buildings, ensuring agreed levels of service are met, in addition to the collection and analysis of data to inform Council’s broader asset renewal and replacement expenditure strategy.

The Service also delivers Council’s hazardous material management services. They include the management of dumped asbestos, an ongoing asbestos management and eradication program for Council owned buildings, and ongoing education programs for staff and tenants.

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

• Implement a renewal program of commercial properties to support the City’s economic development

• Remediate the Old Blackheath Tip Site

• Implement the Council’s Six Strategies for Financial Sustainability:

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

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

• Review the Council’s Administrative Property Portfolio

• Improve and strengthen the Council’s Workplace Health and Safety and asbestos management

• Review public toilet renewal program and implement planned renewal

Assets supporting this service• 2 Tourist parks

• 20 leased commercial premises

• 2 tanker trucks for effluent removal


Property Management 4.5%

Budget 2020-2021




968


SUBSIDY 5,054


Income 4,127


FUNDING 9,181


KD6

THRI

VE




0.00 1.00 2.00 3.00 4.00 5.00

Access to local employment opportunities 2.97

The atmosphere look and feel of our towns and villages 3.44

Parking for shoppers 3.09

Caravan parks at Katoomba and Blackheath 3.35

Visitor information centres at Glenbrook and Echo Point 3.71

Budget


Operating Cost


Economic Development & Tourism 2,275 2,988 595 1,308 1%

Place Management - 1,140 50 1,190 1%

Property Management 4,127 9,181 - 5,054 4%

THRIVE TOTAL 6,402 13,310 645 7,552 6%


Thrive is 6% of Council’s Net Cost of delivering services Economic Development

& Tourism 1%

Place Management 1%

Property Management 4%

Rest of Council 94%


Planned Capital Works 2020-2021

Asset Works Program 2020-2021 CSP Strategy 2020-2021

Economic Development & Tourism 595

Implement approved Visitor Infrastructure Investment Strategic plan Capital Works (AWP 134) 6.4.a 595

Place Management 50

Blaxland Town Centre Improvement Program 5.2.a 50

Asset Works Program Total 645

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

• Blue Mountains Events Strategic Plan

• Priority Infrastructure Strategic Plan

• Economic Strategic Plan

KD6

THRI

VE


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 4.00 High Maintain

Community satisfaction with access to local employment opportunities 2.90 Low Maintain or increase

Place Management

Community satisfaction with the atmosphere, look and feel of our towns and villages 3.53 Medium Maintain or increase

Community satisfaction with Parking for Shoppers 3.24 Medium Maintain or increase

Property Management

Profit and loss statements for commercial activities Not Available Net Revenue Result

Community satisfaction with caravan parks at Katoomba and Blackheath 3.53 Medium Maintain or increase

Condition of tourism assets Not Available Maintain

Completion of program maintenance schedules for tourism assets Not Available 85% completed

Condition of aquatic and leisure centre assets Not Available Maintain

Condition of community development building assets Not Available Maintain

Completion of program maintenance schedules for community development building assets Not Available 85% completed

Completion of program maintenance schedules for library building assets Not available 85% completed

Condition of sport and recreation assets Not Available Maintain

Completion of program maintenance schedules for sport and recreation assets Not Available 85% completed

Condition of the town and village centres assets Not Available Maintain

Completion of program maintenance schedules for town and village centre assets Not Available 85% completed

Condition of emergency management assets Not Available Maintain

Completion of program maintenance schedules for emergency management building assets Not Available 85% completed


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

4 yr priority ID


2020-2021 ID


Manager

6101 Complete the Blue Mountains Economic Strategy to plan for and provide opportunities for employment and economic investment and commence implrmentation of priority actions

D6101.04 Continue to deliver expanded small business program

Economic Development & Tourism

Economy, Tourism & Place

D6101.05 Review and update the Blue Mountains economic strategy (LSPS 4.7, 7.2)



Strategy 6.1.b Support and strengthen local businesses and their contribution to local employment growth

4 yr priority ID


2020-2021 ID


Manager

6111 Work to strengthen partnership with small business

D6111.04 Continuously improve on the Easy to Do Business Platform, and increase participation



6112 Use Council’s physical and digital infrastructure in innovative ways to support local business

D6112.03 Continue to provide training for visitor economy businesses and business development opportunities, including digital support, and online resources



Strategy 6.1.c Improve capacity and resilience for local businesses to respond to natural disaster and economic downturn

4 yr priority ID


2020-2021 ID


Manager

6121 Implement the Events Management Strategic Plan to support the local economy and continue to support local community events

D6121.05 Finalise and begin to implement the Events Strategic Plan, including continuing to encourage and facilitate delivery of local events and supporting event organisers in areas such as risk management, training/networking sessions and the identification of a large event space (LSPS 4.2, 7.4)



D6121.06 Drive and support economic recovery efforts, including promotional activities, to improve outcomes for local business



KD6

THRI

VE


Strategy 6.1.d Implement economic development strategies that benefit local priority groups, including Aboriginal people, and provide local employment opportunities

4 yr priority ID


2020-2021 ID


Manager

6131 Improve economic opportunities for Aboriginal people

D6131.03 Develop and implement an ‘Aboriginal on Country’ economic development plan

Natural Environment

Environment

Strategy 6.1.e Develop partnerships with government, peak business and tourism organisations

4 yr priority ID


2020-2021 ID


Manager

6142 Work with Destination NSW and Destination Networks to advocate for the Blue Mountains

D6142.03 Continue to strengthen relationships with Destination NSW, Western City Councils and other relevant tourism agencies and organisations (LSPS 8.1)



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 education4 yr priority ID


2020-2021 ID


Manager

6201 Implement the Blue Mountains Economic Strategy

D6201.03 Review and update the Blue Mountains economic strategy (LSPS 4.7)Aligns to Strategy 6.1a and 6.1d)



6202 Attract sustainable industries to the Blue Mountains through the Blue Mountains Economic Enterprise

D6202.03 D6202.03 Promote sustainability via events and small business friendly program. Aligns to Strategy 6.1a




Strategy 6.2.b Enhance existing, and establish new networks and nodes of informal and formal learning and research, including online learning opportunities

4 yr priority ID


2020-2021 ID


Manager

6211 Advocate for establishment of new centres of learning in the Blue Mountains

D6211.03 Collaborate with BMEE to Investigate feasibility and develop partnerships with tertiary institutions and business 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

4 yr priority ID


2020-2021 ID


Manager

6221 Identify strategies to leverage off the unique identity of the Blue Mountains as a centre of culture, creativity and arts

D6221.05 Liaise with the BMEE Creative Industries and others, to support the development of the creative sector and boost town activation/s.



Strategy 6.2.d Create a cohesive brand and marketing for the City of Blue Mountains

4 yr priority ID


2020-2021 ID


Manager

6231 Implement the Blue Mountains City Council Economic Strategy

D6231.03 Investigate funding opportunities to undertake Blue Mountains awareness campaigns



D6231.04 Implement priority branding and marketing actions identified as part of Council’s economic strategyAligns to Strategy 6.1.a



6232 Implement the Blue Mountains Destination Management Plan to improve tourism’s contribution to the Blue Mountains economy and the visitor experience

D6232.03 Review the Destination Management Plan and prioritise actions



KD6

THRI

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objective 6.3 The City’s infrastructure supports diverse and sustainable economic development

Strategy 6.3.a Provide and advocate for the infrastructure required to support sustainable economic development

4 yr priority ID


2020-2021 ID


Manager

6301 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

D6301.03 Finalise the Priority Infrastructure Strategic Plan (FFtF 6c).


Infrastructure

6302 Develop and implement a business plan for Council owned tourist parks, including review of current operations and preferred options for future management

D6302.04 Research options and develop recommendations on the operation of Council owned tourist parks for Council endorsement (FFtF 4d)

Property Management


6303 Plan and deliver a program for major tourism precincts and activities that support commercial operations including the Southern and Eastern Scenic Escarpment Masterplans

D6303.05 Enhance the nature based recreation and tourism licensing scheme


Environment

6304 Review Council’s commercial properties to support the City’s economic development

D6304.07 Develop a Commercial Property Strategy for consideration of the Council

Property Management


Strategy 6.3.b Improve options for flexible working arrangements within the city

4 yr priority ID


2020-2021 ID


Manager

6311 Investigate Smart work Hubs in the Blue Mountains

D6311.02 Investigate potential for the Springwood Library to provide smart work hub spaces


Community, Library & Customer Service


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

4 yr priority ID


2020-2021 ID


Manager

6401 Implement the Blue Mountains Destination Management Plan to improve tourism’s contribution to the Blue Mountains economy and the visitor experience

D6401.07 Seek grants, external funding and partnerships to support local tourism infrastructure



D6401.08 Implement priority actions identified in the Visitor Infrastructure Investment Plan (FFtF 4c)


Infrastructure

D6401.09 Implement four year priorities as identified in the Destination Management Plan - Upgrade to Echo Point- Options for conferencing

facilities- Katoomba Falls Night walk



6402 Deliver Visitor Information Centres upgrade to enable them to fill a Regional Tourism role and provide a high quality visitor experience

D6402.06 4 Year Priority Action complete Economic Development & Tourism


6403 Implement the Visitor Infrastructure Investment Strategic Plan and manage increasing visitor numbers at major tourist destinations

D6403.08 Progress implementation of enforcement recommendations arising from the adopted Visitor Infrastructure Investment Strategic Plan (FFTF 4c)



D6403.09 Coordinate implementation of priority actions of the Visitor Infrastructure Investment Strategy and report against progress made (FFtF4c)



D6403.10 Visitor Infrastructure Investment Strategic Plan Capital Works including Parking Meters and signage (AWP 134)



D6403.11 Implement the campgrounds investment and management plan



KD6

THRI

VE


Strategy 6.4.b Balance enhancing the tourist experience with maintaining local amenity for residents4 yr priority ID


2020-2021 ID


Manager

6411 Implement the Blue Mountains Destination Management Plan

D6411.03 Review the Destination Management Plan and prioritise actionsAligns to Strategy 6.2 d



Strategy 6.4.c Facilitate the development of sustainable tourism that delivers local benefits – socially, environmentally, culturally and economically

4 yr priority ID


2020-2021 ID


Manager

6421 Advocate for tourism development that delivers local benefits

D6421.03 Advocate for and investigate options that support and improve tourism development



Strategy 6.4.d Market and promote the Blue Mountains as a unique national and international visitor destination

4 yr priority ID


2020-2021 ID


Manager

6431 Work with the Regional Strategic Alliance on the regional tourism marketing entity

4 Year Priority Action complete. (Regional Strategic Alliance dissolved September 2019)



6432 Implement the Blue Mountains City Council Economic Strategy

D6432.03 Implement priority actions of the economic strategy Aligns to Strategy 6.1.a



6433 Implement the Blue Mountains Destination Management Plan

D6433.03 Review the Destination Management Plan and prioritise actions Aligns to Strategy 6.2d




3

Resourcing the Delivery Program


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.

Our strategic resourcing outlookSummary overviewOver 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 $1.3B 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. There will be a focus on continual improvement in the Asset Management Strategy as identified in the

Organisational Performance Review Improvement Strategy and Action Plan, in relation to:

• Asset Management and Affordable Levels of Service,

• Technology and Business Systems, and

• Policies, Processes and Procedures.

There are a number of challenges and opportunities in managing the workforce, including an aging workforce, award increases rising faster than revenue, and rapidly changing technology. The workforce requires investment in development to meet skills shortages and maximise safety, and succession planning to meet current and future capability requirements.

There will be a focus on continual improvement in the Workforce Management Strategy as identified in the Organisational Performance Review Improvement Strategy and Action Plan, in relation to:

• Culture and Structure,

• Workplace Health and Safety, and

• Training, Capability and Skills Development.

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 is positioned to be financially sustainable into the long term with affordable and acceptable levels of service agreed with community.

Over the delivery program four years the Council decided to 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.

3.1 Our resourcing strategy


Blue Mountains City Council has 35 services, each experiencing varying impacts to their resourcing as a result of the COVID-19 crisis. Resourcing impacts (including financial, workforce and technology) have been projected to the end of the current financial year for the purpose of informing our approach to current crisis management and service delivery, along with ongoing planning and budgeting.

The main assumption is that current service restrictions will remain in place until 30 June 2020. Assessments have been made where relevant on alternate scenarios;

• Optimistic scenario where restrictions are lifted sooner

• Pessimistic scenario where restrictions continue into the 2020/21 financial year.

It is important to note therefore, that the Resourcing Strategy outlined within this draft Delivery Program and Operational Plan (2020/21) does not take into consideration the full, and as yet unknown impacts of the pandemic on the organisation’s capacity to deliver affordable and acceptable levels of service. Council will continue to closely monitor the situation, with a view to reporting back to the community by 30 June 2020 on any further impacts to the 2020/21 budget and longer term Resourcing Strategy as a result of COVID-19.

Photo credit: Western Sydney City Deal


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.

3.2 Our financial plan


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.

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.

RESPONSIBL

Y

4

3

21

6

5

Strategies for Ongoing

Financial Sustainability

INCREASE INCOME

REVIEW AND

AVOID SHOCKS

BALANCE

THE BUDGET

AND INVES

TMEN

TS

INCR

EASE

ADVOCACY

& P

ARTN

ERSHIPS

BORROWIN

GS

AD

JUST SERVICES

MANAG

E


Key financial challengesFor 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; $3.5M for the development of the Blue Mountains Business Park in Lawson; and $4M in State and Federal grant funding to revitalise the Katoomba Falls precinct and the Southern Scenic Escarpment. Most recently the Council secured over $18.7M funding from the Western Sydney City Deal to deliver improved community facilities and public spaces, and enhance liveability across the local government area.


3.3 Implementing our financial 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 case

b. 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 depreciatione. 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

RESPONSIBL

Y

4

3

21

6

5



INCREASE INCOME

REVIEW AND

AVOID SHOCKS

BALANCE

THE BUDG

ET

AND INVES

TMEN

TS

INCR

EASE

ADVOCACY

& P

ARTN

ERSHIPS

BORROWIN

GS

AD

JUST SERVICES

MANAG

E


Six strategies for financial sustainability

Strategy 1: Avoiding shocks

Strategy 2: Balancing the budget

Strategy 3: Managing borrowings and investments responsibly

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.

This 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.

Council 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 wihin 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 and from fees and charges.

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 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:

• This will improve overall financial sustainability and reverse the decline in the City’s $1.3B 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 communityThis 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), 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.

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. An example is the $9.5M Federal Government grant for Springwood Cultural Facilities Upgrade.

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


A Financially Sustainable Council The Council was declared Fit for the Future by the State Government in October 2015 on the basis that we achieved set Sustainability, Infrastructure Management and Efficiency targets.

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 was 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 financially sustainable.

In 2020-2021 we have set a budget to achieve or improve on all of our financial sustainability targets. The operating performance ratio will not achieve a positive three year average result, but is budgeted to achieve a positive annual result in 2020-2021 and forecast to be a positive result in future years.

RESPONSIBL

Y

4

3

21

6

5



INCREASE INCOME

REVIEW AND

AVOID SHOCKS

BALANCE

THE BUDG

ET

AND INVES

TMEN

TS

INCR

EASE

ADVOCACY

& P

ARTN

ERSHIPS

BORROWIN

GS

AD

JUST SERVICES

MANAG

E

SIX STRATEGIES FOR FINANCIAL SUSTAINABILITY DELIVERS FIT FOR THE FUTURE RESULTS

Fit for the future measures

scale and capacity

financially sustainable

effective services and infrastructure

efficient


Financial sustainability projected results

FIT FOR THE FUTURE PROJECTED RESULTS

2014-2015Base Year

Actuals

2020-2021Projected

Performance10 Year Projected

Performance Benchmark

Sustainability

Operating Performance Ratio

-3.25% 0.01% achieves 0.10% achieves >0%

Own Source Revenue Ratio

76.9% 77.9% achieves 88.2% achieves >60%

Building & Infrastructure Asset Renewals Ratio

19.1% 45.0% improves 75.1% maintains >100%

Infrastructure Management

Infrastructure Backlog Ratio

2.0% 2.1% achieves 1.93% achieves <2%

Asset Maintenance Ratio 96.0% 100.0% achieves 100% achieves >100%

Debt Service Ratio 8.8% 4.5% achieves 1.9% achieves <20%

Efficiency

Real Operating Expenditure per Capita

1.05 1.03

achieves 0.90

achieves decline


Key measuresThere are seven key measures for Financial Sustainability, Infrastructure Management and Efficiency.

Sustainability measures: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 ratioWhat 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 ratioWhat 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


Infrastructure management measures: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 ratioWhat Is Being Measured: If Councilis investing enough funds to stop the infrastructure backlog growing

Calculation: Actual asset maintenance divided by required asset maintenance


6. Debt service ratioWhat 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

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


Six Strategies for Financial Sustainability and Fit For the Future Action Plan

Fit for the Future Action Plan 2017-2021 incl. 2020-20211 Avoid shocks

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 2020-2021 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.

Six Strategies 10 year Actions

Fit for the Future 4 year Actions Operational Plan Actions (2020-2021)

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

D1101.03 Implement the Fit for the Future annual Action Plan, monitor and report on achievement of targets and actions (DPOP 1.1.a)

D1203.03 Implement initiatives to improve understanding of and commitment to Long Term Financial Planning strategies (DPOP 1.2.a)

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

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

D1102.15 Set annual financial and Fit for the Future targets (DPOP 1.1.a)

D1206.05 Review our corporate performance measurement and reporting framework, with a view to incorporating new performance measures into the next update of the full suite of integrated plans (DPOP 1.2a)

1c. Develop Corporate Risk Register and undertake regular reporting

Develop Corporate Risk Register to target high risk renewal expenditure

D1221.06 Continue to improve and strengthen the Council’s Enterprise Risk Management Framework (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

D1103.05 Deliver initiatives to ensure expenditure of Special Variation and other Council funds is targeted to reducing long term costs and increasing income where appropriate (DPOP 1.1.a)


2 Balance the budget

Six Strategies 10 year ActionsFit for the Future 4 year Actions Operational Plan Actions (2020-2021)

2a. Align annual budgeting to LTFP

Align decision making to LTFP plan to achieve a positive operating performance ratio

D1102.16 Strengthen alignment of budgeting to the Long Term Financial Plan, 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

D1111.04 Identify and deliver Business Improvement Projects (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

D1302.03 Provide modelling to inform the development of affordable levels of service as part of Service Business Planning. (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

D1104.04 Review and make improvements to the integration of finance asset accounting and asset management (DPOP 1.1.a)

D1311.07 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

D1301.09 Strengthen the Council’s Service Business Planning so that it guides and supports Asset Management Planning and best value service provision (DPOP 1.3.a)

2f. Prioritise funding of high risk asset renewal

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

D1221.06 Continue to improve and strengthen the Council’s Enterprise Risk Management Framework (DPOP 1.2.c){same as 1.c}


3 Manage debt and investments responsibly

Six Strategies 10 year Actions Fit for the Future 4 year Actions

Operational Plan Actions (2020-2021)

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

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

D1102.17 Finalise the Borrowings Policy and update annual Strategic Investment Plan (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

4 Increase income



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

D1102.18 Finalise Revenue Strategy and incorporate into Long term financial plan (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

D1102.19 Review and 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

D6401.08 Implement priority actions identified in the Visitor Infrastructure Investment Plan

D6403.08. Progress implementation of enforcement recommendations arising from the adopted Visitor Infrastructure Investment Strategic 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

D6302.04 Research options and develop recommendations on the operation of Council owned tourist parks for Council endorsement (DPOP 6.3.a)


5 Review and adjust services



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

D1205.04 Commence the review of the Community Strategic Plan, and development of the 2021-2025 Delivery Program(DPOP 1.2.a)

D1212.05 Determine affordable and acceptable levels of service in consultation with community (DPOP 1.2.b)

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

Strategic review of services improves operating performance ratio

D1301.13 Implement the BMCC Service Framework: Guidelines for achieving Best Value Services (DPOP 1.3.a)

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

Individual service reviews reduce expenditure to improve operating performance ratio

D1301.10 Support development of Service Business Plans that align strategies with financial, asset and workforce plans (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

D1102.20 Improve alignment of service and asset planning (DPOP 1.1.a)

D1201.03 Implement best value decision making to support delivery of value for money services and to achieve financial sustainability targets (DPOP 1.2.a)

D1301.09 Strengthen the Council’s Service Business Planning so that it guides and supports Asset Management Planning and best value service provision (DPOP 1.3.a)


6 Increase advocacy and partnerships



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

Lobby to increase income and improve operating performance ratio

D1102.21 Investigate and implement advocacy and partnership Initiatives, as part of the strategic planning process (DPOP 1.1.a)

D1402.04 /D1411.10 Participate in the City Deal for the Blue Mountains and work co-operatively with the other seven Councils (DPOP 1.4.a, 1.4.b)

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

Lobby to increase income and improve operating performance ratio

D1102.21 Investigate and implement advocacy and partnership Initiatives, as part of the strategic planning process (DPOP 1.1.a)

D1402.04 /D1411.10 Participate in the City Deal for the Blue Mountains and work co-operatively with the other seven Councils (DPOP 1.4.a, 1.4.b)

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

Lobby to minimise expenditure increases and improve operating performance ratio

D3311.04 Develop and maintain formal relationships and supporting arrangements between Council

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

Advocate against expenditure increases and improve operating performance ratio

D1403.03 Develop a prioritised capital works program informed by the Priority Infrastructure Plan and service and asset planning (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

D3323.04 Implement learnings/shared knowledge from neighbouring councils to improve customer service and disaster recovery (DPOP 3.3.c)


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

D1401.03 Implement projects funded through the City Deal with Australian and NSW Government (DPOP 1.4.a)

D1402.05 Co-ordinate the delivery of the City Deal program(DPOP 1.4.a)

D1404.04 Commence engagement with key State agencies, adjoining councils and partners in the update of the Blue Mountains Community Strategic Plan and Resourcing Strategy (DPOP 1.4.a)

D1404.06 Begin to work with NSW National Parks and Wildlife Service to develop a framework for the coordinated delivery of infrastructure to benefit both the Blue Mountains World Heritage National Park and the Blue Mountains local government area (DPOP 1.4.a)

D1404.07 Collaborate with NSW Health on the redevelopment and delivery of a District hospital and associated clinical facilities, including mental health facilities, for the Blue Mountains (LSPS 3.5, DPOP 1.4.a)

D1421.06 Implement Carbon Abatement Action Plan actions for 2020-2021 (DPOP 1.4.c)

D1421.07 Continue to engage and advocate on climate change initiatives such as the Cities Power Partnership and Resilient Sydney, as well as supporting community engagement in the Bushfire Expo and Conference (DPOP 1.4.c)

D1421.08 Work with the NSW Department of Planning, Industry and Environment to advocate for improved energy efficiency standards within State Environmental Planning Policy (Building Sustainability Index: BASIX) 2004, and the potential for Councils to set local energy efficiency targets (DPOP 1.4.c)




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.

3.4 Budget estimates

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.

a. Annual operating resultCouncil 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 final delivery program year. The annual operating result (including depreciation and excluding capital grants) details the Council’s income and expenses over the year.


b. Annual cash budgetsTo 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 two 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 two years present balanced budget positions. This projects that the Council has sufficient revenue to cover expenditure requirements.

FIT FOR THE FUTURE - OPERATING PERFORMANCE RATIO 2020-2021

Operating Result2020-2021

Budget ‘$000

Income from Continuing Operations 139,383

Expenditure from Continuing Operating 123,976

Operating Result from continuing operations – Surplus (Deficit) 15,406

Less: Capital Grants & Conts and Profit on Sale 15,394

Operating Result before capital items – Surplus (Deficit) 12

Income before capital and profits 123,989

Operating Performance Ratio 0.01%


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 two 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 2020-2021

Cash Budget 2020-2021Budget ‘$000

Rates and Annual Charges -86,219

Fees and Other Revenue -23,460

Grants and Contributions -30,841

Net Income from reserves -715

Employment Costs 61,503

Operating Costs 42,691

Capital Expenditure 31,453

Borrowing Cost 5,587

Net cash - surplus / (deficit) 0


REVENUE SOURCES 2020-2021

Revenue Sources 2020-2021Budget ‘$000

Rates & Annual Charges 69,987

Rates - Special Rate Variation 2015, Stage 2 (SRV2) 16,231

Regulatory Fees 2,344

Discretionary Fees 16,098

Interest Income 757

Other Revenue 3,095

Profit on sale assets 30

Operating Grant 13,384

Operating Contributions 1,843

Capital Grants & Contributions 15,364

Income from Continuing Operations 139,133

Sale of Plant & Other Assets 1,167

Transfer from Reserve (AWP) 14,926

Transfer from Reserve (Operational) 3,583

TOTAL REVENUE 158,809

Profit on sale assets 30

TOTAL REVENUE (EXCLUDING NON-CASH ITEMS) 158,779

FIT FOR THE FUTURE – OWN SOURCE REVENUE RATIO 2020-2021

Own Source Revenue Ratio 2020-2021Budget ‘$000

Operating Income less grants and profits on sale (a) 108,512

Operating Income less profits on sale (b) 139,103

Own Source Revenue Ratio (a/b) 78.01%

Rates and Annual Charges 44%

Discretionary Fees 10%

Transfer from Reserves 12%

SRV2 2015 10%

Operating Grants and Contributions 10%

Capital Grants and Contributions 10%

Regulatory Fees 1%

Sale of Plant and Other Assets 1%

Interest Income 0.5%

Other Revenue 2%

Revenue Sources 2020-2021


EXPENDITURE AREAS 2020-2021

Expenditure Sources 2020-2021Budget ‘$000

Employee Costs 61,503

Borrowing Cost - operating 1,732

Materials & Contracts 26,338

Other Expenses 16,354

Depreciation 18,050

Expenditure from Continuing Operations 123,976

Transfer to Reserve 17,544

Borrowing Cost - capital 3,855

Plant, Equipment and library book purchases 5,366

Asset Works Program 26,087

TOTAL EXPENDITURE 176,829

Depreciation (rounded estimate) 18,050

TOTAL EXPENDITURE (EXCLUDING NON-CASH ITEMS) 158,779

FIT FOR THE FUTURE – EXPENDITURE PER CAPITA 2020-2021

Expenditure per Capita 2020-2021Budget ‘$000

Operating Expenditure (excluding IP&R supported service improvements i.e. SRV) (a)

120,116

Population (NSW Planning & Environment) (b) 78,598

Expenditure per capita (a x LGCI*/b) 1.03

* Note: expenditure is adjusted by the LGCI Local Government Cost Index to make it comparable to the base year

Employees costs 39%

Materials and Contracts 17%

Asset Works Program 16%

Transfer to Reserves 11%

Other Expenses 10%

Plant and Equipment 3%

Borrowing Costs - operating 1%

Borrowing Cost - Capital 2%

Expenditure 2020-2021

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The Council currently has debt of $28.5M (as of 30 June 2019) and this balance is forecast to be reduced to $24.3M by 30 June 2020.

3.5 Borrowings statement

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.

Debt service ratioAs 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.


FIT FOR THE FUTURE - DEBT SERVICE RATIO 2020-2021

Debt Service Ratio 2020-2021Budget ‘$000

Borrowing Costs (a) 5,587

Operating Income (b) 123,739

Borrowing Ratio (a/b) 4.52%

Photo credit: Western Sydney City Deal


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.

3.6 Rates & annual charges statement

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 landSection 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.

A map showing the town and villages where these rating categories are applicable.

MT IRVINE

BERAMBING

MT WILSON

MT TOMAH

BELL

MT VICTORIA

BLACKHEATH


MEDLOW BATH

MEGALONGVALLEY

KATOOMBA

LEURA

BULLABURRA

HAZELBROOK

WOODFORD SPRINGWOOD

VALLEY HEIG

HTS

WARRIMOO

BLAXLAND

GLENBROOK

LAPSTONE


SUN VALLEY

MT RIVERVIEW

YELLOW ROCK

HAWKESBURYHEIGHTSWIN

MALEE

FAULC

ONBRIDGE

LINDEN

LAWSONWENTWORTH FA

LLS


Method of rate calculationOrdinary rates are levied on the rateable land value of each parcel of land as supplied by

Property NSW – Department of Planning, Industry and Environment (Valuer-General’s Office) in accordance with the Local Government Act, 1993.

The Council has maintained the ad valorem rating structure system, which incorporates a minimum amount of rates charged per property for each rating category.

Land valuationsEvery 3 years the Valuer-General values the land of all properties within the Council area. Base Date 1 July 2019 land valuations will be used for the 2020-2021 rating period.

These valuations will be used for the calculation and levying of Ordinary Rates for the 3 financial years;

• 2020-2021

• 2021-2022

• 2022-2023

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 2016 to 2019 valuations the average increase for each category were:

• Residential properties 32.4%

• Business properties 19.9%.

• Farmland 25.3%

Annual increase in ratesEach 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 Rate Peg set for 2020-2021 is 2.6%. An average rate peg of 2.2% has been used for projected revenue but this rate 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.

Category 2020-2021Budget ‘$000

Increase (SV 2yrs.; then rate peg, then est. rate peg - plus growth)

2.70%

Increase (rate peg 2.6% plus est growth 0.15%) 2.75%

Residential 63,296

Business 5,828

Farmland 382

TOTAL GENERAL RATE INCOME 69,506

Local Emergency Contribution 2,029

Waste Charges 16,243

TOTAL RATES & ANNUAL CHARGES 87,778


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 variationsSpecial 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 increased 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 2019-2020 rating year was set at 7.5 per cent calculated daily. The rate for the 2020-2021 rating year is yet to be announced.

On site sewerage management chargesThis 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 chargeCouncil 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 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.


Rates and annual charges hardship relief policyBlue 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

Name of Rate Ad Valorem Rate in $ Minimum Amount Estimated

Yield $’000

RATES 69,436

Residential 0.00526891 $743.96 63,226

Business 0.00928576 $1,361.59 5,828

Farmland 0.00396243 $1,361.59 382

Mining 0.00928576 $1,361.59 -

Name of Annual Charge Charge Amount Estimated Yield $’000

2,029

Local Emergency Contribution $56.04 2,029

ON-SITE SEWAGE MANAGEMENT (OSM) SEPTIC SAFE PROGRAM 70OSM (Aerated) $44.00 16

OSM (Pump out, grey water devices, amended soil mounds, hybrid waste system, composting systems)

$42.00 4

OSM (Aerated) Pensioner $22.00 1

OSM (Pump out, grey water devices, amended soil mounds, hybrid waste system, composting systems) Pensioner

$21.00 0

OSM (Absorption systems) $68.00 43

OSM (Absorption systems) Pensioner $34.00 4

OSM Multiple Systems $94.00 2

OSM Multiple Systems Pensioner $47.00 0

RATEABLE WASTE SERVICES 16,090

Domestic waste – standard service $448.80 13,625

Domestic waste – large recycling service $483.80 247

Domestic waste – large garbage service $616.80 979

Domestic waste – small recycling service $448.80 397

Domestic waste – large garbage and recycling service $651.30 507

Domestic waste – vacant $155.00 219

Vacant land – EP zoning $20.00 0

Residential – additional recycling 140L bin $61.50 3



Residential – additional garbage 140L bin $240.00 23

Residential – additional garbage 240L bin $408.00 47

Residential – additional green 240L bin $67.00 28

Wheel out Wheel Back Service $152.00 2

Medical exemption waste charge (240L garbage) $448.80 2

Medical exemption waste charge (360L recycling) $448.80 1

NON–RATEABLE WASTE SERVICES 153

Non-rateable premises - garbage only (240L bin) $408.00 136

Non-rateable premises - recycling (240L bin) $68.00 17

ESTIMATED TOTAL GENERAL RATES & ANNUAL CHARGE INCOME 87,778


Special rate variation 2015 (stage 2)In 2014 the Council engaged community on three options for Resourcing Our Future.

Considering the outcomes of this engagement, the Council resolved to proceed with Option 1: Service Levels Improved and apply to the Independent Pricing and Regulatory Tribunal (IPART) for a special rate variation. IPART announced on 19 May 2015 that it had approved, in full, the Council’s application under s508A of the Local Government Act, 1993 for a special variation to rates over the four years from 2015- 2016 to 2018-2019, that would remain permanently in the rate base. The Council then endorsed the special rate variation at the Extraordinary Council Meeting of 2 June 2015 (Minute No. 558). As a result of the IPART determination, Council is required to report on its special variation expenditure for a period of 10 years.

As the special rate variation is now partly being used to pay back reserves for the projects that were brought forward to 2015-2016 and 2016-2017, spending on special rate variation projects in future years has been reduced. However the total special rate variation spend over the ten years has not changed, and a more effective and timely outcome for the community has been achieved.

The table below provides a breakdown of the remaining one year of the Delivery Program, budgeted expenditure of the special rate variation 2015 (Stage 2) funds compared with the special rate variation application. The difference between the special rate variation application income amount and the budget income amount reflects a projected lower rate peg by the Independent Pricing Regulatory Tribunal.


Special Rate Variation 2015 (stage 2) Summary2020-2021

Application$’000

Budget$’000

Special rate variation income above the rate peg 14,488 16,231

BUILT INFRASTRUCTURE 3,542 5,151

Transport & Public Access 2,319 3,338

Water Resource Management 474 220

Town Centres, Economic Development & Tourism 301 70

Other (Inc. operational building, asset management) 448 1,523

ENVIRONMENT 1,893 1,385

Natural Environment 1,380 1,363

Natural Area Visitor Facilities 512 22

EMERGENCY PREPAREDNESS & RESPONSE 420 395

Emergency Management 420 395

COMMUNITY & RECREATION 1,252 640

Community & Cultural Programs & Facilities 864 448

Sport, Recreation & Aquatic Facilities 388 193

ANNUAL TOTAL (OPERATING EXPENDITURE) 7,107 7,571

BUILT INFRASTRUCTURE 4,287 6,350

Transport & Public Access 3,220 5,010

Water Resource Management 659

Town Centres, Economic Development & Tourism 27 100

Other (incl. operation buildings, asset management) 380 1,240

ENVIRONMENT 1,010 854

Natural Area Visitor Facilities 1,010 854

EMERGENCY PREPAREDNESS & RESPONSE 189 150

Emergency Management 189 150

COMMUNITY & RECREATION 1,895 1,307

Community & Cultural Programs & Facilities 598 676

Sport, Recreation & Aquatic Facilities 1,297 631

ANNUAL TOTAL (CAPITAL EXPENDITURE) 7,381 8,660

RESERVES ADJUSTMENT* -

TOTAL ALLOCATION OF SPECIAL RATE VARIATION INCOME 14,488 16,231

*Reserves adjustments include repayment of brought forward amounts into previous years, transfers from reserves and amounts held in reserve for consecutive years


As a component of its service delivery, the Council manages, renews and maintains $1.3B worth of built assets (facilities such as pools, community buildings and infrastructure such as roads and footpaths). To respond to our asset funding challenges, the Council has developed it’s Resourcing Strategy 2017-2027 including a comprehensive Asset Management Strategy and Policy.

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:

3.7 Our asset plan

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 $1.3B 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.

Key asset management challengesCouncil has over $1.3B of assets. Council has developed Asset Management Strategies and actions to deliver required asset service levels within available revenue over the next 10 years. For many years, maintenance and renewal funding for the asset portfolio has been below the required level. This has resulted in widespread and gradual deterioration in asset condition.

Additional funding from Special Rate Variations is being used to reverse the decline in the City’s ageing infrastructure. Over the next 10 years the level of asset service provision will need to be continually rebalanced against available funding while managing risk and engaging the community on service level trade-offs.

Addressing asset requirementsThe Asset Works Program 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 new projects that are being funded through grants and other sources.

In 2020-2021 Council will expend over $30M 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.


Asset works program principlesThe 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

Asset management strategies1. Ensure assets support affordable Levels

of Service

Ensure that BMCC’s services and infrastructure are provided in a sustainable manner within available funding:

• Align affordable levels of service to available revenue

• Consider the risks and consequences of actions and inaction when prioritising asset renewal or maintenance and when allocating funding

• Prioritise renewal and maintenance strategies that reduce lifecycle costs, reduce risk while maintaining asset function

• Develop a Policy on surplus land assets and commercial property portfolio to achieve sustainable reinvestment in Council’s assets

The Organisational Performance Review identified the key improvement area of asset management and levels of service. Asset management will be strengthened by improved integration of asset management planning with service planning. Service Dashboards will summaries the service and asset plans, as a tool to engage community and agree affordable levels of service. Improvements to the allocation of funding will be achieved through identifying the optimal funding of asset lifecycle costs of required assets.

2. Support Service Requirements

Develop and implement a suite of strategies to inform investment and ensure Council’s assets sustainably meet community need:

• Review and develop key strategies to drive investment in assets

• Complete review of service levels provided by Council’s assets

• Plan for upgraded visitor infrastructure and facilities to match growth in visitor numbers and develop appropriate funding streams

• Annually review Special Variation allocation to ensure it continues to provide Best Value allocation of resources

• Continue to assess individual projects against adopted Best Value criteria

• Annually update and align AM plans with agreed Community needs and adopted strategic objectives.

The Organisational Performance Review identified the key improvement area of technology and business systems. This is also a key four year priority outcome of the Council. The technology and business systems are critical assets for delivery of services to the community by enabling the workforce to be efficient.They also support the management of all assets.


3. Develop Asset Management capability

Safeguard BMCC assets, including physical assets and employees by implementing AM strategies and directing appropriate resources to:

• Develop employee capability, capacity and competency in AM practice

• Promote employee and Councillor stewardship and governance of AM

• Annually allocate appropriate and sufficient financial & operational resources to implement AM strategies

The Organisational Performance Review identified the key improvement area of training, skills and capability. Specifically in the area of asset management it is critical that the appropriate asset management capability. This will be delivered for all workforce training needs through the Workforce Management Strategies.

4. Best practice asset management plans and processes

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

• Meet legislative requirements for asset management including maintenance of compliant AMP, AMS, AMPs

• Achieve and sustain a target level of AM maturity across BMCC

• Consult with community on AM priorities

• Align the CSP, AMS, Delivery Program and budgets and assess BMCC financial health as per the Fit for the Future measures and inform decision makers.

The Organisational Performance Review identified the key improvement area of policies, processes and procedures. Developing clear and accessible policies, processes and procedures will support the improved use of our business systems, asset and financial management, and support the workforce to deliver services.

Asset management performance has been measured through three Fit for the Future ratios:

• Building and Infrastructure Renewal Ratio

• Infrastructure Backlog Ratio

• Asset Maintenance Ratio

The implementation of the asset management strategies will result in improvement of these ratios.


Asset Management Strategy Action Plan

Ref 2017-2021 PRIORITY ACTIONS 2020-2021 OPERATIONAL PLAN ACTIONS

STRATEGY 1 - ENSURE ASSETS SUPPORT AFFORDABLE LEVELS OF SERVICE

1a Improve our approach to asset management (1311)

Review existing Asset Management Strategy and Policy and update Service and Asset Management Plans guiding resource allocation

D1311.09

1b Improve and better align planning and reporting between the Council, State Agencies and adjoining councils (1404)

Develop Plans of Management for all Council managed community land

D1404.05

1c Plan and review Council’s services to achieve best value affordable service provision that meets assessed community needs (1301)

Replace Council's Heavy Fleet and Light Vehicles as required in conjunction with stakeholder consultation(AWP 164)

D1301.11

Replace Council's Plant & Equipment as required (AWP 167)

D1301.12

STRATEGY 2 - SUPPORT SERVICE REQUIREMENTS

2a Ensure the organisation has the technology and business systems it requires to effectively and efficiently deliver best value services and manage risks. (1113)

Upgrade Council's Information Technology Assets (AWP 166)

D1113.06

Implement a review of existing business systems and technology and assess required changes to meet the needs of the organisation going forward

D1113.07

Progress implementation of an integrated enterprise business system or systems

D1113.08

Develop and implement a staged action plan to achieve required technology and business system improvements that support the Council’s service delivery

D1113.09

2b Develop and implement the Workplace Strategy to support and influence innovation, efficiency and business improvement (1116)

Progress Stage 1 of the Workforce Accommodation Strategy

D1116.03

2c Position the Council to be proactive in communicating and engaging with the community on the business of the Council (1211)

Complete Stage 2 of the website review D1211.09

2d Implement the Council’s Information Management Strategy to progress more strategic information management (1231)

Develop an Information Management Strategy and incorporate with Council’s Resourcing Strategy

D1231.04

2e Improve our approach to asset management (1311)

Progress implementation of an integrated asset and financial management system to support effective service and asset planning, risk management and best value optional resource allocation (AMS 2e, ISAP 5.1)

D1311.08

2f Review the Council’s Administrative Property Portfolio (1312)

Progress Stage 1 of the Workforce Accommodation Strategy

D1312.04

STRATEGY 3 - DEVELOP ASSET MANAGEMENT CAPABILITY

3a Improve our approach to asset management (1311)

Clarify roles, responsibilities and processes for service and asset planning and management

D1311.10


STRATEGY 4 - BEST PRACTICE POLICIES, PLANS AND PROCESSES

4a Improve building, regulatory and compliance inspection services by implementing new technologies and business processes (1115)

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

D1115.05

4b Review Council meeting governance and reporting processes (1202)

Complete in 2019-2020

4c Strengthen the Council’s Integrated Planning & Reporting processes (1204)

Commence the update of the full suite of integrated Plans with a view to improving overall structure and integration with the new service framework

D1204.06

4d Strengthen the Council’s enterprise risk management (1221)

Complete a prioritised health check on whether the Council is meeting required legislative compliance

D1221.07

Identify best ways to engage and work with staff on development, implementation and communication of corporate policies, processes and procedures

D1221.08

4e Ensure corporate policies, work processes and procedures are current, clear, fit for purpose, accessible and regularly reviewed (1222)

Implement prioritised program to review and improve Council policies, processes and procedures

D1222.05

Review and improve work processes and procedures in consultation with staff

D1222.06



Overall summary of asset works program expenditure 2020-2021

Overall summary of asset works program funding sources

3.8 Asset works program

Project Type Budget 2020-2021

New Projects – Major 13,723,856

New Projects – General 595,000

Upgrade Projects 4,971,000

Renewal Projects 6,797,000

Plant and Equipment 5,366,000

ASSET WORKS PROGRAM TOTAL 31,452,856

Funding Source Budget 2020-2021

General Rates Revenue 609,000

Special Variation 1 (2013) 1,291,360


Cemetery Fees 60,000

Asset and Infrastructure Renewal Reserve 464,000

VIISP Income Streams 595,000

Building Better Regions Fund Grant 899,456

RMS Local Roads Grant 102,000

Roads to Recovery Grant 869,182

City Deal Liveability Program Grant 9,878,209

Federal Government Community Development Grants Program

1,300,000

NSW Government Sport Election Commitments Program 750,000

NSW Government Safer Roads Program Grant 600,000

Section 7.12 Development Contributions Reserve (previously s.94A)*

1,834,388

AWP Reserves 466,250

IT Reserve 290,000

Plant & Vehicle Replacement Reserve 2,987,000

Domestic Waste Fleet Reserve 1,500,000

ASSET WORKS PROGRAM TOTAL 31,452,856


Asset work program expenditure 2020-2021 - detailsNew projects – major

Service AWP # Project Description Funding Source Budget 2020-2021

WESTERN SYDNEY CITY DEAL INCLUDING WESTERN CITY PARKLAND LIVEABILITY PROGRAMProject Delivered between 2018-2022


AWP 139 Liveability Program:Design and Construct improvements to Wentworth Falls Lake

City Deal Liveability Program Grant 922,455

S.7.12Development Contributions Reserve 230,614

TOTAL PROJECT 1,153,069

Sport & Recreation AWP 140 Liveability Program: Design & Construct Glenbrook Park Playground Stage 2 - Inclusive playground for older children


S.7.12Development Contributions Reserve

144,056

TOTAL PROJECT 720,282

Sport & Recreation AWP 141 Liveability Program:Design & Construct Buttenshaw Park Youth Playspace



128,902


Sport & Recreation AWP 142 Liveability Program:Design & Construct Blackheath Soldiers Memorial Park District park Upgrade



99,403



AWP 143, 144, 145 & 146

Livability Program:Design and Construction of endorsed elements of Scenic Eastern Escarpment Masterplan


Special Variation 2 (2015) 373,759



Aquatic & Leisure Centres

AWP 147 Liveability Program:Design and Construct Upgrade to Katoomba Outdoor Pool area





AWP 148 Liveability Program: Implement Design and Construction for implementation of endorsed elements of Blackheath Town Centre Masterplan



243,219



AWP 149 Liveability Program: Design and Construction for implementation of endorsed elements of Springwood Town Centre Masterplan



217,896



AWP 150 Liveability Program: Design and Construct Springwood Library Upgrade





AWP 151 Liveability Program:Implement Lawson Crown Lands Masterplan



333,658



AWP 168 Liveability Program: Design and Construct External Active Transport Links




TOTAL LIVEABILITY PROGRAM 12,347,761



BLACKHEATH BUILDING BETTER REGIONS GRANT PROJECTSProject Delivered between 2018-2021


AWP 68 Renewal of Pit Toilet, Lookout at Hargraves Lookout Shipley Plateau Blackheath





AWP 17 Design and Construction of endorsed Blackheath Town Centre/Public Domain works



376,640


TOTAL BUILDING BETTER REGIONS GRANT PROJECTS 1,376,096

NEW PROJECTS – MAJOR TOTAL 13,723,856

New projects – general



AWP 134 Implement approved Visitor Infrastructure Investment Strategic Plan Capital Works

VIISP Income Streams 595,000

NEW PROJECTS - GENERAL TOTAL 595,000


Upgrade projects



AWP 13 Implement Hazelbrook Masterplan Village Centre Carpark Upgrade

Special Variation 2 (2015)198,000

Sports & Recreation

AWP 26 Upgrade Recreation Facility at Knapsack Park

Federal Government Community Development Grants Program

1,300,000

NSW Government Sport Election Commitments Program

750,000




AWP 31 Construction of Transport Upgrades to improve compliance and safety



AWP 32 Construction of new Footpath and linkages based on PAMP



AWP 34 Design and construct Drainage Upgrades for Katoomba



AWP 38 Design and Construction of Drainage Upgrades - Piping open channels based on site risk assessments

Special Variation 1 (2013)

100,000

Sports & Recreation

AWP 107 Construction of upgraded carpark at Warrimoo Oval Stage 1



AWP 112 Lapstone Reserve Sewer System Asset & Infrastructure Reserve 464,000


AWP 156 Upgrade Springwood Depot amenities



AWP 170 Deliver Safer Roads program Fitzroy & Gladstone sts Leura



AWP 176 Deliver Safer Roads program Glenbrook Rd & Levy Sts Glenbrook



AWP 177 Deliver Safer Roads program Prince George St & Wentworth Sts Blackheath



AWP 178 Deliver Safer Roads program Wilson St Katoomba



AWP 191 Upgrade Visitor Infrastructure at high visitation precincts


Arts & Culture AWP 192 Upgrade Fire Safety Panel at Blue Mountains Theatre & Community Hub


Place Management

AWP 195 Deliver Town Centre Improvement Program for Blaxland


Sports & Recreation

AWP 196 Design upgraded Play Equipment at Wentworth Falls Lake

S.7.12 Development Contributions Reserve 60,000

UPGRADE PROJECTS TOTAL 4,971,000



Renewal projects


Burials & Ashes Placement

AWP 43 Expansion of available Cemetery spaces and Renewal of Cemetery Assets

Cemetery Fees60,000


AWP 56 Replace Springwood Library Air Conditioning



AWP 60 Rehabilitation and Planning for Council's Cultural Heritage items



AWP 61 Renew and Improve Fire Trails Special Variation 2 (2015) 150,000


AWP 70 Construction: Natural Area Visitor Facilities Risk Mitigation Program


Sport & Recreation AWP 73 Replace or remove Play Equipment elements as per independent safety audit and in line with Play Strategy


Sport & Recreation AWP 76 Implement additional program of Minor Works in Sports Grounds

General Rates Revenue 20,000


AWP 78 Renewal, resealing and reconstruction of Roads



RMS Local Roads Grant 102,000

Roads to Recovery Grant 869,182



AWP 81 Renewal of Footpaths based on Inspection Reports



AWP 83 Construction of Culvert replacement for Cliff Drive Leura


AWP Reserves 466,250


Sport & Recreation AWP 155 Replace or renew Softfall in parks


Sport & Recreation AWP 199 Demolition of Rest Park Building and remediation of the area


RENEWAL PROJECTS TOTAL 6,797,000


Plant and equipment



AWP 163 Annual refresh of Library Collection

General Revenue 250,000

Operational Support Services

AWP 164 Heavy Plant and Light Vehicle Replacement

Plant and Vehicle Replacement Reserve and Income from Sale of Plant

2,987,000


AWP 165 Heavy Plant Replacement - Domestic Waste

Domestic Waste Fleet Reserve 1,500,000


AWP 166 Information Technology renewals

IT Reserve 290,000


AWP 167 Plant & Equipment General Revenue 339,000

PLANT & EQUIPMENT TOTAL 5,366,000


Performance indicators measure track performance for each of the asset management strategies. Existing performance indicators are asset related Fit for the Future ratios that focus on renewal and maintenance of infrastructure assets. Additional measures will be added to the existing performance indicators to track performance against all asset management strategies, incorporating the organisational performance review improvement areas.

Council regularly runs a staff survey and a community survey to measure satisfaction with organisational performance in a number of areas.

Other organisational data is also collected to inform performance measures such as safety statistics. Future surveys will include measures to track performance for each of the asset management strategies as listed:

Technology & Business Systems• Effective and efficient business systems• Integrated business systems• E-customer service

Asset Management and Affordable Levels of Service• Value for money services• Asset Renewal Funding Ratio• Optimal lifecycle costs in Asset Management

Plans

Workforce Systems & Processes• Effective processes and productivity• Policy reliability• Access to policies and procedures

Asset Management capability• Employee capability• Career development• A learning culture

3.9 Infrastructure asset performance indicators

Building & Infrastructure Asset Renewal Ratio 2020-2021Budget ‘$000

Building and Infrastructure Renewal (a) 6,483

Building and Infrastructure Depreciation (b) 15,447

ASSET RENEWAL RATIO (A/B) 41.97%

Infrastructure Backlog Ratio 2020-2021Budget ‘$000

Building and Infrastructure Backlog (a) 15,462

Building and Infrastructure Written Down Value (b) 739,742

INFRASTRUCTURE BACKLOG RATIO (A/B) 2.1%

Asset Maintenance Ratio 2020-2021Budget ‘$000

Actual Asset Maintenance 23,541

Required Asset Maintenance 23,541

Maintenance Ratio 100%


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.

3.10 Our workforce strategy

This is to ensure Council’s workforce structure 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 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, and development of organisational structure for greater efficiencies and effectiveness.

The Workforce Management Strategy ensures that we identify and develop the required skills and capabilities to deliver our services, and that we collaborate and work together to achieve our outcomes.

Challenges and opportunitiesCouncil requires a resilient and sustainable workforce for the future. We must maximise workforce productivity by ensuring a highly safe, skilled and engaged workforce to inform our strategic direction, develop innovative approaches to complex issues and deliver appropriate services – effectively and efficiently.

Workforce planning ensures council can support the community’s objectives in the Community Strategic Plan and commitments in the Delivery Program. This requires an appropriate workforce structure encapsulating workplace equity and diversity, strengthening Council’s workplace governance, and supporting and developing Council staff.

There are a number of challenges and opportunities in managing the workforce including an aging workforce, in a city with a higher percentage of older residents and rapidly changing technology that is impacting the way we live and work. The workforce requires investment in development to transform the way it works, meet skills shortages, and business succession planning to meet current and future capability requirements.

The benefits of ensuring a diverse workforce include better local representation, improved communication and a better understanding of the issues affecting local communities.

The Council’s WMS takes a long term view determining workforce needs, ensuring Council’s workforce is structured to respond to and has the capacity to deliver the programs and priorities in our Delivery Program.


Key Areas of StrengthAn outcome from the Organisational Performance Review is the identification of key areas of strength including:

1. Workforce expertise and experience

2. Great values and behaviours

3. Customer Service Focus

4. Continual Improvement

1. Workforce expertise and experience

We have a workforce with specialist expertise and experience in delivery of the wide array of services we provide. This strength will be maintained through the implementation of the Workforce Management Strategy.

2. Great Values and Behaviours

We demonstrate great values & behaviours within teams, with dedication, passion and team work. We have many great teams that work together to deliver great services. The strength of teams needs to be applied to the culture of the whole organisation through the Workforce Management Strategy to create one organisation working collaboratively.

Project Control Groups are a mechanism adopted by the Council to strengthen governance and continually improve tracking progress on major projects. A Project Control Group consists of key staff within the organisation responsible for implementing a project plan. These groups are supporting collaboration across teams and directorates within Council.

3. Customer Service Focus

We have a strong, customer service focus and are committed to meeting community needs as identified in the Community Strategic Plan. Customer service is the responsibility of everyone in the organisation. Most of our workforce live in the Blue Mountains and care about the Local Government area and local community. We are the largest employer in the Blue Mountains and approximately 86% of our employees are local.

We serve the community and receive excellent feedback through the Community survey, with 71% of residents that have had contact with Council staff indicating they were ‘satisfied’ or ‘highly satisfied’ with the overall performance of Council staff. We also need to provide great customer service and support to each other within the Council. This will be further strengthened through the Workforce Management Strategy.

Service in Years

< 2 2-5 6-10 11-20 21-30 31+

35%

30%

25%

20%

15%

10%

5%

0%

26% 25%18%

22%

7% 2%

2018 2016

Very satisfied

Satisfied

Somewhat satisfied

Not very satisfied

Not at all satisfied

0% 25% 50%

37%34%

34%33%

18%16%

6%10%

5%7%

Community Satisfaction with Staff from Bi-Annual Community Survey


4. Continual Improvement

We focus on continual improvement, including our four year strategic priority outcomes. We will build on this strength through alignment of the outcomes of the Organisational Performance Review with the four year strategic priority outcomes and the financial, asset and workforce strategies in the Resourcing Strategy.

This includes supporting the workforce to innovate and continuing to review organisational performance.


Key improvement areasThe Organisational Performance review identified actions for three Key Improvement Areas that need to be strengthened including:

Area 1: Culture and structure Area 2: Training, Capability and Skills Development Area 3: Safety Management

1. Culture and StructureThe Organisational Performance Review identified that it can be hard to break through some of the silos that exist in different parts of the organisation, and that this can impact effective communications, relationships and culture. Organisation structure was one of four areas categorised as requiring fundamental change, with the aim of achieving better integration between service planning and delivery. Additional priority areas for improvement relate to internal relationships and cooperation between branches and directorates, communication of decision-making, and upholding high standards for values and behaviours, especially in interactions between teams.

2. Training, Capability and SkillsThe need to improve training opportunities for Council staff has been a consistent theme across various internal consultations. We are currently well below the Local Government industry benchmark for perceived support of learning and development. Associated with this is the need to improve succession planning and progression opportunities, especially given the long tenures of some staff within the organisation.

Priorities include targeted coaching and mentoring programs across all levels of leadership and management, and a comprehensive program for development of the workforce as a whole, after assessing any gaps in skills and capabilities.

3. Workplace Health and SafetyCouncil needs to continue to strengthen and improve its safety and asbestos management. This has been a major focus for the organisation in recent times, and we continue to invest heavily in the development, implementation and monitoring of safety management systems, ongoing training

for staff in asbestos awareness and management, and improved organisation-wide communication channels. It is also a key priority to embed a stronger safety culture within the organisation, supporting the empowerment of staff to identify and address work, health and safety issues.

Key strategic directions

1. Safe & HealthyOur people work to the highest safety standards and their wellbeing is paramount. This priority focus is more than simply meeting our obligations; it is about the development of safety and wellbeing programs to assist the workforce in leading a healthy and productive life.

There have been a number of asbestos management issues raised that indicate a need to strengthen safety management in the organisation. The Organisational Performance Review has identified this as a key improvement area to take action and continue improving.

2. Skilled & ResponsiveOur people are highly skilled and have the ability to adapt to the ever changing environment. This priority focus is about ensuring the workforce has the skills and capabilities not only to perform their roles today but also to plan and prepare them for the future.

The Organisational Performance Review has identified a key strength in the organisation is that we have a workforce with specialist expertise and experience in delivery of the wide array of services we provide. We need to retain the skills in the workforce as identified in key improvement area of training, skills and capability, to ensure we can meet the future needs of the community through the services we deliver.

3. Committed & EngagedOur people are highly engaged and committed to the services we deliver and the community we serve. This priority focus recognises that people will be at their best when they understand what is expected of them and where the organisation is heading. It also acknowledges the critical role


leadership plays in delivering success and the need for open and transparent communication mechanisms.

Recent challenges have brought to light the need to engage the whole workforce to understand where we are now as an organisation and where we need to be. The Organisational Performance Review has delivered an extensive consultation process as well as analysis to map a way forward together. The key improvement area of culture and structure clarifies the need to renew the culture in the organisation and develop a new way to operate that supports the workforce to be committed and engaged. Our leaders are key to engaging our workforce.

4. Systems & ProcessesOur people and safety processes are effective and efficient and we meet our compliance obligations. This priority focus recognises the need to have robust systems and processes to support and enable the workforce to operate at their optimum. It is also important to have clear, documented and transparent internal policies and procedures, which are easily accessible, regularly reviewed and consistently followed.

Efficient and accessible policies, processes and procedures have been identified as a key improvement area in the Organisational Performance Review. The policies and procedures specific to people and safety will be developed in conjunction with all, and support the workforce to implement improved business systems as part of the Asset Management Strategies.

Plan & ReviewOur approach is regularly reviewed and monitored to ensure ongoing success and business integration. We are ensuring the organisation takes a structured, planned and integrated approach that is aligned to the organisation’s vision, objectives and long-term plans and strategies. We recognise the need for ongoing monitoring to track progress to ensure success.

Within each of these Priority Focus areas a series of key actions has been developed. These are designed to achieve the overall objective of ensuring a highly safe, skilled and engaged workforce that delivers “value for money” outcomes for the community.

Updated four year strategic priority outcomesThe following Council priorities support the Workforce Management Strategy:

Priority 1 Develop and implement an integrated Workplace Health and Safety Strategy and 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 5 Increase focus on organisational business improvement, innovation and safety and improve culture, effectiveness and efficiency through an Organisational Performance Review.

Priority 8 Implement training, capability and skill development of the BMCC workforce to support delivery of required services to the community.


Workforce Management Strategy Action Plan


STRATEGY 1 - SAFE & HEALTHY

1a Implement asbestos management Plan. (1313)

Implement the illegal dumping strategy D1313.08

1b Improve and strengthen the Council’s Workplace Health and Safety and asbestos management (1324)

Complete the integrated Workplace Health and Safety Strategy and Management System in close consultation with staff, management and the elected Council. ( ISAP 6.1)

D1324.07

Strengthen regular staff engagement, consultation and training on WHS matters (ISAP 6.2)

D1324.08

As part of the WHS Strategy develop and implement prioritised improvement action plans. (ISAP 6.3)

D1324.09

Continue to strengthen staff training and management systems supporting effective asbestos management ( ISAP)

D1324.10

Re-fit Springwood Depot Amenities Building (AWP 156) D1324.11

Commence master planning South St Depot site D1324.12

Provide communications technology to field teams to allow employees to access safety procedures, policies, asbestos plans and registers and to electronically complete and submit forms such as risk assessments, hazard and incident reports (EU)

D1324.13

Implement workplace training including online workplace training programs about asbestos awareness, Workplace Health and Safety and fair and just culture (EU)

D1324.14

Implement a People at Work Survey across Council’s workforce based on the model made available by the QLD Government (EU)

D1324.15

Deliver an asbestos management toolkit for NSW councils to integrate into their own workplace systems and procedures (EU)

D1324.16

Ensuring Council’s Work Health and Safety Management System complies with the principles of AS/NZ 4801:2001. (EU)

D1324.17

STRATEGY 2 – SKILLED & RESPONSIVE

2a Ensure the organisation has the skills and capabilities to deliver required services to the community (1321)

Implement a tailored leadership and management program that supports ongoing professional and organisational development

D1321.08

Implement targeted coaching and mentoring programs across all levels of leadership and management (WMS 2a, ISAP. 3.3)

D1321.09

Review skills requirements against business needs (WMS 2a, ISAP 3.2)

D1321.10

2b Council supports trainees, apprentices & cadets (1322)

Continue implementation of the annual Trainee, Apprentice and cadet program

D1322.03



STRATEGY 3 – COMMITTED & ENGAGED

3a Conduct an Organisational Performance Review and implement Organisational Improvement Action Plan (1224)

Implement Organisational Improvement Strategy Action Plan 2020-2021 actions

D1224.05

Incorporate required commitment to operating as “one Council” and “working together collaboratively” into position descriptions, work programs, processes and procedures (ISAP 1.b)

D1224.06

Progress strengthening of organisational culture through implementing a range of targeted programs including Fair and Just Culture (ISAP 1.a)

D1224.07

STRATEGY 4 – WORKFORCE SYSTEMS & PROCESSES

4a Implement statutory model Code of Conduct (1209)

Complete in 2019-2020. No planned action

4b Strengthen Human Resource Management and Recruitment (1323)

Continue implementation of Human Resource and Recruitment improvement plan actions.

D1323.03


Total Employment by External Service ($M)

0 1 2 3 4 5 6


Burials & Ashes Placement



Family Day Care


Place Management



City-wide Strategic Planning

Arts and Culture


Natural Environment


Development and Building Services

Property Management

Environmental Health & Regulatory Compliance

Aquatic & Leisure Centre

Sport & Recreation



Employment budget

Total employee costs in 2018-2019 were $57.4M with 537 full-time equivalent employees at year end and 82 vacancies. Employee costs are projected to increase each year for additional required roles, by award salary increases and award step increases.

Employment Budget 2020-2021‘$000

Total Employment Costs 61,503

Full Time Equivalent employees

621.5

There are a number of internal services that provide a the Strategic and Governance functions and the Corporate Support functions.


Council regularly runs a staff survey and a community survey to measure satisfaction with organisational performance in a number of areas. Other organisational data is also collected to inform performance measures such as safety statistics. Future surveys will include measures to track performance for each of the workforce management strategies as listed:

Committed & Engaged

• A collaborative culture

• Link between strategy and service delivery

• Employee engagement

Safe & Healthy

• Commitment to safety

• Lost time injury frequency rate

• Work health and safety training and awareness

Skilled & Responsive

• Employee capability

• Career development

• A learning culture

Workforce Systems & Processes

• Effective processes and productivity

• Policy reliability

• Access to policies and procedures

Workforce performance indicators


ContactKatoomba Office 2 Civic Place Katoomba NSW 2780 Monday to Friday, 8.30am to 5pm

Springwood Office 104 Macquarie Road Springwood NSW 2777 Monday to Friday, 9am to 5pm

Telephone For local call cost from: Lower Mountains (02) 4723 5000 Upper Mountains (02) 4780 5000

Postal Address Locked Bag 1005 Katoomba NSW 2780

Email [email protected]

Council Website bmcc.nsw.gov.au

Have Your Say Website bluemountainshaveyoursay.com.au

Copyright © 2020 Blue Mountains City Council. Publication Date: April 2020

mailto:council%40bmcc.nsw.gov.au%0D?subject=Annual%20Report%20Query

http://www.bmcc.nsw.gov.au

http://www.bluemountainshaveyoursay.com.au

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