community strategic plan 2025 draft for public...

Our Place ... Our Future

Community Strategic Plan 2025Draft for Public Consultation

Draft Our Place….Our Future Community Strategic Plan 2025 1

The Lithgow City Council Draft Community Strategic Plan 2021 – Our Place…Our Future was adopted by Lithgow City Council for public exhibition at its Ordinary Meeting of Council held on 31 October 2011 (Resolution Number 11-444).

The Lithgow City Council Draft Community Strategic Plan 2025 – Our Place…Our Future was adopted by Lithgow City Council for public exhibition at its Ordinary Meeting of Council held on 23 April 2012 (Resolution Number 12-XXX).

Lithgow City Council 180 Mort Street, LITHGOW NSW 2790 P.O. Box 19, LITHGOW NSW 2790

Tel: 02 6354 9999 Fax: 02 6351 4259 Email: [email protected]: www.lithgow.nsw.gov.au


Disclaimer This document has been produced as the Our Place…Our Future Draft Community Strategic Plan 2025 –which is on exhibition for public comment until 25 May 2012.Readers should be mindful that information contained in this document may change once the Community Strategic Plan has been adopted by Council following the public exhibition phase.

Any representation, statement, opinion or advice, expressed or implied, in this document is made in good faith, but on the basis that Lithgow City Council or its employees are not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever, which has occurred or may occur in relation to that person taking (as the case may be) action in respect of any representation, statement or advice referred to in the document.

Acknowledgements The Draft Plan, Our Place…Our Future Community Strategic Plan 2025 has been developed following:

1. A review of Our Place…Our Future Strategic Plan 2007 plus relevant plans and strategies developed since its implementation; And

2. Engagement with residents, business, government agencies, service providers and other individuals who have a stake in building a brighter future for the Lithgow local government area by inviting them to participate in a Community Leaders Forum, Community Satisfaction Survey 2011 and/or to provide written comment.

Our Place…Our Future has been developed by Council’s Corporate Strategy and Communications Officer in conjunction with Council’s Executive Management Team and representatives from across the organisation.

The quotes and children’s postcards featured in Our Place…Our Future were submitted by local school children and residents who responded to the Community Satisfaction Survey 2011 during the consultation period conducted November-December 2011. Author’s first names only have been recorded.


The Community Strategic Plan – A vision for the future of the Lithgow Region

The Draft Community Strategic Plan 2025 is a “plan for the community, by the community”. It’s not just another plan developed by Council; it’s a plan that has been developed from listening to our community. Its implementation will be driven in partnership between Council, the community, business and government agencies.

Since 2006, Lithgow City Council has embarked on a journey of planning to meet the needs of the community now and into the future. We have worked closely with you every step of the way, developing a suite of documents and strategies that will ensure economic growth, a healthy environment and social wellbeing whilst maintaining the unique character of the communities that make up the Lithgow local government area.

“Our Place…Our Future” is the theme developed by the community in 2006 for the Strategic Plan 2007. This theme continues to carry us forward as we build a bright, sustainable future.

The Strategic Plan 2007 was the first step in this process and has guided decisions made by Council over the past four years.

The strength in our planning comes from recognising that all plans should be integrated and not be developed in isolation.

A suite of documents have been developed to inform development of an overall integrated planning and reporting framework for the Lithgow local government area:

Draft Community Strategic Plan 2025 Draft Community Strategic Plan Summary Strategic Plan 2007 – Report Card to the Community. Community Engagement Strategy Community Strategic Plan – Engagement Report Community Engagement Report – 2011 Community Satisfaction Survey. Long-Term Financial Plan Strategic Asset Management Plan Workforce Plan Draft Combined Delivery Program 2012-2016 and Operations Plan 2012-2103.


The Community Strategic Plan and supporting documents are the blueprint that will guide the development of the Lithgow Local Government Area for the next 10 years.

So let’s work together to develop a strong, sustainable future for the Lithgow region.

Councillor Neville Castle MAYOR


Table of Contents The Community Strategic Plan – A vision for the future of the Lithgow Region...................................3Introduction ............................................................................................................................6Lithgow Regional Profile............................................................................................................7............................................................................................................................................11Statutory Framework ..............................................................................................................12Integrated Planning and Reporting Framework...........................................................................12Plan Structure ........................................................................................................................13State and Regional Strategies ...................................................................................................13Our Place…Our Future Community Engagement Strategy............................................................14

Phase 1 Community Engagement 1 Nov – 16 Dec 2011 ..........................................................14Consultation Outcomes......................................................................................................15

Community Leaders Forum ............................................................................................................................... 15Survey............................................................................................................................................................ 16Reporting on the Engagement Strategy .............................................................................................................. 16

Phase 2 – Community Engagement – April to June 2012 ........................................................16Overarching Vision .................................................................................................................18

Vision Statements .............................................................................................................185 Principle Activity Areas .........................................................................................................19Caring For Our Community ................................................................................................….21Strengthening Our Economy ..................................................................................................36Developing Our Built Environment..........................................................................................48Enhancing Our Natural Environment.......................................................................................67Responsible Governance and Civic Leadership ........................................................................79


Introduction Our Place…Our Future Community Strategic Plan 2025 sets out the community’s vision for the strategic direction of the Lithgow local government area. The Community Strategic Plan responds to four key questions:

Where are we now? Where do we want to be in 10+ year’s time? How will we get there? How will we know we have arrived?

In 2007, following extensive community consultation, Council adopted Our Place…Our Future Strategic Plan 2007 which set a vision for the future growth and sustainability of the Lithgow local government area. The Community Strategic Plan 2025 re-affirms that the directions and goals developed in 2007 are still reflective of the Lithgow community today.

The plan has been developed in consultation with our community; local residents, business and industry, state and regional government, community groups/organisations and adjoining council’s who inturn will become partners in the implementation of the plan.

Council, as the caretaker of the Community Strategic Plan will monitor results, implement change in areas Council controls and speak up for the community on the broader issues.

The community can also contribute to the implementation of the plan through leadership, participation and incorporating sustainable activities into their everyday lives or corporate programs.

The Integrated Planning and Reporting Framework recognises that communities do not exist in isolation – they are part of a larger natural, social, economic and political environment that influences and to a large extent shapes their future direction. The Framework acknowledges that Council and the community work hand in hand to shape the direction of their area through the development of plans and strategies based on visions and ideals for a sustainable future.


“Lithgow is special to me because I was born here”

Chloe, Zig Zag Public School Postcard to the Mayor

Lithgow Regional Profile

The Lithgow local government area is located on the western ramparts of the Blue Mountains, 140 kilometres from Sydney, the Lithgow Local Government area totals 4551 square kilometres from the Capertee and Wolgan Valleys in the north, Little Hartley in the east, Tarana in the south and Meadow Flat in the west. The estimated residential population is 21, 164 as at 30 March 2011.

The major urban centre of Lithgow nestles in a valley of that name, overlooked by the sandstone escarpments of the Blue Mountains. Until recently Lithgow was perceived to be an inland mining and industrial centre, however, recent developments have seen Lithgow recognised as an important tourism destination, heritage centre and a desirable residential area.

The Lithgow local government area includes World Heritage Listed National Parks and State Forests, making Lithgow an important leisure destination for Sydney residents.

Lithgow has unlimited opportunities for outdoor activities such as bushwalking, mountaineering, camping, orienteering, hang gliding, horse riding, off road 4WD, fishing, sailing and water skiing.

In addition to the major urban centre of Lithgow, the Lithgow local government area

has 12 villages/hamlets with mining or farming backgrounds. These smaller centres have proven to be attractive rural residential areas, along with the broader rural areas.

Our People

Current predictions by the Department of Planning and NSW Department of Health state that although there will be slight population growth in the Lithgow area until 2017, the Lithgow population is expected to progressively decline with no population growth until the year 2036.

Furthermore, the area is expected to age at a higher rate than other NSW populations. In 2006, the median age of the Lithgow population was 40 years and it is projected to rise to 51 years by 2036 should current trends continue. The Economic Development Strategy1 identifies that there is a high proportion of in-migration or return to the area by residents between the ages of 40-54 years of age and a decline in the number of young adults of child-bearing age between 25-39 years.

Although the LGA has a higher percentage of students completing year 10 than the rest of the central west, students going on to complete

year 12 is lower. Furthermore the decline in the number of young adults in the area suggests that young people are leaving school and seeking employment or education elsewhere due to a lack of tertiary education facilities and limited job opportunities within the area. The Technical and Further Educational Institute (TAFE) in Lithgow does have a higher percentage of enrollments than in the Central West and NSW as a whole at 9% compared to 8% and 7.7%. This can be attributed to the

1 Economic Development Strategy 2010 – 2014 – Lithgow City Council 2010 http://archive.lithgow.nsw.gov.au/documents/Final%20EDS%20Strategy%20Adopted%202106.pdf


availability of a variety of certificate courses including metal trades, hospitality, early childhood and business administration.

The need to establish a university presence in the area which will build on local industry requirements has been identified as a priority. The recent development of a Rural Medical School Campus by Notre Dame University as part of the Lithgow Hospital is a step forward in furthering Lithgow’s reputation as a ‘learning city’ and enhances our capacity to grow the Health Services Sector.

Although the Lithgow Region lies predominately in Wiradjuri country we recognise the strong connection to the area of the Dharug and Gundungurra peoples. In 2006, 605 persons (3.1% of the population) were of aboriginal and/or Torres Strait Islander descent.

The Lithgow LGA’s multicultural community is diverse with the top 10 nationalities from the United Kingdom, New Zealand, Germany, Philippines, Netherlands, China, Italy, Ireland, USA and Poland. This equates to 8.7% (1,717 persons) of our population having been born overseas with 3.8% (757 persons) being from non-English speaking countries.

The majority of the community resides within the urban centres of Lithgow, Wallerawang and Portland, 21.83% of the population resides in rural localities and villages within Lithgow region.

“Lithgow is special because of the state mine, the local pool and Queen

Elizabeth Park” Jayden, Zig Zag Public School

Postcard to the Mayor

Our Economy

The three most popular industry sectors within the Lithgow local government area are Retail, Mining and Health Care and Assistance with these sectors employing 31.3% of the residential population. It is foreseeable that with the recent establishment of a Medical School Campus at Lithgow Hospital by Notre Dame University and the population ageing, the Health Care and social assistance Sector will continue to be a growth area in Lithgow.

In comparison to NSW, people in the LGA are more likely to be employed in technical and trades positions, community and personal services or as machinery operators, drivers or Labourers. However, between 1996 and 2006 there has been an occupational decline for machinery operators and drivers, technicians and trades workers. Whilst in comparison the areas of community and personal services workers, clerical and administrative workers and professionals have experienced an occupational increase during this period. The increase in clerical and administrative workers can be attributed to the establishment of Call Centres in Lithgow.

Council has recognised the need to develop the Tourism and Cultural/Creative Industries Sectors of our economy and has recently completed the Cultural Plan, Cultural Precinct Study and Tourism Strategy. The 2006 census data shows that accommodation and food services employed 672 of the resident workforce, while 71 people were employed in the Arts and Recreation Services sector. Although the Accommodation and Food Services sector is the fourth highest employer in the LGA, workers are also predominantly ‘low income earners’ in this sector with a large percentage being part-time or casual workers.


Our Environment

The Lithgow local government area is predominantly a rural area, with rural-residential and residential areas in several townships and some industrial land use. Rural land is mainly for farming, grazing and mining (particularly coal mining)2.

With nearly two thirds of the local government area national park or state forest, natural assets such as the Capertee Valley (the widest enclosed canyon in the world) Pearsons Lookout, Hassans Walls Reserve and the Glow Worm Tunnels provide significant opportunities for eco and cultural heritage tourism.

Environmental protection and natural resource issues within the Lithgow local government area include:

Management of land within the Sydney Drinking Water Catchment Area. Cumulative impacts of on-site effluent disposal Management of bushfire threat to settlement and areas of high biodiversity Impact of flooding on settlement areas. Loss or reduction of environmentally sensitive land, water and biodiversity resources. Encroachment of development on the scenic qualities of the landscape Management of contaminated lands3

2 Lithgow City Community Atlas - http://www.council.lithgow.com/gen_profile.html3 Draft Lithgow Land Use Strategy – Lithgow City Council 2011 - http://www.lithgow.nsw.gov.au/landuse/documents.html

Pristine Waterways - Farmers Creek, Lithgow


External Influences

Council acknowledges that the future of the Lithgow local government area will be shaped by some significant external factors, largely beyond the control of the Council and the community. These include:

The ‘tree change’ phenomenon Ageing population Climate change Contracting workforce Agricultural sector decline New production technologies and changing skill requirements Advances in communications and information technology Government cost shifting and limited local government financial capacity Access to commonwealth and state funds Legislative requirements and regulatory controls from State authorities

“Of all levels of govt, local councils are the least

well-financed, but a bit more money spent on

Library resources and a Council-run heated pool

would be great.” Lesley, Cullen Bullen

Community Satisfaction Survey 2011

Quick Facts Lithgow Library Learning Centre valued at $2.6m. Wallerawang Library Upgrade in 2009 - $69,000 Portland Library relocation in 2011- $34,430. Increased library resources budget allocation from 2010/11 – $46,114 to 2011/12 - $53,000and with $58,000 identified in the Draft Delivery Program for 2012/13. Stage 1 Lithgow Aquatic Centre upgrade commenced 2011 for completion mid 2012. - $1.4million


Statutory Framework

In October 2009, NSW Parliament passed the Local Government Amendment (Planning and Reporting) Bill 2009 requiring all NSW local Councils to develop an Integrated Planning and Reporting Framework consisting of a 10 year Community Strategic Plan, Resourcing Strategy (Long-term Financial Plan, Workforce Plan and Asset Management Strategy), 4 year Delivery Program and Annual Operations Plan.

Developed in consultation with the community the plan must:

Have a long term focus, with a minimum of 10 years; Address the key issues of the quadruple bottom line; social, environmental, economic and civic leadership; Be delivered as a partnership between Council, state agencies, community groups and individual community members; Consider the State Plan and any relevant state or regional plans and strategies; Have regard for an adopted community engagement strategy, showing how the council will consult with its community to develop the Community Strategic Plan; Provide for a resourcing strategy that reflects how Lithgow City Council will manage community assets and structure its workforce plan and long-term financial strategy to meet the aspects of the plan for which it has responsibility; Provide direction for a Council four-year Delivery Program and annual Operational Plan which outlines how Council will contribute to the implementation of the long term plan; Give consideration to the expected levels of service expressed by the community; Include a community vision statement, strategic objectives and strategies for achieving the objectives; Identify assessment methods for determining whether the objectives are being achieved; Outline how progress in implementing the plan will be measured and monitored; Provide for the Council to progressively report to the community on progress and achievements; and Have regard for social justice and sustainability guiding principles.

Integrated Planning and Reporting Framework

The Integrated Planning and Reporting Framework provide a holistic approach to strategic planning. The Framework is based on a perpetual planning and reporting cycle which encourages an inclusive and transparent approach to the development of a sustainable local government area and responsible civic leadership.

Under the newly legislated requirements, all NSW Councils will now be required to provide an ‘End of Term’ Report for all outgoing Councils and to review the Community Strategic Plan within 12 months of the local government elections.


Plan Structure

In implementing the Integrated Planning and Reporting Framework, Council has developed a structure for the Community Strategic Plan which combines the four pillars of Community, Environment, Economy and Leadership. The Community Strategic Plan includes:

A vision for the Lithgow Local Government Area in 2025, reflecting a clear set of aspirations formed through community feedback. Strategies focusing on community outcomes that will shape service programs and asset provision. Deliverable, realistic and clear Goals. Actions identifying both ongoing programs and new directions. Commitment to measuring outcomes and progress.

State and Regional Strategies

The Community Strategic Plan preparation has carefully considered the alignment of Objectives and Strategies with the strategies and directions contained within the NSW State Plan and other relevant federal, state and local plans and strategies.

An extensive review of all relevant external and internal forward planning documents has been undertaken and is identified throughout the document.


Our Place…Our Future Community Engagement Strategy During 2006, Lithgow City Council engaged Geolyse Consulting to develop Our Place…Our Future, Strategic Plan 2007. Extensive community engagement was undertaken with a key part of the process being the development of a community vision and vision statements to carry the Lithgow local government area into the future. It is considered that this shared vision for the area along with the supporting vision statements still resonate with the community and as such continue to form the basis of Our Place…Our Future, Community Strategic Plan 2025.

Since the implementation of the Strategic Plan 2007, Council has continued to engage the community in the development of a suite of strategic planning documents:

Economic Development Strategy 2010 – 2014 Business and Retail Strategy Final Report Manufacturing/Industry Survey Summary Wallerawang Industrial Park Feasibility Study Crime Prevention Plan 2010 Cultural Plan 2008-2013 Lithgow Cultural Precinct Study 2010 Social Plan 2006-2011 (Revised December 2008) Hyde Park Management Plan Lithgow Golf Course Plan of Management Urban Sustainability Program Business Plan Festival and Events Strategy 2009 – 2012 Waste and Recycling Strategy Ageing Strategy Open Space and Recreational Needs Study Lithgow Heritage Development Control Plan Study Draft Lithgow Land Use Strategy 2010-2030 Draft Tourism Strategy

All of the above documents have been used to inform the development of Our Place…Our Futureand are referenced throughout the document.

As part of the process, Council has developed a Community Engagement Strategy for Our Place…Our Future. The Strategy provides background information into Council’s engagement processes and details who council will engage with, how, when and why Council will engage.

Phase 1 Community Engagement 1 Nov – 16 Dec 2011

Phase 1 of the Community Engagement Strategy was implemented from 1 November to 16 December 2012. To encourage community participation in the development of the community strategic plan the following activities were undertaken:

Development of an Integrated Planning and Reporting Website – www.lithgow.nsw.gov.au/integratedPlanning.Distribution of media releases to local and regional media. Inclusion of information in ‘Council Connections’ Community Newsletter. Hard and electronic copies of the documents mailed out to stakeholders. Invitation to local school groups to participate by writing a ‘Postcard to the Mayor’. E-mail to Council Connections distribution list, Land Use Strategy Distribution list and internal staff.


Inclusion of message inviting the community to complete the community satisfaction survey on the bottom of Council’s automatic response e-mail.

Consultation Outcomes

Community Leaders Forum On 12 December 2011, Council convened a Community Leaders Forum to provide the community with an opportunity to identify and discuss any areas that may require further development within the Draft Community Strategic Plan. Furthermore, the forum enabled Council to ensure that we have captured the aspirations of the community for the future of the Lithgow region within the Draft Community Strategic Plan 2025.

An invitation to attend the Community Leaders Forum along with copies of the Draft Community Strategic Plan 2025 was provided to Government Departments and Agencies (31), External Reference Groups and Advisory Committees (21), Local Organisations and Interest Groups (73). Although the forum was only attended by 7 representatives from local community organisations a great deal of discussion covering a broad range of community issues from across the local government area was had.

To open the session, attendees were invited to introduce themselves and tell the group ‘What they felt was special about our region’. The following key values or messages came out of this discussion were:

‘Our Environment’ – Peaceful, pristine bushlands there to be enjoyed and protected.


‘Our People’’ – A friendly place with a country atmosphere where someone is always willing to lend a hand. ‘Our Location’ – Close to everything, we are the gateway to the Blue Mountains, Sydney and the Central West. ‘Our Heritage’ – A unique heritage with a bright future. ‘Our City’ – A city of learning in a clean and friendly environment.

The group felt that there is a greater need to promote the area both locally and on a national and international scale and that what the local community values about the area provides important messages to be used to sell the area.

The forum was then thrown open to general discussion and the key ideas and issues raised have been summarised and included in Our Place…Our Future Community Strategic Plan Engagement Report under Community Comments along with Council’s response.

Survey As part of the consultation process, a Community Satisfaction Survey was undertaken. Hard copies of the Survey were widely distributed to the community through stakeholder mail outs including a return addressed envelope. It was also made available electronically on Councils website and in hard copy at the Administration Centre and Libraries. 57 responses were received. The responses have been used to inform the Community Strategic Plan and also as baseline data which will be built on annually.

Reporting on the Engagement Strategy Following completion of Phase 1 of the Community Engagement Strategy, a comprehensive Engagement Report and Community Survey Report has been completed and was adopted by Council on 26 March 2012. These documents make up part of the overall Integrated Planning and Reporting framework and are available for viewing by the community on Council’s Integrated Planning and Reporting website www.lithgow.nsw.gov.au/integratedPlanning, at the Council Administration Centre, Lithgow Library Learning Centre and Wallerawang, Portland or Rydal Libraries.

Quotes and images of the Postcards to the Mayor have been used throughout this document and the Community Engagement Report to provide an insight into the identified issues and visions of the community for the future of the Lithgow local government area.

Phase 2 – Community Engagement – April to June 2012

On 26 March 2012, Council considered the findings of phase 1 of the Community Engagement Strategy and the preliminary timetable for phase 2, Community Engagement; the exhibition of the Integrated Planning and Reporting Framework document suite and consultation process. Following adoption of the Integrated Planning and Reporting Framework Council will be conducting a series of information sessions and open house sessions at various locations throughout the local government area to encourage

Phase 2 community engagement for the Integrated Planning and Reporting Framework will be conducted during from Tuesday 24 April until Friday 25 May. During this period, engagement on the solutions, actions and accountabilities that have been identified and captured to form the Integrated Planning and Reporting Framework will be invited via face-to-face and online mechanisms:


Community Briefing Sessions providing an overview of the IPR Framework and Operational Plan 2012-2013 will be held at the following community halls:

o Capertee o Hartley

Manned Open House Sessions to provide members of the community with an opportunity to review the suite of documents with a Council Officer and provide feedback will be held at:

o Lithgow Library o Portland Library o Wallerawang Library o Lithgow Valley Shopping Centre.

Updating of Council’s Integrated Planning and Reporting Website to include information on the full suite of documents within the framework. Media releases and items in the Council Column advertising dates for Briefing Sessions, Open House Sessions and inviting feedback on the IPR Framework. Feedback will be provided to all stakeholders identified in the Community Engagement Strategy and respondents to the Community Satisfaction Survey on the results of Phase 1 of the Community Engagement Process and inviting participation in Phase 2. Promotion of the Integrated Planning and Reporting Framework and exhibition period in Council Connections – Council’s newsletter delivered to the community during week beginning 26 March. On air interview with WIN TV Regional News to promote the Community Strategic Plan undertaken on Tuesday 27 March for Wednesday 28 March News broadcast.

The flowchart below provides an indication of the engagement process for the Integrated Planning and Reporting Framework.


Overarching Vision

The overarching vision statement was developed in collaboration with the community and adopted by Council at its Policy and Strategy Committee Meeting of 3 October 2006 (Minute No. 06-315):

A centre of Regional excellence that:

Encourages community growth and development

Contributes to the efficient and effective management of the environment, community and economy for present and future generations.

Vision Statements

The following vision statements were developed in collaboration with the community to guide the Strategic Plan 2007. In reducing the 10 principle activity areas to 5 these statements will continue to guide the planning, growth and development of the area for the next 10 years.

Community We retain, respect and strengthen both our overall sense of community, and the unique linked communities of groups, rural areas, villages and towns that make up the Lithgow LGA.

Transport Providing a choice of effective public and private transport options for those who live, work and visit our community.

Employment Developing and embracing diverse job opportunities for all ages and abilities.

Heritage Celebrating, protecting and sustaining our unique industrial and natural heritage, its cultural landscapes and its built heritage.

Education Progressing to a “learning city of excellence” with a broad range of formal and non-formal education services.

Health Creating a healthy community providing opportunities and facilities for a healthy lifestyle.

Environment Balancing, protecting and enhancing our diverse environmental elements, both natural and built, for the enjoyment and support of both current and future generations.

Arts and Culture

Supporting, celebrating and expanding a diversity of cultural and creative adventures that explore and discover the richness in our society.

Youth Providing suitable entertainment and recreational facilities; education and employment opportunities and lifestyle choices for our valuable community of young people.

Growth Providing for sustainable and planned growth, while enhancing the existing rural and village identity.

Governance & Administration

Developing community confidence in the organisation by the way it is directed, controlled and managed.


5 Principle Activity Areas

Caring for our Community We retain, respect and strengthen both our overall sense of community, and the unique linked communities of groups, rural areas, villages and towns that make up the Lithgow LGA.

Planning Our Community Planning and providing quality community and recreational facilities and services for a healthy, vibrant and harmonious community

Our Community Programs Working together to support, celebrate and expand the social and cultural diversity of our community. Whilst promoting healthy, active lifestyles in a safe environment

Strengthening Our Economy Providing for sustainable and planned growth through the diversification of the economic base, the development of diverse job opportunities and the provision of a broad range of formal and non-formal educational services.

Planning Our Economic Growth Providing for sustainable and planned growth that supports a range of lifestyle choices and employment opportunities

Our Economic Growth Programs Exploring and discovering the richness in our society through the pursuit of educational, creative and cultural opportunities to diversify our economy, skills base and employment opportunities.

Developing Our Built Environment Providing a choice of effective public and private transport options, suitable entertainment and recreational facilities, and lifestyle choices while enhancing the existing rural areas, villages and towns that make up the Lithgow LGA.

Planning our Built Environment Planning for suitable infrastructure development to promote sustainable and planned growth, while enhancing the existing identity of the towns, villages and rural areas of the LGA.

Our Built Environment Programs Ensuring sustainable and planned growth through the provision of effective public and private transport options and suitable entertainment and recreational facilities to enhance the lifestyle choices of the community.


Enhancing Our Natural Environment Balancing, protecting and enhancing our diverse environmental elements, both natural and built, for the enjoyment and support of both current and future generations

Planning Our Natural Environment To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and healthy community

Our Natural Environment Programs To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and healthy community.

Responsible Governance and Civic Leadership Developing community confidence in the organisation by the way it is directed, controlled and managed.

Planning Our Council A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future

Our Council Programs A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future

“Vibrant, yet charmingly country style. Celebrating heritage and history with modern growth.”

Unattributed, South Bowenfels Community Satisfaction Survey 2011

Q43 – My Ideal Lithgow

Planning Our Community Our Community ProgramsAboriginal, Cultural and Liquistically Diverse Communities Ageing Population Arts andCulture

Children and Families Community Information Community Support Health Library Programs

Regulatory/Compliance Programs Safety Volunteering Youth

Caring for our Community

Draft Our Place…Our Future Community Strategic Plan 2025 21

Caring for our Community We retain, respect and strengthen both our overall sense of community, and the unique linked

communities of groups, rural areas, villages and towns that make up the Lithgow LGA.

Adapting to the changing needs of an evolving community whilst retaining the unique character of our rural areas, villages and towns will enable Council to provide for the growth and sustainability of the local government area. This Principle Activity Area is responsible for:

Providing for future community needs; Ensuring equity and social inclusion; Health and wellbeing; Cultural activities; Excellence in the provision of facilities and services; The development and support of communities; and Enhanced lifestyle opportunities.


Issues and Challenges to Consider Issues Challenges

Static to declining population Projected population stagnation to decline to 2031 LGA trend to smaller household size

Increase in Ageing Population % of people >55 rapidly increasing. The need for more health services. The need for diversity of housing. The need for more Aged Care facilities

Loss of young people The need for tertiary education. The need for increased job opportunities. The need for trades/skills based training facilities. The need for improved cultural and recreational facilities.

The provision of community and utility services.

The need for improved health facilities and services. The need for access to improved telecommunications services. The need for natural gas to Portland.

The need to facilitate a safe community.

The need to design new or upgraded public places and spaces to incorporate crime prevention design principles. The need to develop programs to combat anti-social behaviours.

The effective and efficient allocation of infrastructure services and facilities to accommodate growth.

The need to plan for sustainable growth in urban and rural areas. Cost to Council to develop and maintain infrastructure. Increases to rates, water and waste charges.

Links to Other Plans

Council Plans

Strategic Plan 2007 o Community o Arts & Culture o Youth o Health

Cultural Plan 2008-2013 Festival and Events Strategy Social Plan 2006 (Revised 2008) Draft Ageing Strategy August 2011 Open Space and Recreation Needs Study Cultural Precinct Study


State Plans

NSW State PlanRights, Respect and Responsibility

Keeping people safe.Building harmonious communities.

Delivering Better ServicesHealthy communities.

Fairness and opportunityStrengthening aboriginal communities.Early intervention to tackle disadvantage.

NSW 2021Health

Keep people healthy and out of hospital Provide world class clinical services with timely access and effective infrastructure.

Family and Community Services Better protect the most vulnerable members of our community and break the cycle of disadvantage. Increase opportunities for people with a disability by providing supports that meet their individual needs and realise their potential.

Education Improve education and learning outcomes for all students.

Police and Justice Prevent and reduce the level of crime prevention. Prevent and reduce the level of re-offending

Strengthen Our Local Environment Make it easier for people to be involved in their communities. Increase opportunities for seniors in NSW to fully participate in community life. Fostering opportunity and partnership with Aboriginal people. Enhance cultural, creative, sporting and recreation opportunities.

Regional Plans

Regional Development Australia (Central West Division) Regional Plan 2010-2015.Assist regional communities to plan for services and access to government programs..

“A city where people can feel safe in their own homes – less young people drinking and hanging around

shopping areas.” Shirley, Lithgow

Community Satisfaction Survey 2011 Q43. My ideal Lithgow

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

24

1. O

ur

Com

mun

ity

Pla

nn

ing

and

prov

idin

g qu

alit

y co

mm

un

ity

and

recr

eati

onal

fac

iliti

es a

nd

serv

ices

for

a h

ealt

hy,

vib

ran

t an

d h

arm

onio

us

com

mu

nit

y.

1.1

Plan

ning

Our

Com

mun

ity

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

1.1

To p

rovi

de s

ocia

l and

cul

tura

l pl

anni

ng t

hat

will

lead

to

the

enha

ncem

ent

of t

he q

ualit

y of

life

of

the

com

mun

ity.

Rev

iew

and

mon

itor

curr

ent

plan

s an

d st

rate

gies

incl

udin

g:

Soci

al P

lan.

Ag

eing

Str

ateg

y.

Cultu

ral P

lan

2008

– 2

013.

Cu

ltura

l Pre

cinc

t St

udy

2010

. Cr

ime

Prev

entio

n Pl

an.

Iden

tify

and

deve

lop

new

pla

ns a

nd s

trat

egie

s in

line

with

th

e co

mm

unity

’s n

eeds

: Ac

cess

Str

ateg

y.

Hou

sing

Str

ateg

y.

Yout

h St

rate

gy.

Villa

ge E

nhan

cem

ent

Stra

tegi

es.

Fam

ily F

riend

ly C

omm

unity

Str

ateg

y.

Publ

ic A

rts

Stra

tegy

. Co

nser

vatio

n M

anag

emen

t Pl

ans

for

arts

and

her

itage

co

llect

ions

e.g

., Ar

t Co

llect

ion,

Loc

al S

tudi

es C

olle

ctio

n,

Mus

eum

Col

lect

ion,

Cou

ncil

Arch

ival

Rec

ords

. Cr

ime

prev

entio

n de

sign

prin

cipl

es for

dev

elop

men

t co

ntro

l pla

ns a

nd t

he d

esig

n/up

grad

e of

pub

lic p

lace

s.

Loca

l Em

erge

ncy

Man

agem

ent

Plan

/s.

Dev

elop

a c

ompr

ehen

sive

Tob

acco

Con

trol

Pol

icy

to

crea

te s

mok

e fr

ee e

nviro

nmen

ts in

pub

lic p

lace

s.

Prov

ide

inpu

t in

to S

tate

, Reg

iona

l and

Non

-Gov

ernm

ent

Org

anis

atio

n Pl

ans

and

Stra

tegi

es.

Prov

ider

Fa

cilit

ator

LI

NC,

Com

mun

ity G

roup

s, B

usin

ess

and

Indu

stry

, Hea

lth a

nd A

ged

Care

Pro

vide

rs, C

ultu

ral a

nd

Crea

tive

Indu

stry

Wor

kers

, St

ate

and

Reg

iona

l Age

ncie

s, H

ousi

ng

NSW

, Vol

unte

er O

rgan

isat

ions

, Sc

hool

s, C

hild

care

Pro

vide

rs,

Spor

ting

Gro

ups,

Crim

e Pr

even

tion

Com

mitt

ee, D

evel

oper

s, L

ocal

Em

erge

ncy

Man

agem

ent

Au

thor

ities

, Sen

ior

Citiz

ens

Org

anis

atio

ns, H

ealth

and

Wel

fare

O

rgan

isat

ions

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

25

1.2

Our

Com

mun

ity P

rogr

ams

Wor

kin

g to

geth

er t

o su

ppor

t, c

eleb

rate

an

d ex

pan

d th

e so

cial

an

d cu

ltu

ral d

iver

sity

of

our

com

mu

nit

y.

Wh

ilst

prom

otin

g h

ealt

hy,

act

ive

lifes

tyle

s in

a s

afe

envi

ron

men

t.

1.2

.1 A

bori

gin

al, C

ult

ura

l an

d Li

ngu

isti

cally

Div

erse

Com

mu

nit

ies

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.1.

1 To

sup

port

peo

ple

from

Abo

rigin

al

and

CALD

bac

kgro

unds

. Im

plem

ent

the

Soci

al a

nd C

ultu

ral P

lans

in t

erm

s of

the

fo

llow

ing:

Pr

omot

e an

d su

ppor

t th

e ac

tiviti

es o

f th

e lo

cal C

ALD

Co

mm

unity

. Pa

rtic

ipat

e in

the

Mul

ticul

tura

l Int

erag

ency

. Pr

omot

e an

d su

ppor

t lo

cal i

ndig

enou

s cu

lture

and

hi

stor

y.

Impr

ove

cultu

ral a

war

enes

s w

ithin

Cou

ncil

and

the

capa

city

of

staf

f to

mee

t th

e ne

eds

of p

eopl

e fr

om

indi

geno

us a

nd C

ALD

bac

kgro

unds

. Co

nduc

t on

goin

g te

leph

one

Inte

rpre

ter

Serv

ice

trai

ning

as

need

ed f

or C

ounc

il st

aff.

Cond

uct

and

cele

brat

e N

atur

alis

atio

n Ce

rem

onie

s as

re

quire

d.

Prov

ider

Fa

cilit

ator

Ad

voca

tor

Mul

ticul

tura

l Int

erag

ency

, co

mm

unity

org

anis

atio

ns,

Min

gaan

Abo

rigin

al

Corp

orat

ion,

Gun

dung

urra

Tr

ibal

Cou

ncil,

G

undu

ngur

ra A

borig

inal

H

erita

ge A

ssoc

iatio

n,

Wira

djur

i Cou

ncil

of E

lder

s,

Bath

urst

Loc

al A

borig

inal

La

nd C

ounc

il, T

rain

ing

Prov

ider

s, D

epar

tmen

t of

Im

mig

ratio

n.

1.2

.2 A

gein

g P

opu

lati

on

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.2.

1 To

res

pond

to

the

need

s of

an

agei

ng p

opul

atio

n.

Impl

emen

t th

e Ag

eing

Str

ateg

y in

ter

ms

of t

he f

ollo

win

g:

Supp

ort

seni

ors

to p

repa

re f

or a

gein

g.

Prom

ote

Activ

e Ag

eing

hea

lthy

lifes

tyle

s.

Impr

ove

acce

ss t

o pu

blic

bui

ldin

gs a

nd p

lace

s.

Enha

nce

pede

stria

n sa

fety

and

am

enity

. En

hanc

e ro

ad s

afet

y of

old

er p

eopl

e.

Enha

nce

com

mun

ity s

afet

y.

Prom

ote

heal

thy

lifes

tyle

s.

Incr

ease

hou

sing

cho

ice

and

affo

rdab

ility

.

Faci

litat

or

Prov

ider

Ad

voca

tor

Stat

e an

d Fe

dera

l G

over

nmen

t, C

omm

unity

H

ealth

Ser

vice

s, S

WAH

S,

Lith

gow

Hea

lth S

ervi

ce,

Hea

lth P

ract

ition

ers,

LIN

C,

Com

mun

ity O

rgan

isat

ions

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

26

Impr

ove

acce

ss t

o su

itabl

e ag

ed c

are

faci

litie

s.

Impr

ove

the

rang

e of

loca

l hea

lth s

ervi

ces.

Pr

omot

e po

pula

tion

grow

th a

nd e

cono

mic

de

velo

pmen

t.

Enco

urag

e lif

elon

g le

arni

ng.

1.2

.3 A

rts

and

Cu

ltu

re

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.3.

1 To

pro

vide

a r

ange

of pr

ogra

ms

cele

brat

ing

the

cultu

ral d

iver

sity

an

d ric

h he

ritag

e of

our

loca

l go

vern

men

t ar

ea.

Impl

emen

t th

e Cu

ltura

l Pla

n in

ter

ms

of t

he f

ollo

win

g:

Cele

brat

e th

e cu

ltura

l her

itage

of th

e LG

A.

Enco

urag

e co

mm

unity

invo

lvem

ent,

acc

ess

and

equi

ty in

cul

tura

l pro

gram

s/ac

tiviti

es a

nd u

se o

f fa

cilit

ies.

In

crea

se c

omm

unity

aw

aren

ess

of c

ultu

ral d

iver

sity

an

d pr

omot

e co

mm

unity

har

mon

y.

Supp

ort

for

cultu

ral a

ctiv

ities

and

org

anis

atio

ns.

Iden

tify

and

supp

ort

the

deliv

ery

of a

div

erse

ran

ge

of q

ualit

y fe

stiv

als

and

even

ts.

Coor

dina

te s

peci

fic p

rogr

ams

with

in t

he li

mits

of

Coun

cil r

esou

rces

.

To id

entif

y, p

rese

rve,

impr

ove

and

prom

ote

the

LGA’

s lo

cal h

isto

ry c

olle

ctio

ns in

ter

ms

of t

he f

ollo

win

g:

Prov

ide

guid

ance

in t

he id

entif

icat

ion,

pre

serv

atio

n an

d pr

omot

ion

of lo

cal h

isto

ry c

olle

ctio

ns.

Cont

inue

to

part

icip

ate

in t

he M

useu

ms

Advi

sors

Pr

ogra

m.

Cont

inue

to

deve

lop

the

oral

his

tory

pro

gram

to

capt

ure

the

‘col

lect

ive

mem

orie

s’ o

f th

e ar

ea.

To d

evel

op a

nd im

plem

ent

prog

ram

s th

at w

ill e

ncou

rage

th

e us

e of

cul

tura

l and

rec

reat

iona

l inf

rast

ruct

ure

in t

erm

s of

the

fol

low

ing:

D

evel

op a

nd p

rom

ote

Eskb

ank

Hou

se M

useu

m a

s a

cultu

ral h

erita

ge v

enue

. En

hanc

e Ci

vic

Spac

es a

nd P

ublic

Pla

ces

thro

ugh

the

deve

lopm

ent

and

prom

otio

n of

pub

lic a

rt a

nd

amen

ity o

f pu

blic

spa

ces.

Prov

ider

Fa

cilit

ator

Ad

voca

tor

Stat

e an

d Reg

iona

l Ag

enci

es, A

rts

Out

Wes

t,

Busi

ness

and

Ind

ustr

y,

Com

mun

ity O

rgan

isat

ions

, Cu

ltura

l Ind

ustr

ies

Clus

ter,

Lo

cal M

useu

ms,

Gal

lerie

s an

d H

erita

ge G

roup

s,

Artis

ts, P

erfo

rmer

s,

Cultu

ral W

orke

rs,

Even

ts

Coor

dina

tors

, SW

AHS,

Ag

ed C

are

Prov

ider

s,

Mus

eum

s an

d G

alle

ries

NSW

, Pow

erho

use

Mus

eum

, NSW

Her

itage

O

ffic

e, A

rts

NSW

, Nat

iona

l Tr

ust,

Lith

gow

and

Dis

tric

t Fa

mily

His

tory

Soc

iety

, Pr

ogre

ss a

nd v

illag

e as

soci

atio

ns.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

27

Impl

emen

t th

e Cu

ltura

l Pre

cinc

t St

udy

in t

erm

s of

the

fo

llow

ing:

Co

mpl

ete

the

hist

ory

wal

k.

Rev

italis

e th

e to

p of

Mai

n St

reet

. R

evita

lise

and

supp

ort

cultu

ral i

nfra

stru

ctur

e in

Brid

ge

Stre

et.

Dev

elop

tem

pora

ry p

rogr

ams

and

even

ts w

ithin

the

Cu

ltura

l Pre

cinc

t.

Enco

urag

e a

who

le o

f co

mm

unity

app

roac

h to

su

ppor

ting

cultu

ral i

ndus

trie

s.

1.2

.4 C

hild

ren

an

d Fa

mili

es

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.4.

1 To

dev

elop

the

Lith

gow

LG

A as

a

Fam

ily F

riend

ly C

omm

unity

. Im

plem

ent

the

Soci

al P

lan

in t

erm

s of

the

fo

llow

ing:

Co

ntin

ue t

o pa

rtic

ipat

e in

the

Chi

ld P

rote

ctio

n In

tera

genc

y.

Dev

elop

and

Pro

mot

e ac

tiviti

es f

or c

hild

ren

and

youn

g pe

ople

in t

he L

ithgo

w L

GA.

Ad

voca

te for

acc

ess

to a

ffor

dabl

e qu

ality

chi

ldca

re.

Impr

ove

acce

ss t

o co

mm

unity

ser

vice

s an

d ac

tiviti

es w

hich

mee

t th

e ne

eds

of s

ole

pare

nts.

En

hanc

e ac

cess

for

men

in t

he L

ithgo

w L

GA

to

fath

erin

g su

ppor

t.

Faci

litat

or

Prov

ider

Ad

voca

tor

Child

care

Cen

tres

, Fam

ily

Day

Car

e, P

layg

roup

s,

Com

mun

ity O

rgan

isat

ions

, PC

YC, E

arly

Chi

ldho

od

Educ

atio

n Pr

ovid

ers,

Sta

te

and

Reg

iona

l Age

ncie

s.

LIN

C, B

owen

fels

Cot

tage

, Yo

uthw

orx,

PCY

C, E

vent

Co

ordi

nato

rs,

Child

Pr

otec

tion

Inte

rage

ncy

1.2

.5 C

omm

un

ity

Info

rmat

ion

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.5.

1 To

incr

ease

com

mun

ity a

war

enes

s of

loca

l ser

vice

s an

d fa

cilit

ies.

Im

plem

ent

the

Soci

al a

nd C

ultu

ral P

lans

in t

erm

s of

the

fo

llow

ing:

D

evel

op a

dire

ctor

y of

chi

ldre

n’s

serv

ices

. Pr

ovid

e su

ppor

t to

com

mun

ity o

rgan

isat

ions

and

ac

tiviti

es t

hrou

gh C

ounc

il’s

Fina

ncia

l Ass

ista

nce

Polic

y fo

r th

e D

evel

opm

ent

of a

web

site

to

prov

ide

info

rmat

ion

on s

ervi

ces

and

faci

litie

s fo

r G

ay,

Lesb

ian,

Bi-S

exua

l and

Tra

nsse

xual

peo

ple

and

pare

nts.

D

evel

op in

form

atio

n re

sour

ces

to a

ssis

t ol

der

peop

le.

Prov

ider

Fa

cilit

ator

Ch

ild P

rote

ctio

n In

tera

genc

y, B

usin

ess,

LI

NC,

com

mun

ity

orga

nisa

tions

Sta

te a

nd

Fede

ral G

over

nmen

t, A

ged

Serv

ice

Sect

or, G

P’s.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

28

Faci

litat

e im

prov

emen

ts t

o ne

twor

king

and

co

mm

unic

atio

n be

twee

n ag

enci

es a

nd w

ith t

he

com

mun

ity.

1.2

.6 C

omm

un

ity

Supp

ort

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.6.

1 To

enc

oura

ge e

quita

ble

acce

ss t

o se

rvic

es a

nd f

acili

ties.

Im

plem

ent

the

Soci

al P

lan

in t

erm

s of

the

fol

low

ing:

Pr

ovid

e su

ppor

t to

com

mun

ity o

rgan

isat

ions

thr

ough

Co

unci

l’s f

inan

cial

ass

ista

nce

prog

ram

. Lo

bby

Gov

ernm

ents

for

equ

itabl

e ac

cess

to

publ

ic

tran

spor

t, h

ealth

, edu

catio

n, h

ousi

ng, r

ecre

atio

nal

and

othe

r es

sent

ial c

omm

unity

ser

vice

s.

Prom

ote

and

supp

ort

Men

’s s

hed

proj

ects

and

pr

ogra

ms.

Prov

ider

Ad

voca

tor

Child

Pro

tect

ion

Inte

rage

ncy,

Bus

ines

s,

LIN

C, c

omm

unity

or

gani

satio

ns, St

ate

and

Fede

ral G

over

nmen

t, A

ged

Serv

ice

Sect

or, G

P’s,

Se

rvic

e Pr

ovid

ers,

Sch

ools

, Co

mm

unity

Hea

lth.

1.2

.7 H

ealt

h

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.7.

1 Pr

ovid

e a

rang

e of

hea

lth s

ervi

ces

whi

ch m

eet

the

need

s of

the

co

mm

unity

.

Impl

emen

t th

e So

cial

Pla

n an

d Ag

eing

Str

ateg

y in

ter

ms

of t

he f

ollo

win

g:

Det

erm

ine

the

adeq

uacy

of

heal

th s

ervi

ces

in li

ght

of

the

loca

l pro

file

and

popu

latio

n m

odel

ling.

Pa

rtic

ipat

e in

the

Com

mun

ity S

ervi

ces

Inte

rage

ncy.

Ad

voca

te t

he a

cces

s ne

eds

of D

epar

tmen

t of

Hou

sing

re

side

nts.

Se

ek f

undi

ng t

o as

sist

in e

mpl

oyin

g an

Age

d D

evel

opm

ent

Off

icer

. Lo

bby

for

the

rein

stat

emen

t of

a f

ull-t

ime

Aged

Car

e As

sess

men

t Te

am s

ervi

ce b

ased

in L

ithgo

w.

Advo

cate

for

impr

oved

hea

lth o

utco

mes

for

the

In

dige

nous

Aus

tral

ian

popu

latio

n of

the

LG

A.

Dev

elop

initi

ativ

es t

o pr

omot

e a

heal

thy

lifes

tyle

. Pr

omot

e so

cial

mar

ketin

g pr

ogra

ms

that

inco

rpor

ate

phys

ical

hea

lth, e

xerc

ise,

die

t, e

mot

iona

l hea

lth a

nd

attit

udes

to

agei

ng.

Prom

ote

heal

th a

war

enes

s pr

ogra

ms

rela

ting

to

card

iova

scul

ar, r

espi

rato

ry, w

eigh

t an

d di

abet

es.

Lobb

y fo

r tr

ansi

tion

care

fac

ilitie

s fo

r ou

tpat

ient

s fr

om

the

hosp

ital.

Faci

litat

or

Advo

cato

r Pr

ovid

er

Fede

ral a

nd S

tate

G

over

nmen

t, B

usin

ess

and

Indu

stry

, LIN

C, S

WAH

S,

Com

mun

ity H

ealth

, Co

mm

unity

Ser

vice

s In

tera

genc

y, H

ousi

ng N

SW,

Dep

artm

ent

of A

gein

g,

Dis

abili

ty a

nd H

ome

Care

. Co

mm

unity

Hea

lth S

ervi

ces

and

Prov

ider

, M

inga

an

Abor

igin

al C

orpo

ratio

n,

Fede

ral a

nd S

tate

G

over

nmen

t, B

usin

ess

and

Indu

stry

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

29

1.2

.8 L

ibra

ry P

rogr

ams

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s

1.2.

8.1.

To

pro

vide

lear

ning

opp

ortu

nitie

s an

d qu

ality

libr

ary

faci

litie

s w

hich

m

eet

the

need

s of

the

com

mun

ity.

Ope

rate

the

Lith

gow

Lib

rary

Lea

rnin

g Ce

ntre

, Po

rtla

nd, R

ydal

and

Wal

lera

wan

g Li

brar

ies.

In

vest

igat

e an

d de

velo

p ou

trea

ch p

rogr

ams

for

hous

ebou

nd a

nd is

olat

ed r

esid

ents

with

in t

he L

GA.

Co

nduc

t ex

hibi

tions

and

dis

play

s.

Dev

elop

the

Loc

al H

isto

ry C

olle

ctio

n.

Prov

ide

a co

mm

unity

and

edu

catio

n in

form

atio

n se

rvic

e th

roug

h ev

ents

, dis

play

s an

d th

e Le

arni

ng

Shop

. Pr

ovid

e qu

ality

com

mun

ity p

rogr

ams

that

off

er

educ

atio

nal a

nd s

ocia

l opp

ortu

nitie

s fo

r al

l m

embe

rs o

f th

e co

mm

unity

.

Prov

ider

N

SW S

tate

Lib

rary

, Lo

cal

hist

ory

and

herit

age

orga

nisa

tions

, sch

ools

, pre

-sc

hool

s, b

usin

ess

and

indu

stry

, com

mun

ity

grou

ps.

1.2

.9 R

egu

lato

ry/C

ompl

ian

ce P

rogr

ams

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s

1.2.

9.1.

To

ens

ure

com

mun

ity s

afet

y an

d co

mpl

ianc

e.

Prov

ide

anim

al c

ontr

ol.

Prov

ide

park

ing

patr

ols.

Pr

ovid

e in

spec

tion

and

com

plia

nce

regi

me

(e.g

. ov

ergr

own

vege

tatio

n an

d de

velo

pmen

t co

mpl

ianc

e).

Prov

ider

R

SPCA

, Loc

al V

eter

inar

y Cl

inic

s, C

BD R

etai

lers

, Po

lice.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

30

1.2

.10

Saf

ety

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.10

.1

To f

acili

tate

a s

afe

com

mun

ity.

Impl

emen

t th

e Cr

ime

Prev

entio

n Pl

an

Cont

inue

to

part

icip

ate

in t

he P

olic

e Ac

tion

Com

mun

ity T

eam

. En

cour

age

the

Dep

artm

ent

of H

ousi

ng t

o pa

rtne

r ot

her

gove

rnm

ent

and

non-

gove

rnm

ent

agen

cies

to

deve

lop

and

impl

emen

t pr

ogra

ms

whi

ch a

ddre

ss

com

mun

ity s

afet

y co

ncer

ns.

Cont

inue

par

ticip

atio

n an

d su

ppor

t fo

r Ch

ild

Prot

ectio

n In

tera

genc

y an

d D

omes

tic V

iole

nce

Liai

son

Com

mitt

ee.

Addr

ess

viol

ence

aga

inst

wom

en in

the

com

mun

ity.

Cont

inue

par

ticip

atio

n in

Whi

te R

ibbo

n D

ay t

o ra

ise

com

mun

ity a

war

enes

s of

Dom

estic

Vio

lenc

e.

Mai

ntai

n CC

TV m

onito

ring

in t

he L

ithgo

w C

entr

al

Busi

ness

Dis

tric

t.

Audi

t an

d en

hanc

e w

here

nec

essa

ry, s

tree

t lig

htin

g in

ar

eas

of h

igh

pede

stria

n ac

tivity

.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Crim

e Pr

even

tion

Com

mitt

ee, L

ithgo

w L

iquo

r Ac

cord

, Att

orne

y G

ener

als

Dep

artm

ent,

Loc

al P

olic

e,

Dep

artm

ent

of H

ousi

ng,

Dep

artm

ent

of C

omm

unity

Se

rvic

es, L

INC,

Chi

ld

Prot

ectio

n In

tera

genc

y,

DO

Cs, D

omes

tic V

iole

nce

Liai

son

Com

mitt

ee,

Com

mun

ity H

ealth

, En

deav

our

Ener

gy

1.2

.11

Vol

un

teer

ing

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.11

.1

To c

eleb

rate

and

gro

w

volu

ntee

ring.

Im

plem

ent

the

Soci

al P

lan

in t

erm

s of

the

fol

low

ing:

En

cour

age,

pro

mot

e an

d re

cogn

ise

the

role

of

volu

ntee

ring

to t

he a

rea.

D

evel

op a

vol

unte

er’s

net

wor

k to

pro

mot

e an

d fa

cilit

ate

volu

ntee

ring

in t

he a

rea.

Im

plem

ent

a re

cogn

ition

pro

gram

for

vol

unte

erin

g in

as

soci

atio

n w

ith I

nter

natio

nal V

olun

teer

s D

ay.

Enco

urag

e yo

unge

r pe

ople

to

volu

ntee

r.

Prov

ider

Fa

cilit

ator

LI

NC,

loca

l vol

unte

er

orga

nisa

tions

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

31

1.2

.12

You

th

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 1.

2.12

.1

To im

prov

e th

e qu

ality

of

life

of

the

LGA’

s yo

uth.

Im

plem

ent

the

Soci

al a

nd C

ultu

ral P

lans

in t

erm

s of

the

fo

llow

ing:

In

volv

e yo

uth

and

fam

ilies

in p

lann

ing

of a

ctiv

ities

an

d fa

cilit

ies.

En

cour

age

yout

h su

ppor

t in

est

ablis

hing

cul

tura

l pr

ogra

ms

to m

eet

thei

r ne

eds.

Se

ek w

ays

to in

tegr

ate

yout

h pr

ogra

ms

with

in t

he

wid

er c

ultu

ral a

ctiv

ities

. En

cour

age

yout

h su

ppor

t in

dev

elop

ing

recr

eatio

nal

faci

litie

s to

mee

t th

eir

need

s.

Advo

cate

for

you

th s

ervi

ces.

Su

ppor

t yo

uth

activ

ities

incl

udin

g yo

uth

wee

k.

Cont

inue

to

prov

ide

the

hom

ewor

k ce

ntre

at

the

Lith

gow

Lib

rary

Lea

rnin

g Ce

ntre

. Co

ntin

ue t

o pr

ovid

e fa

cilit

ies

to p

rom

ote

bett

er

heal

th.

Enab

le y

oung

peo

ple

to h

ave

a vo

ice

to C

ounc

il.

Cont

inue

to

supp

ort

and

deve

lop

Lith

gow

You

th

Coun

cil t

o ac

hiev

e th

eir

obje

ctiv

es.

Faci

litat

or

Advo

cato

r Pr

ovid

er

Yout

h Co

unci

l, Yo

uth

Wor

x,

LIN

C, Y

outh

Ser

vice

s,

Scho

ols,

Com

mun

ity

Hea

lth, P

CYC,

Spo

rtin

g G

roup

s, S

cout

s, G

uide

s,

Yout

h G

roup

s, D

elta

El

ectr

icity

, Lith

gow

Hig

h Sc

hool

, Syd

ney

Wes

t Ar

ea

Hea

lth S

ervi

ce, S

tate

and

Fe

dera

l Gov

ernm

ent.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

32

Per

form

ance

Mea

sure

s

Pla

nn

ing

Ou

r C

omm

un

ity

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To p

rovi

de s

ocia

l and

cul

tura

l pla

nnin

g th

at w

ill le

ad t

o th

e en

hanc

emen

t of

the

qua

lity

of li

fe o

f th

e co

mm

unity

. Cu

rren

t pl

ans

are

revi

ewed

and

mon

itore

d.

New

pla

ns a

nd s

trat

egie

s ar

e de

velo

ped

in

line

with

the

com

mun

ity‘s

nee

ds.

Iden

tifie

d ta

rget

s ar

e ac

hiev

ed a

nd

impl

emen

ted

thro

ugh

the

deliv

ery

prog

ram

an

d op

erat

iona

l pla

n.

To p

artic

ipat

e in

pla

nnin

g fo

r th

e fu

ture

of

the

area

as

part

of

the

enga

gem

ent

proc

ess.

Com

mu

nit

y P

rogr

ams

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To s

uppo

rt t

he n

eeds

of pe

ople

fro

m A

borig

inal

and

CA

LD b

ackg

roun

ds.

Num

ber

of p

rogr

ams

and

polic

ies

deve

lope

d an

d im

plem

ente

d.

Impr

oved

liai

son

with

the

loca

l Ind

igen

ous

and

CALD

Com

mun

ities

.

Wor

k w

ith C

ounc

il to

dev

elop

pro

gram

s/

activ

ities

. Ad

voca

te for

ser

vice

s to

mee

t th

e ne

eds

of

the

com

mun

ity.

To r

espo

nd t

o th

e ne

eds

of a

n ag

eing

pop

ulat

ion.

N

umbe

r of

act

ions

suc

cess

fully

impl

emen

ted

from

the

Age

ing

Stra

tegy

. Im

prov

ed a

cces

s to

ser

vice

s an

d fa

cilit

ies

for

seni

or r

esid

ents

.

Dev

elop

and

par

ticip

ate

in a

ctiv

ities

whi

ch

cate

r to

a v

arie

ty o

f ag

e gr

oups

incl

udin

g se

nior

citi

zens

. Sh

are

know

ledg

e by

par

ticip

atin

g in

m

ento

ring

and

loca

l his

tory

pro

gram

s.

To p

rovi

de a

ran

ge o

f pr

ogra

ms

cele

brat

ing

the

cultu

ral

dive

rsity

and

ric

h he

ritag

e of

our

loca

l gov

ernm

ent

area

. N

umbe

r of

act

ions

impl

emen

ted

from

the

Cu

ltura

l Pla

n an

d Cu

ltura

l Pre

cinc

t St

rate

gy.

Num

ber

of e

vent

s, e

xhib

ition

s an

d pu

blic

pr

ogra

ms

held

. Co

ntin

uatio

n of

the

Mus

eum

s Ad

viso

rs

Prog

ram

. Im

prov

ed a

cces

s to

Cou

ncil

colle

ctio

ns.

Incr

ease

d co

mm

unity

aw

aren

ess

of t

he

hist

ory

and

herit

age

of t

he a

rea.

En

hanc

emen

t an

d in

crea

sed

usag

e of

civ

ic

spac

es a

nd p

ublic

pla

ces.

Supp

ort,

att

end

or p

artic

ipat

e in

com

mun

ity

even

ts, e

xhib

ition

s or

pub

lic p

rogr

ams.

Pa

rtic

ipat

e in

pro

gram

s an

d ex

hibi

tions

to

deve

lop

our

colle

ctiv

e st

orie

s an

d id

entif

y lo

cal c

olle

ctio

ns.

Use

cul

tura

l and

rec

reat

iona

l fac

ilitie

s re

gula

rly.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

33

To d

evel

op t

he L

ithgo

w L

GA

as a

Fam

ily F

riend

ly

Com

mun

ity.

Num

ber

of n

ew f

amili

es m

ovin

g in

to t

he

area

. In

crea

sed

awar

enes

s an

d pa

rtic

ipat

ion

in

activ

ities

by

child

ren

and

youn

g pe

ople

. In

crea

sed

awar

enes

s of

pro

gram

s an

d se

rvic

es a

vaila

ble

for

sole

par

ents

.

Part

icip

ate

in a

ctiv

ities

for

fam

ilies

.

To in

crea

se c

omm

unity

aw

aren

ess

of lo

cal s

ervi

ces

and

faci

litie

s.

Incr

ease

in c

omm

unity

mem

bers

who

fee

l th

at h

ave

equi

tabl

e ac

cess

to

com

mun

ity

serv

ices

and

fac

ilitie

s to

mee

t th

eir

need

s.

Mak

e su

re y

our

com

mun

ity g

roup

or

orga

nisa

tion

is li

sted

on

Coun

cil’s

Com

mun

ity

Dire

ctor

y so

tha

t ot

hers

kno

w a

bout

you

. To

enc

oura

ge e

quita

ble

acce

ss t

o se

rvic

es a

nd f

acili

ties.

N

umbe

r of

com

mun

ity o

rgan

isat

ions

su

ppor

ted

thro

ugh

the

Fina

ncia

l Ass

ista

nce

prog

ram

. In

crea

sed

acce

ss t

o pu

blic

tra

nspo

rt, h

ealth

, ed

ucat

ion,

hou

sing

, rec

reat

iona

l and

oth

er

esse

ntia

l com

mun

ity s

ervi

ces.

N

umbe

r of

Men

’s s

hed

proj

ects

sup

port

ed.

Beco

me

awar

e of

and

util

ise

publ

ic t

rans

port

an

d co

mm

unity

fac

ilitie

s an

d se

rvic

es in

the

lo

cal g

over

nmen

t ar

ea.

Part

icip

ate

in a

ctiv

ities

coo

rdin

ated

by

loca

l co

mm

unity

gro

ups.

Su

ppor

t lo

cal c

harit

able

org

anis

atio

ns.

Dev

elop

par

tner

ship

s to

pro

vide

a r

ange

of

heal

th

serv

ices

whi

ch m

eet

the

need

s of

the

com

mun

ity.

Impr

oved

acc

ess

to h

ealth

ser

vice

s an

d fa

cilit

ies.

In

crea

sed

com

mun

ity a

war

enes

s of

loca

l he

alth

ser

vice

s.

Num

ber

of h

ealth

y lif

esty

le p

rogr

ams

deve

lope

d an

d im

plem

ente

d.

Impr

oved

hea

lth a

nd w

ellb

eing

of

the

com

mun

ity.

Supp

ort

loca

l hea

lth s

ervi

ces.

Pa

rtic

ipat

e in

pro

gram

s to

impr

ove

com

mun

ity h

ealth

and

wel

lbei

ng.

To f

acili

tate

a s

afe

com

mun

ity.

Num

ber

of p

rogr

ams

succ

essf

ully

im

plem

ente

d fr

om t

he C

rime

Prev

entio

n Pl

an.

Red

uctio

n in

crim

e ra

tes

in t

he a

rea.

Iden

tify

issu

es o

f pu

blic

saf

ety

and

prov

ide

deta

ils t

o Co

unci

l and

/or

rele

vant

aut

horit

ies.

To c

eleb

rate

and

gro

w v

olun

teer

ing.

In

crea

sed

com

mun

ity m

embe

rs v

olun

teer

ing

in c

omm

unity

eve

nts,

act

iviti

es a

nd

orga

nisa

tions

.

Join

one

of th

e m

any

com

mun

ity g

roup

s or

or

gani

satio

ns in

volv

e in

var

ious

com

mun

ity

proj

ects

acr

oss

the

LGA.

Vo

lunt

eer

som

e of

you

r tim

e at

you

r lo

cal

hosp

ital,

scho

ol, a

ged

care

fac

ility

, lib

rary

, m

useu

m o

r sp

ortin

g cl

ub.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

34

To im

prov

e th

e qu

ality

of

life

of t

he L

GA’

s yo

uth.

Pa

rtic

ipat

ion

by y

outh

in t

he Y

outh

cou

ncil.

In

crea

sed

num

ber

of y

outh

act

iviti

es a

nd

prog

ram

s.

Cont

inue

d pr

ovis

ion

of t

he H

omew

ork

Zone

. In

crea

sed

num

ber

of s

ervi

ces

and

heal

th

faci

litie

s ca

terin

g to

you

th n

eeds

.

Join

the

You

th C

ounc

il.

Part

icip

ate

in p

lann

ing

of y

outh

act

iviti

es a

nd

recr

eatio

nal f

acili

ties.

Be

act

ive.

Planning Our Economic Growth Our Economic Growth Programs Arts and Culture Branding and Marketing Business and Industry Development and Support

Leadership and Communication Education and Training

Local Environment Planning and Development Tourism

Strengthening our Economy


Strengthening Our Economy

Providing for sustainable and planned growth through the diversification of the economic base, the development of diverse job opportunities and the provision of a

broad range of formal and non-formal educational services.

To support a changing and growing community, Council and the community must work together to build a sustainable, diverse and competitive economy. This Principle Activity Area focuses on creating an economy that:

Is linked to the unique character and advantages of the Lithgow region; Ensures that a variety of employment and training opportunities are available; Has a workforce that is supporting of innovation and business excellence; Is skills-based; Provides for a broad range of formal and non-formal education services; And Is underpinned by sound land use planning that provides a range of employment lands and lifestyle choices while protecting environmental values.

Issues and Challenges to Consider

Issue ChallengesTo provide leadership and communications that foster collaboration which maximises Lithgow’s economic potential.

Provide leadership and advocacy to encourage the retention of employment and provide for future growth. Ensure communications across the community and with Council assist with encouraging growth. Encourage cooperation between business and industry sectors, and with the Council. Market and promote Lithgow as a place to do business. Encourage expansion and attraction of businesses. Encourage State and Federal governments to relocate appropriate departments and agencies.

To ensure population stabilisation and sustainable growth that supports population and business growth.

Attract young people and families to take up jobs Retain youth and skilled people. Ensure community facilities support residents and employees. Identify community and environmental assets that can contribute to building the economy. Mitigate the impact of population growth on the amenity and character of our towns, villages and rural areas.

To ensure the long-term sustainability of infrastructure and land that underpins and supports current and future industry and business.

Ensure land use planning meets future needs by updating the Local Environmental Plan and associated planning instruments. Provide a range of industrial and commercially zoned land. Ensure the provision of infrastructure (water, sewerage, waste, roads, rail, telecommunications, etc) meets the needs of employment and industry development. Provide a range of housing choice.


To facilitate and encourage the ongoing development, diversification and sustainability of the local business and industry base.

Advocate for the retention of existing employment and skills base.Encourage development and diversification by promoting the advantages of investing, working and living in Lithgow LGA. Encourage a range of existing and developing industry sectors to grow (e.g. tourism, creative industries, home-based, health, etc).Encourage the increase of business activities in the CBDs of Lithgow, Wallerawang and Portland.

To encourage and facilitate the provision of appropriate business support services to assist growth.

Ensure the provision of a range of business support services.

To encourage employment and skills development to address industry needs and promote self development.

Lobby for increased range of educational and training providers. Encourage participation of mature aged, long-term unemployed and school leavers in the workforce. Promote to attract occupations and industries where skills shortages have been identified. Facilitate employment creation by encouraging school-to-work links.

Managing Land use conflict Protecting resources and maximising opportunities for sustainable growth of existing industries. Minimising land use conflict through well planned development. Protecting agricultural land from conflicting and competing land uses, particularly residential land use.

A need to provide employment and learning opportunities for young people in the LGA

Encourage post secondary school education facilities to expand the range of skills based coursed offered. Encourage the establishment of a tertiary education campus in Lithgow.


Council Plans

Strategic Plan 2007 o Employment o Education o Health o Growth o Arts & Culture

Cultural Plan 2008-2013 Festival and Events Strategy Social Plan 2006 Economic Development Strategy Land Use Strategy Cultural Precinct Strategy Business and Retail Strategy Tourism Strategy Wallerawang Industrial Park Study Marangaroo Local Environmental Study Marangaroo Structure Plan


State Plans

NSW State PlanDelivering better services

Students fulfil their potential Fairness and Opportunity

Strengthening aboriginal communities. Opportunity and support for the vulnerable. Early intervention to tack disadvantage.

Growing prosperity across NSW NSW: Open for business Stronger rural and regional economies.

Environment for living Improved urban environments.

NSW 2021Rebuild the Economy

Improve the performance of the NSW economy. Drive economic growth in regional NSW. Increase the competitiveness of doing business in NSW. Strengthen the NSW skill base.

Education Improve education and learning outcomes for all students.

Renovate Infrastructure Invest in critical infrastructure

Build Liveable Centres Planning policy to encourage job growth in centres close to where people live and to provide access by public transport.

Strengthen our local environment and communities. Enhance cultural, creative, sporting and recreation opportunities.

Restore accountability to government Restore confidence and integrity in the planning system.

Regional Plans

CENTROC Plans and StudiesRecruiting a Health Workforce Marketing Advice.

Regional Development Australia (Central West) Regional Plan 2010-2015Facilitate alliances and develop networks of innovators, investors, entrepreneurs and government to increase commercial opportunity. Promote and assist with investment attraction retention and employment growth. Assist regional communities to plan for services and access to government programs. Increased participation by targeted groups in regional economic activity.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

39

2. O

ur

Econ

omy

Pro

vidi

ng

for

sust

ain

able

an

d pl

ann

ed g

row

th t

hat

su

ppor

ts a

ran

ge o

f lif

esty

le c

hoi

ces

and

empl

oym

ent

oppo

rtu

nit

ies.

2.1

Plan

ning

Our

Eco

nom

ic G

row

th

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 2.

1.1

To p

lan

and

man

age

grow

th in

a

sust

aina

ble

man

ner

with

em

phas

is

on c

reat

ing

a di

vers

ified

eco

nom

y un

derp

inne

d by

sou

nd lo

cal

envi

ronm

enta

l pla

nnin

g.

Rev

iew

and

mon

itor

curr

ent

plan

s an

d st

rate

gies

tha

t su

ppor

t ec

onom

ic g

row

th in

clud

ing:

Ec

onom

ic D

evel

opm

ent

Stra

tegy

. Bu

sine

ss a

nd R

etai

l Str

ateg

y.

Wal

lera

wan

g In

dust

rial P

ark

Feas

ibili

ty S

tudy

. To

uris

m S

trat

egy.

Cu

ltura

l Pla

n an

d Cu

ltura

l Pre

cinc

t St

udy.

O

pen

Spac

e an

d R

ecre

atio

nal N

eeds

Stu

dy.

Mar

rang

aroo

Loc

al E

nviro

nmen

tal S

tudy

and

Str

uctu

re

Plan

. Li

thgo

w L

and

Use

Str

ateg

y.

Iden

tify

and

deve

lop

new

pla

ns a

nd s

trat

egie

s in

line

with

th

e Co

mm

unity

’s n

eeds

: To

uris

m S

igna

ge P

lan

Tour

ism

Aud

it fo

r TA

SAC

Sign

age

Dev

elop

a n

ew C

ompr

ehen

sive

Loc

al E

nviro

nmen

tal P

lan

to:

Iden

tify

futu

re g

row

th m

anag

emen

t st

ruct

ures

. Su

ppor

t so

cial

and

eco

nom

ic n

eeds

. Id

entif

y m

ajor

infr

astr

uctu

re n

eeds

for

the

fut

ure

(wat

er, s

ewer

age,

sto

rmw

ater

, was

te, o

nsite

efflu

ent

disp

osal

, roa

ds/t

rans

port

).

Prot

ect

envi

ronm

enta

l and

nat

ural

res

ourc

es (

natu

ral

reso

urce

, env

ironm

enta

lly s

ensi

tive,

str

ateg

ic la

nd a

nd

wat

er, m

iner

al r

esou

rces

, bus

hfire

, flo

odin

g,

cont

amin

ated

land

s, s

ceni

c la

ndsc

apes

).

Prot

ect

cultu

ral a

nd b

uilt

herit

age

(bui

lt he

ritag

e,

Prov

ider

Fa

cilit

ator

St

ate

and

Fede

ral G

over

nmen

t,

Busi

ness

and

Ind

ustr

y, L

ithgo

w

Busi

ness

Ass

ocia

tion,

CEN

TRO

C.

Blue

Mou

ntai

ns C

ity C

ounc

il, B

lue

Mou

ntai

ns, O

bero

n an

d Li

thgo

w

Tour

ism

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

40

Abor

igin

al h

erita

ge).

Id

entif

y ru

ral l

ands

. Id

entif

y la

rge

lot

resi

dent

ial l

ands

. Id

entif

y a

rang

e of

res

iden

tial n

eeds

acr

oss

the

LGA.

Id

entif

y em

ploy

men

t la

nds

(indu

stria

l, co

mm

erci

al a

nd

tour

ism

).

Iden

tify

open

spa

ce a

nd r

ecre

atio

nal l

ands

.

Dev

elop

new

Dev

elop

men

t Co

ntro

l Pla

ns in

line

with

the

ne

w L

ocal

Env

ironm

enta

l Pla

n.

Prov

ide

inpu

t in

to S

tate

, Reg

iona

l and

Non

-Gov

ernm

ent

Org

anis

atio

ns’ P

lans

and

Str

ateg

ies.

Qui

ck F

acts

In

resp

onse

to th

e ne

ed to

driv

e ec

onom

ic

deve

lopm

ent a

nd g

row

th C

ounc

il em

ploy

s an

Ec

onom

ic D

evel

opm

ent O

ffice

r and

has

dev

elop

ed th

e fo

llow

ing

plan

s an

d pr

ospe

ctus

es.

Econ

omic

Dev

elop

men

t Str

ateg

y Bu

sine

ss a

nd R

etai

l Str

ateg

y In

vest

men

t Pro

spec

tus

Tour

ism

Str

ateg

y W

alle

raw

ang

Indu

stria

l Par

k Fe

asib

ility

Stu

dy

Cultu

ral P

lan

and

Cultu

ral P

reci

nct S

tudy

O

pen

Spac

e an

d Re

crea

tiona

l Nee

ds S

tudy

M

arra

ngar

oo L

ocal

Env

ironm

enta

l Stu

dy a

nd

Stru

ctur

al P

lan

Lith

gow

Lan

d U

se S

trat

egy

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

41

2.2

Our

Eco

nom

ic G

row

th P

rogr

ams

Expl

orin

g an

d di

scov

erin

g th

e ri

chn

ess

in o

ur

soci

ety

thro

ugh

th

e pu

rsu

it o

f ed

uca

tion

al, c

reat

ive

and

cult

ura

l opp

ortu

nit

ies

todi

vers

ify

our

econ

omy,

ski

lls b

ase

and

empl

oym

ent

oppo

rtu

nit

ies.

2.2

.1 A

rts

and

Cu

ltu

re

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 2.

2.1.

1 To

pro

mot

e, d

evel

op a

nd u

tilis

e th

e cr

eativ

e ta

lent

s of

the

Lith

gow

re

gion

.

Impl

emen

t th

e Cu

ltura

l Pla

n an

d Cu

ltura

l Pre

cinc

t St

udy

in

term

s of

the

fol

low

ing:

Pr

omot

e ne

twor

ks a

nd r

esou

rce

shar

ing

loca

lly a

nd

regi

onal

ly.

Iden

tify

gaps

for

eco

nom

ic d

evel

opm

ent

and

empl

oym

ent

oppo

rtun

ities

with

in t

he c

reat

ive

arts

and

he

ritag

e m

anag

emen

t se

ctor

s.

Enco

urag

e a

who

le o

f co

mm

unity

app

roac

h to

su

ppor

ting

the

grow

th o

f cu

ltura

l ind

ustr

ies.

D

evel

op a

map

, bro

chur

e an

d w

ebsi

te in

dica

ting

Her

itage

and

Art

s Tr

ails

. D

evel

op a

n ‘O

pen

Wee

kend

’ sch

eme

for

loca

l art

ists

an

d ar

tisan

s.

Inve

stig

ate

fund

ing

oppo

rtun

ities

for

eco

nom

ic

deve

lopm

ent

and

grow

th w

ithin

the

cre

ativ

e ar

ts a

nd

herit

age

man

agem

ent

sect

ions

of

the

com

mun

ity.

Plan

for

fut

ure

expa

nsio

n of

the

Lith

gow

Cul

tura

l Pr

ecin

ct.

Cont

inue

to

deve

lop

the

Crea

tive

Indu

strie

s Cl

uste

r.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Com

mun

ity O

rgan

isat

ions

, Bu

sine

ss a

nd I

ndus

try,

Sta

te a

nd

Fede

ral G

over

nmen

t, A

rts

Out

W

est,

Cre

ativ

e In

dust

ries

Clus

ter.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

42

2.2

.2 B

ran

din

g an

d M

arke

tin

g

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 2.

2.2.

1 To

est

ablis

h an

effec

tive

inte

grat

ed

bran

ding

and

mar

ketin

g id

entit

y to

pr

omot

e Co

unci

l, To

uris

m,

Econ

omic

Dev

elop

men

t an

d th

e LG

A.

Impl

emen

t th

e Ec

onom

ic D

evel

opm

ent

and

Fest

ival

and

Ev

ents

Str

ateg

ies

in t

erm

s of

the

fol

low

ing:

D

evel

op a

nd im

plem

ent

an in

tegr

ated

and

effec

tive

mar

ketin

g an

d br

andi

ng s

trat

egy

for

the

Coun

cil,

Tour

ism

, Eco

nom

ic D

evel

opm

ent

and

the

Loca

l G

over

nmen

t Ar

ea.

Stre

ngth

en b

rand

iden

tity.

En

sure

eff

ectiv

e m

arke

ting

of e

vent

s.

Prov

ider

Ev

ents

Coo

rdin

ator

s, B

usin

ess

and

Indu

stry

, To

uris

m O

pera

tors

, Co

mm

unity

Org

anis

atio

ns, S

tate

an

d Reg

iona

l Dev

elop

men

t.

2.2

.3 B

usi

nes

s an

d In

dust

ry D

evel

opm

ent

and

Supp

ort

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 2.

2.3.

1 To

exp

and

Lith

gow

’s e

cono

mic

ba

se a

nd e

ncou

rage

loca

l em

ploy

men

t op

port

uniti

es t

hrou

gh

the

prom

otio

n an

d fa

cilit

atio

n of

bu

sine

ss a

nd in

dust

ry d

evel

opm

ent

and

supp

ort

serv

ices

.

Impl

emen

t th

e Ec

onom

ic D

evel

opm

ent

Stra

tegy

and

Bu

sine

ss a

nd R

etai

l Str

ateg

y in

ter

ms

of t

he f

ollo

win

g:

Advo

cate

for

the

ret

entio

n of

exi

stin

g em

ploy

men

t an

d sk

ills

base

. En

cour

age

deve

lopm

ent

and

dive

rsifi

catio

n by

pr

omot

ing

the

adva

ntag

es o

f in

vest

ing,

wor

king

and

liv

ing

in L

ithgo

w L

GA.

En

cour

age

a ra

nge

of e

xist

ing

and

deve

lopi

ng in

dust

ry

sect

ors

to g

row

(e.

g. t

ouris

m, c

reat

ive

indu

strie

s,

hom

e-ba

sed,

hea

lth, n

ew e

nerg

y, n

iche

, rur

al b

ased

, et

c).

Enco

urag

e th

e in

crea

se o

f bu

sine

ss a

ctiv

ities

in t

he

CBD

s of

Lith

gow

, Wal

lera

wan

g an

d Po

rtla

nd.

Ensu

re t

he p

rovi

sion

of

a ra

nge

of b

usin

ess

supp

ort

serv

ices

.Pr

omot

e su

stai

nabl

e pr

oduc

tion

and

cons

umpt

ion

prac

tices

thr

ough

a ‘M

ade

in L

ithgo

w’ p

rom

otio

n.

Enco

urag

e im

port

rep

lace

men

t th

roug

h lo

cal

purc

hasi

ng b

y Li

thgo

w b

usin

esse

s an

d re

side

nts

whe

re p

ossi

ble.

Id

entif

y th

e ne

ed f

or lo

cal s

ervi

ces

to c

ater

to

com

mut

ers

and

peop

le w

aitin

g fo

r ad

join

ing

trai

ns

with

in t

he r

ail/C

BD p

reci

nct.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Stat

e an

d Fe

dera

l Gov

ernm

ent,

Bu

sine

ss a

nd I

ndus

try,

Lith

gow

Bu

sine

ss A

ssoc

iatio

n, C

ENTR

OC

Dep

artm

ent

of P

lann

ing,

Sta

te a

nd

Reg

iona

l Dev

elop

men

t

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

43

2.2

.4 L

eade

rsh

ip a

nd

Com

mu

nic

atio

n

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 2.

2.4.

1 To

pro

vide

lead

ersh

ip a

nd

com

mun

icat

ions

tha

t fo

ster

co

llabo

ratio

n to

max

imis

e Li

thgo

w’s

ec

onom

ic p

oten

tial.

Impl

emen

t th

e Ec

onom

ic D

evel

opm

ent

Stra

tegy

in t

erm

s of

th

e fo

llow

ing:

Pr

ovid

e le

ader

ship

and

adv

ocac

y to

enc

oura

ge t

he

rete

ntio

n of

em

ploy

men

t an

d pr

ovid

e fo

r fu

ture

gr

owth

. En

sure

sou

nd c

omm

unic

atio

ns a

cros

s th

e co

mm

unity

an

d w

ith C

ounc

il to

ass

ist

with

enc

oura

ging

gro

wth

. En

cour

age

coop

erat

ion

betw

een

busi

ness

and

indu

stry

se

ctor

s, a

nd w

ith t

he C

ounc

il.

Mar

ket

and

prom

ote

Lith

gow

as

a pl

ace

to d

o bu

sine

ss, w

ork,

live

and

rec

reat

e.

Enco

urag

e ex

pans

ion

and

attr

actio

n of

bus

ines

ses

En

sure

tha

t th

e co

mm

unity

is r

ecog

nise

d fo

r th

eir

effo

rts

in a

ssis

ting

the

Loca

l Gov

ernm

ent

Area

to

achi

eve

a va

riety

of pr

ojec

t G

oals

. Pr

omot

e re

gion

al c

oope

ratio

n to

ach

ieve

reg

iona

l wid

e de

velo

pmen

t ou

tcom

es.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Stat

e an

d Fe

dera

l Gov

ernm

ent,

Co

mm

unity

Org

anis

atio

ns,

Busi

ness

and

Ind

ustr

y, C

ENTR

OC,

Ce

ntra

l Tab

lela

nds

Allia

nce,

Reg

iona

l Age

ncie

s, a

djoi

ning

Co

unci

ls.

2.2

.5 E

duca

tion

an

d Tr

ain

ing

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 2.

2.5.

1 To

enc

oura

ge a

nd s

uppo

rt le

arni

ng

oppo

rtun

ities

in t

he L

GA

that

alig

ns

with

our

nee

d fo

r sk

illed

wor

kers

an

d re

tent

ion

of y

oung

peo

ple

and

fam

ilies

.

Impl

emen

t th

e Ec

onom

ic D

evel

opm

ent

Stra

tegy

, Age

ing

Stra

tegy

and

Cul

tura

l Pla

n in

ter

ms

of t

he f

ollo

win

g:

Lobb

y fo

r in

crea

sed

rang

e of

edu

catio

nal a

nd t

rain

ing

prov

ider

s to

sup

port

pos

t se

cond

ary

scho

ol a

nd li

fe

long

lear

ning

opp

ortu

nitie

s.

Enco

urag

e pa

rtic

ipat

ion

of m

atur

e ag

ed, l

ong-

term

un

empl

oyed

and

sch

ool l

eave

rs in

the

wor

kfor

ce.

Prom

ote

to a

ttra

ct o

ccup

atio

ns a

nd in

dust

ries

whe

re

skill

s sh

orta

ges

have

bee

n id

entif

ied.

Fa

cilit

ate

empl

oym

ent

crea

tion

by e

ncou

ragi

ng s

choo

l-to

-wor

k lin

ks.

Enco

urag

e in

tern

atio

nal s

tude

nts

to p

artic

ipat

e in

loca

l ed

ucat

iona

l cou

rses

. Lo

bby

for

incr

ease

d fu

ndin

g an

d up

grad

es t

o lo

cal

scho

ols.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Stat

e an

d Fe

dera

l Gov

ernm

ent,

Te

rtia

ry F

acili

ties,

Dep

artm

ent

of

Educ

atio

n, T

AFE,

Bus

ines

s an

d In

dust

ry, C

omm

unity

O

rgan

isat

ions

, Loc

al S

choo

ls.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

44

2.2

.6 L

ocal

En

viro

nm

enta

l Pla

nn

ing

and

Dev

elop

men

t

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s

2.2.

6.1

To e

nsur

e th

e lo

ng-t

erm

su

stai

nabi

lity

of in

fras

truc

ture

and

la

nd t

hat

unde

rpin

s an

d su

ppor

ts

LGA

grow

th.

Impl

emen

t th

e La

nd U

se S

trat

egy,

Loc

al E

nviro

nmen

tal

Plan

and

Ec

onom

ic D

evel

opm

ent

Stra

tegy

in t

erm

s of

the

fo

llow

ing:

En

sure

tha

t th

ere

is a

sus

tain

able

pro

visi

on o

f su

itabl

e an

d se

rvic

eabl

e la

nd f

or b

usin

ess

relo

catio

n an

d re

side

ntia

l gro

wth

. Ap

ply

deve

lopm

ent

cont

rol c

riter

ia t

o as

sess

any

new

ar

eas

prop

osed

for

res

iden

tial,

com

mer

cial

, em

ploy

men

t ge

nera

tion

and

rura

l life

styl

e de

velo

pmen

t.

Ensu

re e

ffic

ient

dev

elop

men

t ap

plic

atio

n pr

oces

ses.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Dep

artm

ent

of P

lann

ing

and

Infr

astr

uctu

re, D

epar

tmen

t Tr

ade,

Bu

sine

ss a

nd I

ndus

try,

Sta

te a

nd

Reg

iona

l Dev

elop

men

t, C

atch

men

t M

anag

emen

t Au

thor

ities

, Sta

te

and

Fede

ral G

over

nmen

t. P

rivat

e an

d Co

mm

erci

al D

evel

oper

s.

2.2

.7 T

ouri

sm

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 2.

2.7.

1 To

cre

ate

a st

rong

tou

rism

indu

stry

th

at m

axim

ises

ben

efits

fro

m

visi

tors

to

the

LGA.

Impl

emen

t th

e To

uris

m S

trat

egy,

Fes

tival

and

Eve

nts

Stra

tegy

and

Cul

tura

l Pla

n in

ter

ms

of t

he f

ollo

win

g:

Prov

ide

qual

ity v

isito

r in

form

atio

n se

rvic

es.

Cont

inue

to

deve

lop

tour

ism

opp

ortu

nitie

s w

ithin

th

e LG

A an

d w

ith n

eigh

bour

ing

area

s.

Wor

k cl

osel

y w

ith t

he B

lue

Mou

ntai

ns, L

ithgo

w a

nd

Obe

ron

Reg

iona

l Tou

rism

Org

anis

atio

n to

max

imis

e St

ate,

Nat

iona

l and

Int

erna

tiona

l exp

osur

e.

Stre

ngth

en L

ithgo

w’s

bra

nd id

entit

y.

Cont

inue

to

esta

blis

h to

uris

t dr

ives

. Pr

ovid

e Ab

orig

inal

tou

rism

exp

erie

nces

in

cons

ulta

tion

with

the

Abo

rigin

al c

omm

unity

. Id

entif

y an

d su

ppor

t th

e de

liver

y of

a d

iver

se r

ange

of

qua

lity

fest

ival

s an

d ev

ents

. O

pera

te E

skba

nk H

ouse

Mus

eum

Co

nduc

t ex

hibi

tions

, pub

lic p

rogr

ams

and

disp

lays

. U

nder

take

cap

ital i

mpr

ovem

ents

to

Eskb

ank

Hou

se

Mus

eum

. U

pgra

de d

ispl

ay a

nd e

xhib

ition

equ

ipm

ent.

D

evel

op m

arke

ting

colla

tera

l for

the

Mus

eum

.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Stat

e an

d Fe

dera

l Gov

ernm

ent,

Reg

iona

l Age

ncie

s, lo

cal T

ouris

m

Ope

rato

rs, B

usin

ess

and

Indu

stry

, To

uris

m A

dvis

ory

Com

mitt

ee,

Com

mun

ity O

rgan

isat

ions

, Eve

nts

Coor

dina

tors

, Min

gaan

Abo

rigin

al

Corp

orat

ion,

adj

oini

ng C

ounc

ils,

Blue

Mou

ntai

ns, L

ithgo

w, O

bero

n To

uris

m.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

45

Per

form

ance

Mea

sure

s

Pla

nn

ing

our

Econ

omic

Gro

wth

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To p

lan

and

man

age

grow

th in

a s

usta

inab

le m

anne

r w

ith e

mph

asis

on

crea

ting

a di

vers

ified

eco

nom

y un

derp

inne

d by

sou

nd lo

cal e

nviro

nmen

tal p

lann

ing.

Rev

iew

and

mon

itor

curr

ent

plan

s.

Dev

elop

men

t of

new

pla

ns a

nd s

trat

egie

s in

lin

e w

ith t

he c

omm

uniti

es n

eeds

. Id

entif

ied

targ

ets

are

impl

emen

ted

and

achi

eved

thr

ough

the

del

iver

y pr

ogra

m a

nd

oper

atio

nal p

lan.

An

nual

gro

wth

rat

e.

To p

artic

ipat

e in

pla

nnin

g fo

r th

e fu

ture

of

the

area

as

part

of

the

enga

gem

ent

proc

ess.

Ou

r Ec

onom

ic G

row

th P

rogr

ams

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To p

rom

ote,

dev

elop

and

util

ise

the

crea

tive

tale

nts

of

the

Lith

gow

reg

ion.

In

crea

sed

prof

ile for

cre

ativ

e in

dust

ries

In

crea

sed

empl

oym

ent

oppo

rtun

ities

in

cultu

ral a

nd c

reat

ive

indu

strie

s.

Incr

ease

d to

uris

m.

Supp

ort

and

prom

ote

loca

l cul

tura

l and

cr

eativ

e in

dust

ries.

To e

stab

lish

an e

ffec

tive

inte

grat

ed b

rand

ing

and

mar

ketin

g id

entit

y to

pro

mot

e Co

unci

l, To

uris

m,

Econ

omic

Dev

elop

men

t an

d th

e LG

A.

Cons

iste

nt b

rand

ing

of s

igna

ge a

nd

prom

otio

nal/m

arke

ting

mat

eria

ls.

Incr

ease

d br

and

reco

gniti

on.

Num

ber

of e

nqui

ries

in r

espo

nse

to

mar

ketin

g/pr

omot

iona

l mat

eria

ls a

nd

activ

ities

.

Prom

ote

the

Loca

l Gov

ernm

ent

Area

to

frie

nds

and

rela

tives

.

To e

xpan

d Li

thgo

w’s

eco

nom

ic b

ase

and

enco

urag

e lo

cal

empl

oym

ent

oppo

rtun

ities

thr

ough

the

pro

mot

ion

of

busi

ness

and

indu

stry

dev

elop

men

t an

d su

ppor

t se

rvic

es.

New

or

expa

nded

bus

ines

ses

in t

he r

egio

n.

Incr

ease

d em

ploy

men

t op

port

uniti

es.

Avai

labi

lity

of e

mpl

oym

ent

gene

ratin

g la

nds.

In

crea

sed

awar

enes

s an

d av

aila

bilit

y of

‘M

ade

in L

ithgo

w’ p

rodu

cts.

In

crea

sed

grow

th.

Num

ber

of s

ervi

ceab

le la

nd p

arce

ls a

vaila

ble.

N

umbe

r of

dev

elop

men

t ap

plic

atio

ns

Supp

ort

loca

l bus

ines

s an

d in

dust

ry.

Crea

te o

ppor

tuni

ties

for

trai

nees

, wor

k ex

perie

nce

and

appr

entic

eshi

ps.

Dev

elop

sui

tabl

e la

nd f

or b

usin

ess,

indu

stria

l an

d re

side

ntia

l pur

pose

s.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

46

proc

esse

d.

To p

rovi

de le

ader

ship

and

com

mun

icat

ions

tha

t fo

ster

co

llabo

ratio

ns t

o m

axim

ise

Lith

gow

’s e

cono

mic

pot

entia

l. Im

prov

ed c

usto

mer

sat

isfa

ctio

n w

ith

deve

lopm

ent

and

plan

ning

info

rmat

ion

and

proc

esse

s.

To e

ncou

rage

and

sup

port

lear

ning

opp

ortu

nitie

s in

the

LG

A th

at a

ligns

with

our

nee

ds f

or s

kille

d w

orke

rs a

nd

rete

ntio

n of

you

ng p

eopl

e an

d fa

mili

es.

Incr

ease

d sk

ills

base

d tr

aini

ng a

vaila

ble

in

the

LGA.

In

crea

sed

acce

ss t

o te

rtia

ry e

duca

tion

oppo

rtun

ities

in t

he L

GA.

A

broa

d ra

nge

of e

duca

tiona

l pro

gram

s an

d le

arni

ng o

ppor

tuni

ties

avai

labl

e to

all

mem

bers

of th

e co

mm

unity

.

Part

icip

ate

in e

duca

tiona

l pro

gram

s an

d le

arni

ng o

ppor

tuni

ties

loca

lly.

Prov

ide

trai

ning

and

men

torin

g as

par

t of

co

mm

unity

act

iviti

es.

Crea

te o

ppor

tuni

ties

for

trai

nees

, wor

k ex

perie

nce

and

appr

entic

eshi

ps.

To c

reat

e a

stro

ng t

ouris

m in

dust

ry t

hat

max

imis

es

bene

fits

from

vis

itors

to

the

LGA.

In

crea

sed

tour

ism

in t

he L

GA.

Im

prov

ed t

ouris

m p

rodu

ct.

Num

ber

of s

usta

inab

le f

estiv

als

and

even

ts.

Prom

ote

the

area

to

visi

ting

frie

nds

and

rela

tives

. At

tend

loca

l fes

tival

s an

d ev

ents

.

Planning Our Built Environment Our Built Environment Programs Community Cultural Facilities Community Commercial/Industrial Buildings Cycleways and Walkways

Environmental Health Heritage Housing and Development Onsite Sewage Management

Parks and Gardens Recreational Facilities Road Safety and Compliance Transport Sewage Infrastructure

Trade Waste Water Infrastructure Waste and Recycling

Developing ourBuilt Environment


Developing Our Built Environment Providing a choice of effective public and private transport options, suitable entertainment and

recreational facilities, and lifestyle choices while enhancing the existing rural areas, villages and towns that make up the Lithgow LGA.

Adapting to the changing needs of an evolving community whilst retaining the unique character of our rural areas, villages and towns will enable Council to provide for the growth and sustainability of the local government area. This Principle Activity Area is responsible for:

Providing for future community needs; Ensuring equity and social inclusion; Health and wellbeing; Cultural activities; Excellence in the provision of facilities and services; The development and support of communities; and Enhanced lifestyle opportunities.

Issues and Challenges to Consider Issue Challenge

Increased need for diverse housing. Identify and provide medium and high density living opportunity in the Local Environmental Plan. Ensure older people have appropriate accommodation for their needs. Provide a choice in housing including seniors living and affordable housing.

Secure a reliable bulk water supply. Capacity of infrastructure Headworks to service new development. Align development to infrastructure provision.

Provision of maintenance of local and state road networks.

Maintaining and upgrading roads to an acceptable standard within Councils resourcing and financial capacity. Advocate for rapid and unconstrained road access from Sydney over the Blue Mountains to Lithgow and the Central West. Retaining funding levels to maintain state road infrastructure.

Solid Waste Management infrastructure.

Upgrade of the kerbside collection scheme. Educating and informing the community on the closure of rural landfills and progress with landfill closures plans. Develop transfer stations to coincide with the closure of rural landfills.

Liquid Waste Management Capacity of infrastructure Headworks to service new development. Align development to infrastructure provision.


Encourage Industrial/Commercial Development.

Identify and provide suitable land in the Local Environmental Plan. Align development to infrastructure provision. Improve the knowledge of developers with respect to the Development Assessment process. Promote the Lithgow area to potential industrial and commercial developers.

Management of heritage items. Identify and list items or places of heritage in the LGA. Manage demand to renovate and redevelop heritage buildings. Protect and conserve indigenous and non-indigenous heritage areas, items and landscapes within the LGA Plan to maintain the unique heritage qualities of towns and villages.

Planning facilities for future land use needs.

Define and maintaining residential character and amenity Develop appropriate development controls that promote excellence in design and sustainability outcomes. Effective and efficient allocation of infrastructure, services and facilities to accommodate growth. Manage the impact of an expanding development footprint of the LGA and development pressures. Improve the knowledge of the community with respect to the Development Assessment process. Manage land use conflict. Develop new urban areas capable of supporting a range of urban uses.

Providing additional open space and recreational areas across the LGA.

Ensure developments within our parks, open spaces and community facilities take into account the needs of a range of groups – including families, youth, older people and people from culturally and linguistically diverse backgrounds Develop youth specific space for young people aged 12-24 years – that is safe and provides opportunities for recreation and other youth activities Maintain and upgrade existing play areas and facilities across the LGA. Establish a system of cycleways and pedestrian paths to provide links between major cultural and recreational facilities, residential areas and town centres. Develop community space and networks to facilitate community cohesiveness within each community Provide a variety of recreational facilities suitable for all ages and connect points of destination within towns and villages. Improve the recreation, natural and urban areas for the benefit of residents and visitors Ensure that all development provides adequate landscaped area and careful attention is given to streetscapes to enhance the urban environment


To provide a variety of community facilities suitable for all ages.

Provide quality facilities that meet changing needs of our residents, including key Facilties such as libraries and Eskbank House Museum. Provide a variety of cultural and recreational facilities suitable for all ages. Provide opportunities to disadvantaged communities to engage in cultural and recreational activities.

Public Transport Encourage equity of provision of public transport throughout the LGA and between the Lithgow Central Business District and Lithgow Valley and Pottery Plazas. Advocate for an increase in the number of train services terminating at Lithgow including the need for a fast train service to and from Sydney.

Industrial/Commercial rental and civic buildings.

Ensure Council facilities meet OH&S requirements. Ensure commercial premises are competitively priced on the rental market. Provide Council facilities are equipped to meet the resourcing needs and capacity of the workforce.

Depots Ensure Council depots meet OH&S and legislative requirements. Ensure Council depots are equipped to meet the resourcing needs and capacity of the workforce.


Council Plans

Strategic Plan 2007 o Community o Transport o Heritage o Arts & Culture o Youth

Cultural Plan Cultural Precinct Study Open Space and Recreation Needs Study Land Use Strategy Social Plan 2006 Management Plan – Governance and Administration Urban Sustainability Program Heritage Development Control Plan Study Economic Development Plan Local Environmental Plan Development Control Plans


State Plans

NSW 2021Transport

Reduce travel times. Grow patronage on public transport by making it a more attractive choice. Improve customer experience with transport services. Improve road safety.

Renovate Infrastructure Invest in critical infrastructure. Build liveable centres. Secure potable water supplies.

Strengthen our local environment and communities Increase opportunities for people to look after their own neighbourhoods and environment. Enhance cultural, creative, sporting and recreation opportunities. Ensure NSW is ready to deal with major emergencies and natural disasters.

Regional Plans

Bells Line of Road Corridor Plan (RTA)

Infrastructure – Water Security

Regional Development Australia (Central West Division) Regional Plan 2010-2015.Support the development of hard and soft targeted infrastructure projects to meet the needs and opportunities of the Central West Region.

Central West Catchment Action Plan 2011-2021Reduce run-off and increase infiltration.Manage point source and diffuse source pollutionMultiple beneficial uses including water reuse and recycling.Improve connectivity of water flow.Improve water use efficiency.

“Good to see Council involved in rural cemeteries” Maisie, Meadow Flat Community Satisfaction Survey 2011

Quick Facts Council manages the following cemeteries:

Lithgow Lowther Meadow Flat Palmers Oakey Portland Wallerawang Rydal Sunny Corner Dark Corner Blackmans Flat Cullen Bullen Dark Corner Glen Alice

Hartley. Council also maintains the two cemeteries at Bowenfels.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

52

3. O

ur

Bu

ilt E

nvi

ronm

ent

Pla

nn

ing

for

suit

able

infr

astr

uct

ure

dev

elop

men

t to

pro

mot

e su

stai

nab

le a

nd

plan

ned

gro

wth

, wh

ile e

nh

anci

ng

the

exis

tin

g id

enti

ty

of t

he

tow

ns,

vill

ages

an

d ru

ral a

reas

of

the

LGA

.

3.1

Plan

ning

Our

Bui

lt En

viro

nmen

t R

efer

ence

Des

ired

Ou

tcom

es

Ou

r A

ctio

ns

Ou

r R

ole

Ou

r P

artn

ers

3.1.

1 To

pro

vide

infr

astr

uctu

re t

o en

sure

the

sus

tain

able

gro

wth

an

d de

velo

pmen

t of

the

are

a in

clud

ing

the

prov

isio

n of

qua

lity

recr

eatio

nal a

nd c

omm

unity

fa

cilit

ies.

Rev

iew

and

mon

itor

curr

ent

plan

s an

d st

rate

gies

in

clud

ing:

O

pen

Spac

e an

d R

ecre

atio

n N

eeds

Stu

dy.

Her

itage

Dev

elop

men

t Co

ntro

l Pla

n St

udy.

In

tegr

ated

Wat

er C

ycle

Man

agem

ent

Plan

. W

ater

Dem

and

Man

agem

ent

Plan

. D

roug

ht M

anag

emen

t Pl

an.

Stra

tegi

c W

ater

and

Sew

erag

e Bu

sine

ss P

lans

. Cu

llen

Bulle

n Se

wer

age

Stud

y.

Port

land

Sew

erag

e Tr

eatm

ent

Plan

t Fe

asib

ility

St

udy.

D

evel

opm

ent

Serv

icin

g Pl

ans.

H

assa

ns W

alls

Res

erve

Flo

ra a

nd F

auna

St

udy.

Bl

ast

Furn

ace

Park

Con

serv

atio

n M

anag

emen

t Pl

an.

Eskb

ank

Hou

se C

onse

rvat

ion

Man

agem

ent

Plan

.

Rev

iew

and

mon

itor

curr

ent

Asse

t M

anag

emen

t Pl

ans

incl

udin

g:

Asse

t M

anag

emen

t St

rate

gy.

10 Y

ear

Stra

tegi

c Bu

ildin

g Pl

an.

5 Ye

ar B

uild

ing

Mai

nten

ance

Pla

n.

Iden

tify

and

deve

lop

new

pla

ns a

nd s

trat

egie

s in

line

w

ith t

he c

omm

unity

’s n

eeds

:

Prov

ider

D

epar

tmen

t of

Pla

nnin

g, S

tate

and

Reg

iona

l Ag

enci

es, B

usin

ess

and

Indu

stry

, Com

mun

ity

Org

anis

atio

ns, Ca

tchm

ent

Man

agem

ent

Auth

oriti

es, E

nviro

nmen

tal P

rote

ctio

n Au

thor

ity, Bu

sine

ss a

nd r

etai

l sec

tors

, Priv

ate

and

Com

mer

cial

Dev

elop

ers,

Dep

artm

ent

of

Hou

sing

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

53

Acce

ss S

trat

egy.

Pr

epar

e D

esig

n M

aste

r Pl

ans

for

the

Cent

ral

Busi

ness

Dis

tric

ts o

f Li

thgo

w, Po

rtla

nd a

nd

Wal

lera

wan

g.

Cook

Str

eet

Plaz

a R

edev

elop

men

t Fe

asib

ility

St

udy.

La

ndsc

ape

and

Urb

an D

esig

n M

aste

rpla

n fo

r th

e Cu

ltura

l Pre

cinc

t.

Mai

n St

reet

Pro

ject

Pro

gram

s fo

r Li

thgo

w,

Wal

lera

wan

g an

d Po

rtla

nd.

Cultu

ral P

reci

nct

Mas

ter

Plan

for

Por

tland

. M

aste

r Pl

an f

or t

he L

ithgo

w S

port

ing

Prec

inct

. Ad

vent

ure

Play

Par

k Fe

asib

ility

Stu

dy f

or

Lith

gow

. D

istr

ict

Park

Fea

sibi

lity

Stud

ies

for

Port

land

and

W

alle

raw

ang.

Pl

ay a

nd S

hade

Str

ateg

y.

Wal

k Cy

cle

Stra

tegy

. Pl

ans

of M

anag

emen

t fo

r “c

omm

unity

” cl

assi

fied

land

s.

Man

agem

ent

Plan

s fo

r Co

unci

l’s “

oper

atio

nal”

cl

assi

fied

land

s.

Man

agem

ent

Plan

s fo

r Cr

own

Land

s an

d ot

her

recr

eatio

nal f

acili

ties

(e.g

. Lak

e W

alla

ce).

H

ousi

ng S

trat

egy.

Fl

ood

Plai

n R

isk

Man

agem

ent

Plan

. Tr

ansp

ort

Stra

tegy

. Pe

dest

rian

Acce

ss a

nd M

obili

ty P

lan.

Pl

an f

or f

utur

e ex

pans

ion

of t

he L

ithgo

w C

ultu

ral

Prec

inct

. D

evel

op W

ayfin

ding

and

Sig

nage

Str

ateg

y.

Busi

ness

Pla

ns f

or c

omm

unity

/com

mer

cial

bu

ildin

gs t

o m

axim

ise

econ

omic

and

soc

ial

bene

fit.

Dev

elop

a B

usin

ess/

Mar

ketin

g Pl

an f

or t

he C

ivic

Ba

llroo

m.

Dev

elop

a c

once

pt p

lan

for

Lake

Pill

ans

Wet

land

Fa

rmer

s Cr

eek

Conc

ept

Plan

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

54

Prov

ide

inpu

t in

to S

tate

, Reg

iona

l and

Non

-G

over

nmen

t O

rgan

isat

ion

Plan

s an

d St

rate

gies

.

“Sig

nag

e nee

ds im

prov

emen

t”

Una

ttrib

uted

C

omm

unity

Sat

isfa

ctio

n Su

rvey

201

1

Qui

ck F

acts

In 2

011/

12, C

ounc

il re

ceiv

ed $

45,0

00 in

fund

ing

from

Des

tinat

ion

NSW

for t

he in

stal

latio

n of

: To

wn

entr

ance

sig

nage

at C

aper

tee

To

uris

m s

igna

ge a

t Wal

lera

wan

g an

d Po

rtla

nd

Dire

ctio

nal s

igna

ge in

Lith

gow

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

55

3.2

Our

Bui

lt En

viro

nmen

t Pr

ogra

ms

Ensu

rin

g su

stai

nab

le a

nd

plan

ned

gro

wth

th

rou

gh t

he

prov

isio

n o

f ef

fect

ive

publ

ic a

nd

priv

ate

tran

spor

t op

tion

s an

d su

itab

le

ente

rtai

nm

ent

and

recr

eati

onal

fac

iliti

es t

o en

han

ce t

he

lifes

tyle

ch

oice

s of

th

e co

mm

un

ity.

3.2

.1 C

emet

erie

s

Ref

eren

ce

Des

ired

Out

com

es

Our

Act

ions

O

ur R

ole

Our

Par

tner

s 3.

2.1.

1 To

pro

vide

a r

espe

ctfu

l cem

eter

y se

rvic

eIm

plem

ent

the

10 Y

ear

Cem

eter

y Im

prov

emen

ts P

lan

in

term

s of

the

fol

low

ing:

M

aint

ain

and

oper

ate

cem

eter

ies,

D

evel

op a

nd m

anag

e ce

met

erie

s as

cul

tura

l her

itage

la

ndsc

apes

. As

sist

with

the

dev

elop

men

t of

sto

ries,

inte

rpre

tatio

n,

cons

erva

tion

and

man

agem

ent

of h

isto

ric c

emet

erie

s or

sec

tions

of

Lith

gow

, Wal

lera

wan

g an

d Po

rtla

nd

cem

eter

ies.

Prov

ider

Co

mm

unity

Org

anis

atio

ns, S

tate

an

d R

egio

nal A

genc

ies.

3.2

.2 C

omm

un

ity

Cu

ltu

ral F

acili

ties

Ref

eren

ce

Des

ired

Out

com

es

Our

Act

ions

O

ur R

ole

Our

Par

tner

s 3.

2.2.

1 To

dev

elop

cul

tura

l and

re

crea

tiona

l inf

rast

ruct

ure

that

will

m

eet

the

need

s of

the

com

mun

ity

now

and

into

the

fut

ure.

Impl

emen

t th

e Cu

ltura

l Pla

n, C

ultu

ral P

reci

nct

Stud

y,

Fest

ival

s an

d Ev

ents

Str

ateg

y an

d 10

Yea

r St

rate

gic

Build

ing

Impr

ovem

ents

Pla

n in

ter

ms

of t

he f

ollo

win

g:

Com

plet

e th

e Li

thgo

w H

isto

ry W

alk

Dev

elop

sig

nage

for

Her

itage

and

Art

s Tr

ails

. En

hanc

emen

t of

Civ

ic S

pace

s an

d Pu

blic

Pla

ces

with

in

the

Lith

gow

LG

A th

roug

h th

e de

velo

pmen

t an

d pr

omot

ion

of p

ublic

art

and

am

enity

. R

evita

lise

the

Top

of M

ain

Stre

et, L

ithgo

w:

oPr

ovid

e ne

w in

fras

truc

ture

. o

Upg

rade

exi

stin

g to

ilet

faci

litie

s/bu

s st

op in

Pi

onee

r Pa

rk.

oAd

ditio

nal l

ands

capi

ng/g

arde

ns.

Prov

ider

Co

mm

unity

Org

anis

atio

ns,

Busi

ness

and

Ind

ustr

y, S

tate

and

R

egio

nal A

genc

ies,

Cul

tura

l and

Cr

eativ

e In

dust

ry W

orke

rs

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

56

Iden

tify

the

need

s of

the

com

mun

ity t

o de

velo

p cu

ltura

l lan

dsca

pes.

D

evel

op e

ssen

tial i

nfra

stru

ctur

e to

impr

ove

the

regi

on’s

cap

acity

to

harn

ess,

ret

ain

and

deliv

er h

igh

qual

ity f

estiv

als

and

even

ts.

Ensu

re c

ultu

ral f

acili

ties

and

activ

ities

are

acc

essi

ble

to

the

gene

ral p

ublic

.

3.2

.3 C

omm

un

ity

Com

mer

cial

an

d In

dust

rial

Bu

ildin

gs

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.3.

1 To

mai

ntai

n co

mm

erci

al a

nd

indu

stria

l bui

ldin

gs t

o m

eet

the

need

s of

the

com

mun

ity a

nd

serv

ice

Coun

cil o

pera

tions

.

Impl

emen

t Co

unci

l’s 1

0 Ye

ar S

trat

egic

Bui

ldin

g Pl

an in

te

rms

of t

he f

ollo

win

g:

Ensu

re t

hat

Coun

cil o

wne

d co

mm

erci

al b

uild

ings

, in

dust

rial s

ites

and

depo

ts c

ompl

y w

ith O

H&

S an

d Le

gisl

ativ

e re

quire

men

ts.

Ensu

re D

epot

s ar

e se

cure

and

mai

ntai

ned.

M

aint

ain

and

upgr

ade

Coun

cil o

wne

d co

mm

erci

al

prem

ises

for

ren

tal a

ccom

mod

atio

n.

Ensu

re t

hat

fees

and

cha

rges

are

com

petit

ive.

D

esig

n, c

onst

ruct

and

mai

ntai

n pu

blic

res

t ro

om

faci

litie

s th

at m

eet

the

need

s of

the

com

mun

ity.

Prov

ider

Co

mm

unity

Org

anis

atio

ns,

Busi

ness

and

Ind

ustr

y, S

tate

and

R

egio

nal A

genc

ies,

Cul

tura

l and

Cr

eativ

e In

dust

ry W

orke

rs,

Rea

ltors

, Ret

aile

rs.

3.2

.4 C

ycle

way

s an

d W

alkw

ays

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.4.

1 To

est

ablis

h a

syst

em o

f cy

clew

ays

and

pede

stria

n pa

ths

to p

rovi

de

links

bet

wee

n m

ajor

cul

tura

l and

re

crea

tiona

l fac

ilitie

s an

d to

wn

cent

res.

Impl

emen

t th

e O

pen

Spac

e an

d R

ecre

atio

n N

eeds

Stu

dy

and

Pede

stria

n Ac

cess

Mob

ility

Pla

ns in

ter

ms

of t

he

follo

win

g:

Dev

elop

and

pro

gres

sive

ly im

plem

ent

sect

ions

to

the

Corr

idor

con

cept

link

ing

resi

dent

ial a

reas

and

ke

y po

ints

of in

tere

sts.

Pr

ovid

e in

terp

retiv

e si

gnag

e, s

eatin

g an

d in

tera

ctiv

e ex

perie

nces

alo

ng c

ycle

way

s an

d pe

dest

rian

path

s.

Inco

rpor

ate

shar

ed p

ath

and

cycl

e w

ays

in m

aste

r pl

ans

for

futu

re d

evel

opm

ent

area

s an

d re

quire

men

ts in

dev

elop

men

t co

ntro

l pla

ns.

Dev

elop

req

uire

men

ts t

o en

sure

new

are

as o

f op

en

spac

e de

dica

ted

by d

evel

oper

s ar

e us

able

. In

corp

orat

e fit

ness

/obs

tacl

e co

urse

s in

the

des

ign

of

Prov

ider

Fa

cilit

ator

Pr

ivat

e an

d co

mm

erci

al

deve

lope

rs, c

omm

unity

or

gani

satio

ns, b

usin

ess

and

indu

stry

, Sta

te a

nd F

eder

al

Agen

cies

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

57

shar

ed C

ycle

way

and

ped

estr

ian

path

s in

Lith

gow

, W

alle

raw

ang

and

Port

land

. Id

entif

y an

d de

velo

p cy

clew

ays

and

trai

ls t

o lin

k to

wns

and

vill

ages

. D

evel

op a

nd m

aint

ain

acce

ssib

le f

ootp

aths

in u

rban

ar

eas

of L

ithgo

w, W

alle

raw

ang,

Por

tland

and

vi

llage

s.

3.2

.5 E

nvi

ron

men

tal H

ealt

h

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.5.

1 To

pro

vide

an

Envi

ronm

enta

l H

ealth

Ins

pect

ion

Prog

ram

. Co

nduc

t an

ann

ual i

nspe

ctio

n pr

ogra

m o

f fo

od p

rem

ises

an

d sk

in p

enet

ratio

n pr

emis

es.

Prov

ider

Bu

sine

ss a

nd r

etai

lers

.

3.2

.6 H

erit

age

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.6.

1 To

Ide

ntify

, pre

serv

e, im

prov

e an

d pr

omot

e th

e LG

A’s

indi

geno

us a

nd

non-

indi

geno

us b

uilt

and

natu

ral

herit

age.

Impl

emen

t th

e H

erita

ge D

evel

opm

ent

Cont

rol P

lan

Stud

y,

Land

Use

Str

ateg

y, C

ultu

ral P

lan,

Bla

st F

urna

ce P

ark

Cons

erva

tion

Man

agem

ent

Plan

, Esk

bank

Hou

se

Cons

erva

tion

Man

agem

ent

Plan

and

Cul

tura

l Pre

cinc

t St

udy

in t

erm

s of

the

fol

low

ing:

Pr

ovid

e gu

idan

ce in

res

torin

g an

d pr

eser

ving

he

ritag

e ite

ms.

Co

ntin

ue t

he H

erita

ge A

dvis

or P

rogr

am.

Esta

blis

h a

Loca

l Her

itage

Com

mitt

ee.

Esta

blis

h co

mm

unity

edu

catio

n pr

ogra

ms

to a

ssis

t in

und

erst

andi

ng b

uilt

herit

age

issu

es.

Assi

st w

ith a

ppro

pria

te d

evel

opm

ent

of h

erita

ge

item

s.

Assi

st w

ith d

evel

opm

ent

with

in h

erita

ge p

reci

ncts

. Es

tabl

ish

a pr

ogra

m o

f si

te s

tabi

lisat

ion,

re

furb

ishm

ent

and

inte

rpre

tatio

n at

Bla

st F

urna

ce

Park

and

Sou

th B

owen

fels

Gun

Em

plac

emen

ts.

Assi

st t

owns

and

vill

ages

to

deve

lop

the

stor

ies,

in

terp

reta

tion,

con

serv

atio

n an

d m

anag

emen

t of

lo

cal l

andm

arks

Prov

ider

Fa

cilit

ator

Ad

voca

te

NSW

Her

itage

Off

ice,

Nat

iona

l Tr

ust,

loca

l and

reg

iona

l her

itage

gr

oups

, com

mun

ity g

roup

s, S

tate

an

d R

egio

nal A

genc

ies

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

58

3.2

.7 H

ousi

ng

and

Dev

elop

men

t

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.7.

1 To

pro

vide

a r

ange

of ho

usin

g op

port

uniti

es t

o m

eet

the

dive

rse

need

s of

the

com

mun

ity

Impl

emen

t th

e Ec

onom

ic D

evel

opm

ent

Stra

tegy

, Lan

d U

se

Stra

tegy

and

Age

ing

Stra

tegy

in t

erm

s of

the

fol

low

ing:

Pr

ovid

e fo

r hi

gher

den

sity

dev

elop

men

t ar

ound

the

tr

ansp

ort

and

cent

ral b

usin

ess

node

s.

Iden

tify

site

s fo

r po

tent

ial s

enio

rs li

ving

with

eas

y ac

cess

to

serv

ices

and

fac

ilitie

s.

Faci

litat

e ad

equa

te r

esid

entia

l age

d ca

re p

lace

s to

m

eet

curr

ent

and

proj

ecte

d ne

ed.

Impl

emen

t a

com

mun

ity c

omm

ittee

to

faci

litat

e th

e pr

ovis

ion

of a

ged

care

fac

ilitie

s.

Ensu

re e

ffec

tive

inte

grat

ion

of n

ew d

evel

opm

ents

w

hich

do

not

adve

rsel

y im

pact

upo

n ex

istin

g an

d/ne

w r

esid

entia

l/liv

ing

envi

ronm

ents

. En

cour

age

adap

tabl

e an

d af

ford

able

hou

sing

in

med

ium

den

sity

dev

elop

men

t.

Dev

elop

com

mun

ity c

apac

ity t

o pr

ovid

e ho

usin

g an

d ac

com

mod

atio

n w

hich

is r

espo

nsiv

e to

the

nee

ds o

f ol

der

peop

le.

Iden

tify

and

lobb

y fo

r im

prov

ed in

fras

truc

ture

re

quire

men

ts f

or p

ublic

hou

sing

and

age

ing

popu

latio

n in

fras

truc

ture

.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Stat

e an

d Reg

iona

l Age

ncie

s,

Priv

ate

and

Com

mer

cial

D

evel

oper

s, D

epar

tmen

t of

H

ousi

ng, D

epar

tmen

t of

Edu

catio

n,

Hea

lth a

nd A

ged

Care

Pro

vide

rs

3.2

.8 O

n-s

ite

Sew

age

Man

agem

ent

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.8.

1 To

ens

ure

that

on-

site

sew

age

man

agem

ent

syst

ems

com

ply

with

en

viro

nmen

tal a

nd h

ealth

re

quire

men

ts.

Impl

emen

t th

e O

n-si

te S

ewag

e M

anag

emen

t St

rate

gy in

te

rms

of t

he f

ollo

win

g:

Und

erta

ke in

spec

tions

of S

eptic

Sys

tem

s an

d ae

rate

d W

aste

Wat

er S

yste

ms

to e

nsur

e le

gisl

ativ

e co

mpl

ianc

e.

Prov

ider

Co

mm

unity

Org

anis

atio

ns,

Busi

ness

and

Ind

ustr

y, S

tate

and

R

egio

nal A

genc

ies.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

59

3.2

.9 P

arks

an

d G

arde

ns

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.9.

1 To

dev

elop

par

ks a

nd g

arde

ns t

hat

will

mee

t th

e ne

eds

of t

he

com

mun

ity n

ow a

nd in

to t

he

futu

re.

Impl

emen

t th

e O

pen

Spac

e an

d R

ecre

atio

n N

eeds

Stu

dy in

te

rms

of t

he f

ollo

win

g:

Iden

tify

new

ope

n sp

ace/

recr

eatio

nal a

reas

as

part

of

any

rez

onin

g or

dev

elop

men

t ap

plic

atio

n pr

oces

s fo

r ne

w r

elea

se a

reas

and

maj

or s

ubdi

visi

ons.

D

evel

op a

n ad

vent

ure

play

grou

nd in

Lith

gow

. D

evel

op D

istr

ict

Park

fac

ilitie

s in

Wal

lera

wan

g an

d Po

rtla

nd.

Dev

elop

Cla

renc

e Pi

rie P

ark,

Cap

erte

e an

d ad

join

ing

land

s to

cat

er f

or h

igh

use

by v

isito

rs a

nd lo

cals

. U

pgra

de p

layg

roun

d eq

uipm

ent

in lo

cal p

arks

. Co

nstr

uct

shad

e fa

cilit

ies,

BBQ

and

Pic

nic

area

s in

lo

cal p

arks

and

gar

dens

to

enco

urag

e fa

mily

use

. D

evel

op a

nd in

stal

l inf

orm

atio

nal s

igna

ge b

ays

in

park

s hi

ghlig

htin

g th

e hi

stor

y an

d at

trac

tions

sp

ecifi

c to

the

loca

lity

in L

ithgo

w, W

alle

raw

ang,

Po

rtla

nd a

nd v

illag

es.

Inco

rpor

ate

crea

tive

conc

epts

for

str

eet

furn

ishi

ngs

in p

arks

, gar

dens

, ope

n sp

ace

and

civi

c sp

aces

as

part

of th

e pu

blic

art

s pr

ogra

m.

Prov

ider

Co

mm

unity

Org

anis

atio

ns,

Busi

ness

and

Ind

ustr

y, S

tate

and

R

egio

nal A

genc

ies,

Cul

tura

l and

Cr

eativ

e In

dust

ry W

orke

rs

3.2

.10

Rec

reat

ion

al F

acili

ties

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.10

.1

To d

evel

op r

ecre

atio

nal f

acili

ties

that

will

mee

t th

e ne

eds

of t

he

com

mun

ity n

ow a

nd in

to t

he

futu

re.

Impl

emen

t th

e O

pen

Spac

e an

d R

ecre

atio

n N

eeds

Stu

dy,

Econ

omic

Dev

elop

men

t St

rate

gy, H

assa

ns W

alls

Res

erve

Fl

ora

and

Faun

a St

udy

and

Asse

t M

anag

emen

t St

rate

gy in

te

rms

of t

he f

ollo

win

g:

Dev

elop

the

Lith

gow

Aqu

atic

Cen

tre

Assi

st in

the

pro

mot

ion

of a

ctiv

ities

and

fac

ilitie

s w

ithin

the

loca

l and

reg

iona

l are

a.

Dev

elop

and

upg

rade

pla

ygro

unds

and

rec

reat

iona

l fa

cilit

ies

to m

eet

the

need

s of

the

com

mun

ity.

Iden

tify

com

mun

ity a

nd e

nviro

nmen

tal a

sset

s th

at

can

be m

axim

ised

and

exp

loite

d fo

r th

e be

nefit

of

the

loca

l com

mun

ity a

nd w

hich

als

o ad

d to

the

Prov

ider

Fa

cilit

ator

Ad

voca

te

Dep

artm

ent

of P

lann

ing,

Sta

te a

nd

Reg

iona

l Age

ncie

s, B

usin

ess,

In

dust

ry a

nd R

etai

l sec

tors

, Co

mm

unity

Org

anis

atio

ns, V

illag

e As

soci

atio

ns, Sp

ortin

g O

rgan

isat

ions

, Cro

wn

Land

s,

Spor

ting

Org

anis

atio

ns, L

ithgo

w

Swim

min

g Cl

ub, H

ealth

and

Age

d Ca

re P

rovi

ders

, Eve

nts

Coor

dina

tors

, Spo

rts

Advi

sory

Co

mm

ittee

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

60

attr

activ

enes

s of

the

reg

ion

for

pres

ent

and

futu

re

resi

dent

s an

d in

vest

ors.

Id

entif

y cu

rren

t re

crea

tiona

l inf

rast

ruct

ure

avai

labi

lity/

defic

ienc

ies

and

futu

re r

equi

rem

ents

for

co

mm

unity

fac

ilitie

s an

d se

rvic

es.

Dev

elop

Has

sans

Wal

ls L

ooko

ut a

nd R

eser

ve t

o en

cour

age

recr

eatio

nal a

nd t

ouris

t us

e.

Cont

inue

to

lobb

y fo

r th

e re

-ope

ning

of

Pear

sons

Loo

kout

.

Cons

ider

sup

port

of

recr

eatio

nal a

ctiv

ities

and

or

gani

satio

ns in

acc

orda

nce

Coun

cil’s

Fin

anci

al A

ssis

tanc

e Po

licy.

3.2

.11

Roa

d Sa

fety

an

d C

ompl

ian

ce

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.11

.1

To p

rom

ote

the

road

saf

ety

mes

sage

and

enf

orce

legi

slat

ive

requ

irem

ents

.

Impl

emen

t th

e Roa

d Sa

fety

Str

ateg

ic a

nd A

ctio

n Pl

ans

in

term

s of

the

fol

low

ing:

En

sure

ava

ilabl

e pa

rkin

g fo

r re

side

nts

and

visi

tors

. D

evel

op a

nd p

rom

ote

the

road

saf

ety

mes

sage

to

the

com

mun

ity.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Roa

ds a

nd M

ariti

me

Serv

ices

, St

ate

Gov

ernm

ent

CEN

TRO

C, C

entr

al T

able

land

s Al

lianc

e, B

ells

Lin

e Ex

pres

sway

G

roup

, Lo

cal T

rans

port

Pro

vide

rs,

Polic

e, S

tate

and

Reg

iona

l Ag

enci

es, C

ity R

ail,

Coun

try

Link

, R

ail C

orp,

Com

mun

ity

Org

anis

atio

ns, P

rivat

e an

d Co

mm

erci

al D

evel

oper

s, B

usin

ess

and

Indu

stry

3.2

.12

Sew

age

Trea

tmen

t P

lan

ts

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.12

.1

To p

rovi

de s

ewag

e in

fras

truc

ture

to

allo

w f

or t

he s

usta

inab

le g

row

th

and

deve

lopm

ent

of t

he a

rea.

Impl

emen

t th

e St

rate

gic

Wat

er a

nd S

ewer

age

Busi

ness

Pl

ans,

Cul

len

Bulle

n Se

wer

age

Stud

y an

d Po

rtla

nd

Sew

erag

e Tr

eatm

ent

Plan

t Fe

asib

ility

Stu

dy in

ter

ms

of t

he

follo

win

g:

Com

mis

sion

ing

of L

ithgo

w a

nd W

alle

raw

ang

Sew

erag

e Tr

eatm

ent

Plan

ts

Upg

rade

the

Sew

erag

e Ret

icul

atio

n N

etw

ork

in t

he

Prov

ider

En

viro

nmen

tal P

rote

ctio

n Au

thor

ity, S

ydne

y Ca

tchm

ent

Auth

ority

, DEC

CW, C

entr

al W

est

Catc

hmen

t M

anag

emen

t Au

thor

ity

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

61

Sout

h Bo

wen

fels

/Sou

th L

ittle

ton

area

. In

vest

igat

e th

e ex

tens

ion

of S

ewer

age

Ret

icul

atio

n in

Wal

lera

wan

g an

d Po

rtla

nd.

3.2

.13

Tra

de W

aste

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.13

.1

To p

rovi

de a

Tra

de W

aste

Pro

gram

Se

cure

sta

ff r

esou

rces

and

con

sequ

ently

impl

emen

t th

e Tr

ade

Was

te I

nspe

ctio

n an

d Ap

prov

al P

rogr

am.

Prov

ider

Bu

sine

ss a

nd R

etai

lers

.

3.2

.14

Tra

nsp

ort

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.14

.1

3.2.

14.2

To p

rovi

de r

oad

infr

astr

uctu

re t

hat

mee

ts t

he n

eeds

of

resi

dent

s

To h

ave

impr

oved

tra

nspo

rt

linka

ges

with

Syd

ney.

Impl

emen

t th

e As

set

Man

agem

ent

Stra

tegy

in t

erm

s of

the

fo

llow

ing:

U

pgra

de a

nd m

aint

ain

urba

n an

d ru

ral r

oads

to

an

acce

ptab

le s

tand

ard

in a

ccor

danc

e w

ith t

heir

leve

l of

tra

ffic

use

. Co

ntin

ue t

o se

ek f

undi

ng t

o up

grad

e an

d m

aint

ain

stat

e an

d re

gion

al r

oads

with

in t

he L

GA.

Form

alli

ance

s/pa

rtne

rshi

ps w

ith r

egio

nal C

ounc

ils.

Supp

ort

the

Bells

Lin

e an

d M

2 Ex

tens

ion

Mai

ntai

n Co

unci

l’s m

embe

rshi

p on

the

Bel

ls L

ine

Expr

essw

ay G

roup

Mak

e ur

ban

area

s ea

sier

to

acce

ss b

y pu

blic

tra

nspo

rt.

Rec

onve

ne t

he T

rans

port

Wor

king

Par

ty

Und

erta

ke a

rev

iew

of

bus

shel

ters

.

Lobb

y fo

r in

crea

sed

pass

enge

r an

d fr

eigh

t tr

ain

serv

ices

te

rmin

atin

g at

Lith

gow

and

a fas

t tr

ain

serv

ice.

Lobb

y fo

r im

prov

emen

ts t

o th

e st

anda

rd o

f se

rvic

e fo

r bu

sine

ss c

omm

uter

tra

ins

and

XPT

to in

clud

e in

tern

et

acce

ssib

ility

Prov

ider

Fa

cilit

ator

Ad

voca

te

Roa

ds a

nd M

ariti

me

Serv

ices

, St

ate

Gov

ernm

ent

CEN

TRO

C, C

entr

al T

able

land

s Al

lianc

e, B

ells

Lin

e Ex

pres

sway

G

roup

, Lo

cal T

rans

port

Pro

vide

rs,

Polic

e, S

tate

and

Reg

iona

l Ag

enci

es, C

ity R

ail,

Coun

try

Link

, R

ail C

orp,

Com

mun

ity

Org

anis

atio

ns, P

rivat

e an

d Co

mm

erci

al D

evel

oper

s, B

usin

ess

and

Indu

stry

, adj

oini

ng C

ounc

ils.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

62

3.2

.15

Wat

er

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.15

.1

To p

rovi

de w

ater

infr

astr

uctu

re t

o al

low

for

the

sus

tain

able

gro

wth

an

d de

velo

pmen

t of

the

are

a.

Impl

emen

t th

e St

rate

gic

Wat

er a

nd S

ewer

age

Busi

ness

Pl

ans,

Dro

ught

Man

agem

ent

Plan

, Int

egra

ted

Wat

er C

ycle

M

anag

emen

t Pl

an a

nd W

ater

Dem

and

Man

agem

ent

Plan

.

Prov

ider

Ce

ntro

c, S

ydne

y Ca

tchm

ent

Auth

ority

, DEC

CW, H

awke

sbur

y N

epea

n Ca

tchm

ent

Man

agem

ent

Auth

ority

, Cen

tral

Wes

t Ca

tchm

ent

Man

agem

ent

Auth

ority

3.2

.16

Was

te a

nd

Rec

yclin

g

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 3.

2.16

.1

To im

plem

ent

the

was

te

man

agem

ent

hier

arch

y of

av

oida

nce,

reu

se, r

ecyc

le a

nd

disp

ose.

Impl

emen

t th

e W

aste

and

Rec

yclin

g St

rate

gy a

nd U

rban

Su

stai

nabi

lity

Prog

ram

in t

erm

s of

the

fol

low

ing:

Fo

cus

educ

atio

n on

avo

idin

g, r

eusi

ng a

nd r

ecyc

ling

was

te.

Impl

emen

t cl

osur

e pl

ans

for

rura

l lan

dfill

s.

Cons

truc

t an

d op

erat

e Bl

ackm

ans

Flat

Was

te

Man

agem

ent

Faci

lity.

Co

nduc

t an

nual

e-w

aste

rec

yclin

g pr

ogra

m.

Prov

ider

Fa

cilit

ator

Bu

sine

ss, I

ndus

try

and

the

Com

mun

ity.

Qui

ck F

acts

In th

e Li

thgo

w lo

cal g

over

nmen

t are

a Co

unci

l is

resp

onsi

ble

for m

aint

aini

ng:

Urb

an S

eale

d Ro

ads

– 19

2km

U

rban

Uns

eale

d Ro

ads

– 23

km

Rura

l Sea

led

Road

s –

201k

m

Rura

l Uns

eale

d Ro

ads

– 41

1km

Br

idge

s– 4

4

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

63

Per

form

ance

Mea

sure

s

Pla

nn

ing

Ou

r B

uilt

En

viro

nm

ent

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To p

rovi

de in

fras

truc

ture

to

ensu

re t

he s

usta

inab

le

grow

th a

nd d

evel

opm

ent

of t

he a

rea

incl

udin

g th

e pr

ovis

ion

of q

ualit

y re

crea

tiona

l and

com

mun

ity f

acili

ties.

Rev

iew

and

mon

itor

curr

ent

plan

s.

Dev

elop

men

t of

new

pla

ns a

nd s

trat

egie

s in

lin

e w

ith t

he c

omm

uniti

es n

eeds

. Id

entif

ied

targ

ets

are

impl

emen

ted

and

achi

eved

thr

ough

the

del

iver

y pr

ogra

m a

nd

oper

atio

nal p

lan.

To p

artic

ipat

e in

pla

nnin

g fo

r th

e fu

ture

of

the

area

as

part

of

the

enga

gem

ent

proc

ess.

Ou

r B

uilt

En

viro

nm

ent

Pro

gram

s

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To d

evel

op c

ultu

ral a

nd r

ecre

atio

nal i

nfra

stru

ctur

e th

at

will

mee

t th

e ne

eds

of t

he c

omm

unity

now

and

into

the

fu

ture

.

Num

ber

of p

ublic

art

s pr

ojec

ts u

nder

take

n.

Incr

ease

d re

tail/

arts

act

ivity

in t

he T

op o

f M

ain

Stre

et a

nd C

ultu

ral P

reci

nct.

In

crea

sed

capa

city

of

cultu

ral f

acili

ties

to

cate

r to

the

del

iver

y of

qua

lity

fest

ival

s an

d ev

ents

. N

umbe

r of

new

fes

tival

s an

d ev

ents

at

trac

ted

to t

he a

rea.

Im

prov

emen

ts t

o th

e To

p of

Mai

n St

reet

th

roug

h pu

blic

art

, sig

nage

and

land

scap

ing.

Cont

inue

to

be ‘p

roud

’ of

thei

r su

burb

, st

reet

, vill

age

or lo

calit

y Pa

rtic

ipat

e in

pub

lic a

rts

proj

ects

and

ac

tiviti

es.

Shop

loca

lly t

o st

reng

then

our

loca

l ec

onom

y.

Mai

ntai

n co

mm

erci

al a

nd in

dust

rial b

uild

ings

to

mee

t th

e ne

eds

of t

he c

omm

unity

and

ser

vice

Cou

ncil

oper

atio

ns.

Com

plia

nce

with

OH

&S

and

Legi

slat

ive

requ

irem

ents

. N

umbe

r of

com

mer

cial

pre

mis

es r

ente

d.

Annu

al r

evie

w o

f fe

es a

nd c

harg

es t

o en

sure

co

mm

erci

al c

ompe

titiv

enes

s.

To e

stab

lish

a sy

stem

of

cycl

eway

s an

d pe

dest

rian

path

s to

pro

vide

link

s be

twee

n m

ajor

cul

tura

l and

rec

reat

iona

l fa

cilit

ies

and

tow

n ce

ntre

s.

Leng

th o

f pe

dest

rian/

Cycl

e w

ays.

In

crea

sed

com

mun

ity s

atis

fact

ion

with

st

reet

scap

es a

nd o

pen

spac

e ar

eas.

Im

prov

ed d

esig

n an

d us

abili

ty o

f de

dica

ted

open

spa

ce a

nd c

onne

ctiv

ity t

hrou

gh t

he

Get

act

ive,

use

cyc

lew

ays

and

wal

kway

s to

tr

avel

to

wor

k, s

choo

l or

betw

een

faci

litie

s.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

64

deve

lopm

ent

appl

icat

ion

proc

ess.

Pr

ovid

e an

Env

ironm

enta

l Hea

lth I

nspe

ctio

n pr

ogra

m.

Num

ber

of f

ood

prem

ises

insp

ecte

d.

Num

ber

of s

kin

pene

trat

ion

prem

ises

in

spec

ted.

Ensu

re t

hat

appr

opria

te h

ygie

ne

requ

irem

ents

are

enf

orce

d.

To id

entif

y, p

rese

rve,

impr

ove

and

prom

ote

the

LGA’

s in

dige

nous

and

non

-indi

geno

us b

uilt

and

natu

ral

herit

age.

Num

ber

of p

eopl

e/gr

oups

ass

iste

d th

roug

h th

e H

erita

ge A

dvis

ors

Prog

ram

. In

crea

sed

awar

enes

s of

Her

itage

Co

nser

vatio

n an

d M

anag

emen

t.

Impr

ovem

ents

to

the

cons

erva

tion

and

man

agem

ent

of B

last

Fur

nace

Par

k an

d So

uth

Bow

enfe

ls G

un E

mpl

acem

ents

. Im

prov

ed a

cces

s an

d in

terp

reta

tion

of B

last

Fu

rnac

e Pa

rk a

nd t

he S

outh

Bow

enfe

ls G

un

Empl

acem

ents

Cont

inue

to

be ‘p

roud

’ of

thei

r su

burb

, st

reet

, vill

age

or lo

calit

y.

Get

invo

lved

in h

erita

ge p

roje

cts

in y

our

tow

n or

vill

age.

To p

rovi

de a

ran

ge o

f ho

usin

g op

port

uniti

es t

o m

eet

the

dive

rse

need

s of

the

com

mun

ity.

Num

ber

of a

ged

care

pla

ces.

In

crea

sed

resi

dent

ial d

evel

opm

ent.

In

crea

sed

avai

labi

lity

of h

ighe

r de

nsity

ac

com

mod

atio

n ne

ar t

he C

BD.

Incr

ease

d m

ediu

m d

ensi

ty d

evel

opm

ent

in

urba

n ar

eas.

Inve

st in

and

dev

elop

ada

ptab

le a

nd

affo

rdab

le h

ousi

ng o

ptio

ns t

hat

cate

r to

the

ne

eds

of t

he c

omm

unity

.

To d

evel

op p

arks

and

gar

dens

tha

t w

ill m

eet

the

need

s of

the

com

mun

ity n

ow a

nd in

to t

he f

utur

e.

Impr

oved

des

ign

and

usab

ility

of

dedi

cate

d op

en s

pace

and

con

nect

ivity

thr

ough

the

de

velo

pmen

t ap

plic

atio

n pr

oces

s.

Num

ber

of p

arks

and

gar

dens

upg

rade

d.

Inco

rpor

atio

n of

cre

ativ

e de

sign

ele

men

ts

into

ope

n sp

ace

area

s, p

layg

roun

ds, s

tree

t fu

rnis

hing

s, B

BQ a

nd p

icni

c ar

eas

and

gard

ens.

Get

act

ive,

use

cyc

lew

ays

and

wal

kway

s to

tr

avel

to

wor

k, s

choo

l or

betw

een

faci

litie

s.

Mak

e us

of

com

mun

ity p

arks

and

rec

reat

ion

area

s fo

r fa

mily

out

ings

.

To d

evel

op r

ecre

atio

nal f

acili

ties

that

will

mee

t th

e ne

eds

of t

he c

omm

unity

now

and

into

the

fut

ure.

D

evel

op a

nd c

onst

ruct

the

Lith

gow

Aq

uatic

Cen

tre

in s

tage

s to

ens

ure

envi

ronm

enta

l sus

tain

abili

ty.

To p

rovi

de r

oad

infr

astr

uctu

re t

hat

mee

ts t

he n

eeds

of

resi

dent

s.

To h

ave

impr

oved

tra

nspo

rt li

nkag

es w

ith S

ydne

y.

Leng

th o

f se

aled

and

uns

eale

d ro

ads.

Ac

cess

ibili

ty t

o pu

blic

tra

nspo

rt.

Prog

ress

in B

ells

Lin

e Ex

pres

sway

Cam

paig

n.

Incr

ease

d pa

ssen

ger

trai

n se

rvic

es b

etw

een

Lith

gow

and

Syd

ney.

Use

pub

lic t

rans

port

, cyc

lew

ays

and

wal

kway

s w

here

app

ropr

iate

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

65

Prov

ide

a Tr

ade

Was

te P

rogr

am.

Num

ber

of s

yste

ms

insp

ecte

d.

Ensu

re t

hat

you

com

ply

with

sys

tem

op

erat

ion

requ

irem

ents

. Pr

ovid

e w

ater

infr

astr

uctu

re t

o al

low

for

the

sus

tain

able

gr

owth

and

dev

elop

men

t of

the

are

a.

Impr

oved

wat

er in

fras

truc

ture

to

serv

ice

the

area

. N

umbe

r of

act

ions

impl

emen

ted

from

the

Be

st P

ract

ice

Man

agem

ent

Plan

s

Inst

all r

ainw

ater

tan

ks

Prov

ide

sew

erag

e in

fras

truc

ture

to

allo

w f

or t

he

sust

aina

ble

grow

th a

nd d

evel

opm

ent

of t

he a

rea.

Ex

tens

ion

of S

ewer

age

Infr

astr

uctu

re t

o no

n-se

rvic

ed a

reas

. Im

prov

emen

ts t

o on

site

was

tew

ater

m

anag

emen

t at

Cul

len

Bulle

n.

Upg

rade

Por

tland

Sew

erag

e Tr

eatm

ent

Plan

t

Planning Our Natural EnvironmentOur Natural Environment Programs

Air Biodiversity Climate Change Environmental Protection and Leadership

Natural Heritage Water

Enhancing ourNatural Environment


Enhancing Our Natural Environment Balancing, protecting and enhancing our diverse environmental elements, both natural and built,

for the enjoyment and support of both current and future generations

The Lithgow local government area contains a unique and diverse environment that is a significant lifestyle, community and economic asset for the area.

This Principle Activity Area focuses on enhancing, managing and maintaining the Lithgow region’s distinct and exceptional natural environment by:

Supporting biodiversity; Planning for future impacts of climate change and population expansion; and Pursuing innovative and ecologically sustainable policies and approaches to development and community living.



Minimise the effects of climate change.

Reduce energy and water consumption. Encourage alternative transport use. Develop infrastructure for walking and cycling. Develop and implement a carbon credit scheme. Encourage the establishment of alternative energy suppliers.

Contaminated land. Management of contaminated lands. Environmental Assessment and rehabilitation of contaminated sites.Abandoned or disused industrial sites are improved prior to development.

Improved air quality. Replacement of solid fuel heaters with clean heating sources. Extension of natural gas to Portland.

The protection and conservation of biodiversity.

Management of bushfire threat to settlement and areas of high biodiversity. The protection and conservation of biodiversity including native/remnant vegetation, flora, fauna, national parks, reserves and other Department of Environment and Climate Change Estates. Loss or reduction of environmentally sensitive land, water and biodiversity resources.

Protection of natural watercourses. Cumulative effects of on-site effluent disposal within the Sydney Water Catchment Area. The protection and enhancement of water including the requirements of being located within the Sydney Drinking Water Catchment; State Government water quality objectives; the presence of blue green algae; wetlands, riparian corridors, groundwater ecosystems and effluent disposal.

The quality of drinking water. Poorly regulated activities within the catchment of Farmers Creek Dam. The protection and enhancement of water including the requirements of being located within the Sydney Drinking Water Catchment; State Government water quality objectives; the presence of blue green algae; wetlands, riparian corridors, groundwater ecosystems and effluent disposal.

Identification and preservation of indigenous natural heritage sites.

Identification and awareness of Indigenous heritage. Protection of Aboriginal Heritage. Increased environmental footprint of development upon environmentally sensitive lands and the rural landscape

Waste Management The management of waste and recycling in the LGA, particularly in light of the future closure of current landfills and commencement of the Blackmans Flat Waste Management Facility. Development of education programs to encourage reusing and recycling waste.



Council Plans

Strategic Plan 2007 o Community o Heritage o Health o Environment

Land Use Strategy Urban Sustainability Project Ageing Strategy Economic Development Study Waste and Recycling Strategy Strategic Water and Sewer Business Plans Cullen Bullen Sewerage Study Portland Sewerage Treatment Plant Feasibility Study.

Port Macquarie Road Environmental Management Plan.

State Plans

NSW State PlanEnvironment for living

Securing our supply of water and energy Practical environmental solutions Improve urban environments.

NSW 2021Strengthen our local environment and communities.

Protect our natural environment. Increase opportunities for people to look after their own neighbourhoods and environments. Make it easier for people to be involved in their communities. Fostering opportunity and partnership with Aboriginal people.

“The things that need fixing are the dump smells and the

pollution and getting school upgrades.” Isabel,

Zig Zag Public School Postcards to the Mayor


Regional Plans

CENTROC Plans and StrategiesIntegrated Water Cycle Management Plan Drought Management Plan Demand and Water Conservation Plan Drinking Water Quality Management Plan CENTROC Carbon Plus Implementation Plan

Regional Development Australia (Central West) Regional Plan 2010-2015Foster cultural change to adapt to a changing environment.Promote innovation and investment in new sustainable technologies.

Central West Catchment Action Plan 2011-2021Bed and bank stabilisation.Rehabilitation of habitat.Manage threatening processes (invasive species, cold water pollution, barriers etc).Manage total grazing pressure.Reduced run-off and increase infiltration.Manage point source and diffuse source pollutionMultiple beneficial use including water reuse and recycling.Improve connectivity of water flow.Improve water use efficiency.

Hawkesbury Nepean Catchment Management Plan 2007-2016Community and partnerships targets

Community: Increasing the catchment community’s capacity to contribute to managing its natural resources.

River health targets Riparian lands: Improving the health of riparian lands. Aquatic biodiversity: Improving sustainability of key native aquatic populations and the recovery of threatened aquatic species. Wetlands: Understanding, maintaining and improving wetlands functions (in peat-based swamps; and sandstone-based upland, riverine floodplain and estuarine wetlands. Groundwater: improving the ability of groundwater systems to support groundwater-dependent ecosystems and beneficial uses.

Biodiversity targets Native vegetation extent: maintaining the extent of native terrestrial vegetation in all landscapes. Threatened species: Undertaking actions to assist in conservation of threatened species. Invasive species: Reducing negative impacts of invasive species. Conditions favouring invasive species: Reducing conditions that favour invasive species through improving ecosystems. Key native fauna populations: Improving sustainability of key native fauna populations.

Soil and land targets Soil condition: Improving soil condition including reducing erosions and salinity. Rural land capability: Increasing area of non-urban land managed within its capability.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

71

4. O

ur

Nat

ural

En

viro

nm

ent

To c

onse

rve

and

pres

erve

th

e n

atu

ral e

nvi

ron

men

t w

hils

t ba

lan

cin

g th

e im

pact

of

deve

lopm

ent

to e

nsu

re a

su

stai

nab

le a

nd

hea

lth

yco

mm

un

ity.

4.1

Plan

ning

Our

Nat

ural

Env

ironm

ent

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 4.

1.1

To id

entif

y, p

rese

rve

and

impr

ove

our

natu

ral h

erita

ge a

nd

biod

iver

sity

whi

lst

ensu

ring

the

wat

er s

ecur

ity a

nd s

ewer

age

capa

city

of th

e re

gion

for

su

stai

nabl

e gr

owth

and

de

velo

pmen

t.

Rev

iew

and

mon

itor

curr

ent

plan

s an

d st

rate

gies

incl

udin

g:

Was

te a

nd R

ecyc

ling

Stra

tegy

. In

tegr

ated

Wat

er C

ycle

Man

agem

ent

Plan

. D

roug

ht M

anag

emen

t Pl

an.

Dem

and

and

Wat

er C

onse

rvat

ion

Plan

. D

rinki

ng W

ater

Qua

lity

Man

agem

ent

Plan

. St

rate

gic

Wat

er a

nd S

ewer

Bus

ines

s Pl

ans.

Cu

llen

Bulle

n Se

wer

age

Stud

y.

Port

land

Sew

erag

e Tr

eatm

ent

Plan

t Fe

asib

ility

St

udy.

Po

rt M

acqu

arie

Roa

d En

viro

nmen

tal M

anag

emen

t Pl

an.

Has

sans

Wal

ls R

eser

ve F

lora

and

Fau

na S

tudy

Li

thgo

w L

and

Use

Str

ateg

y

Rev

iew

and

mon

itor

curr

ent

Asse

t M

anag

emen

t Pl

ans

incl

udin

g:

Asse

t M

anag

emen

t St

rate

gy.

Iden

tify

and

deve

lop

new

pla

ns a

nd s

trat

egie

s in

line

with

th

e co

mm

unity

’s n

eeds

: Ab

orig

inal

Her

itage

Stu

dy.

Biod

iver

sity

Str

ateg

y.

Land

scap

e As

sess

men

t St

udy.

Cu

ltura

l Lan

dsca

pe A

sses

smen

t St

udy.

M

anag

emen

t Pl

ans

for

Crow

n La

nds

and

othe

r re

crea

tiona

l fac

ilitie

s.

Prov

ider

St

ate

and

Reg

iona

l Age

ncie

s,

Busi

ness

and

Ind

ustr

y, M

inga

an

Abor

igin

al C

orpo

ratio

n,

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

72

Maj

or O

pen

Spac

e Pr

ecin

cts

Stud

y.

Cont

amin

ated

Lan

ds P

olic

y.

Asbe

stos

Man

agem

ent

Polic

y.

Dev

elop

a W

aste

Man

agem

ent

Plan

for

Cou

ncil

owne

d or

man

aged

ass

ets.

St

ate

of E

nviro

nmen

t G

ap A

naly

sis

Rep

ort.

Bi

ogas

Col

lect

ion

and

Elec

tric

ity G

ener

atio

n –

Lith

gow

Was

tew

ater

Tre

atm

ent

Plan

Stu

dy.

Rec

over

y Pl

ans

for

Enda

nger

ed E

colo

gica

l Co

mm

uniti

es

Dev

elop

a M

anag

emen

t Pl

an f

or M

ayin

y-G

umar

ra-

Gu;

Bla

ckfe

llow

s H

ands

Art

Site

.

Prov

ide

inpu

t in

to S

tate

, Reg

iona

l and

Non

-Gov

ernm

ent

Org

anis

atio

n Pl

ans

and

Stra

tegi

es.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

73

4.2

Our

Nat

ural

Env

ironm

ent

Prog

ram

s

To c

onse

rve

and

pres

erve

th

e n

atu

ral e

nvi

ron

men

t w

hils

t ba

lan

cin

g th

e im

pact

of

deve

lopm

ent

to e

nsu

re a

su

stai

nab

le a

nd

hea

lth

yco

mm

un

ity.

4.2

.1 A

ir

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

role

O

ur

Par

tner

s 4.

2.1.

1 To

Im

prov

e lo

cal a

ir qu

ality

. Pr

omot

e al

tern

ativ

e he

atin

g so

urce

s to

coa

l and

w

ood

heat

ers.

Pr

ovid

e ed

ucat

ion

mat

eria

l on

the

corr

ect

oper

atio

n of

sol

id f

uel h

eate

rs.

Lobb

y fo

r th

e ex

tens

ion

of n

atur

al g

as t

o Po

rtla

nd.

Prom

ote

com

plia

nce

to A

ir Q

ualit

y St

anda

rds.

U

nder

take

ann

ual i

nspe

ctio

ns o

f Co

olin

g To

wer

s.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Envi

ronm

enta

l Adv

isor

y Co

mm

ittee

, Sta

te a

nd R

egio

nal

Agen

cies

, Cat

chm

ent

Man

agem

ent

Auth

oriti

es, B

usin

ess

and

Indu

stry

, Co

mm

unity

Org

anis

atio

ns.

4.2

.2 B

iodi

vers

ity

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

role

O

ur

Par

tner

s 4.

2.2.

1 To

pro

tect

and

enh

ance

bi

odiv

ersi

ty t

hrou

gh c

onsu

ltatio

n an

d de

velo

pmen

t of

par

tner

ship

s

Iden

tify

Coun

cil r

espo

nsib

ilitie

s de

tails

in r

ecov

ery

plan

s an

d pr

iorit

y ac

tion

stat

emen

ts a

nd

inco

rpor

ate

in D

eliv

ery

Prog

ram

and

Ope

ratio

nal

Plan

pro

cess

Pr

otec

t En

dang

ered

Eco

logi

cal C

omm

uniti

es a

nd

Nat

iona

l End

ange

red

Ecol

ogic

al C

omm

uniti

es.

Com

ply

with

env

ironm

enta

l ass

essm

ent

requ

irem

ents

for

all

Coun

cil a

ctiv

ities

.

4.2.

2.2

To r

espo

nsib

ly m

anag

e na

tura

l re

sour

ces

thro

ugh

the

cont

rol o

f en

viro

nmen

tal a

nd n

oxio

us w

eeds

.

Lobb

y fo

r gr

eate

r po

wer

s an

d in

crea

sed

fund

ing

for

the

Upp

er M

acqu

arie

Cou

nty

Coun

cil.

Supp

ort

Upp

er M

acqu

arie

Cou

ncil

to u

nder

take

w

eed

iden

tific

atio

n an

d m

anag

emen

t pr

ogra

ms

in

rura

l are

as.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Envi

ronm

enta

l Adv

isor

y Co

mm

ittee

, Lan

dcar

e G

roup

s, N

SW

Envi

ronm

enta

l Tru

st, S

tate

and

R

egio

nal A

genc

ies,

Cat

chm

ent

Man

agem

ent

Auth

oriti

es,

Com

mun

ity O

rgan

isat

ions

, Upp

er

Mac

quar

ie C

ount

y Co

unci

l.,

adjo

inin

g Co

unci

ls.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

74

4.2

.3 C

limat

e C

han

ge

Ref

eren

ceD

esir

ed O

utc

ome

Ou

r A

ctio

n

Ou

r R

ole

Ou

r P

artn

ers

4.2.

3.1

To s

igni

fican

tly r

educ

e ca

rbon

em

issi

ons

with

in t

he L

GA.

Im

plem

ent

the

Urb

an S

usta

inab

ility

Pro

gram

, Ec

onom

ic

Dev

elop

men

t St

rate

gy a

nd I

nteg

rate

d W

ater

Cyc

le

Man

agem

ent

Plan

in t

erm

s of

the

fol

low

ing:

R

educ

e en

ergy

, tra

nspo

rt a

nd w

ater

use

In

crea

se s

usta

inab

le t

rans

port

use

e.g

. wal

king

, cy

clin

g fo

r w

ork

and

recr

eatio

n.

Inve

stig

ate

a Ca

rbon

Cre

dit

Sche

me.

In

vest

igat

e al

tern

ativ

e en

ergy

sec

tors

tha

t co

uld

com

plem

ent

exis

ting

ener

gy in

dust

ries

– ge

othe

rmal

, sol

ar e

tc.

Prom

ote

proj

ect

activ

ities

to

high

light

the

‘gre

en

cred

entia

ls’ o

f Li

thgo

w.

Wor

k to

war

ds e

stab

lishi

ng C

ounc

il as

a ‘g

reen

bu

sine

ss’ e

nter

pris

e.

Und

erta

ke e

nerg

y au

dits

of

Coun

cil b

uild

ings

and

co

nsid

er r

ecom

men

datio

ns in

the

Del

iver

y Pr

ogra

m

and

Ope

ratio

n Pl

an p

roce

ss.

Enco

urag

e tr

ee p

lant

ing.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Stat

e an

d Reg

iona

l Age

ncie

s, N

SW

Envi

ronm

ent

Trus

t, C

ENTR

OC,

Bu

sine

ss a

nd I

ndus

try,

Com

mun

ity

Gro

ups

and

Org

anis

atio

ns

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

75

4.2

.4 E

nvi

ron

men

tal P

rote

ctio

n a

nd

Lead

ersh

ip

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 4.

2.4.

1 To

pro

vide

env

ironm

enta

l le

ader

ship

thr

ough

res

pons

ible

na

tura

l res

ourc

e m

anag

emen

t,

legi

slat

ive

com

plia

nce

and

wor

king

co

oper

ativ

ely

with

the

com

mun

ity,

rele

vant

env

ironm

enta

l aut

horit

ies

and

allia

nces

.

Impl

emen

t th

e U

rban

Sus

tain

abili

ty P

rogr

am,

Land

Use

St

rate

gy, D

raft

Wat

er q

ualit

y M

anag

emen

t Pl

an a

nd

Rec

ycle

d W

ater

man

agem

ent

Plan

in t

erm

s of

the

fo

llow

ing:

Co

mpl

y w

ith e

nviro

nmen

tal p

rote

ctio

n lic

ence

s.

Fulfi

l Cou

ncil’

s ap

prop

riate

reg

ulat

ory

auth

ority

re

spon

sibi

litie

s un

der

the

Prot

ectio

n of

the

En

viro

nmen

t O

pera

tions

Act

. En

sure

land

is s

uita

ble

for

its in

tend

ed u

se:

oEn

sure

land

is a

ppro

pria

tely

zon

ed

thro

ugh

the

Loca

l Env

ironm

enta

l Pla

n o

Ensu

re a

con

tam

inat

ion

repo

rt m

ust

be

prep

ared

on

any

land

whi

ch is

to

be

dedi

cate

d to

Cou

ncil

to p

rove

tha

t it

is

suita

ble

for

its in

tend

ed u

se.

oAn

y la

nd w

hich

Cou

ncil

is d

evel

opin

g m

ust

be p

rove

n to

be

suita

ble

for

its

inte

nded

use

thr

ough

con

tam

inat

ion

asse

ssm

ent.

o

Prom

ote

impr

ovem

ents

to

degr

aded

la

nds

and

aban

done

d or

dis

used

in

dust

rial s

ites.

Prov

ider

En

viro

nmen

t Pr

otec

tion

Auth

ority

, Bu

sine

ss a

nd I

ndus

try.

4.2

.5 N

atu

ral H

erit

age

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 4.

2.5.

1 To

iden

tify,

pre

serv

e, im

prov

e an

d pr

omot

e th

e LG

A’s

indi

geno

us a

nd

non-

indi

geno

us b

uilt

and

natu

ral

herit

age.

Impl

emen

t th

e Cu

ltura

l Pla

n an

d La

nd U

se S

trat

egy

in

term

s of

the

fol

low

ing:

Co

nsul

t lo

cal i

ndig

enou

s gr

oups

on

indi

geno

us

herit

age

mat

ters

. Co

ntin

ue t

o id

entif

y ite

ms

of A

borig

inal

Her

itage

si

gnifi

canc

e th

roug

h th

e us

e of

the

Abo

rigin

al

Her

itage

Inf

orm

atio

n M

anag

emen

t Sy

stem

.

Prov

ider

Fa

cilit

ator

St

ate

and

Reg

iona

l Age

ncie

s,

Busi

ness

and

Ind

ustr

y, M

inga

an

Abor

igin

al C

orpo

ratio

n,

Gun

dung

urra

Trib

al C

ounc

il,

Gun

dung

urra

Abo

rigin

al H

erita

ge

Asso

ciat

ion,

Wira

djur

i Cou

ncil

of

Elde

rs, B

athu

rst

Loca

l Abo

rigin

al

Land

Cou

ncil

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

76

4.2.

6 W

ater

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

role

O

ur

Par

tner

s 4.

2.6.

1 To

pro

tect

our

wat

erw

ays

and

prov

ide

safe

drin

king

wat

er.

Impl

emen

t th

e La

nd U

se S

trat

egy

in t

erm

s of

the

fo

llow

ing:

Pr

omot

e bi

odiv

ersi

ty c

onse

rvat

ion

and

land

scap

e m

anag

emen

t w

ith a

par

ticul

ar f

ocus

on

impr

ovin

g an

d pr

otec

ting

our

urba

n w

ater

way

s.

Prot

ect

the

catc

hmen

t ar

ound

Far

mer

s Cr

eek

Dam

.

Secu

re s

taff

res

ourc

es a

nd c

onse

quen

tly im

plem

ent

the

Sept

ic S

afe

Prog

ram

.

Impl

emen

t th

e D

raft

Wat

er Q

ualit

y M

anag

emen

t Pl

an.

Impl

emen

t th

e R

ecyc

led

Wat

er M

anag

emen

t Pl

an.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Envi

ronm

enta

l Adv

isor

y Co

mm

ittee

, Lan

dcar

e G

roup

s, N

SW

Envi

ronm

enta

l Tru

st, S

tate

and

R

egio

nal A

genc

ies,

Cat

chm

ent

Man

agem

ent

Auth

oriti

es, B

usin

ess

and

Indu

stry

, Co

mm

unity

O

rgan

isat

ions

. Pr

ivat

e an

d Co

mm

erci

al

Dev

elop

ers,

Loc

al E

mer

genc

y M

anag

emen

t Te

am

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

77

Per

form

ance

Mea

sure

s

Pla

nn

ing

Ou

r N

atu

ral E

nvi

ron

men

t

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To id

entif

y, p

rese

rve

and

impr

ove

our

natu

ral h

erita

ge

and

biod

iver

sity

whi

lst

ensu

ring

the

wat

er s

ecur

ity a

nd

sew

erag

e ca

paci

ty o

f th

e re

gion

for

sus

tain

able

gro

wth

an

d de

velo

pmen

t.

Rev

iew

and

mon

itor

curr

ent

plan

s.

Dev

elop

men

t of

new

pla

ns a

nd s

trat

egie

s in

lin

e w

ith t

he c

omm

uniti

es n

eeds

. Id

entif

ied

targ

ets

are

impl

emen

ted

and

achi

eved

thr

ough

the

del

iver

y pr

ogra

m a

nd

oper

atio

nal p

lan.

Co

mpl

ianc

e w

ith t

he B

est

Prac

tice

Man

agem

ent

of W

ater

Sup

ply

and

Sew

erag

e G

uide

lines

.

To p

artic

ipat

e in

pla

nnin

g fo

r th

e fu

ture

of

the

area

as

part

of

the

enga

gem

ent

proc

ess.

Ou

r N

atu

ral E

nvi

ron

men

t P

rogr

ams

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To s

igni

fican

tly r

educ

e ca

rbon

em

issi

ons

with

in t

he L

GA

Num

ber

of b

usin

esse

s in

the

are

a w

ith

‘Gre

en C

rede

ntia

ls’

Num

ber

of n

ew ‘a

ltern

ativ

e en

ergy

’ in

dust

ries

esta

blis

hed

in t

he L

GA.

Im

prov

e Co

unci

l’s s

tatu

s as

a ‘g

reen

em

ploy

er’.

Use

pub

lic t

rans

port

, cyc

lew

ays

and

wal

kway

s w

here

app

ropr

iate

. Re

duce

con

sum

ptio

n of

ene

rgy,

fos

sil f

uels

an

d w

ater

and

con

side

r al

tern

ativ

e re

sour

ces.

Ed

ucat

e ea

ch o

ther

(fa

mily

, nei

ghbo

urs,

co

lleag

ues

etc)

on

envi

ronm

enta

lly

sust

aina

ble

livin

g pr

actic

es a

nd r

educ

e ou

r en

viro

nmen

tal f

ootp

rint

To e

nsur

e la

nd is

sui

tabl

e fo

r its

inte

nded

use

N

umbe

r of

reh

abili

tate

d si

tes

for

deve

lopm

ent.

As

sess

land

prio

r to

dev

elop

men

t fo

r co

ntam

inat

ion.

R

egis

ter

of c

onta

min

ated

land

s is

m

aint

aine

d.

Reh

abili

tate

con

tam

inat

ed s

ites

for

recr

eatio

nal u

se o

r de

velo

pmen

t.

To I

mpr

ove

loca

l air

qual

ity

Incr

ease

d ve

geta

tion

cano

py a

nd t

he q

ualit

y of

land

scap

ing

with

in t

he u

rban

are

as o

f th

e Ta

ke o

wne

rshi

p of

our

nat

ural

env

ironm

ent

and

prot

ect

its r

esou

rces

, inc

ludi

ng o

ur

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

78

LGA.

In

crea

sed

use

of a

ltern

ativ

e en

ergy

sou

rces

. To

pro

tect

and

enh

ance

bio

dive

rsity

thr

ough

con

sulta

tion

and

deve

lopm

ent

of p

artn

ersh

ips.

N

umbe

r of

iden

tifie

d th

reat

ened

pla

nt a

nd

anim

al s

peci

es.

To p

rovi

de s

afe

drin

king

wat

er.

Red

uced

gen

erat

ion

of g

reen

hous

e ga

s em

issi

ons

Incr

ease

d us

e of

alte

rnat

ive

wat

er s

ourc

es.

Impr

oved

sta

ndar

ds o

f w

ater

qua

lity

in o

ur

wat

er w

ays.

R

educ

e co

nsum

ptio

n of

pot

able

wat

er b

y 10

% p

er c

apita

.

wat

erw

ays

and

bush

land

are

as t

hrou

gh

resp

onsi

ble

prac

tices

. Ret

ain

vege

tatio

n an

d tr

ees

on p

rivat

e pr

oper

ty.

Volu

ntee

r w

ith lo

cal e

nviro

nmen

tal

com

mun

ity g

roup

s to

mak

e a

differ

ence

to

envi

ronm

enta

l man

agem

ent.

To id

entif

y, p

rese

rve,

impr

ove

and

prom

ote

the

LGA’

s in

dige

nous

and

non

-indi

geno

us b

uilt

and

natu

ral h

erita

ge

Num

ber

of id

entif

ied

natu

ral h

erita

ge it

ems.

N

umbe

r of

ref

erra

ls/c

onsu

ltatio

ns

unde

rtak

en o

n m

atte

rs c

once

rnin

g to

in

dige

nous

her

itage

site

s.

Iden

tify

and

resp

ect

indi

geno

us a

nd n

atur

al

herit

age

site

s.

To im

plem

ent

the

was

te m

anag

emen

t hi

erar

chy

of

avoi

danc

e, r

euse

, rec

ycle

and

dis

pose

R

educ

tion

per

capi

ta o

f to

nnes

of

was

te t

o la

ndfil

l. N

umbe

r of

was

te r

educ

tion

educ

atio

n pr

ogra

ms

unde

rtak

en.

Num

ber

of it

ems

depo

site

d at

the

Rec

yclin

g Ce

ntre

for

the

e-w

aste

rec

yclin

g pr

ogra

m.

Cont

inue

to

redu

ce w

aste

, re-

use

and

recy

cle.

Planning Our Council Our Council Programs Civic Leadership Communication Corporate Management Customer Service Employer of Choice

Information Systems Management Local Environmental Planning and Development

Plant and Equipment

Responsible Governance & Civic Leadership


Responsible Governance and Civic Leadership Developing community confidence in the organisation by the way it is directed, controlled and

managed.

Leadership in practice must involve engagement and can involve making hard decisions, often balancing a number of different interests, including the role of the local government area in the wider regional and international communities. This Principle Activity Area focuses on:

Excellence in leadership; Governance; Community engagement; And Asset and resource management.

In offering optimistic united leadership, Council acknowledges the financial and legislative limitations within which it works.


Improved communication with the community.

To develop procedures to improve communicating information to the community. Educate the community of the services and facilities Council provides.

Open and transparent Council. Ensure the residents of the Lithgow LGA are informed and involved in Council’s decision making and that Council conducts its affairs in an open, transparent and accountable manner.

To provide quality customer service. Services provided to our customers are delivered in a manner consistent with sound business principles and in the most economically efficient way possible.

To responsibly manage council’s finances.

Enhance delivery of services and facilities while minimising the transfer of costs to rate payers. Ensure that rates remain comparable with other councils.



Council Plans

Strategic Plan 2007 Community Strategic Plan Long Term Financial Plan Asset Management Strategy Workforce Plan Delivery Program Operational Plan

State Plans

NSW State PlanDelivering better services

Customer friendly services. Growing prosperity across NSW

NSW: Open for business Environment for living

Improved urban environments.

NSW 2021Restore accountability to Government

Promote integrity and accountability in the public sector. Increase opportunities for people to participate in local government decision making.

Regional Plans

Destination 2036 – Draft Action PlanEfficient and Effective Service Delivery

Facilitate greater resource sharing and cooperation between Councils. Establish local government as an employer of choice. Encourage and facilitate innovation. Enable a range of operating frameworks to be utilised to achieve efficient service delivery.

Quality Governance Strong and effective governance.

Financial Sustainability Funding from other governments. Funding models for assets.

Strong Relationships Align planning frameworks. Recognise local government.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

82

5. O

ur

Cou

nci

l

A Co

unci

l tha

t fo

cuse

s on

str

ong

civi

c le

ader

ship

, org

anis

atio

nal d

evel

opm

ent

and

effe

ctiv

e go

vern

ance

with

an

enga

ged

com

mun

ity a

ctiv

ely

part

icip

atin

g in

dec

isio

n m

akin

g pr

oces

ses

affe

ctin

g th

eir

futu

re.

5.1

Plan

ning

Our

Cou

ncil

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 5.

1.1

To e

nsur

e in

tegr

ated

cor

pora

te

plan

s se

t th

e lo

ng t

erm

dire

ctio

n fo

r th

e LG

A an

d Co

unci

l.

Rev

iew

and

mon

itor

curr

ent

plan

s an

d st

rate

gies

incl

udin

g:

Com

mun

ity S

trat

egic

Pla

n.

Long

Ter

m F

inan

cial

Pla

n.

Stra

tegi

c As

set

Man

agem

ent

Plan

. W

orkf

orce

Str

ateg

y.

Del

iver

y Pr

ogra

m.

Ope

ratio

nal P

lan.

D

evel

op a

nd r

evie

w C

odes

and

Pol

icie

s.

Dev

elop

and

rev

iew

ope

ratio

nal S

tand

ard

Wor

king

Pr

oced

ures

.

Dev

elop

and

mon

itor

Ris

k M

anag

emen

t Pl

ans.

Iden

tify

and

deve

lop

new

pla

ns a

nd s

trat

egie

s in

line

with

th

e Co

unci

l’s n

eeds

. W

ork

Life

Bal

ance

Str

ateg

y.

Phas

ed R

etire

men

t Po

licy.

Le

ader

ship

Dev

elop

men

t St

rate

gy.

Attr

actio

n an

d Ret

entio

n St

rate

gy.

Ensu

re r

epor

ting

on c

orpo

rate

mat

ters

are

com

plia

nt w

ith

legi

slat

ive

requ

irem

ents

Q

uart

erly

rep

orts

. An

nual

rep

ort.

En

d of

Ter

m R

epor

t.

Stat

e of

Env

ironm

ent

Rep

ort.

Pr

ovid

e in

put

into

Sta

te, R

egio

nal a

nd N

on-G

over

nmen

t O

rgan

isat

ion

Plan

s an

d St

rate

gies

.

Prov

ider

Lo

cal C

omm

unity

.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

83

5.2

Ou

r C

oun

cil P

rogr

ams

A Co

unci

l tha

t fo

cuse

s on

str

ong

civi

c le

ader

ship

, org

anis

atio

nal d

evel

opm

ent

and

effe

ctiv

e go

vern

ance

with

an

enga

ged

com

mun

ity a

ctiv

ely

part

icip

atin

g in

dec

isio

n m

akin

g pr

oces

ses

affe

ctin

g th

eir

futu

re

5.2

.1 C

ivic

Lea

ders

hip

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 5.

2.1.

1 To

pro

vide

res

pons

ible

lead

ersh

ip

for

the

com

mun

ity.

Cond

uct

the

busi

ness

of Co

unci

l in

an o

pen

and

dem

ocra

tic m

anne

r.

Supp

ort

coun

cillo

rs in

the

ir ro

le.

Cond

uct

com

mitt

ees

of c

ounc

il in

an

open

and

de

moc

ratic

man

ner.

Prov

ider

Co

mm

unity

5.2

.2 C

omm

un

icat

ion

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 5.

2.2.

1 To

ens

ure

effe

ctiv

e co

mm

unic

atio

n be

twee

n Li

thgo

w C

ity C

ounc

il an

d th

e co

mm

unity

.

Dev

elop

, mon

itor

and

impl

emen

t Co

unci

l’s in

tern

al

and

exte

rnal

com

mun

icat

ions

. o

Iden

tify

way

s to

impr

ove

com

mun

icat

ion

with

the

vill

ages

incl

udin

g th

e di

strib

utio

n of

info

rmat

ion

to c

omm

unity

no

ticeb

oard

s an

d vi

llage

web

site

s/bl

ogs.

En

sure

eff

icie

nt c

usto

mer

ser

vice

sta

ndar

ds.

Prov

ider

Lo

cal S

choo

ls, L

ocal

Gov

ernm

ent

Asso

ciat

ion

5.2

.3 C

orpo

rate

Man

agem

ent

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 5.

2.3.

1 To

ens

ure

the

oper

atio

ns o

f th

e Co

unci

l are

man

aged

to

achi

eve

iden

tifie

d ou

tcom

es.

Plan

and

rep

ort

on A

ctiv

ities

of

Coun

cil.

Impl

emen

t Lo

ng-T

erm

Fin

anci

al P

lan.

Pr

ovid

e in

sura

nce

cove

rage

of

Coun

cil’s

act

iviti

es

and

asse

ts.

Impl

emen

t in

tern

al a

uditi

ng p

rogr

ams.

M

anag

e Co

unci

l’s s

tatu

tory

res

pons

ibili

ties.

M

anag

e Co

unci

l’s r

isk.

Pr

ovid

e a

base

for

Cou

ncil’

s op

erat

ions

.

Prov

ider

Fi

nanc

e Se

ctor

St

atew

ide

Mut

ual

Cent

ral T

able

land

s Al

lianc

e,

Stat

ewid

e M

utua

l, CE

NTR

OC

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

84

Mai

ntai

n an

ade

quat

e le

vel o

f st

ock

for

inte

rnal

su

pply

to

oper

atio

nal p

rogr

ams.

D

evel

op f

inan

cial

and

oth

er a

llian

ces

with

oth

er

loca

l cou

ncils

and

CEN

TRO

C th

roug

h pa

rtne

rshi

ps

and

shar

ed r

esou

rcin

g w

ithou

t lo

sing

aut

onom

y.

5.2

.4 C

ust

omer

Ser

vice

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 5.

2.4.

1 To

ens

ure

effic

ient

cus

tom

er

serv

ice

stan

dard

s.

To o

pera

te a

n ef

ficie

nt a

nd e

ffec

tive

one-

stop

sho

p fo

r th

e pr

oces

sing

of cu

stom

er e

nqui

ries,

co

mpl

aint

s an

d bu

sine

ss t

rans

actio

ns.

To p

rovi

de e

ffic

ient

and

tim

ely

resp

onse

s to

cu

stom

er c

orre

spon

denc

e.

To r

evie

w a

nd m

onito

r th

e le

vel o

f se

rvic

e pr

ovid

ed

to in

tern

al a

nd e

xter

nal c

usto

mer

s.

Prov

ider

W

ork

Cove

r, U

nion

s, L

ocal

G

over

nmen

t an

d Sh

ires

Asso

ciat

ion,

Sta

tew

ide

Mut

ual,

Empl

oyee

s.

5.2

.5 E

mpl

oyer

of

Ch

oice

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 5.

2.5.

1 To

bui

ld a

nd d

evel

op a

hig

h qu

ality

st

aff

base

so

that

Cou

ncil

is a

n em

ploy

er o

f ch

oice

in L

ithgo

w.

Impl

emen

t th

e W

orkf

orce

Str

ateg

y in

ter

ms

of t

he

follo

win

g:

Mai

ntai

n a

focu

s on

su

stai

nabl

e or

gani

satio

nal

prio

ritie

s, s

triv

ing

to k

eep

tota

l em

ploy

men

t co

sts

in

line

with

inc

reas

es i

n in

com

e -

“Liv

ing

with

in O

ur

Mea

ns”.

En

sure

em

ploy

men

t de

mog

raph

ics

mee

t th

e or

gani

satio

ns f

utur

e ne

eds.

Red

uce

skill

gap

s.

Enco

urag

e a

cultu

re t

hat

deve

lops

a c

oope

rativ

e an

d pr

oduc

tive

wor

kpla

ce.

Enco

urag

e a

cultu

re t

hat

supp

orts

int

egra

tion

and

cros

s fu

nctio

nal

coop

erat

ion

that

is

supp

orte

d by

in

tegr

ated

ser

vice

pro

visi

on a

nd s

yste

ms.

Co

mpl

y w

ith C

ounc

il’s

Corp

orat

e Id

entit

y.

Rev

iew

cur

rent

sal

ary

syst

em a

nd/o

r ad

opt

a ne

w

effe

ctiv

e w

age

and

sala

ry s

yste

m t

o en

hanc

e ov

eral

l per

form

ance

of

the

orga

nisa

tion

Prov

ider

W

ork

Cove

r, U

nion

s, L

ocal

G

over

nmen

t an

d Sh

ires

Asso

ciat

ion,

Sta

tew

ide

Mut

ual,

Empl

oyee

s.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

85

5.2

.6 I

nfo

rmat

ion

Sys

tem

s M

anag

emen

t

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s 5.

2.7.

1 To

ens

ure

effe

ctiv

e m

anag

emen

t of

info

rmat

ion

syst

ems

that

co

mpl

ies

with

legi

slat

ive

requ

irem

ents

.

Wor

k to

geth

er t

o in

terw

eave

and

opt

imis

e th

e sh

arin

g an

d co

ordi

natio

n of

Cou

ncil

reso

urce

s an

d in

form

atio

n.

Ensu

re t

he in

tegr

ity a

nd s

ecur

ity o

f Co

unci

l’s

reco

rds.

Pr

ovid

e ac

cess

to

Coun

cil’s

rec

ords

. En

sure

info

rmat

ion

whi

ch C

ounc

il co

llect

s is

use

d la

wfu

lly a

nd f

or t

he p

urpo

se it

was

col

lect

ed.

Ensu

re h

igh

serv

ice

leve

ls o

f Co

unci

l’s in

form

atio

n an

d co

mm

unic

atio

ns n

etw

ork.

Co

mpl

y w

ith c

urre

nt I

nfor

mat

ion

Tech

nolo

gy

licen

sing

req

uire

men

ts.

Enha

nce

Coun

cil’s

geo

grap

hica

l inf

orm

atio

n sy

stem

(G

IS).

Prov

ider

Lo

cal G

over

nmen

t an

d Sh

ires

Asso

ciat

ion,

Sta

te R

ecor

ds,

Dep

artm

ent

of L

ocal

Gov

ernm

ent.

5.2

.7 L

ocal

En

viro

nm

enta

l Pla

nn

ing

and

Dev

elop

men

t

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s

5.2.

7.1

To e

nsur

e th

e lo

ng-t

erm

sus

tain

abili

ty

of in

fras

truc

ture

and

land

tha

t un

derp

ins

and

supp

orts

LG

A gr

owth

Impl

emen

t th

e La

nd U

se S

trat

egy,

Loc

al E

nviro

nmen

tal

Plan

and

Ec

onom

ic D

evel

opm

ent

Stra

tegy

in t

erm

s of

the

fo

llow

ing:

M

anag

e Co

unci

l’s p

rope

rtie

s an

d as

sets

to

max

imis

e ec

onom

ic b

enef

it.

Seek

fun

ding

fro

m o

ther

leve

ls o

f go

vern

men

t fo

r la

nd

and

prop

erty

dev

elop

men

ts.

Seek

dev

elop

er c

ontr

ibut

ions

. En

sure

eff

icie

nt d

evel

opm

ent

appl

icat

ion

proc

esse

s.

Ensu

re d

evel

opm

ent

asse

ssm

ent

info

rmat

ion

is r

eadi

ly

avai

labl

e.

Prov

ider

Fa

cilit

ator

Ad

voca

te

Dep

artm

ent

of P

lann

ing

and

Infr

astr

uctu

re, D

epar

tmen

t Tr

ade,

Bu

sine

ss a

nd I

ndus

try,

Sta

te a

nd

Reg

iona

l Dev

elop

men

t, C

atch

men

t M

anag

emen

t Au

thor

ities

, Sta

te

and

Fede

ral G

over

nmen

t. P

rivat

e an

d Co

mm

erci

al D

evel

oper

s.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

86

5.2.

8 Pl

ant

and

Equi

pmen

t

Ref

eren

ceD

esir

ed O

utc

omes

O

ur

Act

ion

s O

ur

Rol

e O

ur

Par

tner

s

5.2.

7.1

To p

rovi

de p

lant

and

equ

ipm

ent

to

unde

rtak

e w

orks

.M

aint

ain

Coun

cil’s

fle

et o

f pl

ant

and

equi

pmen

t.

Prov

ide

ongo

ing

plan

t an

d ve

hicl

e re

plac

emen

t pr

ogra

m s

uita

ble

to C

ounc

il’s

oper

atio

nal n

eeds

.

Prov

ider

Bu

sine

ss

Per

form

ance

Mea

sure

s

Pla

nn

ing

Ou

r C

oun

cil

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To e

nsur

e ef

fect

ive

com

mun

icat

ion

betw

een

Lith

gow

City

Co

unci

l and

the

com

mun

ity

Rev

iew

and

mon

itor

curr

ent

plan

s.

Dev

elop

men

t of

new

pla

ns a

nd s

trat

egie

s in

lin

e w

ith t

he c

omm

uniti

es n

eeds

. Id

entif

ied

targ

ets

are

impl

emen

ted

and

achi

eved

thr

ough

the

del

iver

y pr

ogra

m a

nd

oper

atio

nal p

lan.

To p

artic

ipat

e in

pla

nnin

g fo

r th

e fu

ture

of

the

area

as

part

of

the

enga

gem

ent

proc

ess.

Ou

r C

oun

cil P

rogr

ams

Des

ired

Ou

tcom

e M

easu

re

Com

mu

nit

y A

ctio

ns

To p

rovi

de r

espo

nsib

le le

ader

ship

for

the

com

mun

ity

Coun

cil p

roce

sses

are

ope

n an

d tr

ansp

aren

t Ta

lk t

o ou

r lo

cal c

ounc

illor

s ab

out

idea

s an

d su

gges

tions

for

impr

ovin

g th

e Li

thgo

w lo

cal

gove

rnm

ent

area

. At

tend

Cou

ncil

mee

tings

.Pa

rtic

ipat

e on

a C

ounc

il Ad

viso

ry C

omm

ittee

as

a c

omm

unity

rep

rese

ntat

ive.

Dra

ft O

ur P

lace

…O

ur F

utur

e Co

mm

unity

Str

ateg

ic P

lan

2025

87

To e

nsur

e ef

fect

ive

com

mun

icat

ion

betw

een

Lith

gow

City

Co

unci

l and

the

com

mun

ity

Com

mun

icat

ion

betw

een

Coun

cil a

nd t

he

com

mun

ity is

ope

n an

d ef

fect

ive.

Pa

rtic

ipat

e in

com

mun

ity f

orum

s, in

form

atio

n se

ssio

ns a

nd s

urve

ys t

o pr

ovid

e fe

edba

ck o

n po

licie

s, p

roce

sses

and

to

deve

lop

stra

tegi

es

for

the

futu

re g

row

th a

nd d

evel

opm

ent

of

the

LGA

Regu

larly

vis

it Co

unci

l’s w

ebsi

te, r

ead

loca

l m

edia

and

join

our

Cou

ncil

Conn

ectio

ns e

-m

ail l

ist

to k

eep

up t

o da

te w

ith C

ounc

il’s

activ

ities

To

ens

ure

the

oper

atio

ns o

f th

e Co

unci

l are

man

aged

to

achi

eve

iden

tifie

d ou

tcom

es.

All l

egis

lativ

e re

port

ing

requ

irem

ents

are

co

mpl

eted

with

in t

he r

equi

red

timef

ram

es.

Coun

cil h

as a

rep

utat

ion

for

soun

d fin

anci

al

man

agem

ent.

Prov

ide

inpu

t in

to C

ounc

il’s

finan

cial

pla

nnin

g as

par

t of

the

dev

elop

men

t of

the

fou

r-ye

ar

Del

iver

y Pr

ogra

m a

nd a

nnua

l Ope

ratio

ns

Plan

pro

cess

. To

bui

ld a

nd d

evel

op o

ur h

igh

qual

ity s

taff

bas

e so

tha

t Co

unci

l is

an e

mpl

oyer

of ch

oice

in L

ithgo

w

Coun

cil i

s re

gard

ed a

s an

em

ploy

er o

f ch

oice

w

ithin

the

com

mun

ity.

As a

n em

ploy

ee p

rom

ote

the

bene

fits

of

wor

king

at

Coun

cil.

To e

nsur

e ef

fect

ive

man

agem

ent

of in

form

atio

n sy

stem

s th

at c

ompl

ies

with

legi

slat

ive

requ

irem

ents

. In

form

atio

n sy

stem

s ar

e se

cure

and

wel

l m

anag

ed.

Util

ise

info

rmat

ion

syst

ems

and

proc

esse

s to

en

gage

with

Cou

ncil

effe

ctiv

ely.

“Cle

an, U

pgra

de, P

ubl

ic In

put –

wor

kin

g to

geth

er o

n a

ll ar

eas.

” Jo

an, L

ithgo

w,

Com

mun

ity S

atis

fact

ion

Surv

ey 2

011

M

y Id

eal L

ithgo

w

Su

rrou

nd

ed by Nature Steeped in H

isto

ry


Delivery Program 2012-2016Operations Plan 2012-2013Draft for Public Consultation

Building a brighter future for the Lithgow Region Council is continuing to honour its commitment to the community to plan for a sustainable future for the Lithgow region. Over the past four years, Council has worked with the community to develop plans and strategies which reflect its changing needs. This year we are embarking a new way of thinking and doing business. The Integrated Planning and Reporting Framework sets in place short and long-term horizons for the responsible management and development of community assets, community programs, economic growth and environmental initiatives. At the beginning of each new term, Council will adopt its program for the four-years; the Delivery Program. This will be implemented annually by an Operations Plan. At the end of the term of office, the outgoing Council will report back to you on how it has honoured its commitment to you to implement your Community Strategic Plan. This is the first Delivery Program to be developed in response to Our Place…Our Future Community Strategic Plan 2025. This Delivery Program sets in place the strategic direction for 2012-2016 which will be reviewed by the newly elected Council as part of the annual planning and reporting process in the development of the Delivery Program 2013-2017. I believe that the direction identified for the future of the Lithgow region reflects the views and needs of our community. And that working together we can build a ‘brighter future’ for the Lithgow region. Councillor Neville Castle MAYOR

Draft Delivery Program 2012-2016 Draft Operations Plan 2012-2013 2

Executive Summary

From the General Manager,

Roger Bailey The Delivery Program 2012-2016 and Operations Plan 2011-2012 is a document that is required by the Local Government Act 1993 to identify “the Council’s activities for at least the next four years; and the Council’s revenue policy for the next year”. The Delivery Program 2012-2016 and Operations Plan 2012-2013 achieves these requirements and builds upon last year's Plan to incorporate the strategies from the Community Strategic Plan 2025. The following provides a summary of Council's activities and revenue policy for 2012-2013.

Principal Activities Caring for Our Community Prepare a Family Friendly Community Strategy Prepare a Youth Strategy Prepare a Disaster Management Plan for Eskbank

House Museum Provide support to the activities of local aboriginal

organisations including NAIDOC Day events. Participate in meetings and events coordinated by

the Multicultural Interagency. Implement the actions identified within the Ageing

Strategy. Provide support for cultural organisations in the

development and promotion of cultural activities. Develop temporary programs and events to be held

within the Cultural Precinct. Participate in meetings and events coordinated by

the Child Services Interagency. Promote and support Men’s Shed projects and

programs in Lithgow and Portland. Lobby for the reinstatement of a full-time Aged

Care Assessment Team Service to be based in Lithgow.

Continue to provide learning opportunities and quality library facilities for the community.

Operate the pound and maintain animal control in accordance with legislative requirements.

Facilitate a safe community through the implementation of the Crime Prevention Plan and through the provision, maintenance and monitoring CCTV equipment in and around the CBDs.

Participate in and support the Child Protection Interagency and Domestic Violence Liaison Committee.

Work with community and sporting organisations to develop a volunteer’s network and recognition program.

Support the activities and projects of the Lithgow Youth Council.


Strengthening Our Economy Develop a new Comprehensive Local Environment

Plan. Develop new Development Control Plans. Promote and develop the creative talents of the

local government area through the Creative Cluster Network.

Implement the Branding and Marketing Strategy. Encourage an increase in business activities in the

CBD’s of Lithgow, Wallerawang and Portland. Work with local business and industry to identify

business forums and new initiatives. Continue to assess and process all development

applications in accordance with legislation. Continue to operate the Lithgow Visitor Information

Centre. Participate in the Bi-Centenary of the Blue

Mountains Crossing events. Continue to implement strategies for the promotion

and development of the Tablelands Way. Identify and support the delivery of a diverse range

of festivals and events. Continue to operate Eskbank House Museum. Conduct a range of exhibitions and public programs

that promote the rich cultural heritage of the area and the nation at Eskbank House Museum.

Developing Our Built Environment Commence development of a Housing Strategy. Prepare a Master Plan for the Lithgow Sporting Precinct. Complete the Disability Access Strategy. Prepare a Floodplain Risk Management Plan. Continue to provide a respectful cemetery service and

maintain to a high standard our local cemeteries. Complete the Lithgow History Avenue Project linking the

top of Main Street to Blast Furnace Park. Upgrade the following community buildings and facilities:

o Replace floor coverings in the Hartley Building. o Replace doors and upgrade security at the

Wallerawang Memorial Hall. o Construct change room and toilet facilities for

performers in the Union Theatre. o Replace the roof of 162 Mort Street, Lithgow. o Upgrade the Lithgow Golf Club. o Refit the interior and install security in the

Lake Wallace Toilets. Continue to fund the Heritage Advisory Program. Continue to conduct inspections of food premises. Link the Geordie Street section of the

Pedestrian/Cycleway to McDonalds via the Lithgow Visitor Information Centre.

Continue to upgrade playground equipment and park furnishings in Queen Elizabeth Park and other local parks.

Continue to work towards the development of the Lithgow Aquatic Centre.

Continue to develop and promote the road safety message to the community.

Continue to renew sewer mains and upgrade the sewerage reticulation network in the South Bowenfels/South Littleton area.

Undertake repairs to the Palmers Oakey Bridge.


Improve the drainage in Falnash and Green Streets, Portland and Capertee.

Undertake works to the following rural roads: o Glen Davis Road o Glen Alice Road o Dark Corner Road o Mid Hartley Road o Springvale Lane o Magpie Hollow Road

Undertake improvements to urban streets in Wallerawang and Portland including Main Street, Wallerawang.

Continue to support the Bells Line and M2 Extension. Continue to lobby for an increase in the number of

passenger train services that terminate at Lithgow. Continue to undertake Trade Waste inspections. Continue to renew water mains in Portland and

Wallerawang. Close and rehabilitate Cullen Bullen Landfill. Construct recycling facilities at Angus Place, Hampton,

Meadow Flat and Tarana Transfer Stations. Conduct the annual e-waste recycling program in

conjunction with Netwaste. Undertake the Waste Watchers Environmental Education

Program in local schools.

Enhancing Our Natural Environment Continue to provide the Alternate Fuel Rebate for

the replacement of coal heaters with cleaner alternatives.

Continue to contribute to the Upper Macquarie Council for the control of environmental and/or noxious weeds on public land.

Undertake weed control along Farmers Creek. Investigate a Carbon Credit Scheme for the local

government area. Participate in the activities of the SaveWater

Alliance and Water Directorate. Continue to conduct the Environmental Advisory

Committee. Continue to protect our waterways and provide safe

drinking water to the community.

Responsible Governance and Civic Leadership Provide support and training to Councillors. Fulfil Council’s statutory planning and reporting

requirements, including the preparation of a Delivery Program 2013-2017, Operations Plan 2013-2014, the Annual Report 2011-2012 and quarterly performance reports on the progress with the achievements for this Delivery Program and Operations Plan and the provision of a budget review statement. The annual and quarterly reports will be presented to Council meetings and will be available on Council’s website www.lithgow.nsw.gov.au.

Manage and report on Council’s finances. Continue Council’s participation in the activities of

the Central Tablelands Alliance and CENTROC.


Implement the Workforce Plan with the aim of position Council as the Employer of Choice for the Lithgow region.

Provide employees of Council with the appropriate training to enhance skills and knowledge, and a safe and healthy workplace.

Continue the development of the Community Strategic Plan and Integrated Planning and Reporting Framework.

Develop a Communications Strategy for Council. Provide efficient and quality customer service to the

community and internal customers. Ensure Council’s information and communications

networks are maintained to a high level of service providing staff and the community with access to information and systems as required.

Continue to manage Council’s properties to maximise economic benefit.

Collect and administer development contributions in accordance with the adopted Section 94A Levy Contributions Plan.

Continue to maintain and upgrade Council fleet of plant and equipment.

In conclusion, it is pleasing to prepare this Delivery Program and Operations Plan which proposes to build upon the significant amount of on-the-ground improvements which Council has undertaken in 2011-2012, whilst delivering a result which improves Council’s financial position. I look forward to working with staff and the community in achieving the activities, initiatives and works as outlined in this Plan. Roger Bailey GENERAL MANAGER


Revenue Policy A summary of the Revenue Policy is provided in the following:

2012/13 Estimated Budget

2012/13 Estimated Budget (Inc

Inc Internal Cont. $’000Revenue $61,970Expenditure $61,970Balanced Result $0

Allocation of Cash

Income

Rates47%

Fees & Charges

24%

Interest 3%

Grants23%

Loans Raised 3%

Expenditure

Salaries30%

Loans3%

Materials & Services

44%

Energy2%

Depreciation20%

Donations1%


Lithgow City Council plays an important role in the community by undertaking a wide range of activities and works on behalf of residents and visitors. To inform the community of these planned activities and works, the Council has prepared a combined four year Delivery Program (2012-2016) and annual Operations Plan. The Plan provides details of how Council will fund proposed activities and how Council will measure its performance. The combined Draft Delivery Program 2012 – 2016 and Draft Operations Plan 2012-2013 has been prepared and details Council’s activities for the next 4 years and the Revenue Policy for 2012-2013. It incorporates the strategies of the Community Strategic Plan 2025 for the four year period identifying those activities which are operational (recurrent or annual) activities or capital works and new initiatives to be undertaken.

GST Changes 2012-2013 Recent changes to the Commonwealth, Tax Law Amendment (2011 Measure No. 2) Bill 2011, made changes to the determination of GST which is applicable to a number of Australian taxes and the affect will directly impact on local government. From 30 June 2012 the new tax arrangements will apply which is following implementation on 1 July 2011 and a twelve month ‘grandfather’ clause. GST will be payable from 1 July 2012 on the following charges: Development Contributions Special Rates Domestic and Commercial Waste Charges.

General Rates The Minister for Local Government, under the rate pegging legislation, has allowed general fund to increase by 3.6% for 2012-2013. The rate pegging limit has been reflected in the Draft Delivery Program and Operations Plan and will provide additional income of $387,303 on the General rate income in 2012-2013. As required by Local Government regulations the ‘farmland’ and ‘intensive use’ farmland remain the lowest rate in the dollar.

Special Parking Rate The special parking rate which is levied on properties within the designated area of Lithgow remains unchanged at 0.00839 cents in the dollar ($) calculated on the valuation of an individual property. From the 1 July 2012 GST of 10%, 0.000839 will be applied to the Special Parking Rate totalling 0.009229 (GST Inclusive)

Annual Charges Annual charges for sewage, water and waste have been reviewed in light of upcoming major capital improvements and the following changes are proposed:

Water Residential The residential water Access charge will decrease by $20 to $125. The Water usage charge for the first 250kl will increase from $2.40 to $2.70 and for

water used in excess of 250kl the charge will be increased from $3.60 to $4.05. This will allow the Lithgow local government area to progress water charges in compliance with the NSW Best Practice Guidelines of 75% of residential income from usage and 25% of revenue from access charges.


Water Business Business Access Charges will increase depending on the size of the meter servicing the

property. Water Access Charge will be $660.00 for a 20mm water meter. $875.00 for a 50mm

meter, $995.00 for a 100mm meter or a 200mm meter. Water usage charge for business properties will incur a flat rate of $2.76 per kl for all

water used and remains unchanged from 2011-2012.

Water Availability Charges Type Charge

($) Estimated Yield

($) Residential 125 961,000 Less write-off pension rebate -172,987 Business (main size): 200mm 880 880 100mm 880 23,760 50mm 775 59,675 20mm 585 239,850 Total Estimated Yield 1,114,328 The following water usage charges will be levied to all properties using Council's reticulated water supply system:

Water Usage Charges Kilolitres Used Charge

($) 0 – 250 Residential 2.70 / kl 250+ Residential 4.05 / kl All business – Flat rate 2.76 / kl

Waste Waste charges will increase by $45.00 from $317.00 to $362.00 for residential and business properties. From the 1 July 2012 GST of 10%, $36.20 will be applied to the all domestic and commercial waste charges making the total waste charge $398.20 (GST Inclusive)

Waste Charges Type of Service Charge

($) GST Total

($) Estimated Yield ($)

Residential 362.00 36.20 398.20 2,931,476 Second Bin Medical Waste/Large Family

362.00

36.20

398.20

2,534

Business 362.00 36.20 398.20 229,870 Non Rateable 362.00 36.20 398.20 80,726 Unoccupied Urban 362.00 36.20 398.20 85,946 Rural 86.50 8.65 95.15 203,967 Total Estimated Yield 3,534,519


Sewerage Residential and Business Council has over past years committed to spend approximately $30million in the upgrade of the Lithgow and Wallerawang Sewerage Treatment Plants in the past and coming years for this to happen, hard financial decisions with regard to sewerage charges need to be made. Plans are also being made to upgrade the Portland Sewerage Treatment Plant in future years and for this reason the following access and user charges are proposed for 2012-2013:

Sewerage Access charge for residential properties will increase by $57.00 from $431.00

to $488.00. Sewerage Access charge for business increases and depends on the size of the meter

servicing the property. Sewerage usage charge will increase by $33.00 from $246.00 to $279.00 for residential

properties and $1.23 per kl will be charged on business properties charged in the majority of cases on 95% of water used.

Sewerage Access Charges Type Charge

($) Estimated Yield

($) Residential 488 3,473,096Less write-off pension rebate -169,750Business (main size): 200mm 995 995100mm 995 20,36750mm 875 50,31220mm 660 233,211Total Estimated Yield 3,608,231 The following sewerage usage charges will be levied to all properties using Council's reticulated sewerage system:

Sewerage Usage Charges Type Charge

($) Residential 279 Business (95% of water usage) 1.39

Stormwater Charges There is no proposed increase to the residential stormwater levy which will remain at $25.00 per residential assessment, $12.50 per strata unit and $25.00 per 350 sq metres or part thereof for businesses with a cap on business properties of $1,500.00. Income raised from the stormwater charge is allocated to both capital and recurrent projects relating to new or additional stormwater management services such as the: Construction & maintenance of drainage systems, pipes basins & waterways Stormwater treatment Stormwater reuse projects Stormwater pollution education campaigns Inspection of commercial & industrial premises for stormwater pollution prevention Stormwater pollution incidents Water quality Flood management Stormwater Management


Stormwater Charges Type Charge

($) Estimated Yield

($) Residential 25.00 151,125 Strata Unit (Residential) 12.50 1,088 Business 25.00 per 350sq metres

($1,500 Cap) 88,500

Total Estimated Yield 240,713

Septic Tank Charges Following a review and public consultation process during 2010, Council adopted a revised Onsite Wastewater Strategy in November 2010. Under the revised Strategy, all on-site sewage management systems will be allocated a risk rating according to their type, location and proximity to waterway and property boundaries as follows. This risk rating may be altered where an inspection reveals additional risk factors: High Risk Systems Septic Systems located within 100 metres of a permanent watercourse or within 12 metres of a property boundary or another residential dwelling. Septic Systems located on commercial properties including cabins, caravan parks, B&Bs, hotels, mines etcetera. High risk systems will be given a six (6) year Approval to Operate and will be inspected every two (2) years. Medium Risk Systems Septic Systems on land 5 hectares and less in size. Medium risk systems will be given a six (6) year Approval to Operate and will be inspected every five (5) years. Low Risk Systems Septic systems located on rural land greater than 5 hectares provided they are not located within 100 metres of a permanent watercourse or within 12 metres of a property boundary or another residential dwelling. All Aerated Wastewater systems (AWTS) Low risk systems will be given a ten (10) year approval to Operate and inspected every ten (10) years. There will be no Approval to Operate charges for Aerated Wastewater Systems (AWTS).

Table of Contents


Building a brighter future for the Lithgow Region 1 Executive Summary 2 From the General Manager, 2 Roger Bailey 2

Principal Activities 2 Revenue Policy 6 GST Changes 2012-2013 7 General Rates 7 Special Parking Rate 7 Annual Charges 7

Water Residential 7 Water Business 8

Waste 8 Sewerage Residential and Business 9 Septic Tank Charges 10

Overarching Vision 13 Vision Statements 13

Introducing Integrated Planning and Reporting 14 Our Place…Our Future Community Strategic Plan 2025 15

Setting Council’s Strategic Direction 17 Reading the Delivery Program/Operations Plan 17

The Lithgow Local Government Area 21 Introduction 22 Aboriginal Heritage 22

How does Council Work? 23 Role of councillors 23 Council meetings 23 Community Engagement 23

Participation in Decisions 24 Section 355 Committees 24

Monitoring organisational performance 25 2011/12 Financial Assistance – Community 40 2011/12 Financial Assistance – Economy 53 2011/12 Financial Assistance – Our Built Environment 76 2011/12 Financial Assistance – Our Natural Environment 85

Our Organisation 102 Net Program Cost Summary 2012-2016 107 ESTIMATED INCOME & EXPENDITURE 2012/13 TO 2015/16 FROM CONTINUING OPERATIONS 110 Ordinary Rates 115 Special Rates 115

Special Variation to the Ordinary Rate for Infrastructure Improvements 115 Parking 117

Section 94 Contributions 117 Charges 118

Sewerage Charges 118 Stormwater Charges 119 Waste Charges 120 Water Charges 120 Waste Charges 121

Table of Contents


Proposed Borrowings 121 Depreciation 122 Pricing Methodology for Goods and Services Provided by Council 122

Fees 122


Overarching Vision The overarching vision was developed in collaboration with the community and adopted by Council at its Policy and Strategy Committee Meeting of 3 October 2006 for the Strategic Plan (Minute No. 06-315). It sets a vision for the next 10 to 20 years for the Local Government Area and is therefore appropriate that it be incorporated into the Management Plan. The overarching vision statement is:

“A centre of Regional excellence that:


Contributes to the efficient and effective management of the environment,

community and economy for present and future generations.”

Vision Statements The following vision statements were also developed in collaboration with the community and adopted by Council at its Policy and Strategy Committee Meeting of 3 October (Minute No. 06-315), except the vision statement for governance and administration services which has been developed by Council. The vision statements are the guiding principals used to develop the five key principle activity areas of the Community Strategic Plan 2025 and the Combined Delivery Program 2012-2016 and Operations Plan 2012-2013.

Vision Statements Principal Activity Area Vision StatementCommunity We retain, respect and strengthen both our overall sense of community,

and the unique linked communities of groups, rural areas, villages and towns that make up the Lithgow LGA.







Arts and Culture Supporting, celebrating and expanding a diversity of cultural and creative adventures that explore and discover the richness in our society.



Governance and Administration Services



Introducing Integrated Planning and Reporting In October 2009, NSW Parliament passed the Local Government Amendment (Planning and Reporting) Bill 2009, requiring all NSW local Councils to develop an Integrated Planning and Reporting Framework. In response, Lithgow City Council has developed the following suite of documents: Our Place…Our Future Community Strategic Plan 2025 Our Place…Our Future Strategic Asset Management Strategy Our Place…Our Future Long-term Financial Plan Our Place…Our Future Workforce Strategy Our Place…Our Future Combined Delivery Program 2012-2016 and Operations Plan

2012-2013. The Integrated Planning and Reporting Framework is based on a perpetual planning cycle which encourages an inclusive and transparent approach to the development of a sustainable local government area and responsible civic leadership.

Reading this Document


Our Place…Our Future Community Strategic Plan 2025 Our Place…Our Future Community Strategic Plan 2025 has been developed following an extensive consultation process with councillors and the local community. The Community Strategic Plan is a 10-year plan which is delivered through short-term strategies and actions outlined in each Delivery Program and Operations Plan. It reflects Council’s and the community’s vision for the future of the Lithgow across 5 Key Principal Activity areas:


Planning Our Community

Planning and providing quality community and recreational facilities and services for a healthy, vibrant and harmonious community

Our Community Programs

Working together to support, celebrate and expand the social and cultural diversity of our community. Whilst promoting healthy, active lifestyles in a safe environment


Planning Our Economic Growth

Providing for sustainable and planned growth that supports a range of lifestyle choices and employment opportunities

Our Economic Growth Programs

Exploring and discovering the richness in our society through the pursuit of educational, creative and cultural opportunities to diversify our economy, skills base and employment opportunities.


Planning our Built Environment

Planning for suitable infrastructure development to promote sustainable and planned growth, while enhancing the existing identity of the towns, villages and rural areas of the LGA.



Our Built Environment Programs

Ensuring sustainable and planned growth through the provision of effective public and private transport options and suitable entertainment and recreational facilities to enhance the lifestyle choices of the community.


Planning Our Natural Environment

To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and healthy community

Our Natural Environment Programs

To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and healthy community.


Planning Our Council

A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future

Our Council Programs




Setting Council’s Strategic Direction

The Delivery Program 2012-2016 sets Councils strategic direction for the next four years and is combined with the Operations Plan 2012-2013. It has been designed to meet certain legislative requirements, communicate Council’s vision for the future of the Lithgow local government area and translate the Community Strategic Plan 2025 and other corporate documents into actions. It is a critical planning tool which:

Highlights the issues of most concern to the Council and the Community. Identifies how Council will respond to areas of greatest need by identifying specific

tasks and projects. Sets targets by which performance can be measured – Quarterly and Annually. Is a ‘living document’ constantly subject to review through Council’s Quarterly

reporting process.

The combining of the Operations Plan (annual or recurrent component) with the Capital Works and New Initiatives not only provides a transparent insight into Council’s decision making processes and operations for 2012/13, but also links all programs and works activities with the Community Strategic Plan 2025. There are five principal activity areas which identify the actions Council will undertake over the four year period. They are reported in the Delivery Program 2012-2016 and Operations Plan 2012 – 2013 in the following structure:

Principal Activity Structure Heading DefinitionPrincipal Activity Area A key theme area aligned to the Community

Strategic Plan 2025 and Council’s internal operations.

Budget for Principal Activity A summary of the capital/new initiatives and recurrent net budget. Note: A negative means a surplus budget.

Program of Works for 2012-2016 The program of works includes the Operational Plan for 2012-2013 which consists of Councils day to day activities or recurrent programs and the Capital Works and New Initiatives for 2012-2106.

2012-2013 Financial Assistance A list of successful groups who will receive funding from Council's Financial Assistance Program during 2012- 2012.

Reading the Delivery Program/Operations Plan The new format includes a four-year Management Plan for the 2012-13, 2013-14, 2014-15 and 2015-16 financial years and an Operations Plan for 2012-13. In previous Management Plans, Council has separated the Operational (recurrent or annual) Programs and the Capital Programs. However, to make the document more workable for Council Officers and easier to read for the community, the two areas have been merged into one.



Reading the Program of Works Tables (Left to Right) Column Heading Definition Community Strategic Plan Reference

Identifies the strategies within the Community Strategic Plan that will be met by achievement of the Actions/Performance Indicator

Desired Outcome Identifies the desired outcome of Council over the four-year period.

Our actions Identifies the actions to be undertaken during the four-year delivery program which will delivery the Desired Outcomes of the Community Strategic Plan.

Performance Indicators Identifies the activity to be undertaken or performance measure required to meet the Strategic Objective

Estimated Cost of Operational Programs.

In the budget operational programs are identified as program elements with a total $ figure for example Recreation - $xxxx. Within the Principal Activity Areas Significant Operational areas of expenditure above $10,000 have been identified.

Cost of Capital Programs Identifies the budgeted cost of Capital Programs for the specified timeframe of the program.

Timeframe Operational or recurrent programs are identified as Annual. These programs form Councils day-to-day operations.

Capital programs are identified by a timeframe within the four-year period of the Management Plan.

Responsible Department Identifies the lead department for implementing the Actions/Performance Indicators.

The Revenue Policy details the budget, rates and Fees and Charges for 2012-2013. The Fees and Charges are reported as a separate document.

Revenue Policy Structure Heading DefinitionEstimate of Council's Income and Expenditure An estimate of Council's income and expenditure

for the years 2012-2013, 2013-2014, 2014- 2015 and 2015-2016.

Ordinary Rates Lists the residential, farmland, business and mining rate to be levied in 2012-2013

Special Rate Lists the parking rate to be levied on properties within the designated area for 2012-2013.

Charges Lists the sewerage, stormwater, waste and water charges for 2012-2013.

Borrowings Identifies the projects to be funded by loan and to what amount for 2012-2013.

Fees Lists fees to be charged in 2012-2013.



The Plan also uses the following terminology:

Terminology Term Definition Community Strategic Plan

A plan which guides the direction for the Local Government Area over the next 10 to 20 years.

Workforce Strategy A plan which provides the strategic direction for Council’s Workforce and how Council will resource the Delivery Program for at least the next four years.

Strategic Asset Management Plan

A plan which provides a strategic direction for the management and development of Council’s assets.

Long-term Financial Plan

A plan which details Council’s revenue policy for the next 10 years in relation to the delivery of the Integrated Planning and Reporting Framework.

Delivery Program A plan which details Council's activities for at least the next 4 years and the revenue policy for the next year.

Operational Plan A plan which details all activities, in particular, the components of an activity, its budget, the timing and key performance indicators for a financial year.

Quarterly Report

A report after the end of each quarter that details the extent to which the performance targets in the management plan have been achieved during that quarter and also includes a budget review statement that shows a revised estimate of the income and expenditure for that year.

Annual Report A report as to Council's achievements with respect to the objectives and performance targets set out in its management plan for that year.

State of the Environment Report

A report as to the state of the environment in the Local Government Area, in particular, the environmental sectors of land, air, water, biodiversity, waste, noise and heritage.

Social Plan A plan which describes the community, its key issues and provides actions to address the key issues.

Crime Prevention Plan A plan which describes the community, its key issues and provides actions to address the key issues.

Ageing Strategy A plan which describes the ageing population of the Lithgow local government area, its key issues and provides actions to address the key issues.

Economic Development Strategy

A plan which describes economic development of the area, its key issues, and provides actions to address the key issues.

Cultural Plan A plan which describes cultural development, its key issues and provides actions to address the key issues.

Cultural Precinct Study A study which provides a direction for the development of a Cultural Precinct in Lithgow from Bridge Street to Inch Street including the top of Main Street.

Community Lands Plans of Management

Plans which provide a direction for the management of community owned land within the local government area.

Council Division and Department Titles

Executive

Community and Strategy

Environment and Development

Operations

Department

Community and Culture



Development

Environment

Finance

Information Technology

Organisational Development

Parks and Gardens

Policy and Planning

Roads

Tourism

Water and Wastewater

About Lithgow


The Lithgow Local Government Area

About Lithgow


Introduction

The Lithgow local government area covers approximately 4,551km2, extending from; Capertee in the north, Little Hartley in the east, Hampton-Tarana in the south and Meadow Flat in the west. With an overall population of 19,756, the main settlement areas are Lithgow with 11,298 people and Portland and Wallerawang with populations of 1,882 and 1,906 respectively (ABS Census of Population and Housing 2006). The villages of Capertee, Cullen Bullen, Tarana and Rydal all have populations of <250. The local government area is also inclusive of the rural communities of:

Ben Bullen Bogee Clarence Dargan Glen Davis Glen Alice Good Forest Hartley Hampton Kanimbla Lidsdale Lowther Marrangaroo Newnes Palmers Oakey Sodwalls

Aboriginal Heritage The Lithgow local government area lies almost wholly within the Wiradjuri Aboriginal nation, with the Gundungurra nation situated to the south and the Darug nation to the east.


How does Council Work?

Role of councillors The Lithgow local government area is represented by nine councillors elected in September 2008 for a four-year term of office. Our Councillors as of 1 July 2012 are: Councillor Neville Castle, Mayor Councillor Howard Fisher, Deputy Mayor Councillor Col Hunter Councillor Grahame Danaher Councillor Joe McGinnes Councillor Martin Ticehurst Councillor Ray Thompson Councillor Wayne McAndrew Due to the sad passing of Councillor Wayne Marshall in January 2012, Lithgow City Council will continue to operate with 8 Councillors until the local government elections in September 2012. Elections are held every year by the Councillors in September for the positions of Mayor and Deputy Mayor.

Council meetings

Council meets every three weeks on a Monday, in the Council Chambers, 180 Mort Street, Lithgow to consider matters requiring a decision by Council.

Council meetings are open to the public except on occasion when there is a discussion of confidential items such as sensitive legal or commercial matters.

Business Papers are available on the Friday before each Council meeting at Council’s Customer Service Centre and on the website at www.council.lithgow.nsw.gov.au

Community Engagement

Council is required by legislation to consult widely with the community. Lithgow Council does this by actively working to extend and strengthen channels of communication with the community. By strengthening our community involvement in decision making and in the delivery of programs and projects we are working to build a better community and increase the sustainability of the area.

A number of strategies are employed to involve the community in decision-making and in the delivery of programs and projects.

During 2009/10 we have worked closely with the community to develop a number of key strategic plans through public forums, reference groups and surveys. Prioritised actions and activities from these documents have been included in the Management Plan.

Council engages with the community using a variety of ways including:

On-site community meetings


Engagement in program and project-specific working groups such as the current Ageing Committee formed to develop an Ageing Strategy for the area

Provide open access to key planning documents through Council’s website, libraries and the Customer Service Centre.

Distribution of Council’s quarterly newsletter ‘Council Connections’, Undertake surveys to gauge community satisfaction and to enable emerging issues to

be discussed. Hold community information sessions to inform the community of the annual

Management Plan process and invite feedback. Enable the community to participate through being a member of Council’s Advisory

Committees. Media releases distributed via – local and regional press, Council Column, Council

Connections and Council’s website. Information sheets, flyers and pamphlets are developed on a range of topics and are

available from the Council Administration Centre, Libraries and on Council’s website.

The Mayor, General Manager and other authorised staff also meet regularly with representatives of industry, community organisations and interested groups to stay abreast of current concerns and obtain feedback on Council’s performance.

Participation in Decisions

Residents have the opportunity to address the Council at each council meeting as part of the Public Forum. This may include any matter listed for discussion at the meeting, or any other matter with the permission of the Mayor.

Council’s decisions are implemented by Council’s staff under the leadership and direction of the General Manager.

Section 355 Committees

Council has a number of committees made up of Councilors, Council Officers and members of the community who act in an official capacity on behalf of council within the confines of the charter of the committee. Advisory committees provide advice to Council on specific subjects such as environmental or youth issues. Management Committees, manage a particular property on behalf of Council providing updates and advice on maintenance issues for budget considerations.

In addition to this Council appoints or convenes temporary working parties that assist in the development of short term projects, providing professional advice and community input. Council currently has a team of health professionals, interested citizens, seniors groups and not for profit organisations assisting in the development of the Ageing Strategy.


Monitoring organisational performance

Lithgow City Council’s performance is monitored through quarterly reviews of the Delivery Program and Operations Plan. The Annual Budget is presented to Council for comment and adoption. The Quarterly Report to Council includes:

Progress reports on the key objectives set out in the Delivery Program and Operations Plan.

Progress towards achievements of performance goals. Progress of current programs and projects. Financial performance compared to the budget.


Operations Budget for Our Community $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 17,143 18,168 18,714 17,470 Income -10,872 -11,288 -11,625 -11,974 RESULT 6,271 6,880 7,089 5,596

Note: In the Principal Activity Area of Our Community, Council expects to spend $17,143,000 in the coming year

on operational programs. Significant budget items within a project element are identified under “Significant Operational Programs”.

Capital Budget for Our Community $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 4,057 4,798 2,572 8,762 Income -1,928 -2,651 1,894 -2,216 RESULT 2,129 2,147 678 6,546


2012-2016 Program of Works for Our Community

Planning and providing quality community and recreational facilities and services for a healthy, vibrant and harmonious community.

1.1 Planning Our Community Community Strategic Plan Reference

Desired Outcome Our Actions Performance Indicators Estimated cost of Operational Programs

Estimated cost of Capital Programs

Timeframe Responsible Department

1.1.1 To provide social and cultural planning that will lead to the enhancement of the quality of life of the community.

Review and monitor current plans and strategies. Consider Social Plan actions in Council’s Strategic Planning instruments.

Priority items included in 2012-2016 Management Plan and 2012-2013 Operations Plan.

Annual Community and Culture

Implement the following Plans and Strategies: Disability Action Plan Ageing Strategy Crime Prevention Plan Cultural Plan Cultural Precinct Study Eskbank House Museum

Conservation Management Plan

Actions included within Councils Delivery and Operations Plans.

Annual Community and Culture Operations

Identify and develop new plans and strategies in line with the community’s needs. Update Community Profile with 2011 Census Data.

Community Profile updated 2012-2013 Community and Culture

Prepare a Family Friendly Community Strategy

Family Friendly Community strategy developed and adopted by Council.

2012-2013 Community and Culture

Crime Prevention through Environmental Design principles for development control plans and design/upgrade of public spaces.

CPTED principles incorporated in development control plans and design/upgrade of public places.

2012-2013 Community and Culture Development

Comprehensive Tobacco Control Policy

Policy developed and adopted by Council.



Disaster Management Plan for

Eskbank House Museum. Disaster Management Plan developed and adopted by Council.

2012-2013 Community and culture.

Local Emergency Management Plan/s Consider the needs of vulnerable groups of older people in LEM Plans.

Operations

Youth Strategy Consulted upon and adopted by council.


Provide input into State, Regional and Non-government Organisation Plans and Strategies.


2012-2016 Program of Works for Our Community

Working together to support, celebrate and expand the social and cultural diversity of our community. Whilst promoting healthy, active lifestyles in a safe environment.

1.2 Our Community Programs 1.2.1 Aboriginal, Cultural and Linguistically Diverse Communities Community Strategic Plan Reference




1.2.1.1 To support people from Aboriginal and CALD backgrounds.

Implement the Social and Cultural Plans in terms of the Following: Provide support to the activities of local aboriginal organisations including NAIDOC Day events.

NAIDOC Day held each year with participation of Council and other organisations.


Promote and support the activities of the local CALD Community through Participate in the Multicultural Interagency.

Regular attendance by the Community Development Officer at meetings and participation in events.


Conduct and celebrate Naturalisation Ceremonies as required.

Number of naturalisation ceremonies conducted annually.

Annual Executive


1.2.2 Ageing PopulationCommunity Strategic Plan Reference




1.2.2.1 To respond to the needs of an ageing population.

Implement the Ageing Strategy in terms of the following: Implement High priority actions from the Ageing Strategy in relation to: Preparation for ageing Social Engagement Volunteering Flexible working

arrangements Information Crime and Safety Education Transport Access Road Safety Housing choice Access to services Increase Housing choice and

affordability Healthy lifestyles Improved access to health

services.

High priority actions implemented.


Progressively implement remaining actions from Ageing Strategy.



1.2.3 Arts and Culture Community Strategic Plan Reference




1.2.3.1 To provide a range of programs celebrating the cultural diversity and rich heritage of our local government area.

Implement the Cultural Plan in terms of the following: Celebrate the cultural heritage of the LGA through the development of cultural/heritage programs including: Promotion of Eskbank House

and its connections with other heritage sites.

Establishment of John Wellings Award

Eskbank House and its connections with other heritage sites promoted.


John Wellings Award established.

Annual

Provide support for cultural organisations in the development and promotion of cultural activities.

Regular networking undertaken with cultural organisations.


To identify, preserve improve and promote the LGA’s local history collections in terms of the following: Provide guidance in the identification, preservation and promotion of local history collections through the Museums Advisors Program.

Museums Advisor Program continuing to work with Eskbank house and other museums to preserve and promote local history collections.

$17,000 2012-2013 Community and Culture

Subject to available resources develop the oral history program to capture the ‘collective memories’ of the area.

Oral History Project underway Annual Community and Culture

Implement the Cultural Precinct Study in terms of the following: Develop temporary programs and events within the Cultural Precinct.

Program of temporary programs and events developed.


1.2.4 Children and FamiliesCommunity Strategic Plan Reference




1.2.4.1 To develop the Lithgow LGA as a Family Friendly Community.

Implement the Social Plan in terms of the Following: Continue to participate in the Child Protection Interagency to develop and promote activities for children and families.

Regular attendance by the Community Development Officer at meetings and participation in community events.



1.2.5 Community InformationCommunity Strategic Plan Reference




1.2.5.1 To increase community awareness of local services and facilities.

Implement the Social Plan, Cultural Plan and Ageing Strategy in terms of the following: Provide community information on the Cook Street Plaza noticeboard and in branch libraries.

Noticeboards updated weekly Annual Community and Culture

Maintain the online directory of Children’s Services on Council’s website.

Directory maintained and updated regularly.

Annual Community and Culture Information Technology

Finalise the transition to digital only television.

Continue operation of Capertee and Glen Davis self-help transmission towers until December 2012.

Decommission and dispose of equipment from Hartley and Portland towers in first half of 2012-2013.

Decommission and dispose of equipment from Capertee and Glen Davis towers in 2nd half of 2012-2013.



1.2.6 Community SupportCommunity Strategic Plan Reference




1.2.6.1 To encourage equitable access to services and facilities.

Implement the Social Plan in terms of the following: Provide support to community organisations through Council’s financial assistance program.

Program advertised and submissions received in April and November each year.

Number of submissions received and amount provided.

$174,920 Annual Community and Culture.

Lobby Governments for equitable access to public transport, health, education, housing, recreational and other essential community services projects.

Use census and other need data to advocate for equitable access by Lithgow residents to community infrastructure and essential services.


Promote and support Men’s Shed projects and programs.

Regular attendance by the Community Development Officer at Lithgow and Portland meetings.


Assist Lithgow Men’s Shed to find suitable long-term premises.


1.2.7 Health Community Strategic Plan Reference




1.2.7.1 To provide a range of health services which meet the needs of the community.

Implement the Social Plan and Ageing Strategy in terms of the following: Advocate for equitable access to health services to meet community need.

Council Health Committee established.

Community consultation undertaken on health needs and needs advocated to the government.



Participate in the Community

Services Interagency. Regular attendance by the Community Development Officer at meetings and participation in events.


Lobby for the reinstatement of a full-time Aged Care Assessment Team Service based in Lithgow.

Lobbying undertaken in conjunction with Lithgow community care Interagency.

2012-2013 Community and Culture.

1.2.8 Library Programs Community Strategic Plan Reference




1.2.8.1 To provide learning opportunities and quality library facilities which meet the needs of the community.

Operate the Lithgow Library Learning Centre, Portland, Rydal and Wallerawang Libraries

Total number of library loans.

Number of people using the Library service.

Number of new members.

Number of children attending story time activities.

Number of bookings for the technology centre, meeting and video conferencing room compared with 2011/12 statistics.

$7,000 Annual Community and Culture

Maintain membership of the Australian Learning Community Network.

Payment of membership. Annual Community and Culture.

Provide outreach programs for housebound and isolated residents within the LGA

2011-2012 Pilot program evaluated and ongoing program implemented..


Enhance the adult, children, DVD, talking book, Large print, language and teenage sections of the Library collection and provide kits for the Books for Babies Program.

Purchase additional book and other reading resources.


Share library resources with other communities.

The number of inter-library loans and reciprocal borrowers compared with 2011/12.

Annual Community and Culture.


Conduct exhibitions and displays. 4 exhibitions/displays per year. $5,000 Annual Community

and Culture Develop the Local History Collection Photo digitising of the

collection. Improved storage and

access to Local Studies Collection.

Map indexing. Mercury indexing of

Lithgow Mercury holdings.


Provide a community and education information service through events, displays and the Learning Shop.

Community and education information areas are updated weekly.

Number of people attending events.


Provide quality community programs that offer educational and social opportunities for all members of the community.

Lithgow Forum to meet 4 times per year.

Monthly meetings of the Book club.

Supervise external university exam students as required.

Craft lessons within the Thursday Knitters Group.

Undertake joint programs with TAFE and local Schools including class visits, displays etc.



1.2.9 Regulatory/Compliance ProgramsCommunity Strategic Plan Reference




1.2.9.1 To ensure community safety and compliance.

Maintain animal control in accordance with legislation and policy.

Compare the following from 2011/12: Number of animals

impounded. Number of animals

returned to owners. Number of animals

destroyed. Number of animals sold. Maintain the companion

animals register.

Annual Environment

Maintain the Lithgow Pound. Daily feeding and exercise of animals and cleaning of the pound.

Annual Environment

Undertake community education on the care of and responsibility of companion animals.

Implement Community Education Strategy Action Plan.

Annual Environment

Investigate non-compliance with the Environmental Planning and Assessment Act and Local Government Act.

Number of actions taken. Annual Environment

1.2.10 Safety Community Strategic Plan Reference




1.2.10.1 To facilitate a safe community.

Implement the Crime Prevention Plan in terms of the following: Maintain Street Lighting Complaints referred to Integral

on the day received if a working day.

Annual Operations

Audit and enhance where necessary, street lighting in areas of high pedestrian activity.


Remove graffiti from public places

and liaise with Police. All graffiti removed within 5 working days.

Annual Operations

Participate in the Local Liquor Accord Attend meetings regularly. Annual Community and Culture

Conduct regular meetings of the Crime Prevention Committee

Meetings held 6 weekly. Annual Community and Culture. Priority crime prevention

strategies in relation to assault and harassment implemented.

Implement crime prevention grant for late night transport to address assault and malicious damage.

Late night transport service successfully implemented and evaluated.


Continue participation and support for Child Protection Interagency and Domestic Violence Liaison Committee.

Regular attendance by the Community Development Officer at meetings and participation in its events.


Address violence against women in the community.

Conduct International Womens Day activities with the Domestic Violence Liaison Committee.

$1,000 March 2013 Community and Culture

Provide CCTV monitoring in the Lithgow Central Business District.

Maintain the CCTV System 2012-2016 Development

Install security cameras at the following locations: Main/Eskbank Street

intersection Western end of Main

Street Union Theatre

$30,000 2012-2015 Development

Upgrade the wireless system

$10,000 2015-2016 Development

Participate in emergency services committees including the bushfire Advisory committee and Local Emergency Management committee in accordance with their terms of reference.

Attend meetings regularly. Annual Operations

Provide annual and discretionary contributions to the NSW Rural Fire Service and fulfil responsibilities under the Memorandum of Understanding.

Contributions made and all responsibilities of the Memorandum of Understanding fulfilled.

Annual Operations.

Impound abandoned articles from public places.

Number of articles impounded in accordance with the Impounding Act.

Annual Environment


1.2.11 Volunteering Community Strategic Plan Reference




1.2.11.1 To celebrate and grow volunteering

Implement the Social Plan in terms of the following: Work with community and sporting organisations to develop a volunteer’s network to promote and facilitate volunteering in the community.

Volunteer’s network established. Annual Community and Culture

Implement a recognition program for volunteering in association with International Volunteers Day.

Recognition program established.


Encourage younger people to volunteer.

Increase in number of younger people volunteering.


1.2.12 Youth Community Strategic Plan Reference




1.2.12.1 To improve the quality of life of the LGA’s youth.

Implement the Social and Cultural Plans in terms of the following: Continue to support Lithgow Youth Council to provide a voice for young people to Council.

Youth Council to meet 8 times per year.


Engage with young people to plan activities and cultural programs to meet their needs.

Annual program of youth events developed Including: Youth Week, Cinema Under the Stars, Rock-Up


Work with young people to develop appropriate recreational facilities that meet their needs.

Recommendations of young people in relation to recreational facilities considered in Strategic Asset Management Plan.

Annual Community and Culture Operations

Advocate for appropriate services to meet the broad range of youth needs.

Regular attendance at Youth Services Network Meetings and participation in its events by the Community Development Officer



Continue to provide the homework

centre at the Lithgow Library Learning Centre.

Homework Zone to operate 4 days per week during school term.

Number of children attending the homework centre.


2011/12 Financial Assistance – Community

Financial Assistance Timeframe Council Assistance

Recurrent Financial Assistance Western Region Academy of Sport 2012-2016 $1,650White Ribbon Day 2012-2016 $830 Portland Golf Club 2012-2016 $520 Lithgow Golf Club 2012-2016 $520 Tidy Towns, Lithgow, Portland, Wallerawang and Cullen Bullen 2012-2016 $5,250 Local School Presentations 2012-2016 $750 LINC Rental Assistance 2012-2016 $15,500

Non-Recurrent financial Assistance Non-Recurrent Financial Assistance requests received in April and November 2012 in accordance with Council’s Financial Assistance Policy

2012-2013 $92,000


Operations Budget for Our Economy $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 3,260 3,357 3,458 3,562 Income -1,407 -1,449 -1,493 -1,537 RESULT 1,852 1,908 1,965 2,024

Note: In the Principal Activity Area of Our Economy, Council expects to spend $3,260,043 in the coming year on

operational programs. Significant budget items within a project element are identified under “Significant Operational Programs”.


2012-2016 Program of Works for Our Economy

Providing for sustainable and planned growth that supports a range of lifestyle choices and employment opportunities.

2.1 Planning for Economic Growth Community Strategic Plan Reference




2.1.1 To plan and manage growth in a sustainable manner with emphasis on creating a diversified economy underpinned by sound local environmental planning.

Review and monitor current plans and strategies that support economic growth including: Implement the following plans and strategies: Economic Development

Strategy Business and Retail Strategy Wallerawang Industrial Park

Feasibility Study Tourism Strategy. Cultural Plan Cultural Precinct Study Open Space and Recreational

Needs Study Land Use Strategy.


Annual Policy and Planning

Develop a new Comprehensive Local Environment Plan.

Plan prepared, consulted upon, adopted and gazetted.

$100,000 2012-2013 Policy and Planning

Undertake continued investigation of the Marrangaroo Study areas including categorisation of streams; risk assessment of a gas pipeline; flooding extent of Marrangaroo Creek and Tributaries; stormwater, water and sewerage infrastructure requirements.

Completion of remaining investigation/studies.

Findings and actions included in the development of future plans and strategies.


Develop new Development control Plans in line with the new Local Environmental Plan.

Plan prepared, consulted upon and adopted.

In-house 2012-2013 Policy and Planning



2012-2016 Program of Works for Our Economy

Exploring and discovering the richness in our society through the pursuit of educational, creative and cultural opportunities to diversity our economy, skills base and employment opportunities.

2.2 Our Economic Growth Programs 2.2.1 Arts and Culture Community Strategic Plan Reference




2.2.1.1 To promote, develop and utilise the creative talents of the Lithgow region.

Implement the Cultural Plan and cultural Precinct Study in terms of the following: Promote networks and resource sharing locally and regionally.

Support and respond to requests from local artists in response to Networking programs.


Identify gaps for economic development and employment opportunities within the creative arts and heritage management sectors.

Attend meetings of the Creative Cluster Network.

Monitor and update Creative Cluster Network

Monitor and Update Creative Industries Trail

‘Open Weekend’ scheme for local artists and artisans.


Encourage a whole of community approach to supporting the growth of cultural industries.

Respond to and engage with community organisations and individuals engaged in cultural activity.


Plan for future expansion of the Lithgow Cultural Precinct.

Investigate opportunities for the establishment of a shopfront gallery/s



2.2.1 Branding and MarketingCommunity Strategic Plan Reference




2.2.2.1 To establish an effective integrated branding and marketing identity to promote Council, Tourism, Economic Development and the LGA.

Implement the Brand Manual, Marketing and Promotional, Economic Development and Festival and Events Strategies in terms of the following: Develop and implement an integrated and effective marketing and branding strategy for the Council, tourism, Economic development and the Local Government Area.

Marketing collateral developed and distributed, e.g. displays, brochures, prospectus, banners, and corporate publications etc. (as per available resources).

$20,000 pa Annual Policy and Planning Tourism

Provide professional corporate and promotional and informational publications for the community Strategic Plan and associated documents.

$10,000 pa Annual Policy and Planning.

Upgrade and install brown and white tourism signs in accordance with the Interpretive Signage Program and within budget.

$15,000 Annual Tourism

Develop Christmas displays and activities throughout the LGA: Mayors Christmas

Appeal Christmas

Decorations/Banners

$25,700 2012-2013 Policy and Planning Tourism

Welcome banners replaced annually as per resourcing and budget.

$3,000 2012-2013 Policy and Planning Tourism


2.2.3 Business and Industry Development and SupportCommunity Strategic Plan Reference




2.2.3.1 To expand Lithgow’s economic base and encourage local employment opportunities through the promotion and facilitation of business and industry development and support services.

Implement the Economic Development Strategy and Retail Strategy in terms of the following: Encourage the increase of business activities in the CBDs of Lithgow, Wallerawang and Portland.

Implement the Main Street Program. Work with Portland

Development Association, Wallerawang Lidsdale Progress Association and Lithgow Business Association to promote the CBDs and joint marketing opportunities.

Investigate opportunities for corporate sponsorship to support marketing and public domain projects.

Develop and implement the ‘Plugging the Leaks’ and buy local program.


Ensure the provision of a range of business support services.

Provide opportunities for business through the leasing of council owned retail and office space.


Promote sustainable production and consumption practices through a ‘Made in Lithgow’ promotion.

Explore opportunities for regular local and regional markets.

Create a register of local independent businesses and promote through social media applications.



2.2.4 Leadership and CommunicationCommunity Strategic Plan Reference




2.2.4.1 To provide leadership and communications that foster collaboration to maximise Lithgow’s economic potential.

Implement the Economic Development Strategy in terms of the following: Ensure sound communications across the community and with Council to assist with encouraging growth.

Regularly meet with and coordinate economic programs with the Economic Development Advisory Committee, Lithgow business Association and other stakeholders as required.


Organise the Sister city Advisory Committee meetings in accordance with the terms of reference.


Encourage cooperation between business and industry sectors, and with the Council.

Business forums and business development initiatives supported.


Market and promote Lithgow as a place to do business, work, live and recreate.

Develop promotional material to attract investors and residents and participate in relevant exhibitions.

$7,000 2012-2015

Policy and Planning

Business prospectus kept updated.


Continue to update the Creative/cultural Industry Cluster website.


Continue to update the Economic Development Website.


Continue to update the New resident information on website.


Encourage expansion and attraction of businesses.

Conduct local business workshops.


Investor forums held. Annual Policy and Planning

Appropriate conferences attended to encourage investment.


Regular assistance provided to potential investors.



2.2.5 Education and TrainingCommunity Strategic Plan Reference




2.2.5.1 To encourage and support learning opportunities in the LGA that aligns with our needs for skilled workers and retention of young people and families.

Implement the Economic Development Strategy, Ageing Strategy and Cultural Plan in terms of the following: Lobby for increased range of educational and training providers to support post secondary school and life long learning opportunities.

Assist in the establishment of the University of Western Sydney College Campus in Lithgow.

Annual Policy and Planning.

Promote to attract occupations and industries where skills shortages have been identified.

Liaison with local businesses, developers and employment agencies to identify skills gaps.


Liaison with local and external training providers to help develop programs to address gaps.

Encourage the presence of additional education providers.

Encourage international students to participate in local educational courses.

Work with universities to promote Lithgow to overseas students.



2.2.6 Local Environmental Planning and DevelopmentCommunity Strategic Plan Reference




2.2.6.1 To ensure the long-term sustainability of infrastructure and land that underpins and supports LGA growth

Implement the Land Use Strategy, Local Environmental Plan and Economic Development Strategy in terms of the following: Assess all applications including: Development Applications Construction Certificates Complying development

Certificates Section 68 Applications

Undertake a full review and update the Automated Planning Certificate System and ensure it is ready to go live to coincide with gazettal of the Principal LEP.


80% of applications be processed within 21 working days of receipt calculated exclusive of the ‘stop the clock’ period.

Annual Development

Undertake all development related inspections within 48 hours of request where Council is the consent authority and/or principal certifying authority.

Annual Development

Process and issue in accordance with regulatory requirements: Building Certificates Planning Certificates

Annual Development

Implement conditions of development consent and enforce compliance.

Number of actions taken. Annual Development

Investigate non compliance with the Environmental Planning and Assessment Act and Local Government Act.

Number of actions taken Annual Development

To provide street and rural numbers to premises upon request and at subdivision stage.

Street and rural numbers issued upon request.

Annual Development


2.2.7 Tourism Community Strategic Plan Reference




2.2.7.1 To create a strong tourism industry that maximises benefits from visitors to the LGA.

Implement the Tourism Strategy, Festival and Events Strategy and Cultural Plan in terms of the following: Operate the Visitor Information Centre to Provide quality visitor

information services Sale of LGA Souvenirs. Accommodation Bookings. Membership services.

Number of people visiting the Lithgow visitor Information Centre compared to the 2011/12 statistics.

Number of accommodation and tour bookings made at the Lithgow Visitor Information Centre compared to 2011/12 statistics.

Retail sales of Lithgow LGA souvenirs compared to the 2011/12 statistics.

Number of members compared to 2011/12 statistics.

Annual Tourism

Continue to develop tourism opportunities within the LGA and with neighbouring areas.

Provide input into community tourism development initiatives e.g.: Capertee Valley, Hartley Valley and other groups/activities.

Annual Tourism

Promotion of the LGA through the development of combined marketing with Oberon and Bathurst.


Organise the Tourism Advisory Committee meetings in accordance with the terms of reference.

Annual Tourism


Participate in the activities of

CENTROC’s Screen Central: Number of filming

enquiries. Number of filming

activities carried out.

Annual Tourism

Celebrate the 2013 Bi-Centenary of the Blue Mountains Crossing.

Participation in Bi-Centenary of the Blue Mountains Crossing meetings and planning of events.

10,000 10,000 2012-2013 Tourism Community and Culture

Install commemorative signage on Cox’s River Road.

$20,000 2013-2014

Strengthen Lithgow’s brand identity. Promotion of the LGA in a range of media. Promotional activities in

the media and within budget.

Visitors Guide updated. Continue to develop

DVD and Photographic Library.

Other marketing activities completed.

$21,300 Tourism

Shade Shelter made available for use at community events.

Annual Tourism

Continue to establish tourism drives. Implement collaborative partnership strategies across LGA’s for: The Tablelands Way.


Identify and support the delivery of a diverse range of quality festivals and events.

Implement the Festivals and Events Strategy.


Coordinate Events Management meetings with event organisers to ensure compliance.

Annual Tourism


Organise and stage the Lithgow

Flash Gift to ensure a comparative increase from 2011/12 in: Sponsorship levels Participation Visitation Competition Events Supporting

Events/Activities.


Identify and support local tourism events including: Daffodils at Rydal Rally of Lithgow Hartley’s Big Backyard Celebrate Lithgow Portland Spring Fair KTM Sunny Corner trail

Bikes Ironfest

Annual Tourism

Coordinate Australia Day activities within the LGA to ensure a comparative increase in participation and activities from 2011/12.


Implement the Economic Development Strategy, Cultural Plan, Cultural Precinct Study, Eskbank House Conservation Management Plan and Eskbank House Preservation Needs Study in terms of the following: Operate Eskbank House Museum An increase in visitation from

2011/12. Annual Community

and Culture Conduct exhibitions, public programs and displays

Events and activities developed to promote Eskbank House Museum and its collections.

4 exhibitions/displays per year (including travelling exhibitions form major institutions).



Undertake Capital Improvements to

Eskbank House Museum from the Eskbank House Trust Reserves.

Program of capital improvements based on the Conservation Management Plan and Landscape Strategy progressively implemented.


Upgrade display and exhibition equipment at Eskbank House Museum

Display and exhibition equipment upgraded.


Develop marketing for Eskbank House Museum

Eskbank House Museum promoted in accordance with Council’s Branding and Marketing Strategy


2011/12 Financial Assistance – Economy


Recurrent Financial Assistance Lithgow Business Association 2012-2016 $11,500 Portland Art Show 2012-2016 $2,300 Arts OutWest 2012-2016 $11,500 Ironfest 2012-2016 $11,500 Lithgow Show 2012-2016 $11,500


2012-2013


Operations Budget for Our Built Environment $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 12,352 12,723 13,105 13,350 Income -4,288 -4,416 -4,549 4,685 RESULT 8,064 8,306 8,555 8,664

Note: In the Principal Activity Area of Our Built Environment, Council expects to spend $12,352,859 in the

coming year on operational programs. Significant budget items within a project element are identified under “Significant Operational Programs”.

Capital Budget for Our Built Environment $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 3,479 3,486 3,159 2,048 Income -1,005 -1,157 -1,160 -1,202 RESULT 2,474 2,329 1,999 846


2012-2016 Program of Works for Our Built Environment


3.1 Planning for Our Built Environment Community Strategic Plan Reference




3.1.1 To provide infrastructure to ensure the sustainable growth and development of the area including the provision of quality recreational and community facilities.

Review and monitor current plans and strategies that support economic growth including: Implement the following plans and strategies: Open Space and Recreation

Needs Study. Heritage Development

Control Plan Study. Integrated Water Cycle

Management Plan. Water Demand Management

Plan. Strategic Water and

Sewerage Business Plans. Cullen Bullen Sewerage

Study. Portland Sewerage

Treatment Plant Feasibility Study.

Development Servicing Plans. Adventure Play Park

Feasibility Strategy. Eskbank Bank House

Conservation Management Plan


Annual Operations Community and Culture Environment Water and Wastewater


Review and monitor current Asset Management Plans including:

Strategic Asset Management Plan

10 Year Strategic Building Plan.

5 Year Building Maintenance Plan.


Annual Operations

Identify and develop new plans and strategies in line with the community’s needs including: Prepare a Housing Strategy Strategy prepared, consulted

upon and adopted. $80,000 2012-2014 Policy and

Planning Prepare a Disability Access Strategy. Strategy completed. 2011-2013 Community

and Culture. To prepare a Master Plan for the development of the Lithgow, Wallerawang and Portland CBD’s

Master Plan prepared, consulted upon and adopted.

Plan used to inform Council’s relevant strategic planning process in particular the review of the Principal LEP.

$100,000 2015-2016 Policy and Planning.

Prepare a Master Plan of major open space recreational precinct in and around Tony Luchetti Sportsground including: Farmers Creek Aquatic Centre Watsford, Conran, Glanmire

and Marjorie Ovals. Basketball Stadium Skatepark Cultural facilities

Master Plan prepared, consulted upon and adopted.

Plan used to inform Council’s relevant strategic planning process in particular the review of the Principal LEP.



Prepare Plans of Management in

accordance with an 2011 adopted priority program for: “Community” classified lands. “Operational” classified lands. Crown Lands and other

recreational facilities (e.g. Lake Wallace).

Site specific Community/Crown Lands Plans of Management are prepared in accordance with all relevant legislation, result of community and stakeholder engagement and sustainability principles.

$60,000

2012-2013 Policy and Planning

A Generic community Lands Plan of Management is prepared for all public land.


Prepare a Floodplain Risk Management Plan.

The Floodplain Risk Management Plan is prepared to accord with the 2005 Floodplain Development Manual.


Undertake a Transport Strategy to plan and provide for the LGA’s transport needs including rail, road and pedestrian infrastructure.

Strategy is prepared, consulted upon and adopted.

Strategy is used to inform Council’s relevant strategic planning processes.


Review and prepare a Waste and Recycling Strategy

Waste and Recycling Strategy complete and adopted by Council.

$10,000 2015-2016 Environment



2012-2016 Program of Works for Our Built Environment


3.2 Our Built Environment Programs 3.2.1 Cemeteries Community Strategic Plan Reference




3.2.1.1 To provide a respectful cemetery service.

Maintain and operate cemeteries at: Capertee Cullen Bullen Dark Corner Glen Alice Hartley Lithgow (3 Cemeteries) Lowther Meadow Flat Palmers Oakey Portland Rydal Wallerawang

Monitor and report on number of complaints received in comparison to 2011/12.

Annual Operations

Ensure cemetery grounds are maintained.

Annual Operations

Implement 10-year Cemetery Improvements Program.

Portland – Tree removal Portland – Drainage Capertee – Tree

removal Wallerawang – Fencing Rydal Fencing Capertee – Fencing Wallerawang – Internal

Roads.

$27,000 2012-2013 Operations

Rydal – Fencing Portland – Fencing Portland – Trees

$20-500 2013-2014 Operations

Lithgow – Fencing $20,950 2014-2015 Operations


Lithgow/Wallerawang – Tree removal

$20,240 2015-2016 Operations

3.2.2 Community Cultural FacilitiesCommunity Strategic Plan Reference




3.2.2.1 To develop cultural and recreational infrastructure that will meet the needs of the community now and into the future.

Implement the Cultural Plan, Cultural Precinct Study, Festivals and Events Strategy and 10 Year Strategic Building Improvements Plan in terms of the following: Complete the Lithgow History Avenue Project.

History Avenue project completed.

$150,000 2012-2013 Community and Culture.

Enhancement of Civic Spaces and Public Places within the Lithgow LGA through the development and promotion of public art and amenity.

Identify opportunities for integrating the UWS College Campus into the Cultural Precinct.

2012-2013 Community and Culture Operations

3.2.3 Community Commercial/Industrial Buildings Community Strategic Plan Reference




3.2.3.1 Maintain community commercial and industrial buildings and structures to meet the needs of the community and service Council operations.

Implement Council’s 10 Year Building Improvements Program in terms of the following: Clean community buildings and structures.

Buildings and structures are cleaned to an acceptable standard and within budget.

Annual Operations

Civic Ballroom $7,810 Public Halls $62,529

Maintain and upgrade community buildings and structures to meet the needs of the community and ensure commercial viability.

General asset building maintenance

$10,000 2012-2013 Operations $10,000 2013-2014

Upgrade toilet facilities at: Lithgow CBD Daintree Lane,

Wallerawang Endeavour Park,

Lithgow Queen Elizabeth park

(Southern End).

$150,000 2013-2014 Development

$125,000 2016-2017

$220,000 2014-2015

$200,000 2015-2016

Upgrade the Council Administration Centre including: Reservation of funds for

future improvements

$331,000 2012-2013

Development Finance


Air conditioning in the

Executive Office and software upgrade.

Fire hose reel installation.

2012-2016

Upgrade the Hartley Building including: Replace floor coverings Replacement of

defective roofing.

$11,000 $20,000

2012-2013 2013-2014

Development

Upgrade Wallerawang Memorial Hall - Door and security upgrade

$2,000

2012-2013

Development

Hermitage Hall, Lithgow – Provide external cladding

$10,000 2012-2013 Development

Union theatre change rooms and toilet

facilities for performers Maintenance

$150,000 $300,000 $10,000 $6,000

2012-2013 2013-2014 2013-2014 2015-2016

Development

Upgrade Meadow Flat Hall including: External Painting

$10,000 2013-2014 Development

162 mort Street, Lithgow – replacement of roof

$20,000 2012-2013 Development

Lithgow Cemetery Shed – roof replacements

$5,000 2012-2014 Operations

Lidsdale Tennis buildings upgrade

$30,000 2012-2013 Operations

Kremer Park Grandstand reservation of funds for demolition and construction

$300,000 2013-2016 Development Finance

Implement the Special Rate Variation – Four year works program 2012/11 – 2015/16 Community Hall

Upgrades

$20,000

2013-2014

Development

Lithgow Golf Club – Veranda works –

$15,000 $15,000

2012-2013 2015-2016


Lake Wallace Toilets –

Refit interior and security.

$38,000 $24,000 $37,000

2012-2013 2014-2015 2015-2016

General Asset Building Maintenance

$60,000 $64,000 $75,000 $60,000

2012-2013 2013-2014 2014-2015 2015-2016

Crystal Theatre – Upgrade

$20,000 2013-2014

Vale Hall - Upgrade $10,000 2013-2014

Upgrade the Lithgow Dog Pound Including: Office and staff

amenities Completion of overall

fencing project

$30,000 $6,000

2012-2013 2014-2015

Environment

Ensure Depots are secure and maintained.

Provide depot buildings for the housing of stores, plant and workshop.

Annual Operations.

Manage those community halls and theatres with advisory/management committees in conjunction with the community.

Hold meetings of hall and theatre advisory/management committees in accordance with the Terms of Reference: Meadow Flat Hall Union Theatre Crystal Theatre Civic Ballroom

Annual Policy and Planning Development Operations

Operate the Union Theatre, Wallerawang Memorial Hall and Civic Ballroom to increase usage compared to 2011/12.

Annual Finance


3.2.4 Cycleways and WalkwaysCommunity Strategic Plan Reference




3.2.4.1 To establish a system of cycleways and pedestrian paths to provide links between major cultural and recreational facilities and town centres.

Implement the Urban Sustainability Plan, Open Space and Recreation Needs Study and Pedestrian Access Mobility Plans in terms of the following: Undertake footpath construction as per 10 year program.

Geordie Street to Highway linking VIC to McDonalds

$100,000 2012-2013 Operations

Stages 2 and 3 Farmers Creek $80,000pa 2013-2016

Footpath improvements in CBD. Main Street, Lithgow.

$50,000pa 2012-2016

3.2.5 Environmental HealthCommunity Strategic Plan Reference




3.2.5.1 Provide an Environmental Health Inspection Program.

Conduct inspections of food premises and provide ongoing education.

170 inspections per year including a minimum of 1 inspection of each high risk premises per year.

Annual Environment

Conduct inspections of skin penetration premises and provide ongoing educational material.

All premises inspected once per year.

Annual Environment

Conduct commercial swimming pool and spas inspections and provide ongoing education.

1 inspection of each pool/spa per year.

Annual Environment

Conduct inspections of cooling towers and associated systems and respond to complaints.

1 inspection per year. All complaints

investigated and actions resolved or determined within 24 hours of receipt.

Annual Environment

Maintain a register of water cooling and warm water systems.

Compliance with Public Health (Microbial Control) Regulation at all times.

Annual Environment

Undertake inspections of Caravan Parks.

2 Inspections per year. Annual Environment


3.2.6 Heritage Community Strategic Plan Reference




3.2.6.1 To identify, preserve, improve and promote the LGA’s indigenous and non-indigenous built and natural heritage.

Implement the Heritage Development Control Plan Study, Eskbank House Conservation Management Plan, Land Use Strategy, Cultural Plan and Cultural Precinct Study in terms of the following: Provide a Heritage Advisory Service. Number of residents utilising the

service compared to 2011/12 Annual Development

Continue the Heritage Fund Program Number of projects funded. 2012-2014 Development Establish community education programs to assist in understanding built heritage issues.

Develop and implement the John Wellings Heritage Award.


Implement the Local Heritage Committee.


Assist with appropriate development of heritage items.

Undertake work identified within the Heritage Audit Gap Analysis to enable items to be listed in principal LEP in line with the priority program for improvement. Items with sufficient

information are listed in the principal LEP.

Missing data and inventory sheets prepared.


Conservation areas are identified in the principal LEP.

Items identified for individual listing are listed in the principal LEP.

Development Control Standards are included in the new comprehensive Development Control Plan.



3.2.7 Housing and DevelopmentCommunity Strategic Plan Reference




3.2.7.1 To provide a range of housing opportunities to meet the diverse needs of the community.

Implement the Economic Development Strategy, Land use Strategy and Ageing Strategy in terms of the following: Provide for higher density development around the transport and central business nodes.

Use a range of land use zones and provisions in principal LEP to differentiate areas of high density and mixed use.

2012-2013 Policy and Planning.

Identify sites for potential seniors living with easy access to services and facilities.

Liaise with aged care service providers to facilitate site selection.


Ensure effective integration of new developments which do not adversely impact upon existing and/new residential/living environments.

Communicate desired character and standards of residential areas in a Development Control Plan.


Encourage adaptable and affordable housing in medium density development.

Provide educative material in a Development Control Plan.


Develop community capacity to provide housing and accommodation which is responsive to the needs of older people.

3.2.8 On-site Sewage ManagementCommunity Strategic Plan Reference




3.2.8.1 To ensure that on-site sewage management systems comply with environmental and health requirements.

Undertake inspections of Septic Systems and Aerated Waste Water Systems.

Septic Systems Prepare and undertaken

an inspection regime of systems.

Monitor service records for aerated wastewater systems.

Appropriate action taken where systems are failing.

Annual Environment


3.2.9 Parks and GardensCommunity Strategic Plan Reference




3.2.9.1 To develop parks and gardens that will meet the needs of the community now and into the future.

Implement the Open Space and recreation Needs Study in terms of the following: Maintain gardens, parks, reserves, street trees and other public space.

Maintained to an acceptable standard and within budget.

Annual Operations

Queen Elizabeth Park $164,000 Endeavour Park $21,000 Lake Wallace Recreation Area $69,000

Identify new open space/recreational areas as part of any re-zoning or development application process for new release areas and major subdivisions.

New open space and recreational areas are capable of conforming to the desired standards of service outlined in the Open Space and Recreational Needs Study.


Upgrade playground equipment in local parks.

Install playground equipment and park furniture in QE Park and other major parks.

$85,000 2012-2013 Operations $80,000 2013-2014 $76,000 2014-2015 $76,000 2015-2016

3.2.10 Recreational Facilities Community Strategic Plan Reference




3.2.10.1 To develop recreational facilities that will meet the needs of the community now and into the future.

Implement the Open Space and recreation Needs Study, Economic Development Strategy and Asset Management Strategy in terms of the following: Develop and operate the Lithgow Aquatic Centre using Council resources and associated oncosts.

Aquatic Centre Advisory Committee meetings held on regular occasions.

Construct Stage 2 The Lithgow Swimming

Pool/Aquatic Centre is open on all days during the swimming season.

Annual Operations

Manage and prepare playing fields using Council resources and associated oncosts.

Playing fields available for use except in exceptional wet weather conditions.

Annual Operations


Tony Luchetti Sportsground $185,297 Marjorie Jackson Oval $37,060 Saville Park $10,760 Zig Zag Oval $7,412 Wallerawang Oval $21,177 Kremer Park $37,060

Manage and prepare the Lithgow Golf Course using Council resources and associated oncosts.


$262,080 Annual Operations

To provide support and a forum for sporting, recreational and community groups to discuss matters relating to local sport and recreational facilities and advise Council.

Review the role, function and communication protocols of the Sports Advisory Committee to widen its focus beyond structured sport.


Organise the Sports Advisory Committee meetings in accordance with the Committee terms of reference. Attend meetings

regularly. Develop and implement

funding programs. Review and implement

actions identified in the Open Space and Recreation Needs Study and Sporting Precinct Master Plan.

Annual Operations

Provide support to recreational activities and organisations in accordance with Council’s Financial Assistance Policy.

Annual Community and Culture. Operations


3.2.11 Road Safety and ComplianceCommunity Strategic Plan Reference




3.2.11.1 To promote the road safety message and enforce legislative requirements.

Ensure available parking for residents and visitors.

Conduct on-street parking enforcement in the Central Business District of Lithgow and School Zones. 200 parking patrols per

year. 24 school zone patrols

per year.

Annual Environment

To implement the Road Safety Strategic and Action Plans in terms of the following: Develop and promote the road safety message to the community.

Bike Safety Sessions Traffic Offender

Intervention Program Driver Fatigue Project Gateway Speed

Prevention Project. 2 Learner Driver

Workshops. School Parking

Education

Annual Operations


3.2.12 Sewage InfrastructureCommunity Strategic Plan Reference




3.2.12.1 To provide sewage infrastructure to allow for the sustainable growth and development of the area.

Implement the Strategic Water and Sewerage Business Plans, Cullen Bullen Sewerage Study and Portland Sewerage Treatment Plant Feasibility Study in terms of the following: Provide a secure and reliable sewage reticulation system to residents of Lithgow, Lidsdale, Marrangaroo, Portland and Wallerawang.

Operations undertaken to an acceptable standard and within budget.

Annual Water and Wastewater.

Renew sewer mains within the sewage reticulation system.

Completion of works $310,000 2012-2013 Water and Wastewater $310,000pa 2013-2016

Upgrade the Sewerage Reticulation Network in the South Bowenfels/South Littleton area.

Completion of works $750,000 2012-2013 Water and Wastewater $161,000 2013-2014

$319,000 2014-2015 $150,000 2015-2016

Construct upgrades to pumping stations, including access, electrical, pump replacement, safety requirements and telemetry.

Completion of works $100,000pa 2012-2016 Water and Wastewater

Provide sewer overflow protection to infrastructure.

Completion of works $100,000 2012-2013 Water and Wastewater

Upgrade the Portland Sewerage Treatment Plant.

Completion of works $100,000 2012-2013 Water and Wastewater

Replace sewer vents within the sewerage reticulation system.

Completion of works $30,000pa 2012-2016 Water and Wastewater

Desludge lagoons at Portland Sewerage Treatment Plant.

Completion of works $50,000pa 2012-2016


Reserve funds for the extension of the sewer main to Doctors Gap.

Funds placed in reserve $500,000pa 2012-2014 Water and Wastewater

Cullen Bullen provision of sewerage Design of reticulation system 100,000 2014-2015 Water and Wastewater Commence construction 2,000,000 2015-2016


3.2.13 Transport Community Strategic Plan Reference




3.2.13.1 To provide road infrastructure that meets the needs of the residents.

Implement the Asset Management Strategy in terms of the following: Upgrade and maintain urban and rural roads to an acceptable standard in accordance with their level of traffic use.

Maintenance undertaken to provide safe and acceptable standards and within budget.

Annual Operations

Drains – Maintenance and repair.

$80,000

Rural roads – Maintenance and repair

$1,437,540

Urban roads – Maintenance and repair

$450,000

Street and gutter cleaning. $222,536 Undertake timber bridge improvements on rural roads as per the 10-year program. Palmers Oakey Palmers Oakey, Turon

Gates, Mt Horrible Glen Davis

$65,000 2012-2013

Operations

$74,522

2013-2014

$84,672 $94,672

2014-2015 2015-2016

Undertaken urban drainage projects in Lithgow, Portland and Wallerawang as per the 10-year program. Falnash and Green Sts

Portland

$123,300

2012-2013

Operations

Lithgow streets $133,000 2013-2014 Lithgow streets $120,000 2014-2015 Lithgow streets $100,000 2015-2016 Undertake village drainage improvements in Rydal and Capertee as per the 10-year program. Capertee

$25,155 2012-2013

Operations

Capertee/Rydal $48,900 2013-2014 Glen Davis $71,200 2014-2015 Glen Davis $66,700 2015-2016


Continue to seek funding to upgrade

and maintain state and regional roads within the LGA.

Roads to Recovery Program Upgrades: Glen Davis road Dark Corner Road Mid Hartley Road Springvale Lane

$560,000 2012-2013 Operations

Glen Davis Road Curley Dick Brays Lane Dark Corner

$560,000 2013-2014 Operations

Glen Davis Road Rydal Hampton Glen Alice Range

$560,000 2014-2015 Operations

Range Cox’s River Browns Gap Glen Alice

$560,000 2015-2016 Operations

Rural Sealed Roads Rehabilitation Program: Magpie Hollow Road

$100,000 2012-2013 Operations

Glen Alice Road $108,000 2012-2013 Operations Sunny Corner $100,000 2013-2014

Cox’s River $100,000 2013-2014 Sunny Corner $100,000 2014-2015 Range $100,000 2014-2015 Cox’s River $100,000 2015-2016 Blackheath Creek $100,000

Special Rate Variation – Four year works program 2010/11 – 2013/14

Lithgow and Portland Streets per annum.

$90,000 2012-2014 Operations

Mid Hartley Road $80,000 2012-2013 Operations Glen Davis Road $105,000 2012-2013

Magpie Hollow Road $144,000 2013-2014 Urban Roads Reseals program $101,365 2012-2016 Laneway improvements $90,000 2012-2016 Cox’s River Road $40,000 2013-2104 Mid Hartley Road $80,000 2014-2015 Glen Davis Road $104,000 2014-2015 Cox’s River $25,000 2015-2016 Sodwalls Tarana $160,000 2015-2016


Urban roads improvements

Wallerawang $100,000 2012-2013

Operations Portland $100,000 Main Street, Wallerawang $99,000 Reserve $139,000 Lithgow $100,000 2013-3014

Portland $100,000 Main Street Wallerawang $90,000 Capertee/Rydal Streets $100,000 Lithgow $200,000 2014-2015 Portland $100,000 Lithgow $200,000 2015-2016 Wallerawang $100,000

Maintain traffic signs and other associated furnishings.



Clean footpaths and streets in Lithgow, Wallerawang and Portland

Cleaning undertaken to an acceptable standard and within budget.


3.2.13.2 To have improved transport linkages with Sydney.

Support the Bells Line and M2 Extension.

Attend meetings of the Bells Line Expressway Group.

Annual Executive

Lobby for the State Government to maiximise the number of passenger train services that terminate at Lithgow.

Lobbying undertaken. Annual Executive

3.2.14 Trade Waste Community Strategic Plan Reference




3.2.14.1 To Provide a Trade Waste Program

Undertake activities identified in the Trade Waste Policy.

Prepare and undertake an inspection regime of systems.

Assess applications. Monitor records Appropriate action is

taken where systems are non-compliant.

Annual Environment

Install Grease Arrestors in Council Kitchens to achieve compliance.

Implement priority program in accordance with hall maintenance and refurbishment programs.

In-house 2012-2013 Operations


3.2.15 Water InfrastructureCommunity Strategic Plan Reference




3.2.15.1 To provide water infrastructure to allow for the sustainable growth and development of the area.

Implement the Strategic Water and Sewerage Business Plans, Drought Management Plan, Integrated Water cycle Management Plan and Water Demand Management Plan in terms of the following: Maintain the Clarence Water Transfer System

Maintenance of supply into the Oakey Park Water Treatment Plant.

Annual Water and Wastewater.

Undertake water mains renewal in accordance with program.

Completion of works predominantly in Portland and Wallerawang

$500,000 pa 2012-2016 Water and Wastewater.

Upgrade reservoirs in accordance with program.

Completion of works $200,000pa 2012-2016 Water and Wastewater.

Undertake maintenance works to the Oakey Park Water Treatment Plant.

Completion of works. $150,000pa 2012-2016 Water and Wastewater.

Undertake safety works to Farmers Creek No. 2 Dam.

Completion of works. $100,000 2012-2016 Water and Wastewater.

Reserve funds for an extension of the water main to Doctor’s Gap.

Reservation of funds. $450,000 2012-2014 Water and Wastewater Finance

Upgrade pumping stations. Completion of works. $100,000 2013-2014 Water and Wastewater. $100,000 2015-2016

3.2.16 Waste InfrastructureCommunity Strategic Plan Reference




3.2.16.1 To provide a waste and recycling collection services that encourage a reduction in land filling.

Implement the Waste and Recycling Strategy in terms of the following: Provide garbage disposal facilities within the LGA at: Capertee Cullen Bullen Glen Davis Lithgow Portland Wallerawang

A decrease in garbage disposed from 2011/12.

Annual Environment


Close and rehabilitate the landfills Completion of works at:

Cullen Bullen $20,000

$175,000 $665,000 $650,000

2012-2013 Environment

Glen Davis Portland Wallerawang

2013-2014 2015-2016 2012-2013

Environment Environment Environment

Provide recycling facilities at existing waste transfer stations.

Completion of works at: Angus Place Hampton Meadow Flat Tarana

$30,000

2012-2013

Environment

Provide recycling facilities in public places.

Completion of the works $100,000 2014-2015 Environment

Undertake preparations for the Blackmans Flat Waste Management Facility.

Completion of the following: Servicing loan and

paying the interest.

$109,000 2012-2013 Environment

Upgrade the Lithgow Solid Waste Facility.

Completion of the following: Rehabilitation planning

of Stage 1 area.

$20,000 $250,000 $300,000

2012-2013 2013-2014 2014-2015

Environment

Rehabilitate the State 1 area.

Leachate control Road works Hazardous waste

storage.

2012-2016

Undertake post closure monitoring of landfills.

Monitoring undertaken at: Angus Place Cullen Bullen Glen Davis

$15,000 pa $15,000 pa $15,000 pa

2012-2016 2013-2016 2014-2016

Environment

Undertake an environmental audit of the Lithgow Solid Waste Facility and the Portland Garbage Depot.

Environmental Audit completed. $15,000 2013-2014 Environment


4.2.8 Waste and RecyclingCommunity Strategic Plan Reference




4.2.8.1 To implement the waste management hierarch of avoidance, reuse, recycle and dispose.

Implement the Waste and Recycling Strategy in terms of the following: Collect street litter bins in Lithgow, Portland and Wallerawang.

Collection service provided to an acceptable standard and within budget.

Annual Environment

Collect litter bins from parks, lookouts and recreation areas.

Operations

Provide kerbside garbage and recycling collection service to all residents within the collection service area.

Achieve a reduction in garbage material collected from 2011/12

Achieve an increase in recycling material collected from 2011/12.

Annual Environment

Provide a green waste collection service to residents in Lithgow, Lidsdale, Marrangaroo, Portland, Rydal and Wallerawang.

4 services per year and an increasing number of green waste bookings from 2011/12.

Annual Environment

Provide a clean-up collection service to residents.

2 services per year and an increasing number of clean-up bookings.

Annual Environment Operations

Assist in the provision of the chemical collection service.

Provide agreed assistance to the Sydney Catchment Authority with in-kind contributions.

Annual Environment

Attend meetings and participate in Netwaste activities.

Attend meetings as resources allow.

Annual Environment

Conduct annual e-waste recycling program in conjunction with Netwaste

Completion of the program. 2012-2013 Environment

Undertake Waste Watchers Environmental Education Program targeting school aged children.

Waste Watchers program undertaken.

$5,000pa 2012-2016 Environment


2011/12 Financial Assistance – Our Built Environment



2012-2013


Operations Budget for Our Natural Environment $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 10,252 10,898 10,447 11,111 Income -12,975 -13,556 -13,434 -14,035 RESULT -2,723 2,658 -2,987 2,924

Note: In the Principal Activity Area of Our Natural Environment, Council expects to spend $10,252,339 in the

coming year on operational programs. Significant budget items within a project element are identified under “Significant Operational Programs”.

Capital Budget for Our Natural Environment $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 4,210 3,525 2,170 2,118 Income -740 -98 -1,608 1,117 RESULT 3,470 3,427 562 1,001

2012-2016 Program of Works for Our Natural Environment


To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and health community.

4.1 Planning for Our Natural Environment Community Strategic Plan Reference




4.1.1 To identify, preserve and improve our natural heritage and biodiversity whilst ensuring the water security and sewerage capacity of the region for sustainable growth and development.

Review and monitor current plans and strategies that support economic growth including: Implement the following plans and strategies: Integrated Water cycle

Management Plan Drought Management Plan Demand and Water

Conservation Plan Strategic Water and Sewer

Business Plans Cullen Bullen Sewerage

Study. Portland Sewerage

Treatment Plant Feasibility Study.

Port Macquarie Road Environmental Management Plan.

Land Use Strategy


Annual Operations Environment Policy and Planning

Completion of the Urban Sustainability Project

Actions included within Council’s Delivery and Operations Plans.

$18,269 5 September 2012


Review and monitor current Asset Management Plans including: Strategic Asset Management Plan Actions included within Councils

Delivery and Operations Plans. Annual Operations


Identify and develop new plans and strategies in line with the community’s needs including:

Undertake the preparation of an Aboriginal Heritage Study to identify, conserve and protect items of Aboriginal heritage.

Study prepared, consulted upon and adopted by Council.

$100,000 2015-2016 Policy and Planning.



2012-2016 Program of Works for Our Natural Environment

To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and health community.

4.2 Our Natural Environment Programs 4.2.1 AirCommunity Strategic Plan Reference




4.2.1.1 To improve local air quality.

Promote alternative heating sources to coal and wood heaters.

Provide the Alternate Fuel Rebate for the replacement of coal heaters with cleaner heating alternatives.


Provide education material on the correct operation of solid fuel heaters.

Promotion activities undertaken. Annual Environment

Lobby for the extension of natural gas to Portland.

Lobbying undertaken Annual Executive


4.2.2 Biodiversity Community Strategic Plan Reference




4.2.2.1 To protect and enhance biodiversity through consultation and development of partnerships.

Protect Endangered Ecological communities and National Endangered Ecological Communities.

Participate in the Save Our Swamps Program with Blue Mountains City Council over 3 years.

Annual Environment

4.2.2.2 To responsibly manage natural resources through the control of environmental and noxious weeds.

Control environmental and/or noxious weeds on public land through Council and/or service provided by the Upper Macquarie County Council.

Contribution made to the Upper Macquarie Council and program of works completed.

Annual Operations

Environmental improvement projects undertaken at priority locations.

Completion of works Annual

Weed control of natural water courses.

Farmers Creek $20,000pa 2012-2016 Operations

4.2.3 Climate Change Community Strategic Plan Reference




4.2.3.1 To significantly reduce carbon emissions within the LGA.

Implement the Urban Sustainability Program, Economic Development Strategy and Integrated Water Cycle Management Plan in terms of the following: Finalise the Urban Sustainability Project early September 2012.

Investigate a Carbon Credit scheme.

September 2012

Community and Culture Policy and Planning

Promote project activities to highlight the ‘green credentials’ of Lithgow.

Undertake energy audits of Council buildings and consider recommendations in the Delivery Program.

Staff Sustainability Team continuing to meeting and identifying energy and water saving initiatives.

Promote project activities to highlight the ‘green credentials of Council



4.2.4 Environmental Protection and LeadershipCommunity Strategic Plan Reference




4.2.4.1 To provide environmental leadership through responsible natural resource management, legislative compliance and working cooperatively with the community, relevant environmental authorities and alliances.

Implement the Urban Sustainability Program, Land use Strategy, Draft Water Quality Management Plan and Recycled Water Management Plan in terms of the following: Comply with the environment protection licences for: Lithgow Sewerage Treatment

Plant. Lithgow Solid Waste Facility. Lithgow Water Treatment

Plant. Portland Garbage Depot Portland Sewerage

Treatment Plant. Wallerawang Sewerage

Treatment Plant.

Compliance with licence conditions.

Annual Water and Wastewater Environment

To fulfil Council’s appropriate regulatory authority responsibilities under the Protection of the Environment Operations Act.

Respond to pollution incidents within 24 hours.

Annual Environment

To ensure compliance with Council’s Environmental Management System for: Sewage Management Water Treatment and

Distribution.

Annual Water and Wastewater

Work together to share information. Participate in the activities of the Water Directorate.


Participate in the activities of the SaveWater Alliance


Provide a forum for environmental groups to discuss matters relating to the environment and advise Council.

Conduct the Environmental Advisory Committee meetings in accordance with the terms of reference.

Annual Environment

Improve the community’s knowledge of environmental issues.

1 water and waste education campaign conducted.

Water and Waste

Prepare grant applications for funding of environmental improvement works.

Grant applications prepared. Annual Environment Operations


4.2.6 Water Community Strategic Plan Reference




4.2.9.1 To protect our waterways and provide safe drinking water.

Implement the Land use Strategy, Draft Water Quality Management Plan and Recycled Water Management Plan in terms of the following: Promote biodiversity conservation and landscape management with a particular focus on improving and protecting our urban waterways.

Increase community engagement with Farmers Creek corridor in terms of walking, cycling, recreation, tree planting and stream watch activities.

$3,000,000 (over 6 years - Subject to funding)


Protect the catchment around Farmers Creek Dam.

Provide drinking water to residents within the Farmers creek reticulated supply system.

Comply with the Australian Drinking Water Guidelines.


Conduct routine monitoring of Council’s reticulated drinking water supplies.

Number of samples per year: 177 microbiological

samples. 16 chemical samples 26 disinfection by

product samples. 1 pesticide sample.

Annual Environment

Undertake routine monitoring of Farmers Creek, Lake Lyell, Pipers Flat Creek and Lake Wallace for blue green algae.

Samples taken in partnership with Delta Electricity.

Annual Environment

Purchase water from State Water to supply: Cullen Bullen Glen Davis Lidsdale Portland Wallerawang Marrangaroo

Maintenance of supply to residents and payments made.



2011/12 Financial Assistance – Our Natural Environment


Recurrent Financial Assistance Solid Fuel Incentive Program 2012-2016 9,600


2012-2013


Operations Budget for Our Council $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 5,935 5,832 6,081 6,253 Income -27,769 -28,331 -29,514 -30,378 RESULT -21,834 -22,499 -23,433 -24,124

Note: In the Principal Activity Area of Our Council, Council expects to spend $5,935,120 in the coming year on

operational programs. Significant budget items within a project element are identified under “Significant Operational Programs”.

Capital Budget for Our Council $000 2012/13 Proposed 2013/14 Proposed 2014/15 Proposed 2015/16 Expenditure 307 320 310 250 Income -142 -165 -155 -170 RESULT 165 155 155 80


2012-2016 Program of Works for Our Council A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community

actively participating in decision making processes affecting their future.

5.1 Planning for Our Council Community Strategic Plan Reference




5.1.1 To ensure integrated corporate plans set the long term direction for the LGA and Council.

Review and monitor Council’s Integrated Planning and Reporting Framework in terms of the following: Implement the 10-year Community Strategic Plan for the LGA.

Community Strategic Plan implemented through the Delivery Program 2013-2017 and Operations Plan 2013-2014.


Commence review of Community Strategic Plan in line with End of Term Report.


Prepare the Delivery Program 2013-2017 and Operations Plan 2013-2014 in accordance with the requirements of the Local Government Act and Regulations.

Delivery Program 2013-2017 and Operations Plan 2013-2014 adopted by 30 June.

Annual Finance Policy and Planning

Review the 10 Year Long-Term Financial Plan and include strategies to improve Council’s current financial ratios.

Commence review of the Long-Term Financial Plan in line with the End of Term Report.

2015-2016 Finance

Implement the 10 Year Asset Management Strategy.

Prepare Asset Management Plans in accordance with the Asset Management Strategy for: Buildings and other

assets. Roads, drainage, kerb

and gutter and footpaths.

Annual Operations


Implement the Corporate Asset

IT Program in accordance with the Asset Management Strategy.

Annual Information Technology

Review and Implement Asset Management Policies in accordance with the Asset Management Strategy.

Annual Operations.

Commence review of Asset Management Strategy in line with End of Term Report.

2015-2016 Operations

Implement the Workforce Plan. Identify priority actions from Workforce plan outcomes.

Annual Organisational Development

Commence review of Workforce Plan in line with End of Term Report.

2015-2016 Organisational Development

Develop and review Codes and Policies. Develop modern and legislatively compliant codes and policies.

Develop, review and implement codes and policies as required.

Annual Policy and Planning.

Communications Strategy Communications Strategy developed following completion of Marketing and Branding Strategy and adopted by Council.

In-house 2012-2013 Policy and Planning.

Develop and monitor Risk Management Plans.

Risk Management Plans developed to comply with legislative requirements.


Identify and develop new plans and strategies in line with the Council’s needs.


Ensure reporting on Corporate Matters are compliant with legislative requirements. Report the outcome of a quarterly performance review of the Delivery Program, Operational Plan and provide a budget review statement.

Reports to Council prior to 31 August, 30 November, 29 February and 31 May.


Prepare the annual report for 2011-2012.

Report submitted to the Department of Local Government by 30 November.



Prepare the End of Term Report for

2012-2016 in accordance with the requirements of the Local Government Act.

Report submitted to the Department of Local Government by 30 November 2016.


State of Environment Report Report submitted to the Department of Local Government by 30 November 2016.


Undertake a State of Environment Gap Analysis and review interim reporting mechanisms.






5.2 Our Council Programs 5.2.1 Civic Leadership Community Strategic Plan Reference




5.2.1.1 To provide responsible leadership for the community.

Conduct the business of council in an open and democratic manner.

Business papers, minutes for Council Meetings, Committee Meetings and Extraordinary Meetings produced and delivered in accordance with the Local Government Act and Regulations and the Code of Meeting Practice.

Annual Executive.

Conduct committees of Council in an open and democratic manner.

Council and Committee Meetings are conducted regularly in accordance with the meeting scheduled.

Annual Executive.

Support Councillors in their role. Provide information to Councillors regularly in the form of briefing sessions, memos, email and meetings.

Annual Executive

Provide Councillors with the payment of fees with the payment of fees, expenses and the provision of facilities and support in relation to discharging the functions of civic office.

Annual Executive.


Identify Councillor’s training

requirement in the Training Plan and complete training.

Annual Executive.

Work together to interweave and optimise the sharing and coordination of resources and information.

The General Manager to Attend 4 meetings of the Central Tablelands Alliance per year.

Annual Executive

Contribute to CENTROC and participate in its activities. 4 meetings of the Board per year. 4 meetings of GMAC per year.

Annual Executive

Participate in the activities of the Local Government and Shires Association: Subscription paid Participation and attendance at annual conferences.

Annual Executive

5.2.2 Communication Community Strategic Plan Reference




5.2.2.1 To ensure effective communication between Lithgow City Council and the Community.

Develop, monitor and implement Council’s internal and external communications.

Implement and review the Community Engagement Policy as part of Council’s Integrated Planning and Reporting Requirements.


Undertake an annual Community Satisfaction Survey

Increased number of participants in survey.

Improved levels of community satisfaction in comparison to 2011.

Report results of survey to Council.

Develop an action plan of priority items identified in the survey.

Provide feedback to the community.

$2,500 Annual Policy and Planning


Disseminate concise and effective

information to the community about Council’s programs, policies and activities.

Produce and deliver to residents Council Connections Newsletter, quarterly in September, December, March and June.

Annual Policy and Planning Executive

Provide information through the Council Column weekly in the Lithgow Mercury.

Annual Executive

Provide information through the Mayors Monthly Column in the Lithgow Mercury.

Annual Executive

Produce and distribute Media Releases.

Annual Executive

Provide information through the Mayor’s radio spot on local and regional radio.

Annual Executive

Maintain Council’s website to accurately reflect Council’s programs, policies and activities of the time.


Celebrate Local Government Week Undertake activities focusing on Council in the community.

Annual Executive

5.2.3 Corporate ManagementCommunity Strategic Plan Reference




5.2.3.1. To ensure the operations of the Council are managed to achieve identified outcomes.

Implement the Long-Term Financial Plan to provide sound financial advice and management of Council’s finances.

Management and monitor Council’s finances: The financial Statements audited by 31 October and lodged with the Department of Local Government by 7 November.

Annual Finance


Model, levy, issue and recover

rates, annual charges and sundry debtors according to fees: Rate notices issued by 31 July and quarterly instalment notices by 31 October, 31 January, 30 April. Pursue 100% of outstanding debts to achieve improvement on the previous year’s percentage of outstanding rates.

Annual Finance

Finalise the revaluation and reporting of current assets at fair value as required by junction with the DLG:

Annual Finance

Maximise and secure Councils Investment Portfolio through a variety of investment institutions, types and terms in accordance with legislation and Council’s Policy.

Annual Finance

Manage Council’s loan portfolio to compliance with the Delivery Program and in accordance with Council resolutions.

Annual Finance

Assist with the external audit of Councils financial records to achieve an unqualified result: Full audit during 1st and 2nd Quarters. Interim audits during 3rd and 4th Quarters.

Annual Finance

Account for and ensure grants and approved applications are administered in accordance with grant conditions.

Annual Finance


Provide insurance coverage of

Council’s activities and assets. Secure adequate and cost effective insurance coverage which is current at all times.

$735,957 Annual Finance

Liaise with the insurance company and process claims with in 14 days of receipt.

Annual Finance

Implement internal auditing programs.

Undertake activities identified in the Internal Audit Plan and ensure completed by due date.

Annual Finance

Manage Council’s statutory responsibilities.

Monitor and pursue legislative changes and ensure staff are aware of changes.

Annual Finance

Perform Council’s legal responsibilities under applicable acts and regulations and ensure compliance.

Annual Finance

Manage Council’s risk. Develop and implement risk management strategies in areas of corporate management to improve the annual score by 3% over 2011-2012.

Annual Organisation Development

Maintain an adequate level of stock for internal supply to operational programs.

Order and issue stock items as required with stock takes undertaken mid to end of December and June.

Annual Finance

Provide quotations and/or undertake private works on request.

A profit is made, in accordance with Council’s Work at Owners Cost Policy, on private works and the customer is satisfied with the work.

Annual Operations.

Ensure the integrity and security of Council’s records.

Register, collate, archive and dispose of Council’s records in accordance with legislation, policies and procedures.

Annual Finance

Provide access to Council’s records. Asses determine and respond to requests for Council information in accordance with legislation, policies and procedures.

Annual Finance


Ensure information which Council

collects is used lawfully and for the purpose it was collected.

Provide regular training to staff at induction sessions.

Annual Finance

Assess determine and respond to complaints in accordance with legislation, policies and procedures.

Annual Finance

5.2.4 Customer Service. Community Strategic Plan Reference




5.2.4.1. To ensure efficient customer service standards.

Operate the one stop customer service counter including: Works requests Bookings for community facilities Cashiering Certificate production Customer enquiries Daily mail and accounts Maintaining registers Registering of development applications, construction certificates and complying development applications.

Internal and external customer feedback. Completion of all certificates in 14 days. Register all applications in 2 days. Monthly reporting completed within 7 days.

Annual Finance

Provide responses to correspondence.

A response provided within 14 days for written correspondence.

Annual Finance

Conduct Internal Service Committee to review the level of service provided to Council’s internal and external customers.

Review and monitor Council’s service levels and implement the Action Plan for improved service in the areas of: Compliance and Audit Finance Engineering (roads/water) Town Planning Promotion/Communication.

Annual Executive


5.2.5 Employer of ChoiceCommunity Strategic Plan Reference




5.2.5.1 To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Implement procedures and practices which foster a desirable place to work.

Attract and recruit staff on merit in accordance with relevant legislation, procedures and the principles of equal employment and opportunity.


Provide salary, benefits and favourable working conditions in accordance with the relevant industrial legislation.


Conduct annual performance appraisals of staff by 31 October.


Recognise longer serving employees through the recognition of service procedure.


Conduct an Employee Opinion Survey.

$16,000 2012-2013 Organisational Development

Commence design of a new Salary System:


Research design options for new Salary System.

In-house 2012-2013 Organisational Development

Implement new Salary System. In-house 2013-2014 Organisational Development

Provide a workplace that promotes the principles of equal employment and is free of discrimination.

Implement the equal employment opportunity management plan through: Communication of policies and programs. Collection and recording of appropriate information. Review of personnel practices. Evaluate and review.



Provide a safe and healthy

workplace. Implement, monitor and review the Work Health and Safety, Rehabilitation and Environment Management System: Internal audits undertaken for each quarter. Implement OHS Action Plan.


Provide access to external support and Counselling service through the Employee Assistance Program.


Provide relevant immunisations to appropriate staff against: Hepatitis A and B The Flu


Undertake 8 meetings of the Occupational Health and Safety Committee each year and implement activities identified.


Undertake noise monitoring and hearing tests for employees: Testing undertaken on commencement and retirement of employment. Imperilment the triennial program for relevant employees.


Promote WHS within the workplace through Committee initiatives and staff newsletter.


Priority actions identified and implemented from the WHS Management System and Work practices External Audit.



Enhance the skills and knowledge of

the workforce. Implement the training plan with all identified training completed by 30 June 2010.


Prepare the draft training plan for 2013-2014 from training objectives identified in the annual performance appraisals of staff by 30 November.


Programs and materials for training purchased and within budget.


5.2.6 Information Systems ManagementCommunity Strategic Plan Reference




5.2.6.1 To ensure effective management of information systems that comply with legislative requirements.

Ensure high service levels of Council’s information and communications network.

Manage and maintain the communications networks ensuring they are operational and accessible greater than 98% of the year.


Software maintenance $226,550 Equipment leasing $13,710 Hardware maintenance $14,700 Information

Communication Technology maintenance

$7,350

Upgrade technology

$50,000 2012-2013


Corporate Reporting Software

Pc/Server Replacements $50,000 Annual Backup/Storage/DR $15,000 2012-2015 Copier Printer

replacements $130,000 2013-2015

Section 94 Module $12,000 2012-2013 Telephone system

upgrade $55,000 2014-2015


Mange the leases for copiers,

general computers and printers ensuring they are operational and accessible greater than 98% of the time.


Comply with current Information Technology licensing requirements.

Ensure all software licensing is current.


Property System $50,450pa Finance/Payroll system $46,500pa Dataworks/ECM $22,700pa Microsoft $38,500pa Map Info/Exponaire $16,850pa Spydus Library System $16,000pa ID Profile/Atlas $12,000pa Confirm Asset

Management System $7,300pa

Maintain current software through upgrades:

Finance System Review $35,000 2015-2016 Information Technology

Electronic Document Management system Upgrade (Dataworks)

$30,000 2014-2015 Information Technology

To comply with current legislative requirements

Commence review of E-Planning requirements in accordance with legislation.

$30,000 2012-2013 Information Technology

Implement changes to the automated 149 Certificate System in accordance with the Principal LEP once gazetted.

In-house 2012-2013 Information Technology

Enhance Council’s geographical information system (GIS).

Maintain and continue development of the geographical information system to ensure integrity with Council’s property system.



5.2.7 Local Environmental Planning and DevelopmentCommunity Strategic Plan Reference




5.2.7.1 To ensure the long-term sustainability of infrastructure and land that underpins and supports LGA growth

Implement the Land Use Strategy, Local Environmental Plan and Economic Development Strategy in terms of the following: Manage Council’s properties and assets to maximise economic benefit.

Seek developer contributions Development contributions are collected and administered in accordance with adopted Contributions Plan. Planning agreements are negotiated and administered according to the adopted Policy.

Annual Development

Continued review of Internal Development Assessment Process for development under both Part IV and Part V and EP&A Act, 1979.

Undertake an internal audit of existing processes. Part 1V and Part V Development Process developed. Adoptions of Part 1V and Part V Development process by Council.


5.2.8 Plant and Equipment Community Strategic Plan Reference




5.2.8.1 To provide plant and equipment to undertake works.

Maintain Council’s fleet of plant and equipment.

Maintained in accordance with manufacturer’s specifications to the satisfaction of internal and external customers.

Annual Operations.

Provide an ongoing plant and vehicle replacement program suitable to Council’s Operational needs.

Larger annual plant purchases to include: Plant

$210,000pa

2012-2016

Operations

Trucks $440,000pa Mowers/Tractors $65,000pa Utilities/4WD $260,000pa Light Vehicles $269,000pa Minor Plant $6,000pa

Our Organisation


Our Organisation

Lithgow City Council is structured into four Divisions:

Executive Community and Strategy Environment and Development Operations

The services we provide include:

Asset Management Capital Works Community and cultural development Development assessment Environmental health and building control Recreation and open space management Urban Planning.

Our internal services include:

Customer services Finance and Accounts Human Resources and Organisational Development Risk Management Information Systems Document Management Governance

For more information on our facilities, projects or services, please contact our Customer Service Centre on 02 6354 9999 Monday to Friday 8.30am – 4.00pm or visit Council’s website www.lithgow.nsw.gov.au.

Executive Department

Management Plan 2010 - 2014 103

Community & Strategy Department


Regional Services


Operations Department


Budget


Estimate of Council's Income & Expenditure The following table provides a detailed estimate of Council's Net Operating Result for 2011-2012, 2012-2014, 2014-2015 and 2015-2016 are:

Net Program Cost Summary 2012-2016 Operating and Maintenance (Recurrent) Budget

2012/13 2013/14 2014/15 2015/16

EXECUTIVE Executive Office 1,411,111 1,453,444 1,497,048 1,497,048Elected Members 237,726 240,138 246,742 246,742Executive Support 89,573 92,260 95,028 95,028Organisational Development 665,261 685,219 705,775 705,775On Costs: All Programs -8,370,397 -8,688,643 -8,875,205 -8,875,205Tourism 789,324 813,003 837,393 837,393Executive ISP OD To Others -1,191,638 -1,227,388 -1,264,209 -1,264,209Executive SDA Service Delivery Agreement

1,411,429 1,453,772 1,497,385 1,497,385

Centroc Program Costs 46,058 47,439 48,862 48,862General Purpose Revenues -16,367,382 -16,557,526 -17,384,740 -17,384,740 -21,278,936 -21,688,281 -22,595,921 -22,595,921OPERATIONS Operations Office 4,533,420 4,669,423 4,809,506 4,809,506Operations SDA Service Delivery By Other

160,662 165,482 170,446 170,446

SDA Service Delivery Agreements To Other

23,454 24,157 24,882 24,882

Regional Roads Maintenance

0 0 0 0

Urban Roads Maintenance 455,815 469,490 483,575 483,575Rural Roads Maintenance 1,641,119 1,690,352 1,741,063 1,741,063Bridge Maintenance 42,560 43,836 45,151 45,151Ancillary Maintenance 116,313 119,802 123,396 123,396Street Cleaning 457,012 470,722 484,844 484,844Drainage 80,482 82,897 85,384 85,384Private Works -63,901 -65,818 -67,793 -67,793Traffic Facilities 418,607 431,166 444,101 444,101Emergency Services 230,221 237,128 244,242 244,242Cemeteries 171,389 176,531 181,827 181,827 8,267,153 8,515,168 8,770,623 8,770,623RECREATION REC: SDA Delivery From Others

203,737 209,849 216,144 216,144

Streetscape 653,803 673,417 693,619 693,619Sportsfields/Playgrounds 774,579 797,816 821,751 821,751Swimming Pool 357,746 368,479 379,533 379,533Parks & Gardens 373,390 384,592 396,129 396,129Noxious Pest Control 159,607 164,395 169,327 169,327 2,522,861 2,598,547 2,676,503 2,676,503COUNCIL: PROPERTY Buildings: Administration 115,169 118,624 122,182 122,182Buildings: Community 406,332 418,522 431,077 431,077Buildings: Recreation 127,271 131,089 135,022 135,022Buildings: Economic -202,293 -208,362 -214,613 -214,613

Budget


Buildings: Other Land & Buildings

264,397 272,329 280,499 280,499

Buildings: Transport 59,191 60,966 62,795 62,795Buildings: Public Toilets 320,729 330,351 340,261 340,261SDA Service Delivery Agree From Others

-515,822 -531,297 -547,236 -547,236

574,973 592,222 609,989 609,989WATER Revenues -4,958,063 -4,989,268 -5,138,481 -5,138,481SDA Service Delivery By Others

887,830 914,465 941,899 941,899

SDA Service Delivery Agreements

-770,638 -793,757 -817,569 -817,569

Water Office 1,574,951 1,649,403 1,698,885 1,698,885Fish River Water 1,194,411 1,230,244 1,267,151 1,267,151Pumping Stations 65,420 67,383 69,404 69,404Reservoirs 144,891 149,237 153,715 153,715Water Treatment 859,273 885,051 911,603 911,603Mains & Services 819,974 844,573 869,910 869,910Water Private Works -3,593 -3,701 -3,812 -3,812Water Other Expenses 1,596 1,644 1,693 1,693 -183,947 -44,725 -45,602 -45,602WASTEWATER Revenues -6,332,973 -6,504,665 -6,681,508 -6,681,508Wastewater Private Works -3,593 -3,701 -3,812 -3,812SDA Service Delivery By Others

-1,160,687 -1,195,508 -1,231,373 -1,231,373

SDA Service Delivery Agreements

360,693 371,514 382,659 382,659

Wastewater Office 1,736,443 1,791,111 1,847,418 1,847,418Treatment Works 1,533,157 1,579,152 1,626,526 1,626,526Mains 395,263 407,121 419,334 419,334Pumping Stations 548,862 565,328 582,287 582,287 -2,922,836 -2,989,649 -3,058,467 -3,058,467WASTE MANAGEMENT Waste Management 838,286 1,037,222 699,264 699,264SDA Service Delivery By Others

-130,149 -134,054 -138,075 -138,075

Collection & Recycling -1,255,890 -1,340,606 -1,280,926 -1,280,926 -547,753 -437,438 -719,737 -719,737DEVELOPMENT Development Office 2,363,312 2,434,212 2,507,238 2,507,238SDA Service Delivery By Others

-510,748 -526,071 -541,853 -541,853

1,852,564 1,908,141 1,965,385 1,965,385HUMAN HEALTH & COMPLIANCE Environment 468,978 483,048 497,539 497,539 468,978 483,048 497,539 497,539RECORDS MANAGEMENT Internal Services Records 533,722 549,734 566,226 566,226Isp Records To Others -657,793 -677,527 -697,852 -697,852 -124,071 -127,793 -131,626 -131,626INFORMATION TECHNOLOGY / GIS Information Technology / GIS

1,248,686 1,186,720 1,222,322 1,222,322

ISP IT To Others -1,565,298 -1,612,257 -1,660,624 -1,660,624

Budget


-316,612 -425,537 -438,303 -438,303INTERNAL SERVICES Internal Services: Office 2,898,051 2,984,992 3,074,542 3,074,542Internal Services 14,142 14,566 15,003 15,003ISP Finance To Others -3,021,719 -3,142,149 -3,238,988 -3,238,988 -109,527 -142,590 -149,442 -149,442PLANT & DEPOT Plant & Depot 499,470 514,455 529,888 529,888Plant Operations -940,640 -968,860 -997,925 -997,925Workshop / Depot 165,800 170,774 175,897 175,897SDA By Others 41,076 42,309 43,578 43,578 -234,294 -241,323 -248,563 -248,563

INSURANCES Insurance Management 720,275 741,883 764,140 764,140 720,275 741,883 764,140 764,140POLICY & PLANNING Policy & Planning 1,002,959 1,033,048 1,064,040 1,064,040P & P Contribution To Others

-43,783 -45,097 -46,450 -46,450

959,176 987,952 1,017,590 1,017,590COMMUNITY: LIBRARY Community: Library 1,512,946 1,558,334 1,605,084 1,605,084SDA Service Delivery Agreements

131,313 135,252 139,310 139,310

1,644,259 1,693,586 1,744,394 1,744,394COMMUNITY Community Office 544,575 560,913 577,740 577,740SDA Service Delivery By Others

-15,816 -16,290 -16,779 -16,779

528,760 544,623 560,961 560,961CUSTOMER SERVICE Customer Service 664,382 684,314 704,843 704,843ISP Customer To Others -483,696 -498,207 -513,154 -513,154SDA Service Delivery Agreements

-7,813 -8,047 -8,288 -8,288

172,873 178,059 183,401 183,401ROAD SAFETY Road Safety 59,943 61,741 63,593 63,593 59,943 61,741 63,593 63,593RECURRENT BUDGET DEFICIT / (SURPLUS)

-7,946,160 -7,792,366 -8,533,541 -8,533,541

Capital Budget EXECUTIVE CAPITAL Debt Servicing 132,559 136,536 140,632 140,632 132,559 136,536 140,632 140,632REGIONAL SERVICES CAPITAL Operations Capital 998,393 1,076,681 1,336,847 1,336,847Operations Miscellaneous 471,322 779,727 660,200 660,200Recreation Capital 278,550 320,500 559,456 559,456Plant, Workshop & Depot 1,050,000 1,050,000 1,050,000 1,050,000Buildings Capital 700,000 483,250 483,250 483,250 3,498,265 3,710,158 4,089,753 4,089,753CAPITAL Waste Management 547,753 437,438 719,737 719,737

Budget


Policy & Planning Capt 231,200 211,500 211,500 211,500Development Capital 0 -200,000 -200,000 -200,000 778,953 448,938 731,237 731,237IT CAPITAL Information Technology / GIS 165,200 155,000 155,000 155,000 165,200 155,000 155,000 155,000COMMUNITY CAPITAL Community: Library 80,000 80,000 80,000 80,000Community & Cultural 184,400 227,360 232,850 232,850 264,400 307,360 312,850 312,850WATER Water Infrastructure 1,175,000 1,475,000 850,000 850,000Water Reserves, Loans Etc -991,053 -1,430,275 -804,398 -804,398 183,947 44,725 45,602 45,602

WASTE WATER Wastewater Infrastructure 900,000 961,000 1,119,000 1,119,000Wastewater Reserves, Loans, Capt 2,022,836 2,028,649 1,939,467 1,939,467 2,922,836 2,989,649 3,058,467 3,058,467CAPITAL AND DISCRETIONERY BUDGET DEFICIT / (SURPLUS)

7,946,160 7,792,366 8,533,541 8,533,541

ESTIMATED INCOME & EXPENDITURE 2012/13 TO 2015/16 FROM CONTINUING OPERATIONS

2012/13 2013/14 2014/15 2015/16 EMPLOYEE COSTS Ordinary Time 9,810,195.33 10,178,792.21 10,074,514.91 10,727,792.70 Time and a Half 23,935.00 24,653.05 25,392.64 26,154.42 Annual Leave Taken 862,722.35 896,645.33 906,467.30 941,951.31 Sick Leave Taken 263,139.93 271,034.11 279,165.13 287,540.11 Long Service Leave Taken 215,451.61 221,915.15 228,572.63 235,429.79 Training (Executive Salaries)

227,690.99 234,521.72 241,557.37 248,804.09

Superannuation 1,519,411.32 1,564,993.66 1,611,943.48 1,660,301.79 Workers Compensation 800,000.34 824,000.37 848,720.36 874,181.96 Employee Reimbursement. Subject to FBT

17,096.43 17,609.32 18,137.60 18,681.73

FBT Contributions 52,995.62 54,585.49 56,223.06 57,909.76 Payroll Tax 73,678.36 75,888.72 78,165.38 80,510.33 Employee On-Costs 10,050,178.85 10,418,818.50 10,657,285.62 10,986,040.24 Employee On-Costs -10,050,178.85 -10,418,818.50 -10,657,285.62 -10,986,040.24 CWGA Trainees 36,000.48 37,080.49 38,192.91 39,338.70 13,902,317.76 14,401,719.62 14,746,834.45 15,198,596.69 MATERIALS USED Plant 2,653,312.62 2,777,256.21 2,784,079.40 2,851,250.79 Stores and Materials Ex Store

138,846.96 143,012.36 147,302.74 151,721.83

Materials and Creditors 14,153,500.72 13,532,253.75 12,127,961.01 15,614,023.41 Fuel and Oil 743,048.52 765,339.98 788,300.17 811,949.18

Budget


Registration 63,773.11 65,686.30 67,656.89 69,686.60 Fish River Water 1,194,411.29 1,230,243.63 1,267,150.94 1,305,165.47 18,946,893.22 18,513,792.23 17,182,451.15 20,803,797.28 CONTRACTUAL SERVICES Garbage Contracts 1,644,937.27 1,902,385.31 1,517,512.70 1,777,574.09 1,644,937.27 1,902,385.31 1,517,512.70 1,777,574.09 OTHER EXPENSES Interest Expense 1,308,736.83 1,451,628.49 1,349,757.27 1,404,705.98 Lease Payments: External 99,184.16 102,159.68 105,224.48 108,381.21 Statutory Expenses 61,179.22 63,014.60 64,905.03 66,852.19 Audit Fees - Audit Services 43,053.27 44,344.87 45,675.21 47,045.47 Legal Expenses 151,780.30 156,333.71 161,023.70 165,854.43 Consultants 15,773.50 16,246.71 16,734.11 17,236.13 Mayoral Allowance 32,267.93 33,235.97 34,233.05 35,260.04 Members Fees & Allowances

100,868.94 103,895.01 107,011.86 110,222.21

Members Expenses 9,575.61 9,862.88 10,158.76 10,463.53 Insurance (Ex Compensation)

1,021,075.54 1,051,707.81 1,083,259.04 1,115,756.81

Street Lighting 420,000.17 432,600.18 445,578.18 458,945.53 Electricity 505,397.14 520,559.05 536,175.83 552,261.11 Gas 42,825.20 44,109.96 45,433.25 46,796.25 Water 20,520.12 21,135.72 21,769.80 22,422.89 Rates 500,767.68 515,790.71 531,264.43 547,202.36 Telephone 188,292.20 193,940.99 199,759.21 205,751.98 Advertising 94,362.22 97,193.09 100,108.89 103,112.16 Printing & Stationery 52,486.13 54,060.71 55,682.54 57,353.01 Postages 61,178.42 63,013.76 64,904.21 66,851.30 Subscription 49,292.20 50,770.97 52,294.10 53,862.91 Office Expenses 173,695.22 178,906.06 184,273.27 189,801.41 Bank & Government Charges

104,270.04 107,398.14 110,620.09 113,938.69

Contributions 666,033.21 686,014.20 706,594.65 727,792.49 Other 11,100.00 11,433.00 11,775.99 12,129.27 5,733,715.25 6,009,356.27 6,044,216.95 6,239,999.36 DEPRECIATION Dist Exp - Water 0.00 0.00 0.00 0.00 Dist Exp - Sewerage 0.00 0.00 0.00 0.00 Dist Exp - Operations -31,415.49 -32,357.95 -33,328.69 -34,328.55 Generated Depreciation – Plant and Equipment

866836.00 892841.08 919626.31 947215.10

Generated Depreciation –Office Equipment Computers

104997.65 108147.58 111392.01 114733.77

Generated Depreciation – Furniture & Fittings

16,528.95 17,024.82 17,535.56 18,061.63

Generated Depreciation - Buildings

2,546,647.82 2,623,047.25 2,701,738.67 2,782,790.83

Budget


Generated Depreciation - Other Structures

337,798.13 347,932.07 358,370.04 369,121.14

Generated Depreciation – Roads and Bridges

2290215.00 2358921.45 2429689.09 2502579.77

Generated Depreciation - Drainage

422,957.68 435,646.41 448,715.80 462,177.28

Generated Depreciation – Sewerage System

2180000.00 2224494.65 2270324.14 2317528.51

Generated Depreciation – Tip Remediation

167999.57 138385.34 216132.46 186890.43

ESP Office Rental 422,843.76 435,529.07 448,594.95 462,052.80 ESP External Service Provider

730,324.20 752,233.90 774,800.92 798,045.02

ISP Internal Service Provider

6,438,819.49 6,661,761.88 6,864,188.43 7,072,689.16

GOV Governance Charge 1,049,579.40 1,081,066.78 1,113,498.79 1,146,903.75 SDA Service Delivery Agreement

2408710.46 2480971.78 2555400.92 2632062.94

Dist Exp - Loan Repayments 278,786.65 287,150.27 295,764.77 304,637.71 Cap Exp - Transfers to Reserves

897,113.05 1,356,974.44 1,133,788.68 1,150,657.33

21,743,742.34 23,008,791.33 23,490,423.98 24,123,935.48 RATES AND ANNUAL CHARGES General Rates - Residential -5,503,918.05 -5,578,554.67 -5,900,411.31 -6,077,423.64 General Rates - Business -1,573,628.95 -1,503,138.62 -1,702,732.78 -1,753,814.76 General Rates - Farmland -1,529,865.05 -1,575,761.00 -1,623,033.83 -1,671,724.85 General Rates - Mining -1,858,482.44 -1,914,236.91 -1,971,664.02 -2,030,813.94 Special Rates - Sewerage -5,630,584.73 -5,783,088.67 -5,940,167.73 -6,101,959.16 Special Rates - Parking -224,084.98 -222,788.45 -229,472.11 -236,356.27 Sewerage Usage Charge -398,415.75 -410,368.22 -422,679.27 -435,359.65 Stormwater Levy -240,561.80 -247,778.65 -255,212.01 -262,868.37 Annual Charges - Water -1,143,841.34 -1,335,746.58 -1,375,818.97 -1,417,093.55 Annual Charges - Gas Mains -15,956.67 -16,435.37 -16,928.43 -17,436.28 -18,119,339.76 -18,587,897.14 -19,438,120.46 -20,004,850.47 USER CHARGES, FEES, INTEREST AND OTHER Waste Management Charges

-3,536,169.89 -3,907,386.06 -3,461,545.78 -3,838,723.15

User Charges - Water Charges

-3,612,999.63 -3,436,948.94 -3,540,057.41 -3,646,259.12

User charges – Sewerage Trade Waste Charges

-69159.06 -71233.83 -73370.84 -75571.97

User Charges – Septic Tank Approval Fees

-10350.00 -10660.50 -10980.32 -11309.72

User Charges Septic Tank Inspection Fees

-14490.00 -14924.70 -15372.44 -15833.61

User Charges - Property Rental

-477,629.77 -491,958.67 -506,717.45 -521,918.98

User Charges – Swimming Pool Charges

-87809.92 -90444.22 -93157.54 -95952.27

User Charges - Vehicle Lease

-129,375.05 -133,256.30 -137,253.99 -141,371.61

Fees - Regulatory/Statutory -756,373.61 -779,064.80 -802,436.77 -826,509.88

Budget


Fees - Private Works -171,557.30 -176,704.02 -182,005.14 -187,465.29 Fees - Discretionary (Other) -31,919.40 -32,876.98 -33,863.29 -34,879.19 RTA Charges State Roads -94,704.86 -97,546.01 -100,472.39 -103,486.56 Interest - Investments -566,779.45 -497,072.45 -530,974.00 -520,406.49 Interest - O/Due Rates & Charges

-103,473.19 -106,577.38 -109,774.71 -113,067.95

Interest - Advances -550.61 -567.13 -584.14 -601.67 Proceeds Sale Property 0.00 0.00 0.00 0.00 Other Op Revenue - Other -196,662.34 -202,562.22 -208,639.08 -214,898.25 -9,860,004.08 -10,049,784.21 -9,807,205.29 -10,348,255.71 OP GRANTS AND CONTRIBUTIONS Op Grants - General Fin Assist

-4,626,330.68 -4,765,120.60 -4,908,074.22 -5,055,316.45

Op Grants - General Pens Subs

-528,878.98 -554,207.58 -570,983.81 -588,263.31

Spec Op Grant - Lib per Capita

-57,566.50 -59,293.50 -61,072.30 -62,904.47

Spec Op Grant - St Lighting -52,429.05 -54,001.92 -55,621.98 -57,290.64 Spec Op Grant – Other Operations

-128659.69 -132099.48 -135642.46 -139291.75

Op Contribution - RTA Registered Roads

-256,742.31 -264,444.58 -272,377.91 -280,549.26

Op Contribution - Reimbursements

-478,991.50 -493,361.25 -508,162.09 -523,406.93

-6,129,598.71 -6,322,528.91 -6,511,934.77 -6,707,022.81 CAPITAL GRANTS AND CONTRIBUTIONS Cap Grants - Roads & Bridges

-952,500.00 -920,000.00 -920,000.00 -960,000.00

Cap Cont - s94 Road works 0.00 0.00 0.00 0.00 Cap Cont - s94 Other -250,000.00 -450,000.00 -450,000.00 -450,000.00 Cap Cont - Water 0.00 -51,000.00 -51,000.00 -51,000.00 Cap Cont - Sewerage -90,000.00 -90,000.00 -90,000.00 -90,000.00 Cap Cont - Kerb & Gutter -70,769.00 -1,500.00 -1,500.00 -401,500.00 -1,363,269.00 -1,512,500.00 -1,512,500.00 -1,952,500.00 INTERNAL INCOME Plant Hire Income -2,947,469.08 -3,035,893.15 -3,126,969.95 -3,220,779.05 Dist Inc - Operations 31,415.50 32,357.96 33,328.70 34,328.56 Dist Inc - Depreciation Added Back

-866,836.00 -892,841.08 -919,626.31 -947,215.10

Depreciation Office Equipment Comm

-104997.65 -108147.58 -111392.01 -114733.77

Depreciation Water -16,529.00 -17,024.87 -17,535.62 -18,061.68 Depreciation Buildings -2,546,647.82 -2,623,047.25 -2,701,738.67 -2,782,790.83 Depreciation Other Structures

-337,829.18 -347,964.06 -358,402.98 -369,155.07

Depreciation Office -2,290,215.00 -2,358,921.45 -2,429,689.09 -2,502,579.77 Depreciation Drainage -422,957.68 -435,646.41 -448,715.80 -462,177.28 Depreciation Water -614,999.90 -839,020.39 -864,191.00 -890,116.73 Depreciation Sewerage -2,180,000.00 -2,224,494.65 -2,270,324.14 -2,317,528.51

Budget


Depreciation Tip Remediation

-167,999.57 -138,385.34 -216,132.46 -186,890.43

ESP Office rental -422,843.73 -435,529.04 -448,594.91 -462,052.76 ESP External Service Provider

-730,605.57 -752,523.73 -775,099.45 -798,352.45

ISP Internal Service Provider

-6,438,819.46 -6,661,761.87 -6,864,188.42 -7,072,689.07

GOV Governance Charge -1,049,579.39 -1,081,066.77 -1,113,498.78 -1,146,903.73 SDA Service Delivery Agreement

-2408710.51 -2408971.83 -2555400.98 -2632063.01

Contra - Transfers to Reserves

-536,000.00 -582,000.00 -445,000.00 -310,000.00

Cap Inc - Principle Loans Raised

-1,250,000.00 -500,000.00 0.00 -1,600,000.00

Cap Inc - Transfers from Reserves

-1,197,770.06 -1,880,452.87 -78,506.64 -1,331,513.33

-26,499,394.29 -27,363,334.50 -25,711,678.71 -29,131,273.91

Revenue Policy

Management Plan 2011 – 2015 115

Ordinary Rates Council has 4 categories of ordinary rate, being residential, farmland, business and mining. These categories are further divided into subcategories for residential, farmland and business. An ordinary rate will be applied to each parcel of rateable land within the Local Government Area in 2012-2013. This Management Plan has been prepared based upon an increase in the rate peg limit for 2012-2013 of 3.6% and subsequently this amount has been incorporated into the rate model. It should also be noted that the special variation to the ordinary rate for the provision of fire services in the Local Government Area which was approved and adopted in 2006/07 is proposed to continue in 2012-2013.

Special Rates

Special Variation to the Ordinary Rate for Infrastructure Improvements At its meeting held on 9 March 2009, Council resolved to apply for a special variation to the ordinary rate to fund infrastructure improvements. On 3 July 2009, the Minister for Local Government approved a special variation to the ordinary rate which involves a 4.77% increase to the ordinary rate for infrastructure improvements. This special rate will be ongoing for 10 years including 2012-13, 2013-14, 2014-15 and 2015-16 and is included within the following general levy:

Residential Base Amount

($) Ad Valorem

Amount (c in the $)

Total Yield ($)

Lithgow (Including Strathlone, Littleton and Marrangaroo) $257.00 0.00559120 $3,806,284.1073

Wallerawang $224.00 0.00437030 $414,805.80

Portland $218.00 0.00463390 $$402,463.57

Lidsdale $180.00 0.00305930 $1,461,967.08.98

General $224.00 0.00437030 $414,805.80

Farmland

Intense Use $333.00 0.00240880 $183,443.3779

Farmland $333.00 0.00240880 $1,346,421.73

Business Lithgow $359.00 0.02132480 $1,311,133.88

Wallerawang $359.00 0.01286500 $107,433.39

Portland $359.00 0.01006560 $32,173.96

Lidsdale $244.00 0.02012550 $6,884.85

General $244.00 0.00408650 $$147,362.82

Revenue Policy


Mining Coal Mines $8,782.00

0.08453809

$1,858,482.68

Total Estimated Yield $11,163,712.56

The special variation of 4.77% above the ordinary rate (after rate pegging) for 2009/10 will be ongoing for 10 years. Rate pegging of 3.6% for the 2012-2013 financial year has been included in the table below. The outcomes, measurement and reporting requirements of the special variation to the ordinary rate to fund infrastructure improvements are detailed in the following:

4 Year Works Program 4.77% Special Rate Variation - Infrastructure

2012/13 2013/14 2014/15 2015/16

Roads

Cox's River Road 40,000

Magpie Hollow Road 157,566

Mid Hartley Road 80,000 80,000 80,000

Glen Davis Road 105,000 105,000 133,000

Reseals - 10mm 101,000 116,000 133,000 120,000

Lithgow/ Portland Lanes 90,000 90,000 90,000 90,000

Total Road Improvements 376,000 391,000 420,566 423,000

Buildings

Community Halls Upgrade 20,000

Vale Hall Upgrade 10,000

Crystal Theatre Upgrade 20,000

Golf Club 15,000 15,000

Lake Wallace Toilets: Refit Interior & Security 38,000 24,000 37,000

General Asset Building Maintenance 60,000 64,000 75,000 60,000

Total Building Improvements 113,000 114,000 99,000 112,000

TOTAL EXPENDITURE SPECIAL RATE 489,000 505,000

519,566 535,000

Revenue Policy


Outcomes Measurement Reporting in Annual Report

Infrastructure ImprovementsImprove the condition of the following roads in 2012-2013 Mid Hartley Road Glen Davis Road Reseals Lithgow/Portland Lanes

Road works completed Report on on-the-ground works undertaken.

Improvement works to the following buildings in 2012-2013 Golf Club Lake Wallace Toilets: Interior & Security General Asset Building Maintenance

Improvement works completed

Report on works completed

Parking The special rate for parking for 155 CBD properties will continue within the designated area of Lithgow. This rate is to fund the maintenance of parking facilities within the designated area. The ad valorem rate and estimated yield is provided below.

Parking Ad Valorem Amount

($) Estimated Yield

($ GST Exclusive) Designated area of Lithgow 0.008692 plus GST 0.000869 $224,084.98

Section 94 Contributions Council has undertaken a review of its Development Contributions Framework and is proceeding with the introduction of a Section 94A Levy Plan that will apply across the LGA. This review has been necessitated by the obsolete nature of the existing Section 94 Plans that no longer provide for the proper consideration of development contributions for necessary infrastructure and public amenities improvements. Note: The table below identifies the Section 94A Levy Contribution portion only for each project.

Revenue Policy


4 Year Works Program – Section 94A Levy Contributions 2012/13 2013/14 2014/15 2015/16

Roads

Rural Roads Rehabilitation 50,000 50,000 50,000 50,000

Rural Roads Construction 150,000 150,000 150,000 150,000

Drainage Construction 60,000 60,000 60,000 60,000

Mobility and Pedestrian Upgrade 0 62,000 60,000 50,000

Buildings

Union Theatre Upgrade 50,000 100,000

Emergency Services Building Upgrade 120,000

CCTV 10,000 10,000

CBD Amenities 150,000

Endeavour Park Amenities 125,000

TOTAL EXPENDITURE SECTION 94 430,000 582,000 445,000 310,000

Charges Council proposes to make the following annual charges:

Sewerage Charges

The following residential or business sewerage access charge will be levied on all rateable and non rateable properties which are connected to or within 225 metres of Council's reticulated sewerage system: Sewerage Access Charge for residential properties will increase by $57,000 from $431 to

488.00. Sewerage Access Charge for business increases depend on the size of the meter servicing

the property. Sewerage Usage Charge will increase by $33.00 from $246.00 to $279.00 for residential

properties and $1.23 per kL will be charged on business properties charged in the majority of cases on 95% of water used.

Revenue Policy


Sewerage Access Charges Type Charge

($) Estimated Yield

($) Residential 488 3,473,096 Less write-off pension rebate -167,750 Business (main size): 200mm 995 995 100mm 995 20,367 50mm 875 50,312 20mm 660 233,211 Total Estimated Yield 3,608,231 The following sewerage usage charges will be levied to all properties using Council's reticulated sewerage system:

Sewerage Usage Charges Type Charge

($) Residential 279 Business (95% of water usage) 1.39

The residential sewer charge is calculated by guidelines issued by Best Practice pricing using the following formulae: BR = SDF X (AC20 + (CR X UC)) Where: BR = Annual residential sewerage bill ($) AC20 = Annual non-residential sewerage access charge for 20mm water service connection ($) SDF = Sewer discharge factor – the proportion of total residential water consumption that is discharged to the sewerage system CR = Average annual residential consumption (kL) UC = Sewer usage charge ($/kL)

Stormwater Charges

The following stormwater charges will be levied on all residential and business properties except those which are vacant land. This levy will be used to partly fund the maintenance and improvements to urban drainage and the flood mitigation works at Farmers Creek, Lithgow. These projects will also require additional funding through Council expenditure and in relation to the Farmers Creek flood mitigation works, two thirds of the contribution are sourced from the State and Federal Governments.

Revenue Policy


Stormwater Charges Type Charge

($) Estimated Yield

($) Residential 25.00 151,125 Strata Unit (Residential) 12.50 1,088 Business 25.00 per 350sq metres

($1,500 Cap)88,500

Total Estimated Yield 240,713 The Hawkesbury-Nepean Catchment Action Plan has been reviewed in the preparation of this Delivery Program.

Waste Charges The following waste charges will be levied on all rateable and non rateable properties:

Waste Charges Type of Service Charge

($) GST Total

($) Estimated Yield ($)

Residential 362.00 36.20 398.20 2,931,476 Second Bin Medical Waste/Large Family

362.00

36.20

398.20

2,534

Business 362.00 36.20 398.20 229,870 Non Rateable 362.00 36.20 398.20 80,726 Unoccupied Urban 362.00 36.20 398.20 85,946 Rural 86.50 8.65 95.15 203,967 Total Estimated Yield

3,534,519

Water Charges The following residential or business water availability charge will be levied on all rateable and non rateable properties which are connected to or within 75 metres of Council's reticulated water supply system:

Residential The residential water access charge will decrease by $20 to $125.00. The water usage charge for the first 250kl will increase from $2.40 to $2.70 and for water

used in excess of 250kl the charge will be increased from $2.60 to $4.05. This will allow the Lithgow local government are to progress water charges in compliance with the NSW Best Practice Guidelines of 75% of residential income from usage and 25% of revenue from access charges.

Business Business Access charges will increase depending on the size of the meter servicing the

property.

Revenue Policy


Water Access Charge will be $660.00 for a 20mm water meter, $875.00 for a 50mm meter, $995.00 for a 100mm meter or a 200mm meter.

Water usage charge for business properties will incur a flat rate of $2.76 per kl for all water used and remains unchanged from 2011-2012.

Water Availability Charges Type Charge

($) Estimated Yield

($) Residential 125 961,000 Less write-off pension rebate -172,987 Business (main size): 200mm 880 880 100mm 880 23,760 50mm 775 59,675 20mm 585 239,850 Total Estimated Yield 1,114,328 The following water usage charges will be levied to all properties using Council's reticulated water supply system:

Water Usage Charges Kilolitres Used Charge

($) 0 – 250 Residential 2.70 / kl 250+ Residential 4.05 / kl All business – Flat rate 2.76 / kl

Waste Charges Waste charges will increase by $45.00 (plus GST of 10%) from $317.00 to $362.00 (plus GST 10% of 36.20). A total charge of $398.20 for residential and business properties.

Proposed Borrowings In 2012-2013 Council intends to borrow $1,250,000 to support the projects listed below. All proposed borrowings from 2012-2013 to 2015-2015 are shown.

Proposed Loan Borrowings 2012-2016 2012/13 2013/14 2014/15 2015/16

Wastewater Fund

South Bowenfels 750,000

Doctors Gap 500,000 500,000

Cullen Bullen 1,600,000

Revenue Policy


The borrowings will be sought from lending authorities approved by the Department of the Local Government. Security for borrowings includes Council's assets and consolidated funds.

Depreciation As advised in past years Council’s treatment of depreciation has altered to previous Management Plans. Council had previously ‘cash funded’ depreciation; this draft Management Plan reflects Council’s injection of the depreciable value, $9,548,000 back into infrastructure improvements.

Pricing Methodology for Goods and Services Provided by Council The pricing methodology for goods and services provided by Council is based on the concept of user pays and cost recovery.

Fees The proposed fees to be levied are detailed in the Management Plan Fees and Charges 2012-2013 document.

Su

rrou

nd

ed by Nature Steeped in H

isto

ry


Fees and Charges 2012 - 2013Draft for Public Consultation

Draft Fees and Charges 2012-2013 1

TABLE OF CONTENTS

Pricing Methodology for Goods and Services Provided by Council ................................. 6 Reading this document ........................................................................................... 6 Animals ................................................................................................................ 7

Dog Registration ..................................................................................... 7 Cat Traps ............................................................................................... 7 Dog Traps .............................................................................................. 7 Citronella Collar ...................................................................................... 8 Impounding ........................................................................................... 8 Sale of Animal ........................................................................................ 8 Stock Impounding .................................................................................. 9 Stock Transport to Pound ......................................................................... 9 Microchipping of Animal .......................................................................... 9

Buildings & Grounds ............................................................................................. 10 Administration Centre ........................................................................... 10

Council Chambers ............................................................................. 10 Committee Room.............................................................................. 10

Eskbank House & Grounds ...................................................................... 11 Entry ............................................................................................... 11 Council Coordinated Public Programs ................................................. 12 Courtyard Gallery Hire ....................................................................... 12 Market Stalls .................................................................................... 13 Grounds Function Hire ...................................................................... 13

Hall Hire.............................................................................................................. 14 Civic Ballroom ...................................................................................... 14

Supper Room ................................................................................... 14 Microphone ..................................................................................... 15 Microphone and DVD Player .............................................................. 15

Chair and Table Hire for Special Events ..................................................... 15 Union Theatre ...................................................................................... 16

Hall ................................................................................................. 16 Upstairs Room .................................................................................. 17

Wallerawang Memorial Hall .................................................................... 17 Parks and Sporting Fields Hire ................................................................................ 18

Kremer Park ......................................................................................... 18 General fees for all bookings .............................................................. 18 Harness Racing ................................................................................. 18 Rugby League – Mid West .................................................................. 18

Saville Park .......................................................................................... 19 General fees for all bookings .............................................................. 19 Touch Football ................................................................................. 19

Lake Wallace ........................................................................................ 19 General fees for all bookings .............................................................. 19 Circus .............................................................................................. 19

Wallerawang Oval ................................................................................. 20


General fees for all bookings .............................................................. 20 Rugby League – Mid West .................................................................. 20

Blast Furnace Park ................................................................................. 20 Watsford Oval ...................................................................................... 20

General fees for all bookings .............................................................. 20 Conran Oval ......................................................................................... 21

General fees for all bookings .............................................................. 21 Marjorie Jackson ................................................................................... 21

General fees for all bookings .............................................................. 21 Senior Soccer ................................................................................... 21

Glanmire Oval ...................................................................................... 21 General fees for all bookings .............................................................. 21

Zig Zag Oval ........................................................................................ 22 General fees for all bookings .............................................................. 22

Lithgow War Memorial Olympic Swimming Pool ........................................ 22 Entry ............................................................................................... 22 Season ............................................................................................ 23 Carnivals ......................................................................................... 23 Special Events .................................................................................. 23

Queen Elizabeth Park ............................................................................. 23 Tony Luchetti Sportsground ................................................................... 24

General Fees for all bookings ............................................................. 24 Lithgow Show .................................................................................. 24 Senior Cricket ................................................................................... 24 Touch Football ................................................................................. 24 Rugby League – Group 10 .................................................................. 24 Rugby League – Mid West .................................................................. 25 Harness Racing ................................................................................. 25

Minor Sports Fields/Parks ....................................................................... 25 All Parks/Ovals ...................................................................................... 25

Cemetery Services ................................................................................................ 26 Burial/Grave Rights ................................................................................ 26 Interment ............................................................................................ 26 Columbarium Walls (Niches) ................................................................... 26 Memorial Garden (Ashes) ....................................................................... 27 Interment/Ashes ................................................................................... 27 Ashes Removal ..................................................................................... 27 Columbarium Plaques ........................................................................... 27 Beam at Wallerawang/Portland/Lithgow ................................................... 27 Private Plaque Install ............................................................................. 28 Exhumations ........................................................................................ 28 Monumental Permit .............................................................................. 28

Certificates .......................................................................................................... 29 Building Certificates .............................................................................. 29 Essential Service Compliance .................................................................. 29 Section 603 Certificate ........................................................................... 30


Section 602 Certificate LGA ..................................................................... 30 Compliance Certificate for Swimming Pool ................................................ 30 Section 735(A) Certificate (Local Government Act) ...................................... 30 Section 121ZP Certificate (Environmental Planning and Assessment Act) ........ 30 Land Classification Certificate .................................................................. 31 Planning Certificates (149) ...................................................................... 31

Development ...................................................................................................... 31 Complying Development ....................................................................... 31 Construction Certificates ........................................................................ 32 Damage Default ................................................................................... 33 Retention ............................................................................................ 33 Building Specifications ........................................................................... 33 Structural Certificate .............................................................................. 33 Demolition Applications......................................................................... 34 Relocatable Home ................................................................................. 34 Same Day Inspection ............................................................................. 34 Inspection Fee ...................................................................................... 34 Signs .................................................................................................. 35 Advertising/Notification Fee ................................................................... 35 Assessment under Part V of EP&A Act ....................................................... 35 Pre-Lodgement Fee ............................................................................... 35 Development Applications ..................................................................... 36 Dwelling ............................................................................................. 37 Designated Development....................................................................... 37 Archive Fee .......................................................................................... 37 Environmental Impact Statement ............................................................ 38 Integrated/Concurrence ......................................................................... 38 Rezoning Applications ........................................................................... 38 Development Control Plan Amendments .................................................. 38 Subdivision Certificate/Linen Release ....................................................... 39 Modification of Consent ......................................................................... 39 Review of Determination ........................................................................ 39 Occupation Certificate ........................................................................... 39 Developer Contributions ........................................................................ 40 SEPP 1 ................................................................................................. 40 SEPP 4 ................................................................................................. 40 Subdivisions ........................................................................................ 41 Withdrawn Application .......................................................................... 41 Enquiry ............................................................................................... 41 Section 68 Approvals ............................................................................. 42 Council Officer/Bushfire Assessment Level Report ....................................... 42 Signs: Swimming Safety ......................................................................... 42

Documents ......................................................................................................... 43 Purchase of Documents ......................................................................... 43 Government Information Public Access Act 2009 ........................................ 44 Facsimile ............................................................................................. 44


GIS Services ......................................................................................... 44 Photocopying (Max 50 copies) ................................................................ 44 Plan Printing ........................................................................................ 45 Officers Response ................................................................................. 45 Subpoena Research ............................................................................... 45

Finance .............................................................................................................. 46 Debt Recovery ...................................................................................... 46 Receipting Fee for Returned Funds .......................................................... 46 Returned Cheques ................................................................................ 46 Rates .................................................................................................. 46

Articles ............................................................................................................... 47 Impounding ......................................................................................... 47 Shopping Trolleys ................................................................................. 47 Skateboards/Bicycles etc ........................................................................ 47

Footpaths and Roads ............................................................................................ 48 Restoration .......................................................................................... 48

Footways ......................................................................................... 48 Kerb & Gutter ................................................................................... 48 Road ............................................................................................... 49

Driveway Construction .......................................................................... 49 Road/Footpath Closure .......................................................................... 49 Road/Footpath Lease ............................................................................. 50 Road/Footpath Opening ........................................................................ 50 Road/Footpath Drainage ........................................................................ 50 Road/Footpath Bond ............................................................................. 50 Road/Footpath Purchase ........................................................................ 50 Road/Footpath Closing .......................................................................... 51

Hoarding Approvals ............................................................................................. 51 Hoarding Approval - Footway ................................................................. 51 Hoarding Approval - Roadway ................................................................. 51

Stalls/Markets ...................................................................................................... 51 On Street Dining .................................................................................................. 52

Footpath Trading .................................................................................. 52 Parking ............................................................................................................... 52 Health Inspections ............................................................................................... 53

Food Premises ...................................................................................... 53 Premises ............................................................................................. 53 Mortuary ............................................................................................. 54 Water Truck ......................................................................................... 54

Library ................................................................................................................ 55 Inter Library Loans ................................................................................ 55 Lost/Damaged Items ............................................................................. 55 Membership ........................................................................................ 56 Photocopies ......................................................................................... 56 Photographic Sales ............................................................................... 56 Public Fax Charges ................................................................................ 57 Miscellaneous ...................................................................................... 57


Internet including e-mail/chat Charges ..................................................... 58 Meeting Room Hire – Business hours ........................................................ 58 Video Conferencing ............................................................................... 58

Plant Hire ............................................................................................................ 59 Plant ................................................................................................... 59

Tourism .............................................................................................................. 61 Waste ................................................................................................................. 61

Disposal Charge .................................................................................... 61 MGB Bin Replacement ........................................................................... 62 Compost Bin/Worm Farm ....................................................................... 62 Transfer Station .................................................................................... 62 Transportation Fee ................................................................................ 62 Delivery and Pick Up of Garbage Bins ....................................................... 63 Recycling Crate Replacement .................................................................. 63

Wastewater ......................................................................................................... 63 Liquid Waste ........................................................................................ 63

Septic Tank – discharge to STP ............................................................ 63 Trade Waste ........................................................................................................ 63

Application Fees ................................................................................... 63 Annual Fees ......................................................................................... 64 Reinspection Fees ................................................................................. 64 Usage Charge ....................................................................................... 64 Excess Mass Charge ............................................................................... 64 Non Compliance Excess Mass Charge ....................................................... 64 Discharge of Stormwater to the Sewerage System ...................................... 65

Sewage .............................................................................................................. 65 Connection .......................................................................................... 65 Drainage Plan ....................................................................................... 65 Inspection Plan ..................................................................................... 65

Septic ................................................................................................................. 66 Septic Tank .......................................................................................... 66 Septic Safe Program and Aerated Wastewater Treatment Systems (AWTS) ...... 67

Water ................................................................................................................. 68 Analysis ............................................................................................... 68 Consumption Charge ............................................................................ 68 Delivery .............................................................................................. 68 Interest ............................................................................................... 68 Meter Reading ...................................................................................... 69 Connection/Reconnection ...................................................................... 69 Connection .......................................................................................... 69 Repair Meter ........................................................................................ 69 Standpipe ............................................................................................ 70

Works at Owners Cost/Private Works ....................................................................... 71 Other ................................................................................................................. 72

Amusement Devices .............................................................................. 72 Moveable Dwelling ............................................................................... 72 Rural Address Numbering ....................................................................... 72


Pricing Methodology for Goods and Services Provided by Council The pricing methodology for goods and services provided by council is based on the concept of user pays and cost recovery.

Reading this document Description Column Identifies the relevant fee. Fee Charge Basis Provides a description of how the fee will be charged. Policy Link/s Identifies appropriate relevant Council Policies which have a direct effect on the fee proposed. Note: Not all fees are linked to Policies. Taxable Identifies if a GST is applicable or otherwise to a fee. Responsible Department Identifies the department responsible for the programs to which the fees are applicable. Although Responsible Departments are required to set the relevant fees for programs, all queries in relation to fees should be directed through the Customer Administration Centre. Legislated Fees A large number of fees and charges in relation to Development are legislated through the Environmental Planning and Assessment Act. Council has no control over what these charges may be. Substantial increases have occurred during 2010. GST Recent changes to the commonwealth, Tax Law Amendment (2011 Measure No. 2) Bill 2011, made changes to the determination of GST which is applicable to a number of Australian taxes and the affect will directly impact on Local Government. From 30 June 2012 the new tax arrangements will apply which is following implementation on 1 July 2011 and a twelve month ‘grandfather’ clause. GST will be payable from 1 July 2012 on the following charges: Development Contributions Special Rates Domestic and Commercial Waste Charges. Bonds Any portion of bonds/deposits retained will be subject to GST of 10%.

Fees and Charges 2012/13 7

Animals

Dog Registration Description

Fee Charge Basis Policy Link/s

Taxable Responsible Department

11/12 Fees

12/13 Fees

12/13 GST Amount

Non-desexed dog Per dog 5.6 No Environment 150.00 150.00 N/A

Desexed dog Per dog No 40.00 40.00 N/A

Non-desexed dog owned by registered breeder Per dog No 40.00 40.00 N/A

Desexed dog owned by an eligible pensioner Per dog No 15.00 15.00 N/A

Cat Traps Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Daily Hire 5.6 Yes Environment 22.00 23.00 2.09

3 Day Hire Yes 26.00 27.00 2.45

Weekly Hire Yes 40.00 42.00 3.82

Refundable deposit Only if bond used

125.00 130.00 11.82

Dog Traps Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Daily Hire 5.6 Yes Environment 26.00 27.00 2.45

3 Day Hire Yes 40.00 42.00 3.82

Weekly Hire Yes 65.00 68.00 6.18

Refundable deposit Only if bond used

165.00 170.00 15.45


Citronella Collar Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Daily Hire Per day 5.6 Yes Environment 13.50 14.00 1.27

3 Day Hire Per 3 days Yes 40.00 42.00 3.82

Weekly Hire Per week Yes 65.00 68.00 6.18

Refundable deposit Per hire Only if bond used

130.00 135.00 12.27

Impounding Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Surrender & disposal Per animal 5.6 Yes Environment 75.00 78.00 7.09

Surrender & disposal (Animal owned by Pensioner) Per animal 5.6 Yes New Fee 23.00 2.09

Maintenance weekdays Per day Yes 13.50 14.00 1.27

Maintenance weekends Per day Yes 22.00 23.00 2.09

Release of animal Per animal Yes 55.00 57.00 5.18

Sale of Animal Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Animal Per animal 5.6 Yes Environment 55.00 57.00 5.18


Stock Impounding Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Maintenance - sheep Per day weekdays 5.6 Yes Environment 13.50 14.00 1.27

Maintenance - sheep Per day weekends/

public holidays

Yes 22.00 23.00 2.09

Maintenance - horse, cow, pig, goat Per day weekdays Yes 28.00 30.00 2.73

Notification (impounding) Per notice Yes 41.00 42.00 3.82

Stock Transport to Pound Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Transport Per animal 5.6 Yes Environment Actual cost of Transport

Actual cost of Transport

GST Applicable

Microchipping of Animal Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Microchipping Per animal 5.6 Yes Environment 60.00 62.00 5.64

Microchipping of animal owned by pensioner/health card holder

Per animal Yes 36.00 37.00 3.36

Microchipping of animal for release to animal rescue organisation

Per animal Yes 36.00 37.00 3.36


Buildings & Grounds

Administration Centre

Council Chambers Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Commercial/Government usage Per hour Yes Executive 70.00 75.00 6.82

Commercial/Government usage Per day Yes 400.00 430.00 39.09

Committee Room Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Commercial/Government usage Per hour Yes Executive 40.00 43.00 3.91

Commercial/Government usage Per day Yes 210.00 222.00 20.18


Eskbank House & Grounds

Entry Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Non Lithgow LGA Resident Adult (over 17 years) Yes Community and Culture

5.00 5.50 0.50

Pensioner Yes 4.00 4.50 0.41

Child (5-17 years) Yes 2.50 2.50 0.23

Child (under 5 years) No 0.00 0.00 0.00

Lithgow LGA Resident Adult (over 17 years) Yes 2.50 2.60 0.24

Pensioner Yes 2.00 2.00 0.18

Child (5-17 years) Yes 1.50 2.00 0.18

Child (under 5 years) No 0.00 0.00 0.00

School Groups - Non Lithgow LGA Resident Child (5-17 years) Yes 3.00 3.50 0.32

School Groups - Lithgow LGA Resident Child (5-17 years) Yes 2.00 2.00 0.18

Tour Groups (Non School) –

Non Lithgow LGA Resident

Adult/Pensioner Yes 4.00 4.00 0.36

Tour Groups (Non School) - Lithgow LGA Resident Adult/Pensioner Yes 3.00 2.00 0.18


Council Coordinated Public Programs Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Artists/performer run workshop Child/youth per 2 to 2.5 hours

Yes Community and Culture

17.00 18.00 1.64

Artists/performer run workshop Adult per day Yes 50.00 54.00 4.91

Artist/performer run workshop Child/youth per day Yes 23.00 25.00 2.27

Volunteer/In-house workshop Child (3-6 years) Yes 5.50 6.00 0.55

Volunteer/In-house workshop Child/youth (7-12 years) Yes 8.00 9.00 0.82

Artists Talk Per person Yes 17.00 18.00 1.64

Children’s events Per child Yes 5.50 6.00 0.55

Children’s events Per Adult Yes 8.00 9.00 0.82

Courtyard Gallery Hire Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Courtyard Gallery Display - for profit Per Day 4.6 Yes Community and Culture

20.00 22.00 2.00

Courtyard Gallery Display - non profit group Per Day No 0.00 0.00 0.00

Function/Workshop Hire - for profit group/individual Half Day Yes 100.00 108.00 9.82

Function/Workshop Hire - for profit group/individual Full Day Yes 200.00 215.00 19.55

Function/Workshop Hire - for non profit group/individual Half Day Yes 20.00 22.00 2.00

Function/Worship Hire - for non profit group/individual Full Day Yes 40.00 43.00 3.91


Market Stalls Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Hobbyist Vendor 2.4m2 site with own stall/van/tables


12.00 13.00 1.18

Hobbyist Vendor 2.4m2 powered site powered site with own stall/van/tables

Yes 25.00 27.00 2.45

Not for profit organisation 2.4m2 site with own stall/van/tables

No 0.00 0.00 0.00

Commercial Vendor 2.4m2 site with own stall/van/tables

Yes 370.00 393.00 35.73

Commercial Vendor 2.4m2 powered site with own stall/van/tables

Yes 435.00 465.00 40.27

Grounds Function Hire Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Wedding ceremony booking Per booking Yes Community and Culture

50.00 54.00 4.91

Wedding Ceremony Between 9am and 5pm Yes 500.00 532.00 48.36

Commercial photography in garden Between 9am and 5pm Yes 100.00 107.00 10.50

Major event no refundable deposit Per 2 days Yes 57.00 62.00 5.64

Major event ground hire Per 2 days Yes 550.00 585.00 53.18

Major event ground hire for returning events Per 2 days Yes 500.00 532.00 48.36


Hall Hire

Civic Ballroom Description



11/12 Fees

12/13 Fees

12/13 GST Amount

NOTE: Hiring of Council owned premises is prohibited to individual operators whose sole purpose is retailing unless this retail operation is part of a larger community event (Ordinary Meeting of Council 12 July 2010 Minute Number 10-267).

Refundable deposit Per event 4.6, 4.7 and 4.8

Yes if bond used

Finance 350.00 360.00 32.73

Charity Per event Yes 60% of commercial hire

60% of commercial hire

GST Applicable

Major function includes use of all facilities Per event Yes 945.00 980.00 89.09

Minor function includes use of only ballroom Per event Yes 135.00 140.00 12.73

Preparation/rehearsal for major functions Per day Yes 205.00 212.00 19.27

Preparation/rehearsal for minor functions Per hour (if less than 6 hours)

Yes 40.00 41.50 3.77

Major function and 10 rehearsals Per event Yes 1,435.00 1,485.00 135.00

Major function and a week’s setup Per event Yes 1,435.00 1,485.00 135.00

Supper Room Description



11/12 Fees

12/13 Fees

12/13 GST Amount


Only if bond used

Finance 350.00 360.00 32.73

Minor function including Kitchen Per event Yes 105.00 110.00 10.00

Microphone Refundable Deposit Per event Yes 157.50 163.00 14.81


Microphone Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Microphone refundable deposit Per event Yes Finance 157.50 165.00 15.00

Microphone and DVD Player Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Refundable deposit Per event Yes Finance 350.00 360.00 32.73

Chair and Table Hire for Special Events Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Refundable deposit Per event Yes, if bond used

Finance 350.00 360.00 32.73

Chairs and tables 0-50 items Per event Yes 78.75 81.50 7.41



Chairs and tables > 200 items Per event Yes 257.25 266.00 24.18

Delivery and Collection – Chairs and tables 0-50 items Per event Yes 78.75 82.00 7.45

Delivery and Collection – Chairs and tables 50-100 items Per event Yes 131.25 136.00 12.36

Delivery and Collection – Chairs and tables 100-200 items

Per event Yes 210.00 218.00 19.82

Delivery and Collection – Chairs and tables >200 items Per event Yes 257.25 266.00 24.18

Replacement cost – chairs Per chair Yes 73.50 76.00 6.91

Replacement cost – Tables Per table Yes 115.50 120.00 10.91


Union Theatre

Hall Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Note: Where a booking by a community group or promoter is for a performance by a commercial/professional artists it is classed as a commercial hire and commercial charges apply.


Yes, If bond used

Finance 350.00 360.00 32.73

Community groups Up to and including 4 hour sessions

Yes 80.00 83.00 7.55

Commercial Up to and including 4 hour sessions

Yes 320.00 331.00 30.09

Community Groups Per event up to 3 days Yes 360.00 373.00 33.91

Commercial Per event up to 3 days Yes 1,750.00 1,810.00 164.55

Grand Piano – Refundable deposit for commercial and community use.

Per session Yes, If bond used

606.00 625.00 56.82

Grand Piano – Hire (Commercial) Per session Yes 200.00 207.00 18.82

Lighting System – Refundable deposit for commercial and community use


606.00 625.00 56.88

Sound System – Refundable deposit for commercial and community use


606.00 625.00 56.82

Sound System – Hire (Commercial) Per Session Yes 410.00 425.00 38.64


Upstairs Room Description



11/12 Fees

12/13 Fees

12/13 GST Amount


If bond used

Finance 350.00 360.00 32.73

Community groups Per booking per hour Yes 22.00 23.00 2.09

Commercial Per booking per hour Yes 34.65 36.00 3.27

Wallerawang Memorial Hall Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Refundable deposit Per hire 4.6 and 4.7 If bond retained

Finance 350.00 360.00 32.73

Day – 9.am to 6pm Per hire Yes 200.00 207.00 18.82

Night – 6pm to midnight Per hire Yes 200.00 207.00 18.82

Session Per hour Yes 42.00 43.50 3.95

Session (community group) Per hour Yes 21.00 22.00 2.00

Session (community group) Up to 4 hours Yes 66.00 68.00 6.18

Playgroup/Community group Yearly usage Yes 735.00 760.00 69.09


Parks and Sporting Fields Hire

Kremer Park

General fees for all bookings Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Refundable deposit Per event/season 4.6 If bond retained

Operations 250.00 260.00 23.64

Hire (includes electricity/amenities) Per day Yes 199.80 207.00 18.82

Special Event Per event up to 3 days Yes 420.00 435.00 39.55

Harness Racing Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Training Per calendar year Yes Operations 1,515.00 1,550.00 140.91

Rugby League – Mid West Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Ground Rental Per season Yes Operations 985.00 1,020.00 92.73

Training (including lighting) Per season Yes 985.00 1,020.00 92.73


Saville Park




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire Per day Yes 200.00 207.00 18.82

Touch Football Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Competition Per season Yes Operations 270.00 280.00 25.45

Lake Wallace




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire Per day Yes 200.00 207.00 18.82

Circus Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Note: General Fees plus relevant Building and Food inspections apply

Hire – Performance Per performance day Yes Operations 420.00 450.00 40.91

Hire – Non-Performance Per non-performance day Yes New Fee 200.00 18.18


Wallerawang Oval




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire Per day Yes 200.00 207.00 18.82




11/12 Fees

12/13 Fees

12/13 GST Amount



Blast Furnace Park Description



11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire (electricity/amenities not available) Per day Yes 200.00 207.00 18.82

Watsford Oval




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire Per day Yes 200.00 207.00 18.82


Conran Oval




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire Per day Yes 200.00 207.00 18.82

Marjorie Jackson




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire Per day Yes 200.00 207.00 18.82

Senior Soccer Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Ground Rental Per season Yes Operations 820.00 1000.00 90.91


Glanmire Oval




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire (Electricity/amenities not available) Per day Yes 200.00 207.00 18.82


Zig Zag Oval




11/12 Fees

12/13 Fees

12/13 GST Amount


Operations 250.00 260.00 23.64

Hire (Electricity not available) Per day Yes 200.00 207.00 18.82

Lithgow War Memorial Olympic Swimming Pool

Entry Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Child (Learn to Swim conducted by Dept Sport and Recreation or Schools)

Per child Yes Operations 1.10 1.10 0.10

Child sports days/carnival Per child Yes 2.30 2.30 0.21

Admission child (5 years – 16 years) Per child Yes 2.30 2.30 0.21

Admission adult Per adult Yes 4.50 4.50 0.41

Non-Swimming parent/carers accompanying Dept Sport and recreation or Schools Learn to Swim participants

Per person Yes 1.00 1.00 0.09

Spectator fee Per person Yes 2.30 2.30 0.21

Pension concession Per pensioner Yes 2.30 2.30 0.21

Single monthly – child/pensioner Per month Yes 38.00 38.00 3.45

Single monthly – adult Per month Yes 48.00 48.00 4.36

Family monthly Per month Yes 75.00 75.00 6.82


Season Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Single yearly – child/pensioner Per person Yes Operations 80.00 80.00 7.27

Single yearly – adult Per person Yes 120.00 120.00 10.90

Family yearly Per family Yes 250.00 250.00 22.73

Single child/pensioner yearly (early bird – first month) Per person Yes 70.00 70.00 6.36

Single adult yearly (early bird – first month) Per person Yes 100.00 100.00 9.09

Family yearly (early bird – first month) Per family Yes 200.00 200.00 18.18

Carnivals Description



11/12 Fees

12/13 Fees

12/13 GST Amount

School carnival Per carnival Yes Operations 80.00 80.00 7.27

Swimming Club/Regional Carnivals Per carnival Yes 120.00 120.00 10.91

Special Events Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Special Event Per event Yes Operations 310.00 320.00 29.09

Queen Elizabeth Park Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Refundable Bond Per event If bond retained

Operations 250.00 260.00 23.64

Hire (includes power) Per day Yes 115.00 120.00 10.91


Tony Luchetti Sportsground

General Fees for all bookings Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Refundable Bond Per event/season 4.6 If bond retained

Operations 360.00 360.00 32.73

Lighting Per hour Yes 45.00 50.00 4.55

Part lighting Per hour Yes 10.00 20.00 1.82

Hire (all facilities) Per day Yes 415.00 430.00 39.09

Part hire (not including playing fields) Per day Yes 200.00 207.00 18.82

Lithgow Show Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Show Per Show Yes Operations 3,450.00 3570.00 324.55

Senior Cricket Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Training/competition Per season Yes Operations 815.00 1,000.00 90.91

Touch Football Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Training/competition Per season Yes Operations 334.55 360.00 32.73

Rugby League – Group 10 Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Ground Rental Per season Yes Operations 2,070.00 2145.00 195.00

Training (excluding lighting) Per season Yes 1,515.00 1570.00 142.73





11/12 Fees

12/13 Fees

12/13 GST Amount


Training (Excluding lighting) Per season Yes 985.00 1,000.00 90.91

Harness Racing Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Training Per calendar year Yes 760.00 1,515.00 137.73

Minor Sports Fields/Parks Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Refundable Bond Per event 4.6 If bond retained

Operations 250.00 260.00 23.64

Hire Per day Yes 200.00 207.00 18.82

All Parks/Ovals Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Not for Profit Organisations – No hire charge provided refundable bond is paid.

Per event/season 4.6 If bond retained

Operations Nil + Refundable Bond

Nil + Refundable Bond

GST – if bond retained


Cemetery Services

Burial/Grave Rights Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Site/plot Per site Yes Operations 890.00 920.00 83.64

Destitute Per site Yes 480.00 500.00 45.45

Interment Description



11/12 Fees

12/13 Fees

12/13 GST Amount

double depth Per site 2.1 and 2.2 Yes Operations 840.00 870.00 79.09

single depth Per site Yes 560.00 580.00 52.73

Destitute Per site Yes 420.00 435.00 39.55

Outside Working Hours (3.30pm) Per hour Yes Full Cost Full Cost Recovery

GST applicable

Outside Working Hours (3.30pm) Saturday per hour Yes Full Cost Full Cost Recovery

GST applicable

Stillborn/premature baby Per site Yes 275.00 285.00 25.91

Lowther Cemetery: Catholic Section only Per burial/internment Yes 980.00 1015.00 92.27

Lowther Cemetery: Stillborn/premature baby Per site Yes 275.00 285.00 25.91

Columbarium Walls (Niches) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Lithgow/Portland/Wallerawang/Cullen Bullen Per niche 2.1 and 2.2 Yes Operations 580.00 600.00 54.55

Lithgow North and West Garden Wall Per niche Yes 580.00 600.00 54.55


Memorial Garden (Ashes) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Lithgow/Portland/Wallerawang/Cullen Bullen Per position 2.1 and 2.2 Yes Operations 785.00 785.00 71.36

Interment/Ashes Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Cremains Per interment Yes Operations 345.00 360.00 32.73

Ashes Removal Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Removal Per removal Yes Operations 320.00 320.00 29.09

Columbarium Plaques Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Bronze plaque 275x255mm Per plaque 2.1 Yes Operations 590.00 610.00 55.45

Bronze plaque 190 x 190mm Per plaque Yes 480.00 495.00 45.00

Plaque only Satin Chrome 135 x 95mm Per plaque Yes 480.00 495.00 45.00

Plaque only Satin Chrome 270x250mm Per plaque Yes 560.00 580.00 52.73

Beam at Wallerawang/Portland/Lithgow Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Bronze plaque 381x216mm Per plaque 2.1 Yes Operations 590.00 610.00 55.45

Plaque (Dual) 1st detachable plate Per plaque Yes 710.00 735.00 66.82

Plaque (Dual) 2nd detachable plate Per plaque Yes 375.00 390.00 35.45


Private Plaque Install Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Plaque installation Per installation 2.1 Yes Operations 95.00 98.00 8.91

Exhumations Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Less than 7 years Per site Yes Operations 1,130.00 1,170.00 106.36

More than 7 years Per site Yes 750.00 775.00 70.45

Monumental Permit Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Single/double Per monument 2.1 Yes Operations 85.00 88.00 8.00


Certificates

Building Certificates Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Additional Inspections Per inspection No Development 90.00 90.00 N/A

Class 1 or Class X Building Dwelling No 250.00 250.00 N/A

Floor area <200sqm Per applications No 250.00 250.00 N/A

Floor area >200sqm <2000sqm Per application No 250.00 + 0.50c per sqm over 200 sqm.

250.00 + 0.50c per sqm over 200 sqm.

N/A

Floor area >2000sqm Per application No 1,165.00 + .75c per sqm over 2000sqm.

1,165.00 + .75c per sqm over 2000sqm.

N/A

Part building – external wall/nil floor area Per application No 250.00 250.00 N/A

Copy Per copy No 13.00 13.00 N/A

Essential Service Compliance Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Compliance Per year Yes Development 85.00 85.00 7.73


Section 603 Certificate Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Property debt information (As per DLG) Per certificate Yes Finance 65.00 65.00 5.91

Urgent 603 Per certificate Yes 175.00 180.00 16.36

Section 602 Certificate LGA Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Property information non financial Per request Yes Finance 37.50 40.00 3.64

Property information non financial (Valuers) Annual Yes 184.00 195.00 17.73

Property information non financial (Valuers) Issued monthly Yes 240.00 255.00 23.18

Property information non financial (Valuers) Issued quarterly Yes 273.00 290.00 26.36

Historical information print for Valuers Per print Yes 48.80 52.00 4.73

Compliance Certificate for Swimming Pool Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Swimming Pool Fence Per certificate Yes Development 110.00 110.00 10.00

Section 735(A) Certificate (Local Government Act) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Orders Per certificate No Development 90.00 90.00 N/A

Section 121ZP Certificate (Environmental Planning and Assessment Act) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Orders Per certificate No Development 90.00 90.00 N/A


Land Classification Certificate Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Section 54 Local Government Act Per certificate No Policy & Planning 30.00 30.00 N/A

Planning Certificates (149) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Section 149(2) Standard Planning/Zoning/Land Per certificate No Development 53.00 53.00 N/A

Section 149 within 24 hours Additional to ordinary fee No 100.00 100.00 N/A

Section 149(5) + 149(2) Additional information Per certificate No 133.00 133.00 N/A

Section 149(5) within 24 hours Additional to ordinary fee No 100.00 100.00 N/A

Development

Complying Development Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Compliance Certificate – Footing/Slab/Frame First 3 inspections Yes Development 151.00 151.00 13.72

Compliance Certificate – Additional inspection Per inspection Yes 98.00 98.00 8.90

Private Certifier – Holding fee Per certificate No 36.00 36.00 N/A

Complying Development Certificate A) – Minimum Per certificate Yes 88.00 88.00 8.00

Complying Development Certificate B)

+0-$100,000

Per certificate Yes

Yes

88.00

Plus $3.15

Per $1,000

88.00

Plus $3.15

Per $1,000

8.00

GST

Complying Development Certificate C)

+$100,001 - $250,000

Per certificate Yes

Yes

419.00

Plus $2.10 per $1,000

419.00

Plus $2.10 per $1,000

$38.09

GST

Complying Development Certificate D) Per certificate Yes 750.00 750.00 68.18

+$250,001 + Yes Plus $1.05 per $1,000

Plus $1.05 per $1,000

GST


Construction Certificates Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Application Fee – A)– work up to $5,000 First 3 Inspections Yes Development 64.00 plus 0.5% of the building contract price

64.00 plus 0.5% of the building contract price

GST

Application Fee – B) - $5,000 - $100,000 First 3 Inspections Yes 89.00 plus 0.35% of the building contract price


GST

Application Fee – C) - $100,000 - $250,000 First 3 Inspections Yes 484.00 plus 0.20% of the building contract price


GST

Application Fee – D) - $250,000 + First 3 Inspections Yes 827.00 plus 0.10% of the building contract price


GST

Advertising Per construction certificate Yes 346.50 346.50 31.50

Compliance Certificate – Footing/Slab/Frame First 3 Inspections Yes 151.00 151.00 13.72

Compliance Certificate – Additional inspections Per inspection Yes 98.00 98.00 8.90

Private Certifier holding fee Per certificate No 36.00 36.00 N/A

Copy of certificate Per certificate Yes 137.00 137.00 12.45

Certified copy (cl262 EP&A Regulation) Per certificate Yes 42.00 42.00 3.81

Transfer of Principal Certifying Authority role to Council Per applications (plus necessary certificates)

Yes New fee 0.50% of building contract price

GST


Damage Default Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Deposit ($30.00 retained) Residential Yes Development 700.00 700.00 63.64

Commercial Yes 1,400.00 1,400.00 127.27

Minor <20,000 Yes 200.00 200.00 18.18

Re-inspection Per inspection Yes 120.00 120.00 10.90

Retention Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Structural Engineer Certificate Unchecked Yes Development 35.00 40.00 3.64

Within 12 months of Disapproval/Lapse % fee (27.50 min) Yes 69.00 75.00 6.82

Building Specifications Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Brick, veneer, timber dwellings Per specification Yes Development 15.00 17.50 1.59

Structural Certificate Description



11/12 Fees

12/13 Fees

12/13 GST Amount

As required and appointed by Council Per certificate Yes Development 254.00 254.00 23.09


Demolition Applications Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Commercial demolition application As per DA Fee Yes Development As per DA Fee As per DA Fee N/A

Commercial security deposit Per deposit If bond retained

1,391.00 1,391.00 126.45

Residential demolition application As per DA Fee Yes AS per DA Fee AS per DA Fee N/A

Residential security deposit Per deposit If bond retained

1,391.00 1,391.00 126.45

Relocatable Home Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Outside LCC area (max 120km then add 1) Per inspection Yes Development 700.00 700.00 63.64

Within LCC area Per inspection Yes 470.00 470.00 42.73

Bond Per deposit If bond retained

25,470.00 25,470.00 2,315.45

Same Day Inspection Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Same day inspection Per inspection Yes Development 143.00 143.00 13.00

Inspection Fee Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Inspection Fee for sundry building enquiries etcetera. Per inspection Yes Development 143.00 143.00 13.00


Signs Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Note: Fees for signage may be as per the DA scale of fees or whichever the greater amount is.

Signs Per application No Development 237.50 (see note)

285.00 (see note)

N/A

Additional signs Per application No Plus 77.15 (see note)

93.00 (see note)

N/A

Advertising/Notification Fee Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Newspaper (Except Designated Development – EPI or DCP requirement)

Per advertisement/notification No Development 285.00 plus 93.00 per additional advertisement

285.00 plus 93.00 per additional advertisement

N/A

Designated Development Per advertisement/notification No 2,220.00 2,220.00 N/A

Other development requiring notice Per advertisement/notification No 1,105.00 1,105.00 N/A

Neighbours and/or nearby residents Per notification No 136.50 136.50 N/A

Advertised Development (Cl252(1)(b) EP&A Regulation) Per advertisement No 1,105.00 1,105.00 N/A

Prohibited Development Per advertisement No 1,105.00 1,105.00 N/A

Assessment under Part V of EP&A Act Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Assessment Per hour Yes Development 98.50 98.50 8.95

Pre-Lodgement Fee Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Pre-Lodgement Advice Per meeting/inspection for commercial/industrial development

Yes Development 300.00 300.00 27.27


Development Applications Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Proposal with estimated cost of up to $5,000 Per application No Development 110.00 110.00 N/A

Proposal with estimated cost between $5001 - $50,000

- Plus for each $1,000 of estimated cost or part thereof in addition to the base fee

Per application

No

No

170.00

3.00

170.00

3.00

N/A

N/A

Proposal with estimated cost between $50,001 - $250,000

Per application No 352.00 352.00 N/A


No 3.64 3.64 N/A

Proposal with estimated cost between $250,001 - $500,000


Proposal with estimated cost between $501,000 - $1M

Per application

Per application

No

No

No

1,160.00

2.34

1,745.00

1,160.00

2.34

1,745.00

N/A

N/A

N/A



Proposal with estimated cost between $1,000,001 - $10M

Per application No 2,615.00 2,615.00 N/A

- Plus for each $1,000 of estimated cost or part thereof in addition to the base fee.


Proposal with estimated cost more than $10,000,000 Per application No 15,875.00 15,875.00 N/A




Dwelling Description



11/12 Fees

12/13 Fees

12/13 GST Amount

House rural - $100,000 or less – as per scale maximum fee of:

Per application No Development 455.00 455.00 N/A

Residential - $100,000 or less – as per scale maximum fee of:


Minor non-exempt (garages, pools, etc) No Construction Certificate – as per scale maximum fee of:


Pre-application Inspection prior to lodgement Per application No 89.00 89.00 N/A

Dual Occupancy – For relative only Per application No 150.00 150.00 N/A

Dual Occupancy – Other Per application No As per DA Scale

As per DA Scale

N/A

DA not involving building, subdivision Per application No 285.00 285.00 N/A

DA change of use Per application No 285.00 285.00 N/A

Application not involving building, subdivision, change of use


Compliance Certificate Per certificate No 58.00 58.00 N/A

Designated Development Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Designated Development Per application No Development As per DA Scale

As per DA Scale

N/A

Designated Development – Maximum additional Fee Per application No 920.00 920.00 N/A

Archive Fee Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Fee Per application/Certificate No Development 55.00 57.00 N/A


Environmental Impact Statement Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Copy Per EIS Yes Development 30.00 32.50 2.95

Integrated/Concurrence Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Note: A fee of $320.00 to the Integrated/Concurrence Authority in addition to the DA sliding scale fee applies.

Concurrence/Integrated (Additional Processing Fee) Per application No Development 140.00 140.00 N/A

Rezoning Applications Description



11/12 Fees

12/13 Fees

12/13 GST Amount

LEP minor rezoning Per application Yes Policy & Planning Full cost

Recovery

Full cost

Recovery

GST of Full Cost Recovery

LEP major rezoning Per application Yes Full cost

Recovery

Full cost

Recovery


Local Environmental Study required Per application Yes Full cost

Recovery

Full cost

Recovery


Development Control Plan Amendments Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Development Control Plan Amendment (not requested by Council)

Per amendment Yes Policy & Planning Full cost

Recovery

Full cost

Recovery



Subdivision Certificate/Linen Release Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Administration costs Per linen plan 7.3 Yes Development 155.00 160.50 14.59

Administration costs additional with seal Per linen plan Yes 65.00 67.50 6.14

Linen Re-release/Surveyor Error Per linen plan Yes 65.00 67.50 6.14

Linen Re-release/LPI requisition Per linen plan Yes 65.00 67.50 6.14

Modification of Consent Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Modification application – as per the maximum fees set out in the EP&A regulation

Per application No Development As per EP&A regulation

As per EP&A regulation

N/A

Review of Determination Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Review of determination Per review No Development 50% of original fee.

50% of original fee

N/A

Dwelling value less than $100,000 Per review No 190.00 190.00 N/A

Occupation Certificate Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Private Certifier – Lodgement Occupation Certificate Per application No Development 36.00 36.00 N/A


Developer Contributions Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Section 64 Developer Servicing Plan – Sewer – Refer to Developer Servicing Plans for details of payments schedule.

Section 64 Developer Servicing Plan – Water – Refer to Developer Servicing Plans for details of payments schedule.

Section 94 Contributions Plan – refer to Development Contributions Plans for details of payments schedule.

Note 1: The following charges will be repealed upon the adoption of Developer Servicing Plans

Note 2: 10% GST is payable on Developer Contributions from 2012-2013

Headworks Water (former PWD) Per lot No Developments 2,234.00 2,457.40 223.40

Headworks Water (South Bowenfels) Per lot No 1,032.00 1,135.20 103.20

Headworks Sewer (former PWD) Per lot No 1,787.00 1,965.70 178.70

Headworks Sewer (South Bowenfels) Per lot No 1,161.00 1,277.10 116.10

SEPP 1 Description



11/12 Fees

12/13 Fees

12/13 GST Amount

No concurrence required Per application No Development 250.00 250.00 N/A

Concurrence required Per application No 650.00 650.00 N/A

Development requiring concurrent Per application No 135.00 135.00 N/A

SEPP 4 Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Change of usage Per application Yes Development 75.00 75.00 6.81


Subdivisions Description



11/12 Fees

12/13 Fees

12/13 GST Amount

No new road

- Plus for each lot

Per application No

No

Development 330.00

53.00

330.00

53.00

N/A

N/A

Strata Per application No 330.00 330.00 N/A

- Plus for each lot No 65.00 65.00 N/A

With new road Per application No 665.00 665.00 N/A

- Plus for each lot No 65.00 65.00 N/A

Private Certifier – Lodgement subdivision certificate Per application No 36.00 36.00 N/A

Withdrawn Application Description



11/12 Fees

12/13 Fees

12/13 GST Amount

If written notice is received before assessment Per application No Development 86% 86% N/A

If initial correspondence referrals sent etc. Per application No 77% 77% N/A

If assessment commenced Per application No 50% 50% N/A

If assessment substantially completed Per application No 27% 27% N/A

If assessment fully completed Per application No 10% 10% N/A

Enquiry Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Written response – minor enquiry Per enquiry Yes Development 80.00 85.00 7.73

Written response – Major enquiry Per enquiry Yes Full cost Full Cost GST


Section 68 Approvals Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Water application Per application No Development 105.00 105.00 N/A

Sewer application Per application No 105.00 105.00 N/A

Stormwater application Per application No 105.00 105.00 N/A

Other Solid Fuel Per application No 105.00 105.00 N/A

Council Officer/Bushfire Assessment Level Report Description



11/12 Fees

12/13 Fees

12/13 GST Amount

For extra DA/CC consent requirements

Bushfire Assessment Level Report by Council Officer

Per inspection

Per report

Yes

Yes

Development 115.00

300.00

115.00

300.00

10.45

27.27

Signs: Swimming Safety Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Private pool signs Per sign Yes Development 25.00 27.50 2.50


Documents

Purchase of Documents Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Council Minutes Per year Yes Finance 147.00 152.00 13.82

Corporate Documents (not listed below)

Small B&W (1-20 pages) Per document Yes 12.00 12.50 1.14

Small Colour (1-20 pages) Per document Yes 23.00 23.50 2.14

Medium B&W (21-50 pages) Per document Yes 23.00 23.50 2.14

Medium Colour (21-50 pages) Per document Yes 35.00 36.00 3.27

Large B&W (51+ pages) Per document Yes 35.00 36.00 3.27

Large Colour (51+ pages) Per document Yes 47.00 48.50 4.41

Documents on CD Per CD Yes 10.00 10.50 0.95

Development Control Plans Per document Yes 47.00 48.50 4.41

Lithgow City LEP 1994 (including written statement and maps)

Per set Yes 64.00 65.50 5.95

Lithgow City LEP 1994 written statement Per document Yes 32.00 33.00 3.00

Lithgow City LEP 1994 individual map Per map Yes 10.00 10.50 0.95

Rylstone LEP 1996 written statement Per document Yes 32.00 33.00 3.00

Certified Zoning Extract Map – s150 EP&A Act & cl262 EP&A Regulation

Per map Yes 45.00 46.50 4.23

Marrangaroo Local Environmental Study Per document Yes 51.00 52.50 4.77

Marrangaroo Structure Plan Per document Yes 40.00 41.00 3.73

Strategic Plan Per document Yes 40.00 41.00 3.73

Strategic Plan CD Per CD Yes 10.00 10.50 0.95

Engineering Codes and Specifications Per code/specification Yes 85.00 87.50 7.95

Subdivision Code Per code Yes 30.00 31.00 2.82

Maps – Copies of DP’s Per sheet Yes 3.00 3.50 0.32


Government Information Public Access Act 2009 Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Original Per application No Finance 30.00 30.00 N/A

Review Per review No 40.00 40.00 N/A

Facsimile Description



11/12 Fees

12/13 Fees

12/13 GST Amount

ISD First 3 pages Yes Finance 12.00 13.50 1.14

Local First 3 pages Yes 3.50 4.00 0.36

STD First 3 pages Yes 4.60 5.00 0.45

Additional pages Per page Yes 1.20 1.50 0.14

GIS Services Description



11/12 Fees

12/13 Fees

12/13 GST Amount

A2 Colour Print Per sheet Yes IT/GIS 13.00 13.50 1.23

A1 Colour Print Per sheet Yes 17.00 18.00 1.64

AO Colour Print Per sheet Yes 34.00 35.00 3.18

Custom Mapping/Data Extraction Per hour Yes 65.00 67.00 6.09

Photocopying (Max 50 copies) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

A4 Per page Yes Finance 0.60 0.65 0.06

A3 Per page Yes 0.70 0.75 0.07

Plan Per page Yes 6.50 7.00 0.64


Plan Printing Description



11/12 Fees

12/13 Fees

12/13 GST Amount

A0 Per sheet Yes Regional Services 15.00 15.50 1.41

A1 Per sheet Yes 10.00 10.50 0.95

A2 Per sheet Yes 8.00 8.50 0.72

Officers Response Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Verbal or written response Per hour Yes Finance 100.00 105.00 9.55

Subpoena Research Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Research Per hour Yes Finance 95.00 105.00 9.55


Finance

Debt Recovery Description



11/12 Fees

12/13 Fees

12/13 GST Amount

As per actual court charge or recovery agent. Charged to Property/Debtor. See Policy 8.1 – Debt Recovery

Receipting Fee for Returned Funds Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Charge to process refund Per receipt Yes Internal Services 15.00 15.50 1.41

Returned Cheques Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Charge for processing dishonoured cheques Per cheque Yes Finance 44.00 45.50 4.13

Rates Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Interest – Section 566(3) Local Government Act 1993 – 9% pa calculated or rate specified by the Minister for Local Government in the Government Gazette.

Rating Inspection Per inspection Yes Finance 94.00 96.50 8.77


Articles

Impounding Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Abandoned article release fee Per article Yes Environment 140.00 145.00 13.18

Conveying an article to pound Per article Yes Full cost

Recovery

Full cost

Recovery

GST Applicable

Storage at Pound Per day Yes 12.00 12.50 1.14

Servicing of notice of impounded article Per notice Yes 75.00 78.00 7.09

Shopping Trolleys Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Impounding and Release Fee Per trolley Yes Environment 42.00 45.00 4.09

Penalty after 14 days Per article/per day Yes 1.50 1.60 0.15

Skateboards/Bicycles etc Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Confiscation/impounding/release Per trolley Yes Environment 36.00 37.50 3.41


Footpaths and Roads

Restoration

Footways Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Concrete Industrial Per square metre 10.6 and 10.17

Yes Operations 400.00 414.00 37.64

Concrete residential Per square metre Yes 160.00 165.00 15.00

Formed and grassed Per square metre Yes 110.00 114.00 10.36

Hotmix Per square metre Yes 200.00 207.00 18.82

Paved Per square metre Yes 460.00 475.00 43.18

Kerb & Gutter Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Dish Per square metre 10.6 and 10.17

Yes Operations 270.00 280.00 25.45

Gutter only Per lineal metre Yes 200.00 207.00 18.82

Kerb inlet lintels Per 1.8 metre Yes 400.00 414.00 37.64

Kerb only Per lineal metre Yes 200.00 207.00 18.82

Minimum Yes 200.00 207.00 18.82

Roof water outlets Per outlet Yes 100.00 105.00 9.55

Standard Per lineal metre Yes 160.00 165.00 15.00


Road Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Concrete Per square metre Yes Operations 400.00 414.00 37.64

Flush Seal Per square metre Yes 160.00 165.00 15.00

Formed earth Per square metre Yes 80.00 105.00 9.55

Gravel Per square metre Yes 80.00 105.00 9.55

Hotmix Per square metre Yes 400.00 414.00 37.64

Driveway Construction Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Concrete Per square metre Yes Operations 110.00 114.00 10.36

Road/Footpath Closure Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Application Per application Yes Operations 275.00 plus costs

275.00 plus costs

25.00 plus costs

Temporary

- Includes set up and removal of barricade, 2 weeks advertising and resident, emergency and business notification.

Per application Yes 1010.00 plus costs

1010.00 plus costs

91.81 plus costs


Road/Footpath Lease Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Lease investigation Per investigation Yes Operations 270.00 plus costs

270.00 plus costs

24.54 plus costs

Road/Footpath Opening Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Opening permit Per permit Yes Operations 80.00 82.50 7.50

Default fee No previous permission Yes 190.00 196.00 17.82

Pavement opening Per opening Yes 125.00 135.00 12.27

Road/Footpath Drainage Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Drainage connection inspection Per inspection Yes Operations 120.00 125.00 11.36

Road/Footpath Bond Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Restoration bond Per square metre If bond retained

Operations 375.00 400.00 36.36

Road/Footpath Purchase Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Purchase investigation Per investigations Yes Operations 265.00 plus costs

270.00 plus costs

24.54 plus costs


Road/Footpath Closing Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Closing application Per application Yes Operations 1,350.00 plus costs

1,400.00 plus costs

GST Applicable

Hoarding Approvals

Hoarding Approval - Footway Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Per lineal metre per month (min 1 month) Per lineal metre Yes Operations 25.00 26.00 2.36

Application fee Per application Yes 125.00 135.00 12.27

Hoarding Approval - Roadway Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Per lineal metre per month (min 1 month) Per lineal metre Yes Operations 35.00 41.00 3.73

Application fee Per application Yes 115.50 125.00 11.36

Stalls/Markets Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Street Stall – charge for community group Per stall Yes Finance 10.00 10.50 0.95

Street Stall – charge for commercial users Per stall Yes 55.00 57.00 5.18

Temporary stall/premise Per year Yes 120.00 125.00 11.36

Country stall/market Per inspection Yes 70.00 72.50 6.59


On Street Dining (Policy currently under review April/May 2012) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Application fee Per application 5.4 Yes Development 130.00 Policy currently under review April/May 2012

Table Per table Yes 35.00

Chair Per chair Yes 7.00

Footpath Trading (Policy currently under review April/May 2012) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Articles on footpaths (including sandwich boards) Per article 5.4 Yes Development 95.00 Policy currently under review April/May 2012

Parking Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Application for parking during construction Per vehicle per event Yes Operations 55.00 57.00 5.18

Associated activities (change in signage and advertising etc)

Per application Yes Full cost

Recovery

Full cost

Recovery



Health Inspections

Food Premises Description



11/12 Fees

12/13 Fees

12/13 GST Amount

P4 low risk Per inspection Yes Environment 60.00 62.00 5.64

P3 medium risk Per inspection Yes 95.00 98.00 8.91

P1 and 2 high risk – 1 hour Per inspection Yes 180.00 186.50 16.95

- Plus per hour after 1st hour Per hour Yes 82.00 85.00 7.73

P1 to 4 reinspection Per reinspection Yes 60.00 62.00 5.64

S3-4 temporary food stall low to medium risk Per inspection Yes 60.00 62.00 5.64

S3-4 temporary food stall low to medium risk (Licence up to 3 events).

Up to 3 events Yes New Fee 120.00 10.90

S1-3 temporary food stall high risk Per inspection Yes 95.00 98.50 8.95

S1-3 temporary food stall high risk (Licence up to 3 events)

Up to 3 events Yes New Fee 190.00 17.27

Commercial water supply Per inspection Yes 180.00 186.50 16.95

Premises Description



11/12 Fees

12/13 Fees

12/13 GST Amount

First inspection Per inspection Yes Environment 85.00 88.00 8.00

Reinspection Per reinspection Yes 60.00 62.00 5.65

Skin penetration premises inspection Per inspection Yes 45.00 46.50 4.23


Mortuary Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Public Health Act Per year Yes Environment 300.00 310.00 28.18

Water Truck Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Sample for carter Per sample Yes Environment 80.00 83.00 7.55

Water Truck inspection Per year Yes 55.00 57.00 5.18


Library

Inter Library Loans Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Non NSW Libraries Per item Yes Community and Culture

15.00 16.50 1.50

Inter Library loans for LGA customers Per inspection Yes 7.50 7.50 0.68

Lost/Damaged Items Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Books Per item Yes Community and Culture

36.00 (minimum or replacement costs)

40.00 (minimum or replacement costs)

3.64

Music CD Per item Yes New Fee 36.00 (minimum or replacement costs

3.27

DVD’s Per item Yes New Fee 20.00 (minimum or replacement costs)

1.82

Talking Books Per item Yes New Fee 80.00 minimum or replacement costs

7.27

Magazines Per item Yes 14.00 15.50 1.41

Kits – Replacement copy Per item Yes 42.00 43.00 4.09

CD ROMs – Replacement copy Per item Yes 70.00 77.50 7.05

Lost cards Per card Yes 5.00 5.25 0.48

LOEB Collection – Refundable deposit Per hire If deposit used

50.00 52.00 4.73


Membership Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Residents and Ratepayers Per membership No Community and Culture

0.00 0.00 0.00

Reciprocal Borrowers Per borrowing No 0.00 0.00 0.00

Non-residents who are not reciprocal borrowers Per annum Yes 27.00 31.00 2.82

Visitors who are not reciprocal borrows – deposit Per borrowing If bond retained

30.00 31.00 2.82

Photocopies Description



11/12 Fees

12/13 Fees

12/13 GST Amount

A4/foolscap Per copy Yes Community and Culture

0.40 0.45 0.04

A3 Per copy Yes 0.70 0.75 0.07

Colour – A4/foolscap Per copy Yes 1.00 1.10 0.10

Colour – A3 Per copy Yes 2.00 2.00 0.18

Photographic Sales Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Prints (postcard size) Per print Yes Community and Culture

13.50 14.00 1.27

Prints (A4 size) Per print Yes 21.00 22.00 2.00

Prints (postcard size) (Corporate cost) Per print Yes 13.50 14.00 1.27

Prints (A4 size) (Corporate cost) Per print Yes 21.00 22.00 2.00


Public Fax Charges Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Local First 3 pages Yes Community and Culture

3.50 3.75 0.34

STD First 3 pages Yes 4.50 5.00 0.45

International First 3 pages Yes 12.50 13.00 1.18

Additional pages Per page Yes 1.20 1.25 0.11

Receiving a fax First 3 pages Yes 3.00 3.20 0.27

Receiving a fax – additional pages Per page Yes 1.40 1.50 0.14

Miscellaneous Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Family history/local history searches written requests Per hour Yes Community and Culture

50.00 55.00 5.00

CD purchase Per CD Yes 3.30 3.50 0.32

Library bags Per bag Yes 4.50 4.75 0.43

Document preparation/computer use commercial Per hour Yes 95.00 98.00 8.91

Document preparation/computer use Per hour Yes 36.00 38.00 3.45

Scanning local history Per photo Yes 3.30 3.50 0.32


Internet including e-mail/chat Charges Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Library Members – First Per hour No Community and Culture

0.00 0.00 0.00

Library Members – Subsequent hours Per hour Yes 3.30 3.50 0.32

Non Library Members – First hour Per hour Yes 3.30 3.50 0.32

Non Library Members – Subsequent hours Per hour Yes 3.30 3.50 0.32

Scanning of photographs Flat rate Yes 1.70 2.00 0.18

Laminating Per page Yes 3.00 3.25 .30

CD burning including CD Per CD Yes 6.60 6.85 0.62

CD burning excluding CD Per CD Yes 3.80 4.00 0.36

Meeting Room Hire – Business hours Description



11/12 Fees 12/13 Fees 12/13 GST Amount

Business Per hour Yes Community and Culture

70.00 75.00 6.82

Business Per day Yes 210.00 225.00 20.45

Community Groups – non profit Per hour Yes 7.50 8.00 0.73

Training Per member per group Yes 3.00 3.25 0.30

Training Per hour per individual Yes 90.00 93.25 8.48

Video Conferencing Description



11/12 Fees

12/13 Fees

12/13 GST Amount

128K call out from Centre Per hour depending on distance


165.00 170.00 15.45

128K call in from Centre Standard CTC charges Yes 70.00 75.00 6.82

384K call out from Centre Per hour depending on distance

Yes 360.00 370.00 33.64

384K call in from Centre Standard CTC charges Yes 70.00 72.00 6.55


Plant Hire

Plant Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Note:

1. Plant Hire rates are not inclusive of labour.

2. Hire of plant must be operated by a licensed Council Operator and will be charged a minimum of 4 hours.

Backhoe Per hour (or part) Yes Operations 66.00 69.00 6.27

Tar Truck Per hour (or part) Yes 105.00 109.00 9.91

Tipper 12T Per hour (or part) Yes 52.00 54.00 4.91





Tipper 1T 4x4 Per hour (or part) Yes 25.00 26.00 2.36

Tipper 1T 2WD Per hour (or part) Yes 24.00 25.00 2.27

Loader Per hour (or part) Yes 100.00 104.00 9.45

Skidsteer Per hour (or part) Yes 70.00 70.00 6.36

Large Grader Per hour (or part) Yes 110.00 114.00 10.36

Small Grader Per hour (or part) Yes 70.00 72.00 6.65

Tractor/Reach Mower Per hour (or part) Yes 83.00 86.00 7.82

Ride On Mower Per hour (or part) Yes 35.00 36.00 3.27

Tractor Per hour (or part) Yes 42.00 44.00 4.00

Out Front Mower Per hour (or part) Yes 42.00 44.00 4.00

Dog Trailer Per hour (or part) Yes 60.00 62.00 5.64

Small Excavator Per hour (or part) Yes 45.00 47.00 4.27

4X4 Tractor Per hour (or part) Yes 45.00 47.00 4.27

Tractor with Loader Per hour (or part) Yes 45.00 47.00 4.27


Roller 15T Per hour (or part) Yes Operations 85.00 88.00 8.00

Roller 3T Per hour (or part) Yes 65.00 67.00 6.09

MacDonald Johnston Sweeper Per hour (or part) Yes 110.00 114.00 10.36

Sweeper Scrubber/American Lincoln Per hour (or part) Yes 48.00 50.00 4.55

Water Tanker Per hour (or part) Yes 60.00 62.00 5.64

Dove Tail Per hour (or part) Yes 45.00 47.00 4.27

Hiab Tilt Tray Per hour (or part) Yes 95.00 99.00 9.00

Workshop Truck Per hour (or part) Yes 50.00 52.00 4.73

Slide on Water Tank Per hour (or part) Yes 25.00 26.00 2.36

Water Tank Trailer Per hour (or part) Yes 25.00 26.00 2.36

Eel Trailer Per hour (or part) Yes 25.00 26.00 2.36

Boat and Trailer Per hour (or part) Yes 25.00 26.00 2.36

Traffic Lights Maste Per hour (or part) Yes 35.00 37.00 3.36

Motor Bike Per hour (or part) Yes 20.00 21.00 1.91

Station Wagon/Sedan Per hour (or part) Yes 25.00 26.00 2.36

4WD Station Wagon Per hour (or part) Yes 25.00 26.00 2.36


Tourism Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Linking Tourism Website Annually Yes Tourism 53.00 57.00 5.18

Membership Annually Yes 105.00 112.00 10.18

Trade Show Brochures only Yes 130.00 135.00 12.27

Trade Show Attendance Yes 250.00 260.00 23.64

Souvenirs – Postage Per package Yes 10.00 11.00 1.00

Internet usage – First hour Per hour Yes 3.30 3.50 0.32

Internet usage – subsequent hours Per hour Yes 3.30 3.50 0.32

On Board bus Tour Guide Per Hour Yes 30.00 31.00 2.82

Waste

Disposal Charge Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Greenwaste/Building Waste Per cubic metre 11.2 Yes Environment 22.00 24.00 2.18

Compacted Per cubic metre Yes 13.00 15.00 1.36

Under supervision Minimum Yes 95.00 102.00 9.27

Commercial waste Per cubic metre Yes 23.00 25.00 2.27


MGB Bin Replacement Description



11/12 Fees

12/13 Fees

12/13 GST Amount

MGB Bin replacement Per bin Yes Environment 106.00 110.00 10.00

Compost Bin/Worm Farm Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Compost Bin Per unit Yes Environment 35.00 36.50 3.32

Worm Farm Per unit Yes 70.00 73.00 6.64

Transfer Station Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Key Per key 11.2 Yes Environment 25.00 26.00 2.36

Replacement Key Per key Yes 25.00 26.00 2.36

Transportation Fee Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Transportation Fee –Commercial Per annum 11.2 Yes Environment Full cost

Recovery

Full cost

Recovery



Delivery and Pick Up of Garbage Bins Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Delivery and pick up of garbage bins Per event 11.2 Yes Environment Full cost

Recovery

Full cost

Recovery


Recycling Crate Replacement Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Recycle Crate Replacement Per crate Yes Environment 17.00 20.00 1.82

Wastewater

Liquid Waste

Septic Tank – discharge to STP Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Septic Waste – Minimum charge 1kL Per 1000 litres Yes Water and Wastewater

33.00 35.00 3.18

Trade Waste

Application Fees Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Category 1 Per application 11.4 Yes Environment 42.00 42.00 3.81

Category 2 Per application Yes 63.00 63.00 5.72

Category 3 Per application Yes 130.00 130.00 11.81


Annual Fees Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Category 1 (including commercial premises not preparing hot food)

Per premises 11.4 Yes Environment 145.00 145.00 13.18

Category 2 (including commercial premises preparing hot food)

Per premises Yes 215.00 215.00 19.54

Category 3 Per premises Yes 395.00 395.00 35.91

Reinspection Fees Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Reinspection Per inspection 11.4 Yes Environment 76.00 78.50 7.14

Usage Charge Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Category 1A: Non-compliance is charged as per schedule 3.5 in Policy 11.4 – Discharge of Liquid Trade Waste into the Sewerage System

Category 2: With approved treatment facility Per kilolitre 11.4 Yes Water and Wastewater

1.60/kl 1.60/kl GST Applicable

Category 2: Without approved treatment facility Per kilolitre and refer to schedule 3.5 in Policy 11.4

Yes 17.00/kl 17.00/kl GST Applicable

Excess Mass Charge Description



11/12 Fees

12/13 Fees

12/13 GST Amount

As per schedule 3.5 in Policy 11.4 – Discharge of Liquid Trade Waste into the Sewerage System

Non Compliance Excess Mass Charge Description



11/12 Fees

12/13 Fees

12/13 GST Amount



Discharge of Stormwater to the Sewerage System Description



11/12 Fees

12/13 Fees

12/13 GST Amount


Sewage

Connection Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Connection – Outside sewer rate area Per connection Yes Water and Wastewater

Full cost

Recovery

Full cost

Recovery


Connection – Subdivision/development Per connection Yes Full cost

Recovery

Full cost

Recovery


Drainage Plan Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Alteration to (covers 1 Inspection) Per alteration Yes Water and Wastewater

80.00 83.00 7.55

Amended (covers 1 Inspection) Per amendment Yes 80.00 83.00 7.55

Copy Of Per copy Yes 40.00 42.00 3.82

Draft & Prepare Per preparation Yes 80.00 83.00 7.55

Inspection Plan Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Dwelling/Drainage (Covers 2 Inspections Per plan Yes Water and Wastewater

110.00 115.00 10.45

Other (covers 2 Inspections) Per 1st Closet/Urinal Yes 110.00 115.00 10.45

- Additional Closets Per inspection Yes 15.00 15.50 1.41

Additional/Amended Drainage Per inspection Yes 70.00 73.00 6.64


Septic

Septic Tank Description



11/12 Fees

12/13 Fees

12/13 GST Amount

On Site Disposal Application Per application No Development 270.00 270.00 N/A

Alterations/additions on Septic Tank Per application Yes Environment 70.00 70.00 6.36

On site disposal application commercial development

0-50 persons Per application No 560.00 560.00 N/A

51-100 persons Per application No 815.00 815.00 N/A

100-150 persons Per application No 1,070.00 1,070.00 N/A

151 and greater persons Per application No Price on application

Price on application

N/A

Receipt of Pump Out - Application Per application No Water and Wastewater

70.00 70.00 N/A

Receipt of Pump Out – Original Per Original No 60.00 60.00 N/A

Absorptivity Test Per hour No 110.00 112.50 N/A

Pump Out Per litre No 0.20 0.35 N/A

Disposal of septic/greasetrap waste at STP Per kilolitre No Water and Wastewater

33.00 33.00 N/A

Pump out of septic/greasetrap at STP Per pump out Yes External plant hire rate.

External plant hire rate.

GST


Septic Safe Program and Aerated Wastewater Treatment Systems (AWTS) Description



11/12 Fees

12/13 Fees

12/13 GST Amount

AWTS Systems Environment

AWTS 10 year approval to Operate Per 10 years No 0.00 0.00 N/A

AWTS Inspection Per 10 Years No 0.00 0.00 N/A

AWTS Reinspection for non-compliance Per first hour of re-inspection Yes 76.00 76.00 6.91

AWTS Inspection additional hour/s Per additional hour/s of re-inspection

Yes 82.00 82.00 7.45

Aerated wastewater treatment systems – 2+ reminder letters

Per reminder letter Yes 47.00 47.00 4.27

Approval to Operate for commercial AWTS service 20 or more people

Per year Yes 258.00 258.00 23.45

Septic Systems

Note: - Fees below for Low, Medium and High Risk Systems are annual fees which will be included on rates notices.

Septic Low Risk 10 year approval to Operate Per 10 years No Environment 5.50pa 5.50pa N/A

Septic Medium Risk 6 year Approval to Operate Per 6 years No 9.17pa 9.17pa N/A

Septic High Risk 6 year Approval to Operate Per 6 years No 9.17pa 9.17pa N/A

Septic System Inspection for first hour Per first hour of re-inspection No 7.60pa 7.60pa N/A

Septic System Inspection additional hour’s Per additional hour/s of re-inspection

No 82.00 82.00 N/A

Additional bacterial sampling Per sample No 72.00 72.00 N/A


Water

Analysis Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Sample analysis Per analysis Yes Environment 105.00 109.00 9.91

Pressure Tests Per analysis Yes Water and Wastewater

New fee 75.00 6.82

Consumption Charge Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Note: Inaccessible Meters that have been read previously will be charged an average from the last read.

Inaccessible Meter: Not read previously Per half year Yes Finance 52.50 56.50 5.14

Delivery Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Truck/Operator and Water – Minimum 1 hour Per hour or part thereof Yes Operations 200.00 207.00 18.82

Interest Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Section 566(3) Local Government Act 1993 – as specified by the Minister for Local Government annually.


Meter Reading Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Change of owner Per change Yes Finance 55.00 57.00 5.18

Meter test Per test Yes 55.00 57.00 5.18

Peak Flow Testing Per test Yes Water and Wastewater

New fee 57.00 5.18

Connection/Reconnection Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Outside working hours Per connection/reconnection 12.1 Yes Water and Wastewater

245.00 Full cost

Recovery


Working hours Per connection/reconnection Yes 75.00 Full cost

Recovery


Water Meter Key Per connection/reconnection Yes 10.00 12.00 1.09

Connection Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Meter connection (Note Charge for meters as Work at Owners Cost)

Per connection 12.1 Yes Water and Wastewater

75.00 78.00 7.09

Repair Meter Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Work at Owners Cost – Actual Cost Per meter Yes Water and Wastewater

Full cost

Recovery

Full cost recovery

Recovery



Standpipe Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Water usage plus access charge

Standpipe Key Card (deposit or replacement)

Per kilolitre

Each

Yes

Yes


2.90

50.00

3.00

52.00

0.27

4.73

Daily access for metered water standpipe Per day Yes 5.70 6.00 0.55


Works at Owners Cost/Private Works Description



11/12 Fees

12/13 Fees

12/13 GST Amount

All works at owners cost will be charged wages as detailed below, oncosts, plant, stores and materials at full cost recovery (wages and plant will be charged a minimum of 4 hours). All work at owners cost will have a 20% profit margin applied.

All work at owners costs(including wages, oncost, plant, stores, materials and creditors) will have a 20% profit margin applied.

Note 1: All private works are charged at a minimum of 1 hour hire unless for a callout which will be 4 hours minimum

Note 2 Hire of plant must be operated by a licensed Council Operator

Note 3. Plant Hire charged at external hire rates as determined under ‘Plant Hire’ within this document.

Design for Kerb and Gutter, Footpath, Drain, Mains Extension

Per design Yes Operations Full cost +20%

Full cost +20%

GST

Footpath Per design Yes Full cost +20%

Full cost +20%

GST

Kerb and Gutter Per design Yes Full cost +20%

Full cost +20%

GST

Wages

Labour – ordinary Per hour Yes 45.00 47.00 4.27

Labour – time and half Per hour Yes 67.50 70.00 6.36

Labour – double time Per hour Yes 90.00 93.00 8.45

Materials

Item Per item Yes Full cost Full cost recovery

GST full cost recovery

Contractors – Other Creditors

Contractor Per invoice Yes Full cost Full cost recovery


Stores

Handling fee Per account Yes 45.00 47.00 4.27

Items Per item Yes Full cost Full cost

recover



Other

Amusement Devices Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Inspection and approval Per small device 5.1 Yes Development 50.00 52.00 4.73

Inspection and approval Per large device Yes 70.00 72.50 6.59

Late application on the day Per application Yes 110.00 114.00 10.36

Moveable Dwelling Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Caravan Park Per site Yes Development 50.00 52.00 4.73

Rural Address Numbering Description



11/12 Fees

12/13 Fees

12/13 GST Amount

Application for dwelling in rural zone not included with development application

Per application 10.9 Yes Development 60.00 62.00 5.64

Number Per number Yes 10.00 10.50 0.95


Strategic Asset Management Plan 2022Draft for Public Consultation

The Lithgow City Council Draft Strategic Asset Management Plan – Our Place…Our Future was adopted by Lithgow City Council for public exhibition at its Ordinary Meeting of Council held on 23 April 2012 (Resolution Number 12-XXX).

Lithgow City Council 180 Mort Street, LITHGOW NSW 2790 P.O. Box 19, LITHGOW NSW 2790 Tel: 02 6354 9999 Fax: 02 6351 4259 Email: [email protected] Web: www.lithgow.nsw.gov.au

Introduction

Our Place…Our Future Strategic Asset Management Plan sets the framework for how Lithgow City Council intends on setting directions to determine how assets should be operated, maintained, acquired and disposed of over the next ten (10) years. The Strategic Asset Management Plan forms part of the Integrated Planning and Reporting Framework. The Integrated Planning and Reporting Framework recognises that communities do not exist in isolation – they are part of a larger natural, social, economic and political environment that influences and to a large extent shapes their future direction. The Framework acknowledges that Council and the community work hand in hand to shape the direction of their area through the development of plans and strategies based on visions and ideals for a sustainable future. Lithgow City Council has a responsibility to provide an extensive range of services to the community, and these services rely on the acquisition of assets. These assets in turn need to be operated effectively and maintained in a satisfactory condition, all of which requires resources. This Strategic Asset Management Plan sets the framework for how Lithgow City Council intends on setting and complying with the set directions to achieve these objectives.

Lithgow Local Government Area

The Lithgow Local Government Area is a relatively large geographical area of 4,551 square kilometres, located about 140 kilometres west of the Sydney Central Business District, and within the eastern part of the Central West Region. The Lithgow Local Government Area lies almost wholly within the Wiradjuri Aboriginal nation, with the Gundungurra nation situated to the south and the Darug nation to the east.

The Lithgow Local Government Area is made up of one (1) large urban centre (Lithgow), two (2) townships (Portland and Wallerawang) and numerous villages, hamlets and rural localities of varying proximity to Lithgow.

The estimated resident population of the Local Government Area is 21,164 (ABS Regional Population Growth, Australia Data released 30 March 2011), with the area currently classified as an Urban Regional Small Local Government Area.

Overarching Vision

The overarching vision statement was developed in collaboration with the community and adopted by Council at its Policy and Strategy Committee Meeting of 3 October 2006 (Minute No. 06-315):

A centre of Regional excellence that:


Contributes to the efficient and effective management of the environment, community and economy for present and future generations.

Vision Statements

The following vision statements were developed in collaboration with the community to guide the Strategic Plan 2007. They are the guiding principles from which the 5 principle activity areas that form the integrated planning and reporting framework have been developed. These statements will continue to guide the planning, growth and development of the area for the next 10 - 20 years.

Community We retain, respect and strengthen both our overall sense of community, and the unique linked communities of groups, rural areas, villages and towns that make up the Lithgow LGA.







Arts and Culture Supporting, celebrating and expanding a diversity of cultural and creative adventures that explore and discover the richness in our society.



Governance & Administration


Five Principle Activity Areas

The Five Principle Activity Areas have been developed in line with Council’s internal operations. Progress in each of these principal activity areas is crucial if Council is to contribute to the realisation of the overarching vision. Although the Strategic Asset Management Plan falls predominantly within the Principal Activity Area of ‘Developing Our Built Environment’ the development of Council’s assets will also meet requirements within other principle activity areas. All linkages will be identified throughout the Strategic Asset Management Plan.


Planning Our Community Planning and providing quality community and recreational facilities and services for a healthy, vibrant and harmonious community.

Our Community Programs Working together to support, celebrate and expand the social and cultural diversity of our community. Whilst promoting healthy, active lifestyles in a safe environment.


Planning Our Economic Growth Providing for sustainable and planned growth that supports a range of lifestyle choices and employment opportunities.






Planning Our Natural Environment To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and healthy community.



Planning Our Council A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future.

Our Council Programs A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future.

Strategic Asset Management Planning

Lithgow City Council has a responsibility to provide an extensive range of services to the community, and these services rely on the acquisition of assets. These assets in turn need to be operated effectively and maintained in a satisfactory condition, all of which requires resources. This Strategic Asset Management Plan sets the framework for how Lithgow City Council intends on setting directions to determine how assets should be operated, maintained, acquired and disposed of over the next ten (10) years. The decisions that Council must make in relation to future asset management are amongst the most important made by Council. Council has considered a number of factors that are crucial in assessing and determining how assets are managed, including

Funding opportunities and limitations Community pressure for improved levels of services at no increased cost; Changes in legislation and regulations requiring assets to be upgraded for compliance, identification and

depreciation purposes; and Relationships to other Council Plans including Our Place…Our Future Community Strategic Plan 2025,

Delivery Program 2012-2016, Operations Plan 2012-2013 and integrated planning and reporting requirements.

Our Place…Our Future Community Strategic Plan 2025 is required to be prepared in conjunction with the Strategic Asset Management Plan. The Community Strategic Plan requires consultation with the community in relation to options and financial projections, which will result in both plans requiring refinement after initial drafts have been prepared.

Inclusions

This Strategic Asset Management Plan identifies how Council intends to manage and maintain its assets, which have been divided into the following twelve (12) classifications: Class 1: Bridges Class 2: Buildings, Facilities and Other Structures Class 3: Cemeteries Class 4: Fleet Class 5: Footpaths Class 6: Information Technology Class 7: Recreation Facilities Class 8: Roads Class 9: Sewerage Class 10 Stormwater Class 11: Waste Facilities Class 12: Water Facilities

Aims and Objectives

The aims and objectives of this Strategic Asset Management Plan are: Improving Council’s current asset management practices by developing a plan with defined actions,

including: o Identified responsibility and accountability for all Council assets; o Better communication and working relationships with asset users; o Enhanced risk management processes in relation to operation and maintenance of assets; o Ensuring that all of Council’s assets are utilised in an effective and efficient manner by the

community; and o Improved value for money in relation to operation and maintenance of assets.

Develop and implement a plan that identifies necessary asset improvements, and ensures that asset management principles and practices are undertaken consistently by the entire Council, allowing Council to effectively manage current and future assets.

To enable Council to fund its Operation Plan and Delivery Program more effectively and efficiently. To enable Council to competently deliver appropriate services as warranted by the community. To enable Council to maintain it’s assets to an acceptable standard, and extend the lifecycle of major

assets to provide for future generations. To be a document that will be reviewed periodically to reflect any changes identified through community

consultation, or changes to other Council’s plans, including the Community Strategic Plan, Operations Plan and Delivery Program.

Council does not believe in the approach of increasing expenditure on assets to improve their condition or extend their longevity, but acknowledges that a strategic approach to the acquisition, disposal, renewal and maintenance of assets will provide maximum value for money. With Council implementing a streamlined corporate focus toward asset management, this will improve the benefits and costs to Council whilst embracing the overall needs of Council and its community and including financial, social, legislative and environmental considerations.

Item in Strategic Asset Management Plan

Classification Identify / categorise

Locate Data

Verify, Review

and Update

Data Condition

Assessment

Summarise Condition

Assessment

Determine Levels of Service

Verify, Review and

Update Maintenance

Programs

Review All

Plans

Bridges

Buildings

Cemeteries P

Fleet

Footpaths P Information Technology

Recreation

Roads

Sewer P

Stormwater

Waste P

Water P

Table 1: Process for the Development of the Strategic Asset Management Plan indicates full assessment undertaken P indicates preliminary assessment undertaken The Strategic Asset Management Plan is prepared in accordance with Council’s obligations under the Charter for Local Government (Section 8 Local Government Act 1993, as amended), and is required to comply with the Integrated Planning and Reporting Framework which requires Council to develop and implement:

o Community Strategic Plan o Resource Strategy

Long Term Financial Plan Workforce Strategy Strategic Asset Management Plan

o Delivery Program o Operations Plan

Council has also developed an Asset Management Policy and Asset Strategy to further assist with the implementation of the Strategic Asset Management Plan, ensuring compliance with the Integrated Planning and Reporting Framework legislation. The Strategic Asset Management Plan will enable Council to continually effectively manage assets in the short, medium and long term, through community and stakeholder consultation and clear directions. As Council is the authority that controls and cares for community public assets in the Lithgow Local Government Area, the Strategic Asset Management Plan identifies and addresses the variety of challenges that face all Council’s in the management of diverse public assets. In recent years, there have been increasing challenges on Local Government to efficiently manage infrastructure, and Strategic Asset Management provides Council with an avenue to address and respond to these concerns, including aging infrastructure, ability of Council to provide adequate funding for improvements, and the increasing financial burden to Council for providing improved assets. The Strategic Asset Management Plan incorporates a condition, lifespan and current / predicted usage assessment of assets, in consultation with the community and other stakeholders relating to desired levels of service, and weighs these up with the ability of Council to manage assets. This is a new approach for Council, who have been previously inclined to use accounting standards and trends to determine levels of service and planning of assets. The major benefit of the Strategic Asset Management Plan is the use of current data relating to the condition of assets, and community consultation and past research that has identified trends for future use of assets, which has resulted in Council being able to identify an acceptable standard for assets.

The acceptable standard is achieved by the provision of resources that will meet more than the minimum needs of users in a cost effective method, minimise and reduce risks, reduce the environmental impacts as a result of operation, maintenance and construction, and be undertaken in a manner that is socially, economically, environmentally and legislatively sustainable.

Methodology

Lithgow City Council has completed a condition assessment of some of Council assets (and are continuing to undertake condition assessments for remaining assets), undertaken community consultation, revised cost estimations for maintenance and operation, and researched trends in usage to better understand the manner in which the community expects assets to be managed. All of these actions have enabled Council to determine resources required and appropriate levels of service needed to timely renew and / or improve Council’s assets. The bulk of the development of the Strategic Asset Management Plan has been ongoing for the past twelve (12) months, and has enabled Council to focus on prioritising individual asset improvements rather than a blanket asset improvement approach, as has been undertaken in the past. Community consultation has been beneficial in directing Council to target specific assets, and determining appropriate levels of service which are based on minimum acceptable levels, rather than extravagant community desires that are unreasonable and unachievable. This realistic asset management approach provides Council with more flexibility to determine priorities for asset improvements, as well as set Council in a reasonable position to be able to lobby for financial assistance for any grant funding required to accelerate identified projects. The method of developing the Strategic Asset Management Plan has also identified where Council is able to now provide funding to enable preventative maintenance, rather than reactive maintenance, and thus Council will be able to minimise any cost increases that arise when asset renewal is delayed for a lengthy amount of time.

Achieving Asset Management Sustainability

Any action required to be undertaken by Council to ensure that community assets are operated and maintained in a reasonable and safe condition defines sustainable asset management. Actions usually require the allocation of resources (financial and human) as well as any systems that are required to ensure that Council is able to operate and maintain community assets to an agreed level of service, including considerations being given to any impacts (social, economic, financial, environmental or risk) that may arise as the result of use of the community asset. These actions are also determined after consideration is granted to additional factors including compliance with Council’s governance and legislative requirements, ensuring that decisions in relation to asset management are accurately made. Actions required to advance toward sustainability in asset management detailed in the Strategic Asset Management Plan include:

Requirements necessary for Council to improve identified assets to a level agreed to by both Lithgow City Council and the community;

Any further research, assessment or reviews that are required to remove any data analysis gaps; and The current estimated cost to Council to enable the agreed levels of service to be met and maintained.

Achieving sustainable asset management also requires Council to integrate strategic asset planning processes with financial planning processes, which is achieved through Council’s compliance with the Integrated Planning and Reporting Framework. Council’s community consultation process required under the Integrated Planning and Reporting Framework has provided Council with a target for asset condition expectations, and these have been refined after the

identification of resources available to achieve these expectations, and detailed in Council’s Operation Plan, Delivery Program, Workforce Strategy and Long Term Financial Plan. Proposals for achieving the necessary finance to meet the targets will be finalised by Council in April 2012. Council has the ability to notify the Department of Local Government of an intention to apply for a special variation to rates under Section 508(A) of the Local Government Act to help finance any shortfalls in available funding.

Strategic Asset Management Planning

Asset Management Purpose

Asset management is an ongoing action, and is functional throughout the entire lifespan of the asset. Asset management includes being accountable and responsible for the operation and maintenance of existing and potential future assets, as well as for the construction and / or purchase of new and disposal of existing assets that will cater for the needs of the community, both present and into the future. The key elements of successful infrastructure asset management are:

Catering for appropriate use and maintenance of assets; Ensuring that assets are utilised to their full potential, and providing options for the future of assets that

are not being fully utilised; Using full life cycle costings for decisions relating to assets; Defining clear responsibilities for asset accountability and reporting; and Acknowledging that infrastructure assets need to support Council for the agreed delivery of services to its

community.

Strategic Approach

This Strategic Asset Management Plan establishes standard activities that Council needs to undertake regularly to improve the effectiveness and cost efficiency of maintenance programs for a very wide array of assets that Council is responsible for. These activities involve ensuring that that as a minimum, Council undertakes the following:

Maintain data on assets

Council needs to establish and maintain current data relating to assets and their features within a comprehensive data base. This will include the purchase and ongoing operation of an Asset Management Software Package to ensure that data can be easily obtained across the entire organisation for information and reporting purposes.

Understand the condition of each asset

Council needs to examine the condition of assets in each category at specified regular intervals to ensure effective planning timeframes for each asset category are defined and achieved.

Assess assets for suitability of use

Council needs to implement processes that will ensure that assets are periodically assessed and reviewed in accordance with the relevance of the assets, particularly in terms of the assets current and expected continuing capacity to service the community and stakeholders needs.

Assess the risks, impacts and benefits of assets

Council needs to assess and register all risks associated with the operation and maintenance of assets and incorporate these key risks into defined maintenance plans. This will include an assessment of any environmental, social and financial impacts as a result of the operation and / or maintenance of assets.

Review Council’s current asset register

Council needs to compile all the outcomes gathered by undertaking the above tasks, as well as any recommendations of other relevant plans (such as the Community Strategic Plan, short to medium term plans and strategies, the Delivery Program and Operations Plan), and revise and produce a minimum level of assets to be retained, as well as identify the possibility of any assets that may required disposal and / or modifications for continued use.

Development of asset maintenance plans

Council needs to develop asset maintenance plans that are based on the condition assessment results, and can be reviewed annually that take into account:

Any recommendations that arise from strategic plans (Community Strategic Plan, Short to Medium Term Plans and Strategies, Delivery Program and Operations Plan etc);

Budget constraints and forecasts; Changes to legislation and regulations requiring improvements to be undertaken; and Changes to asset management reporting processes.

Plan for new asset acquisition and resource allocation

Council needs to prepare financial and operational plans to support the delivery of maintenance programs. Decisions regarding relevant knowledge of assets, in lieu of the previously utilised accounting approaches, will be based on this strategic approach. This method of asset management effectively improves Council’s operational processes for asset management from an uncoordinated approach to a business excellence approach that focuses on:

Condition assessments of all assets; Integration of numerous Council plans that will enable decisions to be made and continually reviewed to

ensure achievement with Council’s visions and priorities Measurement of Council’s performance in relation to key performance indicators and target aims and

objectives; and The ability for asset management to be flexible enough to allow for continuous improvement.

Activities Included in Council’s Strategic Approach

Lithgow City Council is well on its way to achieving major projects consistent with the activities detailed above. These have further enhanced Council’s capacity to achieve business excellence in asset management, and are summarised in Table 2:

Strategic Projects and Activities Undertaken for the Strategic Asset Management Plan

Prescribed Activity Projects Undertaken Maintain data on assets: * Detailed condition data for Classification 1, 2, 4, 6, 7, 8 and 10 have been entered into Asset Data

Registers in preparation for input into Council’s Asset Management Software program. * Preliminary condition data for Classification 3, 5, 9, 11, and 12 have been entered into Asset Data

Registers in preparation for input into Council’s Asset Management Software program. Understand the condition of each asset:

* A summary of condition data for Classification 1, 2, 4, 6, 7, 8 and 10 has been completed * A summary of condition data for Classification 3, 5, 9, 11, and 12 is currently being undertaken, and is

expected to be completed by December 2012. * Revaluation of current assets has been undertaken in accordance with the Department of Local Government requirements for: * Water and Sewer (2006 / 2007) * Plant and Equipment (2007 / 2008) * Building and Operational Land (2007 / 2008) * Roads, Bridges, Footpaths, Kerb and Gutter and Drainage (2009 / 2010) * Other Structures and Library Assets (2010 / 2011) * Community Land (2010 / 2011)

Assess assets for suitability for use:

* Completed for Classification 1, 2, 4, 6, 7, 8 and 10 * Assessment for Classification 3, 5, 9, 11, and 12 currently being completed

Assess the risks, impacts and benefits of assets:

* Risk assessments ongoing for all asset classes. Broad risk assessment has been conducted in relation to asset classification

Review Council's current asset register:

* Individual asset registers will be reviewed in conjunction with entry into Council's Asset Management System between June 2012 and June 2014

Development of asset maintenance plans:

* Maintenance plans and schedules have been completed for all assets, and is included in Council's Operation Plan

Plan for new asset acquisition and resource allocation:

* Workforce plan complete to ensure ongoing and effective utilisation of labour resources * Long Term Financial Plan has been completed to allocate resources for asset improvements over the next ten (10) years

Table 2: Projects and Activities Undertaken

Integrated Planning and Reporting Compliance

Compliance with requirements for Integrated Planning and Reporting Framework obligations is achieved by the development of:

An Asset Management Policy; An Asset Management Strategy; and An Asset Management Plan

Demonstration of Council’s compliance with the requirements of the Integrated Planning and Reporting Framework legislation has been achieved as set out in Table 3 below:

Strategic Asset Management Legislative Requirements and Compliance Requirement Compliance

Account for and plan for all existing and any new assets proposed in the Community Strategic Plan

* All assets are accounted for in Council's Annual Statement of Accounts * New assets identified in the Community Strategic Plan have been accounted for

An Asset Management Strategy with a time frame of at least 10 years

* Detailed in the Community Strategic Plan, Strategic Asset Management Plan and Long term Financial Plan

An Asset Management Plan with a time frame of at least 10 years

* The Strategic Asset Management Plan details works over a ten (1) year timeframe, from 2012 to 2022.

Asset Management Policy * Council's adopted Asset Management Policy is provided as Appendix A Asset Management Strategy must identify all assets that are critical to Council’s operations and outline risk management strategies for these

The Asset Management Strategy identifies twelve (12) classifications of assets as outlined in the Strategic Asset Management Plan. * The Strategic Asset Management Plan and the Asset Management Strategy set out activities and processes for improvement to ensure that continuous improvement in asset standards are provided whilst risks to Council and the community are minimised.

Asset Management Strategy must include specific actions required to improve Council’s asset management capability

* The Strategic Asset Management Plan provides a program for continuous improvement in asset management and planning to achieve agreed levels of service in various aspects including: * Strategy and planning * Knowledge and information * Community focus and delivery * Innovation, quality, improvement and sustainability

Asset Management Strategy must include specific actions required to resource requirements and timeframes

* The Asset Management Plan sets out resources necessary to successfully deliver the Strategic Asset Management Plan and Asset Management Strategy. These resources have been determined through ongoing structural reviews, assessment of Council's ability to finance the delivery as detailed in the Long term Financial Plan, as well as the impacts and risks posed to Council.

The asset management plan must identify service standards

* The Strategic Asset Management Plan identifies service standards and the asset conditions necessary to deliver them as agreed through community consultation with the development of the Community Strategic Plan.

The asset management plan must contain long term projections of asset maintenance rehabilitation and replacement costs

* The Strategic Asset Management Plan sets out maintenance and renewal costs for assets over the ten (10) year period between 2012 and 2022. * Costs for asset maintenance and renewal have been integrated into Council's Long Term Financial Plan

Councils must report on the condition of their assets

* The Strategic Asset Management Plan reports of the condition of assets using a 5- point rating scale as required by the Integrated Planning and Reporting Framework legislation.

Table 3: Legislative Requirement and Compliance

Strategic Asset Management Planning and Financial Planning Integration

Council has obtained an in depth knowledge of all aspects of Council assets by undertaking relevant research, investigation and community and stakeholder consultation. This has enabled Council to review its financial position, and determine appropriate costs to improve assets to a standard that is acceptable by both Council and the community and stakeholders. Through consultation and review of knowledge gained, Council has set a target of the proportion of total assets in each category that should be in various condition ratings at any one time, and deemed this to be the definition of “acceptable standard”. The standards and targets for meeting these conditions that have been determined in the Strategic Asset Management Plan are agreed as being capable of delivering acceptable levels of service from assets as indicated by the community in the Community Strategic Plan. Council has adopted a scale for describing condition ratings consistent with the requirements of the Integrated Planning and Reporting framework, for all asset classifications. The scale is:

Condition 1 – Excellent Condition Condition 2 – Good Condition Condition 3 – Average Condition Condition 4 – Poor Condition Condition 5 – Very Poor Condition

Additional information directly linked to the Operation Plan, Delivery Program and Long Term Financial Plans are summarised further within the Strategic Asset Management Plan, and highlight proposed cost of maintenance, asset renewal and asset management activities.

Strategic Asset Management Planning and Community Planning Integration

The Strategic Asset Management Plan has been developed concurrently with Our Place…Our Future Community Strategic Plan 2025. The two (2) planning processes informed each other in relation to the direction Council should take in making asset management decisions. In the Community Strategic Plan, the Principle Activity Areas for the management of built and natural asset management was adopted as:





Planning Our Natural Environment To conserve and preserve the natural environment whilst balancing the impact of development to ensure a sustainable and healthy community


The Strategic Asset Management Plan has adopted the above overarching objective for all assets classifications, with specific performance measures and activities planned to achieve this objective.

POLICY

Policy

This Strategic Asset Management Plan is underpinned by Council’s Asset Management Policy which was adopted by Council on 23 April 2012 (Appendix A). The Policy outlines how and why asset management will be undertaken across Council as a whole, and is designed to set the broad framework for undertaking asset management in a structured way.

For comparison, the Asset Management Strategy is a working document that determines benchmarks and milestones that are aimed at improving Council’s asset management processes and procedures, and is continually reviewed in conjunction with other Council plans, including the Community Strategic Plan, Delivery Program, Operations Plan, Long Term Financial Plan and Workforce Strategy. The Asset Management Plans outline actions and resources required to provide an acceptable level of service in the most cost effective way. The asset management framework showing the relationship between Asset Management Policy, Strategy and the individual Asset Management Plans is shown in Figure 1. Summaries of the Asset Management Policy, Asset Management Strategy and Asset Management Plans have been compiled into this Strategic Asset Management Plan.

Figure 1: Relationship between Asset Management Documents

Asset Management Policy

Asset Management Strategy

Asset Management Plans

Bridges

Buildings

Water

Waste

Stormwater

Sewer

Roads

Recreation


Footpaths

Fleet

Cemeteries

The Asset Management Policy includes the following key principles that Council will consider when making any decisions impacting on infrastructure assets:

Service Levels

In accordance with the Community Strategic Plan, Short to Medium Term Plans and Strategies, Delivery Program and Operations Plan, Council will strive to provide quality infrastructure assets that support service levels that are appropriate, accessible, responsive and sustainable to the community as a whole.

Council will consult with the community and key stakeholder on determining appropriate service levels and acceptable service standards for each asset classification.

Forecasting Asset Demands

Council will develop sustainable and effective long term management strategies that will include demand and cost analysis covering changes in legislations, demographics and technology.

Asset Life Cycle Planning

Planning for the full life cycle of assets is fundamental to achieving the aims and objectives of the Community Strategic Plan, Delivery Program and Operations Plan.

Council’s decisions to fund capital projects will be based on agreed criteria for the evaluation and prioritisation of capital proposals. This will include those projects suggested by the community, as well as projects required to cater for future generations.

Council has set priorities for asset management, being: 1 Asset renewal 2 Asset upgrade 3 Asset extension

Management of Risks

Council will allocate resources and priorities for asset management practices that will include provision to cover risk management.

Financial Management

Council’s Delivery Program and Long Term Financial Plan will reflect the amount of renewal funding required to maintain agreed minimum service levels.

Council will only consider the provision of funding for new projects after renewal requirements are identified and considered.

Prior to consideration of any major new works, renewal or upgrade to an asset, Council will undertake a critical review, based on demonstrated service needs and the full life cycle costs of that asset will be reflected in Council’s Delivery Program, Operations Plan and Long Term Financial Plan.

Council acknowledges that decisions made in the present will impact on future generations, and these impacts and needs will be considered.

The Asset Management Policy also details the role and responsibilities of Council’s Asset Management Team, which has been created to enable cross functional representation of Council’s departments. This enables a stream lined approach ensuring that successful asset management is achieved. The Asset Management Team has been formed to address asset management requirements for Council to comply with the requirements of Integrated Planning and Reporting Framework. This team comprises of the following Council Officers:

General Manager, Mr Roger Bailey Group Manager Operations, Mr Iain Stewart Group Manager Environment and Development, Mr Andrew Muir Group Manager Community and Corporate, Ms Suzanne Lollback Information Technology Manager, Mrs Ally Shelton Building and Development Manager, Mr Jim Nichols Finance Manager, Mrs Carol Farnsworth Corporate Strategy and Communication Officer, Ms Deborah McGrath Assets and Project Engineer, Miss Leanne Kearney.

Measures and Targets

Council’s Asset Strategy for achieving the objectives of this plan are detailed in this Strategic Asset Management Plan, as well as identifying the asset condition targets that are required to ensure that Council is satisfactorily delivering services that are genuinely demanded by the community. Table 8 summarises the targets considered capable of achieving these service levels and appropriate risk management. Council intends to regularly monitor and review the condition of assets and actions required in meeting the set performance measures and targets through the Strategic Asset Management Plan. The Asset Management Plan provides various measures of performance for each asset classification, and enables progress to be tracked and reported. It is unlikely that Council will be able to meet the asset condition targets for all asset categories within the first four (4) years of the planning period, and interim measures of progress have been developed for inclusion in Council’s Delivery Program, required under the Integrated Planning and Reporting Framework.

Strategy

Asset Management Plans

Council is currently developing Asset Management Plans for each classification of asset under Council’s control, with a number of plans already complete. The level of detail within each Asset Management Plan will vary depending on the individuality and function of the asset classification, and it is important that each plan is practical and easily understood, and any changes are communicated to both the community and stakeholders in a timely manner. Asset Management Plans will be reviewed regularly, and include the following details:

Description of the asset (physical and financial); Description of the objective / purpose of the asset; Definition of the determined acceptable service levels for the asset; Description of any future demand requirements for service delivery; Description of any risks associated with the asset (operational / maintenance); Definition of the intended full life cycle of the asset; Financial information (fair value); Any foreseen reasons for a decline in service potential; Proposed improvement program; Identification of key performance measures; and Proposed methods of meeting the key performance measures.

Asset Management Plans need to be periodically updated (along with other interlinking plans including Council’s Delivery Program and Operations Plan) to be successfully utilised as a management tool and reference document. The plans will need to reflect any changes in objectives / policies / legislation, customer expectations, or improvements in Asset Management systems.

Council’s Current Situation

In order to implement asset management effectively it is appropriate to produce initial plans expeditiously, recognise the deficiencies and over time undertake the necessary activities to enhance the plan (i.e. top down followed by bottom up). Please refer to Figure 2 below for details. Lithgow City Council has adopted this recommended approach.

IIM, 2006, Fig 1.3.1, p 1.9

Figure 2: Core and Advanced Asset Management

Summary of Current Asset Conditions

As detailed previously, Council has adopted a scale for describing condition ratings consistent with the requirements of the Integrated Planning and Reporting framework. The scale is:

Condition 1 – Excellent Condition Condition 2 – Good Condition Condition 3 – Average Condition Condition 4 – Poor Condition Condition 5 – Very Poor Condition

This Strategic Asset Management Plan recognises that there are, and will continue to be, differences as to the definition of “condition”. These differences, however, do not generally affect the assessment of the relative condition of assets within a category in a manner that would be significant enough to hamper effective planning. Very effective action plans can and have been developed to improve the condition of assets, notwithstanding differences about what constitutes “good” or “very poor” at this time. All of Council’s assets are fundamental in meeting the needs of the community, as they provide vital services required for every day life. Council’s assets and their average condition are categorised as set out in Table 4.

Summarised Asset ConditionsAsset Type Asset Class Includes Assets such as: Average

Condition (1 Excellent to 5 Very Poor)

Infrastructure Assets

Bridges Timber and concrete waterway structures (vehicular and pedestrian) 2 - Good

Buildings and Other Structures

Libraries, public halls, community facilities, public amenities, Council offices, Council works depots, bus shelters, grandstands, and sporting clubhouses

3 - Average

Cemeteries Capertee, Cullen Bullen, Dark Corner, Glen Alice, Hartley, Lithgow (three (3) cemeteries), Lowther, Meadow Flat, Palmers Oakey, Portland, Rydal, and

Wallerawang

2 - Good *

Footpaths Concrete, gravel, and asphalt 2 - Good

Recreation

Parks, swimming pools, sporting ovals, play equipment, irrigation systems, skate parks, tennis courts, park furniture, trees and garden beds

3 - Average

Roads Sealed roads, unsealed roads, roadside furniture, and signage 3 - Average

Sewer Pump stations, pipelines, manholes, treatment works, and sewerage

connections 3 - Average *

Stormwater Pipe culverts, box culverts, channels, pits, gross pollutant traps, retarding

basins and wetlands 3 - Average

Waste

Angus Place, Capertee, Cullen Bullen, Glen Davis, Lithgow, Portland and Wallerawang Landfills, Hampton, Meadow Flat and Tarana transfer station

and the Lithgow Recycling Centre

3 - Average *

Water Reservoirs, pump stations, hydrants, stop valves, pipeline and water

connections 3 - Average *

Non- infrastructure Assets

Fleet Motor vehicles, trucks, construction equipment, gardening equipment 2 - Good


Computer systems / equipment, and security systems 2 - Good

Other Office furniture, fittings & equipment, and library assets etc n/a

Summarised Asset ConditionsAsset Type Asset Class Includes Assets such as: Average

Condition (1 Excellent to 5 Very Poor)

Infrastructure Assets

Bridges Timber and concrete waterway structures (vehicular and pedestrian)

2 - Good

Buildings and Other

Structures

Libraries, public halls, community facilities, public amenities, Council offices, Council

works depots, bus shelters, grandstands, and sporting clubhouses

3 - Average

Cemeteries Capertee, Cullen Bullen, Dark Corner, Glen Alice, Hartley, Lithgow (three (3) cemeteries),

Lowther, Meadow Flat, Palmers Oakey, Portland, Rydal, and Wallerawang

2 - Good *

Footpaths Concrete, gravel, and asphalt 2 - Good

Recreation

Parks, swimming pools, sporting ovals, play equipment, irrigation systems, skate parks,

tennis courts, park furniture, trees and garden beds

3 - Average

Roads Sealed roads, unsealed roads, roadside

furniture, and signage 3 - Average

Sewer Pump stations, pipelines, manholes, treatment

works, and sewerage connections 3 - Average *

Stormwater

Pipe culverts, box culverts, channels, pits, gross pollutant traps, retarding basins and

wetlands

3 - Average

Waste

Angus Place, Capertee, Cullen Bullen, Glen Davis, Lithgow, Portland and Wallerawang

Landfills, Hampton, Meadow Flat and Tarana transfer station and the Lithgow Recycling

Centre

3 - Average *

Water Reservoirs, pump stations, hydrants, stop

valves, pipeline and water connections 3 - Average *

Non- infrastructure Assets

Fleet Motor vehicles, trucks, construction equipment, gardening equipment

2 - Good


Computer systems / equipment, and security systems

2 - Good

Other Office furniture, fittings & equipment, and library assets etc

n/a

Table 4: Asset Categories & Condition * Estimated assessment of average asset condition for all assets in each asset class (comprehensive asset

condition audit in process) Further work is required to determine the condition ratings of assets in the following classifications in future Strategic Asset Management Plan, as detailed below:

Further condition assessment required o Classification 3: Cemeteries o Classification 9: Sewer o Classification 11: Waste o Classification 12: Water

Summary condition assessment required o Classification 3: Cemeteries o Classification 9: Sewer o Classification 11: Waste o Classification 12: Water

Audit identification required o Classification 3: Cemeteries o Classification 9: Sewer o Classification 11: Waste o Classification 12: Water

Review of Plans o All Classifications

Asset Values

The total written down current value of Council’s assets as at 30 June 2011 is as shown in Table 5 below.

$'000 as at 30 June 2011

At Cost

At Fair Value

Accum Dep'n

Carrying Value

Plant & Equipment - 16,923 12,994 3,929

Land:

Operational Land - 5,606 - 5,606

Community Land - 14,679 - 14,679

Buildings - specialised - 76,474 40,011 36,463

Other Structures - 13,410 8,297 5,113

Infrastructure:

Roads, Bridges, Footpaths - 210,632 60,447 150,185

Bulk Earthworks (non-depreciable) - 30,118 - 30,118

Stormwater Drainage - 34,265 17,500 16,765

Water Supply Network - 63,056 31,049 32,007

Sewerage Network - 87,221 41,359 45,862

Other Assets:

Library Books - 632 523 109

Reinstatement, Rehabilitation & Restoration Assets (see Note 26)

Tip Asset - 3,996 1,176 2,820

Table 5: Asset Financial Data

Current Revaluation of Assets to Fair Value

The Department of Local Government Circular 06-75 required Council to report on the revaluation of the following classifications of non current assets to ‘fair value':

2006/07 - Water and Wastewater (completed) 2007/08 - Plant and Equipment (completed) 2007/08 - Buildings & Operational Land (completed the Department of Local Government has

deferred the revaluation of community land at this stage) 2009/10 – Roads, Bridges, Footpaths, Kerb and Gutter and Drainage (completed) 2010/11 – Other Structures & Library Assets to historical cost (completed) 2010/11 – Community Land to VG valuation (completed)

In 2010/11 Community Land has been revalued to fair value using valuations supplied by the Valuer General as at 30 June 2011, and as a result the fair of land owned and controlled is $20,283,771 increasing by $10,149,411 a value of $10,134,360. Other Structures has been revalued to fair value using historical and actual costs as previously held.

Acquisitions and Improvements to Infrastructure, Property Plant & Equipment

Asset improvements and additions $27,571,000 may be summarised as: Road & Ancillary $1,630,000 Plant: Purchases $643,658 Drainage $269,250 Sewerage Infrastructure $19,291,315 Water Infrastructure $2,401,000 Buildings $2,605,000 Other Structures $471,000 Other Assets $259,777

Operating and Maintenance Costs

The Operating and Maintenance Costs are summarised for each asset category in the Table 6 below:

Estimated Operations and Maintenance Costs These projects and costings are current estimates provided from Council's Long Term Financial Plan and will require reviewing and amendment annually in conjunction with Council's Delivery and

Operation Plans. The Long Term Financial Plan figures will override the estimates in the Strategic Asset Management Plan in case on any discrepancies.

Classification 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

Bridges $42,560 $43,836 $45,151 $46,506 $47,901 $49,338 $50,818 $52,343 $53,913 $55,531

SUBTOTAL $42,560 $43,836 $45,151 $46,506 $47,901 $49,338 $50,818 $52,343 $53,913 $55,531

Buildings Administration $115,169 $118,624 $122,182 $125,848 $129,623 $133,512 $137,517 $141,643 $145,892 $150,269

Community $406,332 $418,522 $431,077 $444,010 $457,330 $471,050 $458,181 $499,737 $514,729 $530,171

Recreation $127,271 $131,089 $135,022 $139,072 $143,245 $147,542 $151,968 $156,527 $161,223 $166,060

Other $264,397 $272,329 $280,499 $288,914 $297,581 $306,508 $315,704 $325,175 $334,930 $344,978

Transport $59,191 $60,966 $62,795 $64,679 $66,620 $68,618 $70,677 $72,797 $74,981 $77,230

Public Toilets $320,729 $330,351 $340,261 $350,469 $360,983 $371,813 $382,967 $394,456 $406,290 $418,479

SUBTOTAL $1,293,089 $1,331,881 $1,371,836 $1,412,992 $1,455,382 $1,499,043 $1,517,014 $1,590,335 $1,638,045 $1,687,187

Cemeteries $171,389 $176,531 $181,827 $187,281 $192,900 $198,687 $204,648 $210,787 $217,111 $223,624

SUBTOTAL $171,389 $176,531 $181,827 $187,281 $192,900 $198,687 $204,648 $210,787 $217,111 $223,624

Fleet

Plant $499,470 $514,455 $529,888 $545,785 $562,158 $579,023 $596,394 $614,286 $632,714 $651,696

Workshop $165,800 $170,774 $175,897 $181,174 $186,609 $192,207 $197,973 $203,913 $210,030 $216,331

SUBTOTAL $665,270 $685,229 $705,785 $726,959 $748,767 $771,230 $794,367 $818,199 $842,744 $868,027

Footpaths $116,313 $119,802 $123,396 $127,098 $130,911 $134,838 $138,883 $143,050 $147,341 $151,762

SUBTOTAL $116,313 $119,802 $123,396 $127,098 $130,911 $134,838 $138,883 $143,050 $147,341 $151,762 Information Technology $1,152,155 $1,186,720 $1,222,322 $1,258,991 $1,296,761 $1,335,664 $1,375,734 $1,417,006 $1,459,516 $1,503,301

SUBTOTAL $1,152,155 $1,186,720 $1,222,322 $1,258,991 $1,296,761 $1,335,664 $1,375,734 $1,417,006 $1,459,516 $1,503,301

Recreation

Streetscape $653,803 $673,417 $693,619 $714,428 $735,861 $757,937 $780,675 $804,095 $828,218 $853,064

Sportsfield $774,579 $797,816 $821,751 $846,403 $871,795 $897,949 $924,888 $952,634 $981,213 $1,010,650

Pool $357,746 $368,479 $379,533 $390,919 $402,647 $414,726 $427,168 $439,983 $453,182 $466,778 Parks & Gardens $373,390 $384,592 $396,129 $408,013 $420,254 $432,861 $445,847 $459,223 $472,999 $487,189 Noxious Weeds $159,607 $164,395 $169,327 $174,406 $179,639 $185,028 $190,579 $196,296 $202,185 $208,250

SUBTOTAL $2,319,125 $2,388,699 $2,460,359 $2,534,169 $2,610,196 $2,688,501 $2,769,157 $2,852,231 $2,937,797 $3,025,931

Roads

Urban $455,815 $469,490 $483,575 $498,082 $513,024 $528,415 $544,267 $560,596 $577,413 $594,736

Rural $1,641,119 $1,690,352 $1,741,063 $1,793,295 $1,847,093 $1,902,506 $1,959,581 $2,018,369 $2,078,920 $2,141,287 Traffic Facilities $418,607 $431,166 $444,101 $457,424 $471,146 $485,281 $499,839 $514,834 $530,279 $546,188

SUBTOTAL $2,515,541 $2,591,008 $2,668,739 $2,748,801 $2,831,263 $2,916,202 $3,003,687 $3,093,799 $3,186,612 $3,282,211

Sewer $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000

SUBTOTAL $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000 $2,701,000

Stormwater Street Cleaning $457,012 $470,722 $484,844 $499,389 $514,371 $529,802 $545,696 $562,067 $578,929 $596,297

Drainage $80,482 $82,897 $85,384 $87,945 $90,584 $93,301 $96,100 $98,983 $101,953 $105,011

SUBTOTAL $537,494 $553,619 $570,228 $587,334 $604,955 $623,103 $641,796 $661,050 $680,882 $701,308

Waste $3,653,770 $3,675,493 $3,698,520 $3,722,928 $3,748,801 $3,776,227 $3,805,298 $3,836,113 $3,868,777 $3,903,401

SUBTOTAL $3,653,770 $3,675,493 $3,698,520 $3,722,928 $3,748,801 $3,776,227 $3,805,298 $3,836,113 $3,868,777 $3,903,401

Water $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000

SUBTOTAL $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000 $3,052,000

TOTAL $18,219,706 $18,505,818 $18,801,163 $19,106,059 $19,420,837 $19,745,833 $20,054,402 $20,427,913 $20,785,738 $21,155,283

Table 6: Estimated Operations and Maintenance Costs from 2012 to 2022

Assets Critical to Council’s Operations and Risk Management Strategies

Table 7 below details the identified critical assets and potential risks and management strategies to minimise the identified risks.

Critical Risk Assessment for Major Assets Asset Classification Asset Risk Management Strategies

Public Roads Bridges Structural failure Routine inspection and maintenance

Road pavement Structural failure in adverse weather conditions

Implement road closures as required

Drainage Underground drainage systems

Blockages caused by collection of sedimentation and debris in pipe networks

Routine maintenance (including street sweeping) and regularly clearing of stormwater channels

Above Ground infrastructure Collapse of infrastructure lids and grates due to traffic volumes

Routine maintenance and inspections, prevention of use by traffic (where applicable)


Major buildings and key infrastructure

Structural failure Routine inspection and preventative maintenance programs

Recreation Swimming pools, play equipment and park furniture

Personal injury due to inadequate maintenance or misuse

Routine inspection and preventative maintenance inspections in addition to warning signage

Water Supply System component failure Unexpected failure Routine inspection and preventative maintenance programs

Sewerage System component failure Unexpected component Routine inspection and preventative maintenance programs

Table 7: Risk Assessment by broad asset category

Future Direction

Where Do We Want to Be?

Lithgow City Council’s Strategic Asset Management Plan needs to generally align with the goals and objectives of the Community Strategic Plan. Similarly, the Community Strategic Plan needs to respond to Council’s asset management realities. Central to this process are the forecasting of service delivery needs and the capacity of the organisation to meet them on a short, medium and long term basis. The key outcome is the provision of services responsive to the community’s needs within available resources. In the Community Strategic Plan the Principle Activity Area for the management of the built environment is as follows:




Future Demand / Impact of Asset Management

Council assets are increasing in number and value due to the following factors: Residential, industrial and commercial growth by private developers who hand over assets to

Council once they have been constructed to Council’s satisfaction; Council expenditure in providing new assets to service new residential subdivisions; New or improvements / refurbishments to existing assets provided by Council to meet the

needs of the community or legislative requirements. There are a number of significant initiatives which may impact on the value and / or condition of Council’s assets, including:

Short Term Projects (in progress)

Lithgow Aquatic Centre – Stage 1 Upgrading of the Wallerawang Sewerage Treatment Plant Refurbishment of Queen Elizabeth Park Amenities Upgrading of the Lake Pillans Wetland Board Walk Extension of footpath along Great Western Highway at Bowenfels Road improvements under the Roads to Recovery Program Rural sealed roads rehabilitation program Urban Road Resealing Signage improvements Library building improvements Clarence Water Transfer System upgrade Water main and sewer main extensions for residential subdivisions Upgrading of Water Supply Reservoirs Sewer Vent replacements Installation of CCTV Security Cameras Upgrading of Fuel Bowsers at Lithgow and Wallerawang Depots Purchase and installation of new software systems Replacement and Upgrading of Plant and Equipment

Medium Term Projects (included in Council’s Long Term Financial Plan)

Timber Bridge Improvements Drainage Improvements Kerb and Gutter Construction Footpath Construction Rural Road Improvements Gravel Resheeting Roads to Recovery Program Infrastructure Levy Program (Roads and Buildings) Section 94 Projects (Roads and Buildings) Urban Road Resealing Rural Sealed Roads Rehabilitation Bus Shelter Replacements Floodplain Management Program Sporting Field Improvements Cemetery Improvements Street Furniture Replacements Building Improvements (Operational and Community) Information Technology Improvements and Upgrades Library Improvements Waste Facility Improvements Replacement and Upgrading of Plant and Equipment Cullen Bullen Sewerage Treatment Plant

Long Term Projects (for possible inclusion in Council’s Long Term Financial Plan (yet to be fully investigated and prioritised))

Adventure Playground Further Development of the Indoor Aquatic Centre Construction of Business Park Lake Pillans Wetland Upgrades Heritage Management (Building Improvements) Arts / Cultural / Entertainment Centre Bowling Alley Long Term Strategy for Heavy Vehicle Movements Recycling Depot Upgrades

A review of the Long Term Projects will be undertaken with priorities identified in the Community Strategic Plan. Lithgow City Council has not identified any assets that need to be considered for disposal; however, any changes will be included in the Strategic Asset Management Plan when reviewed.

Consultation through the Development of the Community Strategic Plan and Delivery Program

The Community Strategic Plan identifies the following Strategic considerations:

3. Our Built Environment


3.1 Planning Our Built Environment Reference Desired Outcomes Our Actions Our

Role Our Partners

3.1.1

To provide infrastructure to ensure the sustainable growth and development of the area including the provision of quality recreational and community facilities.

Review and monitor current plans and strategies including: Open Space and Recreation Needs Study. Heritage Development Control Plan Study. Integrated Water Cycle Management Plan. Water Demand Management Plan. Drought Management Plan. Strategic Water and Sewerage Business Plans. Cullen Bullen Sewerage Study. Portland Sewerage Treatment Plant Feasibility Study. Development Servicing Plans. Hassans Walls Reserve Flora and Fauna Study. Blast Furnace Park Conservation Management Plan. Eskbank House Conservation Management Plan. Review and monitor current Asset Management Plans including: Asset Management Strategy. 10 Year Strategic Building Plan. 5 Year Building Maintenance Plan. Identify and develop new plans and strategies in line with the community’s needs: Access Strategy. Prepare Design Master Plans for the Central Business Districts of

Lithgow, Portland and Wallerawang. Cook Street Plaza Redevelopment Feasibility Study. Landscape and Urban Design Masterplan for the Cultural

Precinct. Main Street Project Programs for Lithgow, Wallerawang and

Portland.

Provider Department of Planning, State and Regional Agencies, Business and Industry, Community Organisations, Catchment Management Authorities, Environmental Protection Authority, Business and retail sectors, Private and Commercial Developers, Department of Housing.

Cultural Precinct Master Plan for Portland. Master Plan for the Lithgow Sporting Precinct. Adventure Play Park Feasibility Study for Lithgow. District Park Feasibility Studies for Portland and Wallerawang. Play and Shade Strategy. Walk Cycle Strategy. Plans of Management for “community” classified lands. Management Plans for Council’s “operational” classified lands. Management Plans for Crown Lands and other recreational

facilities (e.g. Lake Wallace). Housing Strategy. Flood Plain Risk Management Plan. Transport Strategy. Pedestrian Access and Mobility Plan. Plan for future expansion of the Lithgow Cultural Precinct. Develop Wayfinding and Signage Strategy. Business Plans for community/commercial buildings to maximise

economic and social benefit. Develop a Business/Marketing Plan for the Civic Ballroom. Develop a concept plan for Lake Pillans Wetland Farmers Creek Concept Plan Provide input into State, Regional and Non-Government Organisation Plans and Strategies.

3.2 Our Built Environment Programs


3.2.1 Cemeteries

Reference Desired Outcomes Our Actions Our Role Our Partners 3.2.1.1 To provide a respectful cemetery

service Implement the 10 Year Cemetery Improvements Plan in terms of the following: Maintain and operate cemeteries, Develop and manage cemeteries as cultural heritage landscapes. Assist with the development of stories, interpretation, conservation

and management of historic cemeteries or sections of Lithgow, Wallerawang and Portland cemeteries.

Provider Community Organisations, State and Regional Agencies.

3.2.2 Community Cultural Facilities

Reference Desired Outcomes Our Actions Our Role Our Partners 3.2.2.1 To develop cultural and

recreational infrastructure that will meet the needs of the community now and into the future.

Implement the Cultural Plan, Cultural Precinct Study, Festivals and Events Strategy and 10 Year Strategic Building Improvements Plan in terms of the following: Complete the Lithgow History Walk Develop signage for Heritage and Arts Trails. Enhancement of Civic Spaces and Public Places within the Lithgow

LGA through the development and promotion of public art and amenity.

Revitalise the Top of Main Street, Lithgow: o Provide new infrastructure. o Upgrade existing toilet facilities/bus stop in Pioneer Park. o Additional landscaping/gardens.

Identify the needs of the community to develop cultural landscapes. Develop essential infrastructure to improve the region’s capacity to

harness, retain and deliver high quality festivals and events. Ensure cultural facilities and activities are accessible to the general

public.

Provider Community Organisations, Business and Industry, State and Regional Agencies, Cultural and Creative Industry Workers

3.2.3 Community Commercial and Industrial Buildings

Reference Desired Outcomes Our Actions Our Role

Our Partners

3.2.3.1 To maintain commercial and industrial buildings to meet the needs of the community and service Council operations.

Implement Council’s 10 Year Strategic Building Plan in terms of the following: Ensure that Council owned commercial buildings, industrial sites

and depots comply with OH&S and Legislative requirements. Ensure Depots are secure and maintained. Maintain and upgrade Council owned commercial premises for

rental accommodation. Ensure that fees and charges are competitive. Design, construct and maintain public rest room facilities that meet

the needs of the community.

Provider Community Organisations, Business and Industry, State and Regional Agencies, Cultural and Creative Industry Workers, Realtors, Retailers.

3.2.4 Cycleways and Walkways


Our Partners

3.2.4.1 To establish a system of cycleways and pedestrian paths to provide links between major cultural and recreational facilities and town centres.

Implement the Open Space and Recreation Needs Study and Pedestrian Access Mobility Plans in terms of the following: Develop and progressively implement sections to the Corridor

concept linking residential areas and key points of interests. Provide interpretive signage, seating and interactive experiences

along cycleways and pedestrian paths. Incorporate shared path and cycle ways in master plans for future

development areas and requirements in development control plans. Develop requirements to ensure new areas of open space

dedicated by developers are usable. Incorporate fitness/obstacle courses in the design of shared

Cycleway and pedestrian paths in Lithgow, Wallerawang and Portland.

Identify and develop cycleways and trails to link towns and villages. Develop and maintain accessible footpaths in urban areas of

Lithgow, Wallerawang, Portland and villages.

ProviderFacilitator

Private and commercial developers, community organisations, business and industry, State and Federal Agencies.

3.2.5 Environmental Health


Our Partners

3.2.5.1 To provide an Environmental Health Inspection Program.

Conduct an annual inspection program of food premises and skin penetration premises.

Provider Business and retailers.

3.2.6 Heritage


Our Partners

3.2.6.1 To Identify, preserve, improve and promote the LGA’s indigenous and non-indigenous built and natural heritage.

Implement the Heritage Development Control Plan Study, Land Use Strategy, Cultural Plan, Blast Furnace Park Conservation Management Plan, Eskbank House Conservation Management Plan and Cultural Precinct Study in terms of the following: Provide guidance in restoring and preserving heritage items. Continue the Heritage Advisor Program. Establish a Local Heritage Committee. Establish community education programs to assist in understanding

built heritage issues. Assist with appropriate development of heritage items. Assist with development within heritage precincts. Establish a program of site stabilisation, refurbishment and

interpretation at Blast Furnace Park and South Bowenfels Gun Emplacements.

Assist towns and villages to develop the stories, interpretation, conservation and management of local landmarks

Provider Facilitator Advocate

NSW Heritage Office, National Trust, local and regional heritage groups, community groups, State and Regional Agencies

3.2.7 Housing and Development


Our Partners

3.2.7.1 To provide a range of housing opportunities to meet the diverse needs of the community

Implement the Economic Development Strategy, Land Use Strategy and Ageing Strategy in terms of the following: Provide for higher density development around the transport and

central business nodes. Identify sites for potential seniors living with easy access to

services and facilities. Facilitate adequate residential aged care places to meet current

and projected need. Implement a community committee to facilitate the provision of

ProviderFacilitator Advocate

State and Regional Agencies, Private and Commercial Developers, Department of Housing, Department of Education, Health and Aged Care Providers

aged care facilities. Ensure effective integration of new developments which do not

adversely impact upon existing and/new residential/living environments.

Encourage adaptable and affordable housing in medium density development.

Develop community capacity to provide housing and accommodation which is responsive to the needs of older people.

Identify and lobby for improved infrastructure requirements for public housing and ageing population infrastructure.

3.2.8 On-site Sewage Management


Our Partners

3.2.8.1 To ensure that on-site sewage management systems comply with environmental and health requirements.

Implement the On-site Sewage Management Strategy in terms of the following: Undertake inspections of Septic Systems and aerated Waste Water

Systems to ensure legislative compliance.

Provider Community Organisations, Business and Industry, State and Regional Agencies.

3.2.9 Parks and Gardens


Our Partners

3.2.9.1 To develop parks and gardens that will meet the needs of the community now and into the future.

Implement the Open Space and Recreation Needs Study in terms of the following: Identify new open space/recreational areas as part of any rezoning

or development application process for new release areas and major subdivisions.

Develop an adventure playground in Lithgow. Develop District Park facilities in Wallerawang and Portland. Develop Clarence Pirie Park, Capertee and adjoining lands to cater

for high use by visitors and locals. Upgrade playground equipment in local parks. Construct shade facilities, BBQ and Picnic areas in local parks and

gardens to encourage family use. Develop and install informational signage bays in parks highlighting

the history and attractions specific to the locality in Lithgow, Wallerawang, Portland and villages.

Incorporate creative concepts for street furnishings in parks, gardens, open space and civic spaces as part of the public arts program.

Provider Community Organisations, Business and Industry, State and Regional Agencies, Cultural and Creative Industry Workers

3.2.10 Recreational Facilities


Our Partners

3.2.10.1

To develop recreational facilities that will meet the needs of the community now and into the future.

Implement the Open Space and Recreation Needs Study, Economic Development Strategy, Hassans Walls Reserve Flora and Fauna Study and Asset Management Strategy in terms of the following: Develop the Lithgow Aquatic Centre Assist in the promotion of activities and facilities within the local

and regional area. Develop and upgrade playgrounds and recreational facilities to

meet the needs of the community. Identify community and environmental assets that can be

maximised and exploited for the benefit of the local community and which also add to the attractiveness of the region for present and future residents and investors.

Identify current recreational infrastructure availability/deficiencies and future requirements for community facilities and services.

Develop Hassans Walls Lookout and Reserve to encourage recreational and tourist use. Continue to lobby for the re-opening of Pearsons Lookout. Consider support of recreational activities and organisations in accordance Council’s Financial Assistance Policy.


Department of Planning, State and Regional Agencies, Business, Industry and Retail sectors, Community Organisations, Village Associations, Sporting Organisations, Crown Lands, Sporting Organisations, Lithgow Swimming Club, Health and Aged Care Providers, Events Coordinators, Sports Advisory Committee.

3.2.11 Road Safety and Compliance


Our Partners

3.2.11.1

To promote the road safety message and enforce legislative requirements.

Implement the Road Safety Strategic and Action Plans in terms of the following: Ensure available parking for residents and visitors. Develop and promote the road safety message to the community.


Roads and Maritime Services, State Government CENTROC, Central Tablelands Alliance, Bells Line Expressway Group, Local Transport Providers, Police, State and Regional Agencies, City Rail, Country Link, Rail Corp, Community Organisations,

Private and Commercial Developers, Business and Industry

3.2.12 Sewage Treatment Plants


Our Partners

3.2.12.1

To provide sewage infrastructure to allow for the sustainable growth and development of the area.

Implement the Strategic Water and Sewerage Business Plans, Cullen Bullen Sewerage Study and Portland Sewerage Treatment Plant Feasibility Study in terms of the following: Commissioning of Lithgow and Wallerawang Sewerage Treatment

Plants Upgrade the Sewerage Reticulation Network in the South

Bowenfels/South Littleton area. Investigate the extension of Sewerage Reticulation in Wallerawang

and Portland.

Provider Environmental Protection Authority, Sydney Catchment Authority, DECCW, Central West Catchment Management Authority

3.2.13 Trade Waste


Our Partners

3.2.13.1

To provide a Trade Waste Program

Secure staff resources and consequently implement the Trade Waste Inspection and Approval Program.

Provider Business and Retailers.

3.2.14 Transport

Reference Desired Outcomes Our Actions OurRole

Our Partners

3.2.14.1 3.2.14.2

To provide road infrastructure that meets the needs of residents To have improved transport linkages with Sydney.

Implement the Asset Management Strategy in terms of the following: Upgrade and maintain urban and rural roads to an acceptable

standard in accordance with their level of traffic use. Continue to seek funding to upgrade and maintain state and

regional roads within the LGA. Form alliances/partnerships with regional Councils. Support the Bells Line and M2 Extension Maintain Council’s membership on the Bells Line Expressway Group Make urban areas easier to access by public transport. Reconvene the Transport Working Party Undertake a review of bus shelters.


Roads and Maritime Services, State Government CENTROC, Central Tablelands Alliance, Bells Line Expressway Group, Local Transport Providers, Police, State and Regional Agencies, City Rail, Country Link, Rail Corp, Community Organisations, Private and Commercial Developers, Business and Industry, adjoining

Lobby for increased passenger and freight train services terminating at Lithgow and a fast train service. Lobby for improvements to the standard of service for business commuter trains and XPT to include internet accessibility

Councils.

3.2.15 Water


Our Partners

3.2.15.1

To provide water infrastructure to allow for the sustainable growth and development of the area.

Implement the Strategic Water and Sewerage Business Plans, Drought Management Plan, Integrated Water Cycle Management Plan and Water Demand Management Plan.

Provider Centroc, Sydney Catchment Authority, DECCW, Hawkesbury Nepean Catchment Management Authority, Central West Catchment Management Authority

3.2.16 Waste and Recycling


Our Partners

3.2.16.1 To implement the waste management hierarchy of avoidance, reuse, recycle and dispose.

Implement the Waste and Recycling Strategy and Urban Sustainability Program in terms of the following: Focus education on avoiding, reusing and recycling waste. Implement closure plans for rural landfills. Construct and operate Blackmans Flat Waste Management Facility. Conduct annual e-waste recycling program.

ProviderFacilitator

Business, Industry and the Community.

4. Our Natural Environment


4.1 Planning Our Natural Environment Reference Desired Outcomes Our Actions Our Role Our Partners4.1.1

To identify, preserve and improve our natural heritage and biodiversity whilst ensuring the water security and sewerage capacity of the region for sustainable growth and development.

Review and monitor current plans and strategies including: Waste and Recycling Strategy. Integrated Water Cycle Management Plan. Drought Management Plan. Demand and Water Conservation Plan. Drinking Water Quality Management Plan. Strategic Water and Sewer Business Plans. Cullen Bullen Sewerage Study. Portland Sewerage Treatment Plant Feasibility

Study. Port Macquarie Road Environmental Management

Plan. Hassans Walls Reserve Flora and Fauna Study Lithgow Land Use Strategy Review and monitor current Asset Management Plans including: Asset Management Strategy. Identify and develop new plans and strategies in line with the community’s needs: Aboriginal Heritage Study. Biodiversity Strategy. Landscape Assessment Study. Cultural Landscape Assessment Study. Management Plans for Crown Lands and other

recreational facilities. Major Open Space Precincts Study. Contaminated Lands Policy.

Provider State and Regional Agencies, Business and Industry, Mingaan Aboriginal Corporation,

Asbestos Management Policy. Develop a Waste Management Plan for Council

owned or managed assets. State of Environment Gap Analysis Report. Biogas Collection and Electricity Generation –

Lithgow Wastewater Treatment Plan Study. Recovery Plans for Endangered Ecological

Communities Develop a Management Plan for Mayiny-Gumarra-

Gu; Blackfellows Hands Art Site. Provide input into State, Regional and Non-Government Organisation Plans and Strategies.

4.2 Our Natural Environment Programs


4.2.1 Air

Reference Desired Outcomes Our Actions Our role Our Partners4.2.1.1

To Improve local air quality.

Promote alternative heating sources to coal and wood heaters.

Provide education material on the correct operation of solid fuel heaters.

Lobby for the extension of natural gas to Portland. Promote compliance to Air Quality Standards. Undertake annual inspections of Cooling Towers.


Environmental Advisory Committee, State and Regional Agencies, Catchment Management Authorities, Business and Industry, Community Organisations.

4.2.2 Biodiversity


To protect and enhance biodiversity through consultation and development of partnerships

Identify Council responsibilities details in recovery plans and priority action statements and incorporate in Delivery Program and Operational Plan process

Protect Endangered Ecological Communities and National Endangered Ecological Communities.

Comply with environmental assessment requirements for all Council activities.


Environmental Advisory Committee, Landcare Groups, NSW Environmental Trust, State and Regional Agencies, Catchment Management Authorities, Community Organisations, Upper Macquarie County Council., adjoining Councils. 4.2.2.2 To responsibly manage natural

resources through the control of environmental and noxious weeds.

Lobby for greater powers and increased funding for the Upper Macquarie County Council.

Support Upper Macquarie Council to undertake weed identification and management programs in rural areas.

4.2.3 Climate Change

Reference Desired Outcome Our Action Our Role Our Partners 4.2.3.1

To significantly reduce carbon emissions within the LGA.

Implement the Urban Sustainability Program, Economic Development Strategy and Integrated Water Cycle Management Plan in terms of the following: Reduce energy, transport and water use Increase sustainable transport use e.g. walking,

cycling for work and recreation. Investigate a Carbon Credit Scheme. Investigate alternative energy sectors that could

complement existing energy industries – geothermal, solar etc.

Promote project activities to highlight the ‘green credentials’ of Lithgow.

Work towards establishing Council as a ‘green business’ enterprise.

Undertake energy audits of Council buildings and consider recommendations in the Delivery Program and Operation Plan process.

Encourage tree planting.


State and Regional Agencies, NSW Environment Trust, CENTROC, Business and Industry, Community Groups and Organisations

4.2.4 Environmental Protection and Leadership

Reference Desired Outcomes Our Actions Our Role Our Partners 4.2.4.1 To provide environmental

leadership through responsible natural resource management, legislative compliance and working cooperatively with the community, relevant environmental authorities and alliances.

Implement the Urban Sustainability Program, Land Use Strategy, Draft Water quality Management Plan and Recycled Water management Plan in terms of the following: Comply with environmental protection licences. Fulfil Council’s appropriate regulatory authority

responsibilities under the Protection of the Environment Operations Act.

Ensure land is suitable for its intended use: o Ensure land is appropriately zoned

through the Local Environmental Plan o Ensure a contamination report must be

prepared on any land which is to be dedicated to Council to prove that it is suitable for its intended use.

o Any land which Council is developing

Provider Environment Protection Authority, Business and Industry.

must be proven to be suitable for its intended use through contamination assessment.

o Promote improvements to degraded lands and abandoned or disused industrial sites.

4.2.5 Natural Heritage

Reference Desired Outcomes Our Actions Our Role Our Partners4.2.5.1 To identify, preserve, improve and

promote the LGA’s indigenous and non-indigenous built and natural heritage.

Implement the Cultural Plan and Land Use Strategy in terms of the following: Consult local indigenous groups on indigenous

heritage matters. Continue to identify items of Aboriginal Heritage

significance through the use of the Aboriginal Heritage Information Management System.

Provider Facilitator

State and Regional Agencies, Business and Industry, Mingaan Aboriginal Corporation, Gundungurra Tribal Council, Gundungurra Aboriginal Heritage Association, Wiradjuri Council of Elders, Bathurst Local Aboriginal Land Council

4.2.6 Water


To protect our waterways and provide safe drinking water.

Implement the Land Use Strategy in terms of the following: Promote biodiversity conservation and landscape

management with a particular focus on improving and protecting our urban waterways.

Protect the catchment around Farmers Creek Dam. Secure staff resources and consequently implement the Septic Safe Program. Implement the Draft Water Quality Management Plan. Implement the Recycled Water Management Plan.


Environmental Advisory Committee, Landcare Groups, NSW Environmental Trust, State and Regional Agencies, Catchment Management Authorities, Business and Industry, Community Organisations. Private and Commercial Developers, Local Emergency Management Team

Lithgow City Council will continue to analyse any impacts that satisfying these demands will have on the sustainability of the organisation. Council needs to determine and achieve the correct balance between growth and Council’s ability to maintain and / or improve its existing assets. Future considerations will likely include:

Unchanged outcomes

Minimum maintenance programs for all assets.

New outcomes

Construction of new infrastructure assets to outlying suburban areas.

Outcomes that will cease to be met

Federal and State Government Road Improvement programs (if funding is not extended).

In order to achieve the above outcomes, Council’s asset management practices require continuous improvement and ongoing review. An analysis of the intended level of asset management that Council wishes to achieve and the currents systems and processes used has identified actions which need to be implemented to deliver the desired result.

Council’s Future Asset Renewal Strategy

Assets are products that provide a facility or service to an end-user, in Council’s case, the community. Even though the facility or service may be required indefinitely (such as a residential street or park) no asset will last forever without proper management. Even with good maintenance, assets may deteriorate well before reaching the end of their design life (useful life) dependant upon many unplanned factors, such as ground conditions, the environment, improper use, and vandalism. All assets have a pre-defined life-cycle which includes planning, creating, operating, maintaining and renewing or disposing of the asset. These life-cycle phases have a direct influence on one another, for example minimising maintenance on an asset may result in the asset requiring renewal or replacement earlier than expected. This may be suitable in the short term and for a certain classification of assets, but Council needs to acknowledge that this practice will significantly increase the full life-cycle cost of the asset. The current expenditure on assets falls within the following general categories:

New Assets

New works create an asset that did not previously exist. This includes new assets created by Council in response to demand requirements, community expectations and strategic planning.

Operations and Maintenance of Assets

Asset operation expenditure has no effect on asset condition but is necessary to keep the asset appropriately utilised and able to deliver an appropriate service to the community. Asset maintenance is the day-to-day work required to enable the assets to continue operating at required service levels. Operation expenditure is not distinguished from maintenance expenditure in Council’s financial systems for any asset classification.

Renewal of Assets

Renewal work is the substantial replacement of the asset or a significant asset component to its original size and capacity, and can be a result of improper maintenance.

Upgrading / Improvement of Assets

Upgrading / improvement work is related to the extension of an asset in response to growth, an increase in the defined levels of service, or requirements by legislation or regulations.

Favoured Condition of Assets

This Strategic Asset Management Plan sets targets for the condition of Council’s assets, to ensure that the proportion of assets in the lower condition ratings of 4 and 5 does not increase beyond the current level. The preparation of Our Place…Our Future Community Strategic Plan 2025 has now enabled Council to confirm what the community thinks is a “satisfactory” standard for assets. These new standards have been reflected in the preferred minimum asset condition targets.

Preferred Minimum Asset Condition Targets for the Strategic Asset Management Plan

The targets for asset management are summarised in Table 8 below: The framework for defining what condition ratings are acceptable for each category has been determined by:

o Community views and attitudes as detailed in the outcome of the community survey in development of the Community Strategic Plan;

o Establishing asset standards necessary to provide and support desired levels of service now and into the future;

o Determining appropriate and sustainable levels of maintenance and upgrades as the owner/ controller of these assets; and

o Risk and hazard reduction needs.

Acceptable Conditions Summary

Current Condition

Acceptable Condition

1 to 3 4 & 5 1 to 3 4 & 5

Bridges 100% 0% 90% 10%

Buildings 75% 25% 80% 20%

Cemeteries 77%* 23%* 90% 10%

Fleet 80% 20% 80% 20%

Footpaths 65% 35% 70% 30%

Information Technology 100% 0% 80% 20%

Parking 80% 20% 90% 10%

Recreation 90% 10% 90% 10%

Roads

Regional 95% 5% 90% 10%

Rural (Sealed) 85% 15% 80% 20%

Rural (Unsealed) 85% 15% 80% 20%

Urban 85% 15% 70% 30%

Sewer 60%* 40%* 80% 20%

Stormwater 65% 35% 80% 20%

Waste 50%* 50%* 80% 20%

Water 70%* 30%* 80% 20%

* Estimates based on preliminary data review

Table 8: Acceptable Asset Conditions Summary

Specific Actions to Achieve Council’s Strategic Objectives

At a strategic corporate level, the implementation of the following activities will ensure that Council will deliver the strategic objectives of Our Place…Our Future Community Strategic Plan 2025. By undertaking the following activities, Council will also be undertaking leading asset management practices to ensure intergenerational benefits and sustainability, and achieving the vision and goal of Council’s Asset Management Policy.

Support, Promotion and Understanding

The key strategic objective is to support the Community Strategic Plan, Delivery Program, Operational Plan and Long term Financial Plan, whilst promoting the importance of asset management to Councillors, Council officers, the community and key stakeholders to ensure understanding and successful delivery of Council’s Asset Management Strategy.

Implementation of the Strategic Asset Management Plan Key Activity Responsibility Timeframe

11/12 12/13 13/14 14/15 15/16 16/17

Adopt Council's Asset Management Policy Council

Review Council's Asset Management Policy Asset Management

Team

Identify assets that are critical to Council's operations and outline risk management strategies for these assets

Asset Management Team

Develop specific actions required to improve Council's asset management capability and projected resource requirements and timeframes Group Managers

Develop / review Council's Asset Management Strategy


Develop and implement asset management promotion and training programmes


Communicate asset management roles and responsibilities


Report asset management improvements and demonstrate the benefits of implementing the Asset Management Strategy


Identifies new term for Council

Table 9: Implementing the Strategic Asset Management Plan

Responsible Management and Provision of Resources

Another priority objective of the Strategic Asset Management Plan is to ensure that Council’s assets are responsibly managed in a financially sound manner, and to enable the provision of appropriate levels of service to the community whilst sustaining use of available resources.

Management of Assets Key Activities Responsibility Timeframe

11/12 12/13 13/14 14/15 15/16 16/17

Review asset management roles and responsibilities Asset Management

Team

Ensure the asset management framework is implemented Asset Management

Team

Incorporate life-cycle costing into all specific Asset Management Plans Group Managers

Incorporate life-cycle costing into all specific Business Cases for Capital Works Projects Group Managers

Simple risk management to identify critical assets and strategies to manage those risks Group Managers

Describe existing levels of service Group Managers

Prepare long term cash flow predications for asset maintenance, rehabilitation and replacement Group Managers

Financial and critical service performance measures against trends and Asset Management Plan implementation and improvement can be monitored Group Managers

Better understand the implications of future demand for assets and incorporate into forward planning Group Managers

Develop and prepare specific Asset management Plans for all assets under Council control Group Managers


Table 10: Management of Assets

Best Practice Principles

Council will strongly endeavour to provide a cost-effective means of improving work practices and processes to ensure Council’s assets are managed in accordance with best practice principles.

Best Practice Principles Key Activities Responsibility Timeframe

11/12 12/13 13/14 14/15 15/16 16/17

Develop asset registers for all assets under Council's control Group Managers

Centralise asset registers and ensure that they are kept current regarding the condition, creation / acquisition, maintenance, renewal, refurbishment and disposal of assets Group Managers

Implement a Corporate Asset Management System Asset Management

Team

Develop and implement asset management system training programmes Asset Management

Team

Use the Asset Management System to automate current processes and assist in developing new processes


Undertake condition assessment surveys of all asset categories and classes Group Managers

Revalue assets at intervals in accordance with Australian Accounting Standards Group Managers Develop and document a prioritisation system for forward planning of capital and major maintenance works Group Managers

Develop, implement and review risk management processes Group Managers


Table 11: Best Practice Management

Monitoring of Performance and Review of the Plan

Monitoring performance in achieving the targets of this Strategic Asset Management Plan will be undertaken through Council’s usual process of converting key performance measures into an annually revised Delivery Program and Operations Plan required under the Integrated Planning and Reporting framework. Supervision of this task and oversight of performance reporting will be undertaken by Council’s Asset Management Team (AMT), who will also monitor and report on achievement of outcomes of the Capital Works Plan and other related plans as prescribed from time to time.


The Asset Management Policy details the role and responsibilities of Council’s Asset Management Team, which has been created to enable cross functional representation of Council’s departments. This ensures a stream lined approach and ensured that successful asset management is achieved. The Asset Management Team has been formed to address asset management requirements for Council to comply with the requirements of Integrated Planning and Reporting Framework. This team comprises of the following Council Officers:

General Manager, Mr Roger Bailey Group Manager Operations, Mr Iain Stewart Group Manager Environment and Development, Mr Andrew Muir Group Manager Community and Corporate, Ms Suzanne Lollback Information Technology Manager, Mrs Ally Shelton Building and Development Manager, Mr Jim Nichols Finance Manager, Mrs Carol Farnsworth Corporate Strategy and Communication Officer, Ms Deborah McGrath Assets and Project Engineer, Miss Leanne Kearney

The Asset Management Team contains the bulk of Council's asset planning and management leadership expertise. It is also responsible for ensuring the preparation of costed inspection and maintenance schedules and condition surveys for all assets, and for the regular assessment of the cost implications of the Strategic Asset Management Plan, inputting these into annual planning processes for asset maintenance and capital works.

Asset Summaries, Objectives and Maintenance Plans

Bridges

Current Information - Bridges

Assets:

Forty (40) bridges (concrete and timber structures catering for vehicle and pedestrian traffic) totalling 5,80.17 square metres

Number Category Class Type Total Area (sq m)

3 Road Regional Concrete Beam 547.85

1 Road Regional Concrete Culvert 126.8

19 Road Rural Concrete Beam 3069.65

4 Road Rural Timber Beam 319.17

1 Pedestrian Rural Concrete Beam 11.07

1 Road Urban Timber Beam 17.5

8 Road Urban Concrete Beam 1610.38

2 Pedestrian Urban Concrete Beam 50.94

1 Pedestrian Urban Timber Beam 49.81

Available Data: Asset register includes Asset ID, Bridge Name, Category, Classification, Section Length, Area, Deck Width, Construction Type, Condition, and Replacement Unit Rate

Last Condition Survey: June 2010

General Assessment of Condition

Rating % of Total Number

1 - Excellent condition 30

2 - Good condition 48

3 - Average condition 12

4 - Poor condition 0

5 - Very poor condition 0

Main Findings: The majority of bridges do not require any major works, and ongoing routine preventative maintenance will suffice.

Budget implications: Moderate maintenance work on timber bridges is required to ensure that these structures remain in average or above condition

Maintenance Programs:

Timber bridge maintenance will be undertaken over the next ten (10) years to ensure the longevity and operational integrity of all timber bridges. Routine inspections will be undertaken for concrete structures, and maintenance works programmed (if required).

Objectives - Bridges Strategic Objective:

To provide safe, efficient, and effective networks to transport people and goods within and through the Lithgow Local Government area.

Performance Measures Aims

(a) Assets recorded and conditions assessed

* Assets recorded in Asset Register and entered into Asset Management System

* Condition surveys scheduled at regular intervals (for compliance with legislation)

(b) Achievements for standards in assets * No more than 10% of bridges classified in categories 4 or 5 (condition poor or very poor)

(c) Risk rating of assets

* Public liability claims upheld against Council in relation to bridges kept at 1 or less per ten (10) year period

* A compliance score of at least 80% on Public Liability Insurance audit

Activities Responsibility Timeframe

(a) Assets recorded and conditions assessed 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Works Engineer

2. Update asset register Works Engineer

3. Complete information audit for Asset Management System Works Engineer

4. Train staff in Asset Management System Works Engineer

5. Data entry into Council's Asset Management System Works Engineer


(b) Achievements for standards in assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

1. Review and implement annual operation and maintenance program Works Engineer

2. Complete projects as per Operations Plan Works Engineer

3. Meet objectives as per Delivery Program Works Engineer

4. Seek additional grant funding to accelerate major projects Works Engineer

5. Comply with Best Practice Principles to improve condition and performance of assets Works Engineer


(c) Risk rating of assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

1. Analysis undertaken to identify critical assets Works Engineer

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Works Engineer

3. Asset Register and Asset Management Systems updated to include risk management information Works Engineer 4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Works Engineer

Proposed Budget Allocations - Bridges These projects and costings are current estimates provided from Council's Long Term Financial Plan and will require reviewing and amendment annually in conjunction with

Council's Delivery and Operation Plans. The Long Term Financial Plan figures will override the estimates in the Strategic Asset Management Plan in case on any discrepancies.

** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program **

12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

Timber Bridge Improvements $65,000 $74,522 $84,672 $94,672 $104,672 $111,772 $118,772 $123,772 $128,772 $132,635

TOTAL $65,000 $74,522 $84,672 $94,672 $104,672 $111,772 $118,772 $123,772 $128,772 $132,635


Current Information - Buildings and Other Structures

Assets: Two hundred and thirty five (235) buildings and other structures are owned / controlled by Lithgow City Council with a total value of $92,272,000, including community halls, Council offices, Council depots, commercial premises, residential properties, public amenities, pavilions, bus shelters, barbeque structures, sporting clubhouses, machinery sheds, picnic shelters, sporting centres, boat ramps etc,

Available Data:

Assets are listed in the Asset Register, with data including name, description, floor construction, external wall construction, secondary wall construction, roof type, area, remaining life, internal fittings, electrical, mechanical, fire and security systems as well as value



Rating

% of Asset Value

1 - Excellent condition 6% Whole Building Remaining Life 45 - 60 Years

2 - Good condition 31% Whole Building Remaining Life 30 - 45 Years

3 - Average condition 38% Whole Building Remaining Life 15 - 30 Years

4 - Poor condition 24% Whole Building Remaining Life 5 - 15 Years

5 - Very poor condition 1% Whole Building Remaining Life < 5 Years

Main Findings: Assets conditioned 4 or 5 are minor structures, with the majority of buildings in average or above condition. These minor structures include privately owned / constructed assets on Council land, where the owner / builder is no loner an entity, and thus the asset ownership has reverted to Council, with the asset in below average condition.

Budget implications: Stringent legislative requirements will also result in additional expenditure being required to ensure that any improvement works to buildings and other structures are compliant. The Long Term Financial Plan details a moderate Buildings improvement plan for the first 8 years, and a large leap in the later 2 years to cater for administration building improvements.

Maintenance Programs: Routine maintenance including painting, roofing repairs, heating replacements, brickwork repairs and restoration of regular vandalism will continue to occur, and will be independent of the works identified in the Long Term Financial Plan.

Current Information - Buildings and Other Structures

Assets:

Two hundred and thirty five (235) buildings and other structures are owned / controlled by Lithgow City Council with a total value of $92,272,000, including community halls, Council offices, Council depots, commercial premises, residential properties, public amenities, pavilions, bus shelters, barbeque structures, sporting clubhouses, machinery sheds, picnic shelters, sporting centres, boat ramps etc,

Available Data:

Assets are listed in the Asset Register, with data including name, description, floor construction, external wall construction, secondary wall construction, roof type, area, remaining life, internal fittings, electrical, mechanical, fire and security systems as well as value



Rating

% of Asset Value

1 - Excellent condition 6% Whole Building Remaining Life 45 - 60 Years

2 - Good condition 31% Whole Building Remaining Life 30 - 45 Years

3 - Average condition 38% Whole Building Remaining Life 15 - 30 Years

4 - Poor condition 24% Whole Building Remaining Life 5 - 15 Years

5 - Very poor condition 1% Whole Building Remaining Life < 5 Years

Main Findings:

Assets conditioned 4 or 5 are minor structures, with the majority of buildings in average or above condition. These minor structures include privately owned / constructed assets on Council land, where the owner / builder is no loner an entity, and thus the asset ownership has reverted to Council, with the asset in below average condition.

Budget implications:

Stringent legislative requirements will also result in additional expenditure being required to ensure that any improvement works to buildings and other structures are compliant. The Long Term Financial Plan details a moderate Buildings improvement plan for the first 8 years, and a large leap in the later 2 years to cater for administration building improvements.

Maintenance Programs: Routine maintenance including painting, roofing repairs, heating replacements, brickwork repairs and restoration of regular vandalism will continue to occur, and will be independent of the works identified in the Long Term Financial Plan.

Objectives - Buildings and Other Structures Strategic Objective: To maintain commercial and industrial buildings to meet the needs of the community and service Council operations Performance Measures Aims




(b) Achievements for standards in assets

* No more than 20% of buildings or other structures are classified in categories 4 or 5 (condition poor or very poor)

* Upgrading of buildings and other structures to comply with legislative requirements for increased use by community


* Public liability claims upheld against Council in relation to buildings and other structures kept at 1 or less per ten (10) year period * A compliance score of at least 60% on Public Liability Insurance audit

Activities Responsibility Timeframe (a) Assets recorded and conditions assessed 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Building and Development Manager

2. Update asset register Building and Development Manager

3. Complete information audit for Asset Management System Building and Development Manager

4. Train staff in Asset Management System Building and Development Manager

5. Data entry into Council's Asset Management System Building and Development Manager

Activities Responsibility Timeframe (b) Achievements for standards in assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Review and implement annual operation and maintenance program Building and Development Manager

2. Complete projects as per Operations Plan Building and Development Manager

3. Meet objectives as per Delivery Program Building and Development Manager

4. Seek additional grant funding to accelerate major projects Building and Development Manager

5. Comply with Best Practice Principles to improve condition and performance of assets Building and Development Manager

Activities Responsibility Timeframe (c) Risk rating of assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

1. Analysis undertaken to identify critical assets Building and Development Manager

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Building and Development Manager

3. Asset Register and Asset Management Systems updated to include risk management information Building and Development Manager 4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Building and Development Manager

Proposed Budget Allocations - Buildings and Other Structures

These projects and costings are current estimates provided from Council's Long Term Financial Plan and will require reviewing and amendment annually in conjunction with Council's Delivery and Operation Plans. The Long Term Financial Plan figures will override the estimates in the Strategic Asset Management Plan in case on any discrepancies.

** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 11/12 Wallerawang Grandstand $10,000 $64,000 $25,000 $10,000 $10,000 $10,000 $15,000 $10,000 $0 $0 Memorial Hall Door & Security $0 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 Vale Hall Upgrade Paint & Heat $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 Crystal Theatre Upgrade $0 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 Golf Club $15,000 $0 $0 $15,000 $0 $0 $0 $0 $0 $0 Lake Wallace Toilets: Refit Interior & Security $38,000 $0 $24,081 $36,975 $0 $0 $0 $0 $0 $0 Red Cross House: Roof Drainage Painting $50,000 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $0 Union Theatre Improvements $0 $0 $0 $0 $0 $0 $0 $65,000 $0 $0 Hoskins Building Improvements $0 $0 $0 $0 $64,386 $64,415 $0 $0 $0 $0 Meadow Flat Hall Amenities $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 Capertee Hall: Internal Painting $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 Program TBA $0 $0 $0 $0 $75,000 $80,000 $85,000 $90,000 $95,000 $97,850 Administration Building Planned Maintenance $8,780 $0 $0 $3,000 $0 $0 $0 $0 $0 $0 Administration Building Air conditioner $0 $4,000 $3,000 $0 $0 $0 $0 $0 $0 $0 Administration Centre/Hartley Building $0 $11,000 $0 $0 $0 $0 $0 $0 $780,000 $0 Hartley Building Upgrade $0 $3,000 $13,000 $0 $0 $0 $0 $0 $220,000 $0 Hartley Building Roof Replace $0 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 Public Toilets: QE Park Upgrade $0 $200,000 $0 $0 $0 $5,000 $0 $0 $0 $0 Public Toilets: Oakey Park $0 $0 $250 $20,000 $0 $0 $5,000 $0 $0 $0 Public Toilets: Capertee $0 $0 $0 $0 $0 $0 $90,000 $0 $0 $0 Public Toilets: Endeavour Park $0 $0 $0 $0 $220,000 $0 $0 $5,000 $0 $0 Public Toilets: QE Park Sth End $0 $0 $0 $0 $0 $5,000 $5,000 $5,000 $0 $0 Public Toilets: Lake Wallace Amenities $0 $0 $0 $2,000 $0 $0 $0 $150,000 $0 $0 Public Toilets: Kremer Park $0 $0 $0 $1,500 $0 $0 $5,000 $0 $100,000 $0 Public Toilets: Wallerawang Oval $0 $0 $0 $2,000 $2,000 $0 $5,000 $0 $0 $80,000 Public Toilets: Glen Davis Painting $0 $1,500 $4,000 $0 $0 $0 $0 $0 $0 $0 Public Toilets: Lake Lyell Amenities Painting $0 $0 $2,000 $0 $0 $5,000 $0 $5,000 $5,000 $0 Toilets: Glanmire Tennis Kiosk Clubrooms Painting $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $0 Toilets: Ewan Smith Hall $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 Toilets: TL Painting $0 $0 $1,500 $2,000 $2,000 $0 $5,000 $0 $5,000 $5,000 Toilets: Saville Park Painting $0 $0 $1,500 $0 $0 $0 $0 $0 $0 $0 Wang Stadium Painting $0 $0 $6,000 $0 $3,000 $0 $0 $0 $0 $0 Sports Stadium Painting $0 $0 $0 $0 $4,000 $0 $0 $0 $0 $0 Kremer Park Grandstand $0 $0 $0 $0 $0 $5,000 $0 $5,000 $0 $800,000 Meadow Flat - Painting $0 $10,000 $0 $0 $0 $0 $0 $0 $10,000 $0 Eskbank Surgery Painting $0 $1,500 $0 $6,000 $0 $0 $0 $0 $0 $0

Wallerawang Health Centre Painting $0 $1,500 $0 $0 $0 $0 $0 $0 $0 $0 Lake Lyell Residence Painting $0 $4,000 $0 $0 $4,000 $0 $0 $0 $0 $0 162 Mort St Shop: New Roof /Paint $20,000 $1,500 $0 $0 $0 $0 $0 $0 $0 $0 Wallerawang Depot Workshop Roof $0 $3,000 $0 $0 $0 $0 $5,000 $5,000 $10,000 $3,000 Regency Lodge - Drainage $0 $0 $2,000 $0 $0 $0 $5,000 $0 $5,000 $0 Gumnut House Painting $0 $0 $3,000 $0 $0 $0 $0 $0 $5,000 $0 RFS Painting $0 $0 $2,000 $4,000 $0 $0 $0 $0 $0 $3,000 16-26 Main St Shops - Planned Maintenance $3,500 $0 $3,000 $4,000 $0 $3,000 $0 $0 $3,000 $0 34-36 Main St Wang Painting $0 $0 $0 $2,000 $0 $0 $0 $0 $0 $0 Pool Residence - Planned heater Replacement $0 $0 $0 $3,000 $2,000 $0 $0 $0 $0 $0 Tourism Centre Painting $0 $0 $0 $3,000 $0 $5,000 $0 $5,000 $0 $3,000 CWA Portland $0 $0 $0 $1,500 $0 $0 $0 $0 $0 $0 Lidsdale Tennis Courts $0 $0 $0 $1,000 $0 $0 $0 $0 $0 $0 Lithgow Lib / Learn Centre $5,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 Lithgow Sports Stadium $4,000 $0 $0 $0 $0 $0 $0 $5,000 $0 $3,000 Lithgow Depot Store: Brickwork Repairs $1,500 $0 $0 $9,000 $0 $0 $0 $10,000 $0 $0 Blaxland Centre Library Painting $0 $0 $0 $0 $2,000 $0 $0 $5,000 $0 $0 Dog Pound Improvements $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 RFS New Roof $0 $0 $30,000 $0 $0 $0 $0 $0 $0 $0 Crystal Theatre: Progressive Upgrade $20,000 $0 $0 $20,000 $4,000 $0 $0 $0 $0 $0 Union Theatre $0 $0 $10,000 $6,000 $5,000 $0 $0 $0 $0 $10,000 Memorial Hall Wallerawang $2,000 $2,000 $2,000 $2,000 $0 $0 $0 $0 $0 $0 Glen Davis Hall $0 $0 $0 $2,000 $0 $0 $0 $0 $10,000 $5,000 Vale Hall Paining $0 $0 $0 $0 $3,000 $0 $5,000 $0 $10,000 $5,000 Meadow Flat Hall $0 $0 $20,000 $10,000 $0 $0 $0 $0 $0 $5,000 Eskbank House Painting $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $0 Lithgow Golf Club Painting $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $5,000 Golf Club Building Improvements $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 Chairs $12,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 CCTV Camera: Main & Eskbank St $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Civic Ballroom: Kitchen Upgrade $1,000 $0 $2,000 $0 $0 $0 $0 $0 $0 $30,000 Civic Ballroom: Floor Repairs $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 Hermitage Hall $10,000 $2,000 $2,000 $0 $0 $0 $0 $0 $0 $0 Lithgow Cemetery Roof $0 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 Centrelink - Carpet / Improvements $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $0 Eskbank House Out Buildings $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 Dog Pound Fence $0 $0 $6,000 $0 $0 $0 $0 $0 $0 $0 Lithgow Aquatic Centre Stage II $0 $0 $0 $0 $0 $1,300,000 $0 $0 $0 $0 Bus Shelters $10,000 $19,829 $34,743 $35,600 $35,680 $35,680 $38,350 $41,240 $41,240 $41,740 Eskbank House Fencing $45,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Wallerawang Depot - Plant Shed $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Lithgow Depot Yard Seal 55,000 0 0 0 0 0 0 0 0 0 Lithgow Depot Improvements Compound $45,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 SUBTOTAL $476,280 $413,829 $247,074 $271,575 $465,066 $1,528,095 $328,350 $406,240 $1,299,240 $1,096,590

Library Furniture & fittings $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 Language Collections (SP) $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Literacy Collection $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 DVD $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 Adult $21,000 $21,000 $21,000 $21,000 $21,000 $21,000 $21,000 $21,000 $21,000 $21,000 Teenage $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 Childrens $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 $11,000 Large Print $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 $5,500 Local History Photographic Collection $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 Library Resources Special Purpose Grant $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 SUBTOTAL $77,000 $77,000 $77,000 $77,000 $77,000 $77,000 $77,000 $77,000 $77,000 $77,000 TOTAL $553,280 $490,829 $324,074 $348,575 $542,066 $1,605,095 $405,350 $483,240 $1,376,240 $1,173,590

Cemeteries

Current Information - Cemeteries

Assets:

Fourteen cemeteries including Capertee, Cullen Bullen, Dark Corner, Glen Alice, Hartley, Lithgow (three (3) cemeteries), Lowther, Meadow Flat, Palmers Oakey, Portland, Rydal, and Wallerawang

Available Data: Cemeteries Register (in the process of being audited and reviewed) Last Condition Survey: March 2005


Condition Rating % of cemeteries 1 Excellent condition 0 2 Good condition 57* 3 Average condition 22* 4 Poor condition 21* 5 Very poor condition 0

Main Findings: * Preliminary assessment indicates that major cemeteries are in average condition, whilst minor cemeteries require minor works to improve performance.


* A 10 year cemetery improvements program has been developed and adopted by Council, and includes removal of trees, construction of new columbarium’s and landscaping at local cemeteries.

Maintenance Programs: General maintenance includes mowing of lawn sections, pruning of gardens, installations of plaques, placing of ashes

Objectives - Cemeteries Strategic Objective: To provide a respectful cemetery service





(b) Achievements for standards in assets * No more than 10% of cemetery assets classified in categories 4 or 5 (condition poor or very poor)


* Public liability claims upheld against Council in relation to bridges kept at 1 or less per ten (10) year period



(a) Assets recorded and conditions assessed 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Cemeteries Officer

2. Update asset register Cemeteries Officer

3. Complete information audit for Asset Management System Cemeteries Officer

4. Train staff in Asset Management System Cemeteries Officer

5. Data entry into Council's Asset Management System Cemeteries Officer



1. Review and implement annual operation and maintenance program Cemeteries Officer

2. Complete projects as per Operations Plan Cemeteries Officer

3. Meet objectives as per Delivery Program Cemeteries Officer

4. Seek additional grant funding to accelerate major projects Cemeteries Officer 5. Comply with Best Practice Principles to improve condition and performance of assets Cemeteries Officer



1. Analysis undertaken to identify critical assets Cemeteries Officer 2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Cemeteries Officer 3. Asset Register and Asset Management Systems updated to include risk management information Cemeteries Officer 4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Cemeteries Officer

Proposed Budget Allocations - Cemeteries


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 Cemetery Improvements $27,000 $20,500 $20,900 $20,240 $20,900 $20,060 $20,060 $20,900 $20,060 $20,662 TOTAL $27,000 $20,500 $20,900 $20,240 $20,900 $20,060 $20,060 $20,900 $20,060 $20,662

Fleet

Current Information - Fleet

Assets:

* 2 x depot / workshops located at Lithgow and Wallerawang

* Plant equipment including ride on mowers, backhoe, crane, pavement sweeper, patch mobile, trucks, tippers, lorry, tractors, motorbikes, trailers, four wheel drives, sedans, utilities, wagons, graders, loaders, mini excavator, roller, and tankers

* Minor equipment including mowers, traffic lights, pumps, blower / vacuums, surveillance cameras, mobile crane, brush cutter, generator, electric eels, hydraulic hammer, quick cut saw, chainsaws, whipper snipper, air broom, spay unit, pruners, wacker, and air compressor

Available Data: Plant and Equipment Register Last Condition Survey: June 2011


Condition Rating % of Total Number 1 Excellent condition 0 2 Good condition 45 3 Average condition 35 4 Poor condition 20 5 Very poor condition 0

Main Findings:

* Majority of minor equipment is in good condition, and will require maintenance to ensure use for full lifecycle

* Larger vehicular equipment will need to be planned for replacement in accordance with expected lifespan and depreciation

Budget implications: * Fleet replacement costs are expected to increase to assist in providing resources to meet the accepted levels of service to the community for all asset areas


* Annual plant replacement programme * Regular servicing of plant and equipment in accordance with manufacturer's specifications

Objectives - Fleet Strategic Objective:

To provide adequate and sustainable resources to enable Council and it's officers to efficiently and effectively carryout day to day operations, as well as adequately plan for future operations






* Upgrading of plant and equipment to comply with legislative requirements

* No more than 30% of plant and equipment classified in categories 4 or 5 (condition poor or very poor)


* Public liability claims upheld against Council in relation to plant and equipment kept at 1 or less per year.



(a) Assets recorded and conditions assessed 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Plant Manager

2. Update asset register Plant Manager

3. Complete information audit for Asset Management System Plant Manager

4. Train staff in Asset Management System Plant Manager

5. Data entry into Council's Asset Management System Plant Manager


(b) Achievements for standards in assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Review and implement annual operation and maintenance program Plant Manager

2. Complete projects as per Operations Plan Plant Manager

3. Meet objectives as per Delivery Program Plant Manager

4. Seek additional grant funding to accelerate major projects Plant Manager

5. Comply with Best Practice Principles to improve condition and performance of assets Plant Manager



1. Analysis undertaken to identify critical assets Plant Manager

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Plant Manager

3. Asset Register and Asset Management Systems updated to include risk management information Plant Manager 4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Plant Manager

Proposed Budget Allocations - Fleet


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 Plant Replacement / Sales 1,501,000 1,235,000 1,484,000 1,539,000 1,550,000 1,500,000 1,400,000 1,500,000 1,400,000 1,442,000 TOTAL $1,501,000 $1,235,000 $1,484,000 $1,539,000 $1,550,000 $1,500,000 $1,400,000 $1,500,000 $1,400,000 $1,442,000

Footpaths

Current Information - Footpaths

Assets:

* A total of 121 kilometres of footpath in the LGA, including

* 76 kilometres of concrete path / cycleway

* 21 kilometres of grass footpaths

* 24 kilometres of gravel / unformed paths Available Data: Footpaths Asset Register Last Condition Survey: June 2011


Rating % of Footpath Length

1 - Excellent condition 2





Main Findings:

* Majority of urban streets have at least one footpath (either left or right), with residential areas often having both * Works needed to extend major linkages between new residential developments and central business district to cater for pedestrian and cycle traffic

* Community desire to extend footpath / cycleway along Farmers Creek linking recreation areas Budget implications:

* Costing between maintenance works an new work is approximately 50 / 50 over the next 10 years


* CBD footpath cleansing

* Repairs due to stormwater / tree root damage

Objectives - Footpaths Strategic Objective:

To establish a system of cycle ways and pedestrian paths to provide links between major cultural and recreational facilities and town centres





(b) Achievements for standards in assets * Extension of footpaths and cycle ways to comply with increased use by community * No more than 30% of footpaths classified in categories 4 or 5 (condition poor or very poor)


* Footpath and cycle way public liability claims upheld against Council in relation to footpaths kept at 1 or less per year. * A compliance score of at least 65% on Public Liability Insurance audit

Activities Responsibility Timeframe (a) Assets recorded and conditions assessed 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Works Engineer





Activities Responsibility Timeframe (b) Achievements for standards in assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22










Proposed Budget Allocations - Footpaths

These projects and costings are current estimates provided from Council's Long Term Financial Plan and will require reviewing and amendment annually in conjunction with Council's Delivery and Operation Plans. The Long Term Financial Plan figures will override the estimates in the Strategic Asset Management

Plan in case on any discrepancies. ** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program **

12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 Footpath Construction $0 $62,500 $61,250 $71,250 $81,250 $91,250 $101,250 $111,250 $121,250 $124,888 Village Footpaths: Capertee 20,667 0 0 0 0 0 0 0 0 0 Main St Pavers 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Cycleway / Footpath 100,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 TOTAL $20,667 $62,500 $61,250 $71,250 $81,250 $91,250 $101,250 $111,250 $121,250 $124,888


Current Information - Information Technology Assets:

* Mobile Phones (112), Laptops (16), Computers (Owned - 167), Printers (14), Servers (3) and PABX (1)

Available Data: * Information Technology Asset Register



Rating

% of Total

Number 1 - Excellent condition 10

2 - Good condition 70 3 - Average condition 20

4 - Poor condition 0 5 - Very poor condition 0

Main Findings:

* Ongoing replacement program needs to continue to provide adequate resources to all other asset categories * Asset Management System will be installed, with reviewed and current data from all asset registers expected to be entered into the new system by the end of 2015.

Budget implications: * Ongoing upgrades are required over the next ten (10) years (including licensing)


* Servicing / Licensing for equipment (mobile phones, software etc) is ongoing * Upgrading of leased computer equipment as per customer agreements * Maintenance and servicing of equipment as per manufacturer's specifications (printers / photocopiers etc)

Objectives - Information Technology Strategic Objective:

To provide adequate and sustainable resources to enable Council and it's officers to efficiently and effectively carryout day to day operations, as well as adequately plan for future operations





(b) Achievements for standards in assets * Upgrading of systems and equipment to comply with legislative requirements * No more than 20% of assets classified in categories 4 or 5 (condition poor or very poor)

(c) Risk rating of assets * A compliance score of at least 60% on Public Liability Insurance audit Activities Responsibility Timeframe


1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Information Technology Manager

2. Update asset register Information Technology Manager

3. Complete information audit for Asset Management System Information Technology Manager

4. Train staff in Asset Management System Information Technology Manager

5. Data entry into Council's Asset Management System Information Technology Manager


1. Review and implement annual operation and maintenance program Information Technology Manager

2. Complete projects as per Operations Plan Information Technology Manager

3. Meet objectives as per Delivery Program Information Technology Manager

4. Comply with Best Practice Principles to improve condition and performance of assets Information Technology Manager


1. Analysis undertaken to identify critical assets Information Technology Manager

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Information Technology Manager

3. Asset Register and Asset Management Systems updated to include risk management information Information Technology Manager 4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Information Technology Manager

Proposed Budget Allocations - Information Technology


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 Property One $12,000 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 Replacement Program: PC/Server $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Corporate Reporting $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 E Planning - Online DA Tracking $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 IPADS Councillors / EMT Members $10,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 Network Upgrade $0 $0 $0 $0 $0 $20,000 $20,000 $20,000 $20,000 $20,000 Server Replacement $0 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 Copier Replacement $0 $100,000 $0 $35,000 $0 $0 $120,000 $0 $35,000 $35,000 ECM Upgrade $0 $0 $30,000 $0 $0 $0 $0 $0 $0 $0 Independent Security Audit $0 $0 $20,000 $0 $0 $0 $0 $0 $0 $0 Telephone / VOIP $0 $0 $55,000 $0 $0 $0 $0 $0 $0 $0 Finance / Payroll Review $0 $0 $0 $35,000 $0 $0 $0 $0 $0 $0 Library System Upgrade $0 $0 $0 $35,000 $0 $0 $0 $0 $0 $0 Review LAN $0 $0 $0 $0 $20,000 $50,000 $0 $50,000 $50,000 $50,000 Backup tape drive $0 $15,000 $0 $15,000 $0 $15,000 $15,000 $15,000 $15,000 $15,000 Two Way Radio Upgrade $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL $152,200 $165,000 $155,000 $170,000 $120,000 $135,000 $205,000 $135,000 $170,000 $170,000

Recreation

Current Information - Recreation

Assets:

* Ten (10) playing fields including Conran Oval, Glanmire Oval, Kremer Park, Marjorie Jackson Oval, Saville Park, Tony Luchetti Sportsground, Wallerawang Oval, Watsford Oval, Zig Zag Oval, Jim Monaghan Athletics Oval and Lake Wallace. * Lithgow War Memorial Olympic Swimming Centre, including an 8 lane 50 metre outdoor heated pool, 25 metre learners pool and 15 metre round wading pool, kiosk, plant room, male and female amenities and change rooms, manager office, and first aid room. * Lithgow Golf Club, including 18 holes, practice putting green, and Clubhouse / Professional Golf Shop

* Lake Lyell foreshore facilities

* a Total of 73 Open space recreational areas

* Formal gardens (including amenities, paths and plants)

Available Data: Recreation Asset Register Last Condition Survey: June 2010

General Assessment of

Condition

Condition Rating % of Total Number

1 Excellent condition 10

2 Good condition 40

3 Average condition 40

4 Poor condition 10

5 Very poor condition 0

Main Findings:

* Parks are meeting the objectives and desires of the community, however, change in trends toward active recreational activities will result in Council needing to implement findings of the Open Space strategy (particularly in relation to minimum impact active recreation activities). * Community desires an indoor aquatic centre, however, do not wish to fund this improvement from a rate rise. Council will need to look at funding this project from Section 94 contributions and as part of the Long Term Financial Plan * Increased usage of Tony Luchetti Sportsground needs investigating, with the possibility of proceeding with the development of the Hermitage Sporting Oval to cater for increasing major events that are conflicting with regular local sporting events.


* Maintenance works are required to continue to provide the levels of service expected by the community, as well as to sustain the longevity of the asset lifespan.


* Tree removal

* Pool Operations

* Synthetic Cricket Wicket Replacement

* Streetscape improvements

* Passive park improvements

* Creek vegetation maintenance

* Noxious weed control

* Sporting field topdressing

* Park furniture replacement

* Active recreation improvements

Objectives - Recreation

Strategic Objective: To provide an enhanced quality of life through equitable and unlimited access to a diverse range of passive and active recreational services and facilities.





(b) Achievements for standards in assets * Upgrading of facilities to comply with legislative requirements for increased use by community * No more than 20% of assets classified in categories 4 or 5 (condition poor or very poor)

(c) Risk rating of assets * A compliance score of at least 60% on Public Liability Insurance audit * Public liability claims upheld against Council in relation to recreational facilities kept at 1 or less per year

Activities Responsibility Timeframe (a) Assets recorded and conditions assessed 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Recreation Supervisor

2. Update asset register Recreation Supervisor

3. Complete information audit for Asset Management System Recreation Supervisor

4. Train staff in Asset Management System Recreation Supervisor

5. Data entry into Council's Asset Management System Recreation Supervisor


1. Review and implement annual operation and maintenance program Recreation Supervisor

2. Complete projects as per Operations Plan Recreation Supervisor

3. Meet objectives as per Delivery Program Recreation Supervisor

4. Seek additional grant funding to accelerate major projects Recreation Supervisor

5. Comply with Best Practice Principles to improve condition and performance of assets Recreation Supervisor



1. Analysis undertaken to identify critical assets Recreation Supervisor

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Recreation Supervisor

3. Asset Register and Asset Management Systems updated to include risk management information Recreation Supervisor

4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Recreation Supervisor

Proposed Budget Allocations


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 Tree Removal Contract $18,000 $15,000 $20,000 $25,000 $25,000 $25,000 $25,000 $20,000 $20,000 $20,000 Cullen Bullen Tidy Towns Gardens $1,000 $0 $5,000 $0 $0 $0 $0 $0 $0 $0 Portland Pool Operations $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 Synthetic Wicket Replacement $0 $5,000 $6,000 $6,000 $0 $0 $0 $0 $0 $0 Tony Luchetti Sportsground $0 $12,000 $12,000 $12,000 $0 $0 $0 $0 $0 $0 - TL Equipment $0 $12,000 $12,000 $12,000 $0 $0 $0 $0 $0 $0 Facilities Lake Pillans $0 $0 $4,975 $0 $0 $0 $0 $0 $0 $0 Streetscape Improvements $20,000 $20,000 $20,734 $20,086 $12,448 $12,822 $13,206 $13,603 $14,011 $14,431 - Structure Shades $0 $0 $7,000 $0 $0 $0 $0 $0 $0 $0 Active Recreation $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Passive Parks Improvements $85,000 $80,000 $67,168 $68,433 $44,736 $46,078 $47,461 $48,885 $50,351 $51,862 Watercourse Maintenance / Farmers Creek Vegetation $20,000 $18,000 $18,880 $9,950 $9,950 $9,950 $9,950 $9,950 $9,950 $10,249 Noxious Weed Control $20,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Golf Club Improvements $16,000 $71,000 $21,000 $17,000 $0 $0 $0 $0 $0 $0 Passive P & G QE Park Improvements $42,000 $32,000 $60,000 $40,000 $0 $0 $0 $0 $0 $0

- Passive P & G Top Dressing: Playing Fields $0 $25,000 $25,000 $25,000 $0 $0 $0 $0 $0 $0 Eskbank St $0 $25,000 $9,349 $9,629 $9,918 $10,216 $10,522 $10,838 $11,163 $11,498 Conran Oval $0 $0 $15,000 $0 $0 $0 $0 $0 $0 $0 Park Furniture $0 $0 $19,950 $18,000 $19,950 $19,950 $19,950 $19,950 $19,950 $20,549

Kremer Park - Improve Drainage at Wall $0 $0 $99,500 $0 $0 $0 $0 $0 $0 $0 Endeavour Park $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 TOTAL $302,000 $345,000 $463,556 $293,098 $152,003 $154,016 $156,089 $153,225 $155,425 $158,587

Roads

Current Information - Roads

Assets:

* A total of 1,101 kilometres of roads

Length (km) Classification

208 Urban

873 Rural

20 Regional

Available Data: Roads Asset Register details data including length, width, type, condition, construction date, resurfacing date, and date of condition survey



Condition Rating % Road Length

Urban Rural Sealed Rural Unsealed Regional 1 - Excellent condition 11 1 1 5

2 - Good condition 30 12 18 40 3 - Average condition 44 72 65 50

4 - Poor condition 15 15 16 5 5 - Very poor condition 0 0 0 0

Main Findings: * Majority of capital works are required on Rural Roads (both sealed and unsealed) to improve condition to accepted standards


* Works need to be included in Long Term Financial Plan for capital works improvements, as well as scheduled maintenance to minimise costs occurred due to reactive maintenance


* Rural Road Improvements * Gravel Resheeting * Roads to Recovery * Rehabilitation Works * Urban Road Resealing

* Guard Rail Replacement * Line marking

Objectives - Roads Strategic Objective: To provide road infrastructure that meets the needs of residents Performance Measures Aims





* No more than 20% of assets classified in categories 4 or 5 (condition poor or very poor) * No more than 10% of Regional Sealed assets classified in categories 4 or 5 (condition poor or very poor) * No more than 20% of Rural Sealed assets classified in categories 4 or 5 (condition poor or very poor) * No more than 20% of Rural Unsealed assets classified in categories 4 or 5 (condition poor or very poor) * No more than 30% of Urban Sealed assets classified in categories 4 or 5 (condition poor or very poor)

(c) Risk rating of assets * A compliance score of at least 60% on Public Liability Insurance audit * Public liability claims upheld against Council in relation to roads kept at 1 or less per year


1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Works Engineer















3. Asset Register and Asset Management Systems updated to include risk management information Works Engineer

4. Rrisk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Works Engineer

Proposed Budget Allocations - Roads


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 Rural Road Improvements Thompsons Creek Rd $0 $39,400 $0 $39,500 $0 $0 $0 $0 $0 $0 Mt Horrible Rd $0 $20,576 $0 $29,743 $0 $0 $0 $0 $0 $0 Palmers Oakey / Turon Gates $0 $0 $88,670 $0 $0 $0 $0 $0 $0 $0 Glen Davis area $0 $98,400 $39,623 $98,400 $0 $0 $0 $0 $0 $0 Cox River Rd $0 $50,000 $0 $67,000 $0 $0 $0 $0 $0 $0 SUB TOTAL $0 $208,376 $128,293 $234,643 $0 $0 $0 $0 $0 $0 Gravel Resheeting $164,547 $0 $118,072 $0 $220,000 $225,000 $230,000 $235,000 $240,000 $245,000 SUB TOTAL $164,547 $0 $118,072 $0 $220,000 $225,000 $230,000 $235,000 $240,000 $245,000 RTA 3 x 3 COMP: Part Repair / Block / 3x3 $320,000 $330,000 $320,000 $320,000 $320,000 $325,000 $335,000 $340,000 $345,000 $350,000 SUB TOTAL $320,000 $330,000 $320,000 $320,000 $320,000 $325,000 $335,000 $340,000 $345,000 $350,000 Roads to Recovery Program TBA $0 $0 $160,000 $180,000 $560,000 $560,000 $560,000 $560,000 $560,000 $560,000 Rydal / Hampton Rd Rehab $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 Cuthill Rd Rehab $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0 Glen Davis Rd Construction $180,000 $180,000 $0 $0 $0 $0 $0 $0 $0 $0 Dark Cnr $190,000 $190,000 $0 $190,000 $0 $0 $0 $0 $0 $0 Mid Hartley Rd $100,000 $100,000 $0 $100,000 $0 $0 $0 $0 $0 $0 Springvale Lane $90,000 $90,000 $0 $90,000 $0 $0 $0 $0 $0 $0 SUB TOTAL $560,000 $560,000 $560,000 $560,000 $560,000 $560,000 $560,000 $560,000 $560,000 $560,000 Urban Roads Reseals Reserve Rd $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 Urban Road Reseals $0 $0 $0 $130,000 $175,000 $300,670 $300,469 $329,103 $339,432 $305,086 SUB TOTAL $0 $0 $0 $130,000 $245,000 $300,670 $300,469 $329,103 $339,432 $305,086 Rural Sealed Rehab Magpie Hollow $0 $25,000 $110,000 $51,584 $33,334 $18,884 $20,470 $21,084 $21,717 $22,368 Glen Alice Rd $50,000 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 Rural Sealed Rehab $0 $100,000 $90,000 $149,000 $167,000 $182,000 $215,000 $180,000 $180,000 $179,000 SUB TOTAL $50,000 $155,000 $200,000 $200,584 $200,334 $200,884 $235,470 $201,084 $201,717 $201,368 Guardrail Installations $35,000 $35,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 Line marking $15,000 $15,000 $20,000 $25,000 $35,000 $25,000 $25,000 $20,000 $20,000 $20,000 SUB TOTAL $50,000 $50,000 $60,000 $65,000 $75,000 $65,000 $65,000 $60,000 $60,000 $60,000 TOTAL $1,144,547 $1,303,376 $1,386,365 $1,510,227 $1,620,334 $1,676,554 $1,725,939 $1,725,187 $1,746,149 $1,721,454

Sewer

Current Information - Sewer

Assets:

* 3 x Sewerage treatment Plants (Lithgow, Wallerawang and Portland)

* 11 kilometres of rising main

* 353 kilometres of gravity reticulation mains

* 29 sewerage pumping stations

Available Data: Sewer Asset Register (in the process of being audited and reviewed)



Condition Rating % of Asset

value 1

Excellent condition 5 2

Good condition 30 3

Average condition 35 4

Poor condition 20 5

Very poor condition 10

Main Findings:

* Average of 1,500 megalitres of treated effluent is discharged into Farmers Creek from the Lithgow Sewerage Treatment Plant per year. * Average of 220 megalitres of treated effluent is discharged into Pipers Flat Creek from the Wallerawang Sewerage Treatment Plant per year. * Average of 210 megalitres of treated effluent is discharged into Limestone Creek from the Portland Sewerage Treatment Plant per year. * Condition audit is in process, and accurate data will be provided in Council's Asset Management System


* Main expenditure is planned for operation and maintenance to provide the community with an affordable, reliable and efficient service. Some capital works are required mainly to achieve compliance with Council's legislative and regulatory requirements, however, some works are scheduled due to increasing age of components.


* Tree root eradication in Lithgow, Wallerawang and Portland mains

* Sewer main replacement program * Annual maintenance of Lithgow, Wallerawang and Portland Sewerage treatment Plants

* Annual desludging of sludge lagoons at sewerage treatment plants

* Sampling and monitoring for legislative requirements

* Sewer vent replacement program

Objectives - Sewer Strategic Objective: To provide affordable sewage infrastructure to allow for the sustainable growth and development of the area






* No more than 20% of assets classified in categories 4 or 5 (condition poor or very poor)

* Standards determined in Strategic Business Plan for Sewer (to be developed)

* Reduction in failures and complaints due to ageing infrastructure


* A compliance score of at least 60% on Public Liability Insurance audit * Risk assessment of all water major assets assessed including alternative contingency, criticality and consequence of failure

* Public liability claims upheld against Council in relation to sewer kept at 1 or less per year



1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Water and Sewer Manager

2. Update asset register Water and Sewer Manager

3. Complete information audit for Asset Management System Water and Sewer Manager

4. Train staff in Asset Management System Water and Sewer Manager

5. Data entry into Council's Asset Management System Water and Sewer Manager



1. Review and implement annual operation and maintenance program Water and Sewer Manager

2. Complete projects as per Operations Plan Water and Sewer Manager

3. Meet objectives as per Delivery Program Water and Sewer Manager

4. Seek additional grant funding to accelerate major projects Water and Sewer Manager

5. Comply with Best Practice Principles to improve condition and performance of assets Water and Sewer Manager



1. Analysis undertaken to identify critical assets Water and Sewer Manager

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Water and Sewer Manager

3. Asset Register and Asset Management Systems updated to include risk management information Water and Sewer Manager 4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Water and Sewer Manager

Proposed Budget Allocations - Sewer


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 Lithgow STP Desludging $0 $0 $100,000 $0 $100,000 $0 $100,000 $100,000 Main Lining Renewal $100,000 $100,000 $100,000 $100,000 $100,000 $200,000 $250,000 $250,000 Lithgow extensions $400,000 $0 $0 $0 $0 $0 $0 $0 Portland Construction $0 $0 $0 $0 $7,000,000 $2,600,000 $0 $0 Portland STP Desludging $0 $0 $50,000 $0 $0 $0 $0 $0 Sth Bowenfels to New PS diversion $0 $100,000 $0 $0 $0 $0 $0 $0 Hospital PS to New PS Diversion $0 $70,000 $0 $0 $0 $0 $0 $0 Pumping Station Upgrades $130,000 $0 $0 $50,000 $0 $0 $0 $0 Pumping Stations Renewal $0 $0 $65,000 $0 $0 $0 $0 $0 Gantry Renewal $0 $0 $0 $0 $5,000 $5,000 $5,000 $5,000 Electrical Boards $0 $0 $0 $0 $60,000 $90,000 $30,000 $30,000 Telemetry $0 $0 $0 $0 $20,000 $20,000 $0 $0 Overflow protection : $0 $0 $0 $50,000 $50,000 $50,000 $0 $0 Overflow protection : Wallerawang $0 $0 $0 $50,000 $50,000 $50,000 $0 $0 Sewer Vent Replacement $0 $25,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 Other $225,000 $0 $0 $0 $0 $0 $0 $0 TOTAL $855,000 $295,000 $345,000 $280,000 $7,415,000 $3,045,000 $415,000 $415,000

Stormwater

Current Information - Stormwater

Assets:

* 56.5 km of pipe of varying material (concrete, clay, PVC, brick channel, and concrete channel) * 1,650 junction pits,

Available Data:

* Stormwater Asset Register

* GIS System Last Condition Survey: June 2010


% of Asset

value 1 - Excellent condition 0

2 - Good condition 20 3 - Average condition 45

4 - Poor condition 35 5 - Very poor condition 0

Main Findings: * Majority of capital works are required in Rural areas to improve condition to accepted standards


* Works need to be included in Long Term Financial Plan for capital works improvements, as well as scheduled maintenance to minimise costs occurred due to reactive maintenance


* Kerb and Gutter replacement

* New kerb and gutter

* Floodplain management improvements

* Daily street sweeping program

Objectives - Stormwater Strategic Objective: To adequately plan and provide a reliable, high quality, cost effective stormwater drainage collection system through the Council area

to meet the current and future requirements of the community.


(a) Assets recorded and conditions assessed * Assets recorded in Asset Register and entered into Asset Management System



* Minimise private and public property invasion from excess storm flows

* Improved stream and waterways sample results

* Completion of complaints/works requests within adopted timeframes * No more than 20% of assets classified in categories 4 or 5 (condition poor or very poor) * Reduction in blockages due to ageing infrastructure

(c) Risk rating of assets * A compliance score of at least 60% on Public Liability Insurance audit * Risk assessment of all water major assets assessed including alternative contingency, criticality and consequence of failure * Public liability claims upheld against Council in relation to stormwater kept at 1 or less per year


1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Works Engineer















Proposed Budget Allocations - Stormwater


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

Kerb & Gutter Construction Barton St Lithgow $62,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Urban K & G Construction $0 $74,600 $84,600 $94,600 $107,060 $117,060 $127,060 $137,060 $147,060 $151,472 SUB TOTAL $62,000 $74,600 $84,600 $94,600 $107,060 $117,060 $127,060 $137,060 $147,060 $151,472 Village Drainage: Capertee $25,155 $48,900 $71,200 $66,700 $68,448 $66,185 $75,600 $77,600 $77,600 $81,160 SUB TOTAL $25,155 $48,900 $71,200 $66,700 $68,448 $66,185 $75,600 $77,600 $77,600 $81,160 Floodplain Management Program $225,000 $224,500 $225,070 $225,522 $225,078 $225,740 $225,512 $225,398 $225,400 $225,522 SUB TOTAL $225,000 $224,500 $225,070 $225,522 $225,078 $225,740 $225,512 $225,398 $225,400 $225,522 TOTAL $312,155 $348,000 $380,870 $386,822 $400,586 $408,985 $428,172 $440,058 $450,060 $458,153

Waste

Current Information - Waste

Assets:

Seven (7) landfills (Angus Place, Capertee, Cullen Bullen, Glen Davis, Lithgow, Portland and Wallerawang), three (3) transfer stations (Hampton, Meadow Flat and Tarana) and the Lithgow Recycling Centre

Available Data:

* A weekly residential kerbside garbage (240 litre bin) and recycling service (60 litre crate) is undertaken by Contract (currently JR Richards Pty Ltd)

* A weekly commercial kerbside garbage (240 litre bin) and recycling service (60 litre crate) is undertaken by Contract (currently JR Richards Pty Ltd)

* The Lithgow Solid Waste Facility is operated under Contract (currently Henry Plant and Equipment Hire)

* Council has plans to develop a new landfill at Blackman's Flat, which will enable the closure of six (6) of the rural facilities.

Last Condition Survey: July 2011


Condition Rating % of

Facilities 1

Excellent condition

0 Life expectance: 60 years or greater 2

Good condition

27 Life expectance: > 20 years 3

Average condition

27 Life expectance: < 20 years 4

Poor condition

27 Life expectance: < 5 years 5

Very poor condition

19 Life expectance: Nil

Main Findings:

* There may be potential for extending the life of the Lithgow Solid Waste Facility (between 10 and 25 years), and the cost of determining this has been considered in the Long Term Financial Plan * Environmental enhancements will need to be undertaken at rural landfills regardless of spending closure

* Transfer stations appear to be operating satisfactorily, however, some improvements need to be undertaken to ensure that facilities are utilised correctly


* Main expenditure is planned for operation and maintenance to provide the community with a desirable and efficient service. Some capital works are required mainly to achieve Council's desires of streamlining operations, as well as legislative and regulatory requirements.


Current routine maintenance services include:

* Collection of street litter bins in Lithgow, Portland and Wallerawang

* Collecting park, lookout and recreation area litter bins

* Provision of kerbside garbage and recycling collection service to all residents within the identified collection service area

* Provision of four (4) green waste collection service to residents in Lithgow, Lidsdale, Marrangaroo, Portland, Rydal and Wallerawang per year

* Assisting the Sydney Catchment Authority with in kind contributions for a free chemical collection service for residents

* Provision of two (2) clean up collection services per year

Objectives - Waste Strategic Objective:

To provide waste and recycling collection services that encourage a reduction in land filling throught the waste management hierarchy of avoidance, reuse, recycle and dispose






* No more than 20% of waste assets classified in categories 4 or 5 (condition poor or very poor)

* Upgrading of assets to comply with legislative requirements for increased use by community


* Public liability claims upheld against Council in relation to buildings and other structures kept at 1 or less per ten (10) year period


Activities Responsibility Timeframe (a) Assets recorded and conditions assessed 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required Waste Manager

2. Update asset register Waste Manager

3. Complete information audit for Asset Management System Waste Manager

4. Train staff in Asset Management System Waste Manager 5. Data entry into Council's Asset Management System Waste Manager

Activities Responsibility Timeframe (b) Achievements for standards in assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Review and implement annual operation and maintenance program Waste Manager

2. Complete projects as per Operations Plan Waste Manager

3. Meet objectives as per Delivery Program Waste Manager

4. Seek additional grant funding to accelerate major projects Waste Manager

5. Comply with Best Practice Principles to improve condition and performance of assets Waste Manager


(c) Risk rating of assets 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 1. Analysis undertaken to identify critical assets Waste Manager

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Waste Manager

3. Asset Register and Asset Management Systems updated to include risk management information Waste Manager 4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Waste Manager

Proposed Budget Allocations - Waste


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 Lithgow Landfill - Extend Life $0 $50,000 $50,000 $0 $0 $0 $0 $0 Environmental Enhancement at Rural Landfillls $15,000 $50,000 $50,000 $0 $20,000 $20,000 $20,000 $20,000 Waste Education $0 $10,000 $10,000 $5,500 $8,000 $8,000 $8,500 $8,500 Closure Licence $19,000 $25,000 $25,000 $25,000 $25,000 $25,000 $35,000 $35,000 Rural Tip Improvements $35,000 $35,000 $35,000 $40,000 $45,000 $45,000 $45,000 $45,000 Rural Tip Closures $45,000 $45,000 $45,000 $35,000 $45,000 $45,000 $45,000 $45,000 Transfer Stations Improvements $35,000 $120,000 $120,000 $25,000 $120,000 $25,000 $25,000 $25,000 Leachate Control $7,000 $0 $50,000 $100,000 $0 $125,000 $125,000 $125,000 Environmental Waste Audit $0 $20,000 $20,000 $150,000 $0 $0 $0 $0 TOTAL $156,000 $355,000 $405,000 $380,500 $263,000 $293,000 $303,500 $303,500

Water

Current Information - Water

Assets:

* Oakey Park Water Treatment Plant

* 1 kilometre of trunk reticulation main

* 459 kilometres of rising main and gravity reticulation mains

* 12 potable water reservoirs and 1 non-potable reservoir

* Clarence Transfer system

* 2 water supply dams at Clarence (Farmers Creek Dams), with one dam permanently empty to cater for emergency storage

Available Data: Water Asset Register (in the process of being audited and reviewed) Last Condition Survey: June 2008


% of Asset value

1 -Excellent condition 0





Main Findings:

* Average of 1,500 megalitres of water supplied each year for a mix of residential and commercial purposes from the Oakey Park Water Treatment Plant

* Average of 800 megalitres of water is supplied each year from State Water's Fish River Water Supply, which provides domestic water to residents in outer towns and villages

* Condition audit is in process, and accurate data will be provided in Council's Asset Management System


* Main expenditure is planned for operation and maintenance to provide the community with a n affordable, reliable and efficient service. Some capital works are required mainly to achieve compliance with Council's legislative and regulatory requirements, however, some works are scheduled due to increasing age of components.


* Watermain replacement program

* Reservoir cleaning program

* Annual maintenance of Oakey Park Water Treatment Plant

* Dam safety inspections and maintenance works

* Desludging of sludge lagoons

* Water meter replacement program

Objectives - Water Strategic Objective: To adequately plan and provide a reliable, high quality, cost effective water supply service to meet the current and

future requirements of the community and key stakeholders Performance Measures Aims

(a) Assets recorded and conditions assessed * Assets recorded in Asset Register and entered into Asset Management System



* Maintain storage levels in reservoirs > 30% * No more than 20% of assets classified in categories 4 or 5 (condition poor or very poor) * Quality failures < 10 per annum

* Unplanned supply interruptions < 20 per annum

* New residential connections > 20 per annum * Standards determined in Strategic Business Plan for Water (to be developed)

(c) Risk rating of assets * Risk assessment of all water major assets assessed including alternative contingency, criticality and consequence of failure * A compliance score of at least 60% on Public Liability Insurance audit


1. Detailed condition assessment to identify specific work requirements to bring assets to satisfactory standard and to confirm estimated total expenditure required

Water and Sewer Manager

2. Update asset register Water and Sewer Manager

3. Complete information audit for Asset Management System Water and Sewer Manager

4. Train staff in Asset Management System Water and Sewer Manager

5. Data entry into Council's Asset Management System Water and Sewer Manager


1. Review and implement annual operation and maintenance program Waste Manager

2. Complete projects as per Operations Plan Waste Manager

3. Meet objectives as per Delivery Program Waste Manager

4. Seek additional grant funding to accelerate major projects Waste Manager

5. Comply with Best Practice Principles to improve condition and performance of assets Waste Manager


1. Analysis undertaken to identify critical assets Waste Manager

2. Factors affecting potential increased risk of failure identified and mitigation strategies proposed Waste Manager

3. Asset Register and Asset Management Systems updated to include risk management information Waste Manager

4. Risk reduction opportunities are identified and are addressed in annual Delivery Program and Operation Plans Waste Manager

Proposed Budget Allocations - Water


** Additional projects may be identified in Council's Section 94 Plans or Infrastructure Levy Program ** 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 Clarence Transfer Upgrade (Grant funded) $0 $0 $100,000 $0 $0 $0 $0 $0

Oakey Park Treatment Plant Backwash Return $0 $0 $0 $0 $50,000 $0 $0 $0

Oakey Park Treatment Plant Planned Maintenance $0 $10,000 $0 $0 $0 $0 $0 $0 New Pumping Stations $0 $0 $0 $20,000 $0 $0 $10,000 $10,000 Pumping Station Upgrades $100,000 $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 Mains Renewal $300,000 $300,000 $285,000 $250,000 $250,000 $250,000 $250,000 $250,000 Telemetry Upgrade $0 $0 $0 $0 $30,000 $10,000 $20,000 $20,000 Reservoir Renewal $200,000 $150,000 $80,000 $50,000 $30,000 $50,000 $60,000 $60,000 Dam Safety Works $0 $0 $20,000 $0 $0 $60,000 $0 $0 Chlorinators $10,000 $0 $0 $0 $0 $0 $10,000 $10,000 Shut down and planned maintenance $0 $0 $0 $10,000 $0 $10,000 $0 $0 Farmers Creek Dam $0 $0 $0 $20,000 $0 $0 $0 $0 Farmers Creek Dam #2 $0 $0 $0 $20,000 $0 $0 $0 $0 Infrastructure Improvements $0 $0 $0 $250,000 $250,000 $250,000 $250,000 $250,000 TOTAL $610,000 $460,000 $485,000 $720,000 $710,000 $730,000 $700,000 $700,000

Section 94 / Infrastructure Levy Maintenance Plan

Section 94 Plan and Infrastructure Levy Maintenance Plan These projects and costings are current estimates provided from Council's Long Term Financial Plan and will require reviewing and amendment annually in conjunction with Council's Delivery

and Operation Plans. The Long Term Financial Plan figures will override the estimates in the Strategic Asset Management Plan in case on any discrepancies.

** These projects are additional to maintenance projects identified in individual asset classification plans ** Asset Category 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

Infrastructure Levy Programme

Roads Infrastructure Levy Programme $0 $0 $0 $0 $0 $0 $0 $0 $450,000 $463,500

Lithgow / Portland Lanes $89,565 $89,565 $89,565 $89,565 $89,565 $89,565 $89,565 $89,565 $0 $0

Cox's River Rd $0 $0 $39,735 $0 $24,735 $39,735 $0 $0 $0 $0

Magpie Hollow Rd $0 $0 $157,567 $0 $0 $144,294 $0 $0 $0 $0

Reseals - 10mm $101,000 $116,000 $133,000 $120,000 $127,000 $137,000 $147,000 $160,000 $100,000 $117,000

Sodwalls Tarana Road $0 $0 $0 $0 $159,226 $0 $0 $0 $0 $0

Rydal Hampton Road $0 $0 $0 $0 $0 $0 $0 $114,661 $0 $0

Mid Hartley Rd $79,470 $79,471 $0 $79,471 $0 $0 $79,471 $0 $0 $0

Glen Davis Rd $105,070 $104,119 $0 $132,610 $0 $0 $104,119 $0 $0 $0

Glen Alice Rd $0 $0 $0 $0 $0 $0 $0 $68,889 $0 $0

SUBTOTAL $375,105 $389,154 $419,867 $421,645 $400,526 $410,594 $420,154 $433,115 $550,000 $580,500

Section 94 Plan:

Roads Rural Roads Rehabilitation $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000

Rural Roads Construction $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000

Drainage Improvements $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000

Mobility & Pedestrian Upgrade $0 $124,000 $100,000 $105,000 $110,000 $0 $0 $0 $0 $0

Buildings Union Theatre Upgrade $100,000 $200,000 $0 $0 $0 $0 $0 $0 $0 $0

RFS Building Upgrade $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

CCTV $0 $20,000 $20,000 $0 $0 $0 $0 $0 $0 $0

CBD Amenities $0 $300,000 $0 $0 $0 $0 $0 $0 $0 $0

Daintree Lane Amenities $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0

Adventure Playground Stage I $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000

Adventure Playground Stage II $0 $0 $0 $0 $0 $1,678,000 $0 $0 $0 $0

SUBTOTAL $740,000 $1,164,000 $890,000 $625,000 $630,000 $2,198,000 $520,000 $520,000 $520,000 $820,000

TOTAL $1,115,105 $1,553,154 $1,309,867 $1,046,645 $1,030,526 $2,608,594 $940,154 $953,115 $1,070,000 $1,400,500

Appendix A – Asset Management Policy

LITHGOW CITY COUNCIL

NUMBER SECTION

Policy 1.5

ASSET MANAGEMENT

Version 1

NUMBERS. SECTION

NUMBER: ASSET MANAGEMENT

OBJECTIVE: This Policy has the following objectives: Ensure Council’s services and infrastructure is provided in a sustainable manner,

with appropriate levels of service to residents, visitors and the environment; Protect Council’s assets by implementing appropriate asset management strategies

and allocating appropriate financial resources to those assets; Maintain an awareness of asset management throughout Council which

encourages all Council employees to play a proactive role; Meet all legislative requirements of asset management; Ensure resources and operational capabilities are identified and responsibility for

asset management is allocated; and Demonstrate transparent and responsible asset management processes that align

with appropriate best practice. POLICY: 1. DEFINITIONS Asset A physical component of a facility which has value,

enables services to be provided and has an economic life of greater than 12 months.

Asset Management The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost-effective manner.

Asset Management Strategy

A strategy for asset management covering the development and implementation of plans and programmes for asset creation, operation, maintenance, rehabilitation/replacement, disposal and performance monitoring to ensure the desired levels of service and other operational objectives are achieved at optimum cost.

Asset Management Plan A plan developed for the management of one or more infrastructure assets that combines multi-disciplinary management techniques (including technical and financial) over the lifecycle of the asset in the most cost-effective manner to provide a specified level of service.

Lifecycle The cycle of activities that an asset goes through while it retains an identity as a particular asset ie from planning and design to decommissioning or disposal.

Natural assets Shall mean “the stock of natural resources from which ecosystem services are produced that are of value to humans. Natural assets include natural resources such as soil, biota (flora and fauna), water systems (streams, lakes and wetlands), and atmosphere”. Council does not restrict this definition to those natural assets that are of value only to humans and includes those of value to the whole ecosystem.

Life Cycle Cost The total cost of an asset throughout its life including planning, design, construction, acquisition, operation, maintenance, rehabilitation and disposal costs.

Asset Sustainability Ratio

(ASR) – The ratio of asset replacement expenditure relative to depreciation for a period. It measures whether assets being replaced at the rate they are wearing out. The Local Government Code of accounting Practice and Financial Reporting defines this ratio as “Buildings and Infrastructure Renewals Ratio”.

Asset Renewal Funding Ratio

(ARFR) – The ratio of the net present value of asset replacement funding accommodated over a ten year period in a long term financial plan relative to the net present value of projected capital renewal expenditures identified in an asset management plan for the same period. It assesses the entity’s financial capacity to fund asset renewal.

Capital Expenditure (CAPEX) – Expenditure used to create new assets or to increase the capacity of existing assets beyond their original design capacity or service potential. CAPEX increases the value of asset stock.

Custodian A body lawfully invested with the power and charged with the obligation of taking care of and managing the community’s infrastructure property.

Steward Someone who manages property on behalf of the owner.

The above definitions are applicable not only to built assets but apply to any infrastructure that Lithgow City Council uses to provide a service to the community.

2. POLICY STATEMENTS (a) This policy covers all elected members of the Lithgow City Council, all personnel

employed by Lithgow City Council, any person or organisation contracted to or acting on behalf of the Lithgow City Council, any person or organisation employed to work on Lithgow City Council premises or facilities and all activities of the Lithgow City Council.

(b) This policy does not confer any delegated authority upon any person.

(c) Asset management principles will be integrated within existing planning and operational processes.

(d) Asset renewals required to meet agreed service levels and identified in asset management plans and long term financial plans and which align with the priority objectives of the Community Strategic Plan will be given high priority for funding in the annual budget estimates.

(e) Council will set an ASR target of not less than 25% for each of the General Fund, the Water Fund, the Sewerage Fund and the Waste Fund, having regard for the relative age of its asset portfolio and Integrated Planning Considerations.

(f) Council’s target levels for the ARFR are 85%. (These are based on the expenditures proposed, after due Integrated Planning Considerations are taken in to account, in Lithgow City Council’s Asset Management Plans).

(g) Lithgow City Council’s Asset Management Plans will consider the potential significant impact that climate change and population growth will have on its assets.

(h) Future life cycle costs will be reported and the ability to fund those costs will be considered in all decisions relating to new services and assets and upgrading of existing services and assets. Those lifecycle costs will include the eventual disposal/decommissioning costs.

(i) Council, as custodian of Lithgow City Council assets, will:

Ensure the Council’s legal obligations are met;

Represent the community who pay for and use the assets; and

Ensure the asset/service is maintained for use by present and future generations on a sustainable basis

(j) As part of Council’s consideration of infrastructure asset management, Lithgow City Council will:

Manage its infrastructure and assets in a systematic and sustainable manner;

Engage with the community, stakeholders and service providers when determining service standards / level of service every four (4) years (as part of the Community Strategic Plan review), within the first year of each newly elected Council;

Allocate appropriate resources to ensure the timely maintenance and renewal of built and natural assets, so that “life cycle” costs are optimised (existing and new assets);

Meet legislative requirements for asset management;

Update asset management plans annually to reflect the position in the Operational Plan for the upcoming financial year;

Audit progress in Asset Management Plans and strategies on an internal basis every two (2) years;

(k) Include natural (ecosystem) assets in Lithgow City Council’s infrastructure portfolio and adapt its asset management tools and processes to apply to natural assets and to accommodate the differences between those assets and built assets.

(l) Align its asset management plans with the Community Strategic Plan.

(m) Set levels of service, risk and cost standards after balancing competing demands and considering integrated planning matters.

3. POLICY IMPLEMENTATION PROCEDURES

(a) This policy will be implemented by procedures that will ensure that:

I. The right assets are built, rebuilt or disposed of;

II. The assets are managed well;

III. There is a balance between Council operations, new assets and existing assets;

(b) To achieve this policy, the following key roles and responsibilities and commitments are identified:

I. Council

To ensure appropriate resources and funding to responsibly manage the costs of the asset portfolio are made available, in accordance with its service needs;

II. Executive Management Team (EMT)

To ensure a review of the risks and opportunities involved in the Asset Management Strategy is undertaken;

To ensure resources and funding for Asset Management activities are made available to integrate Asset Management into the corporate governance framework;

Review Asset Management Plans annually;

To ensure that timely, accurate and reliable asset information is presented to Council for decision-making.

III. Managers and Staff

The General Manager shall ensure that Lithgow City Council’s organisational structure will identify responsibility and accountability for implementation of Council’s role for custodian of the community’s infrastructure assets and meet the associated stewardship requirements.

IV. Asset Management Working Group

Assist Managers to develop and implement policy and procedure;

Maintain momentum and coordination of the implementation of this policy and Lithgow City Council’s Asset Management Strategy;

Encourage continuous improvement, innovation and cost effective methods to improve asset management practices.

MMaaiinnttaaiinneedd bbyy DDeeppaarrttmmeenntt::

OOppeerraattiioonnss

AApppprroovveedd bbyy::

CCoouunncciill

EExxhhiibbiittiioonn DDaattee::

IInnsseerrtt ddaattee aaddvveerrttiisseedd ffrroomm

RReeffeerreennccee::

PPoolliiccyy RReeggiisstteerr

CCoouunncciill PPoolliiccyy NNoo::

XX..XXXX

EEffffeeccttiivvee DDaattee::

DDaattee ooff CCoouunncciill rreessoolluuttiioonn ttoo aaddoopptt

MMiinn NNoo::

CCoouunncciill mmeeeettiinngg mmiinnuuttee nnuummbbeerr

VVeerrssiioonn NNoo::11

XXXX

RReevviieeww DDaattee::

DDaattee

AAttttaacchhmmeennttss::


Long Term Financial Plan 2012-2022Draft for Public Consultation

Draft Long Term Financial Plan 2012-2022 1

The Lithgow City Council Draft Long Term Financial Plan – Our Place…Our Future was adopted by Lithgow City Council for public exhibition at its Ordinary Meeting of Council held on 23 April 2012 (Resolution Number 12-XXX).


mailto:[email protected]

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


Table of Contents Introduction ..................................................................................................................................... 4 2012-2013 to 2021-2022 Long Term Financial Plan ....................................................................... 5

Financial Sustainability ................................................................................................................ 5 Strategic Aims for Financial Sustainability ................................................................................. 5 Objectives to Achieve Financial Sustainability: .......................................................................... 5 Financial Performance Indicators: ............................................................................................... 6 Major Planned Capital Expenditure 2012/13 -2021/22: ............................................................. 7 Strategies for Increasing Revenue:.............................................................................................. 7 Annual Rate Pegging: .................................................................................................................. 8 Special Rate Variation: ................................................................................................................. 8 Fees & Charges: ............................................................................................................................ 8 Rental Opportunities: .................................................................................................................. 8 Grants & Subsidies ....................................................................................................................... 8 Investment Income: ..................................................................................................................... 8 Strategies to Maintain or Reduce Expenditure: .......................................................................... 8 Maintaining or reducing operational expenditure to produce recurrent savings ................... 9 Employment Costs..................................................................................................................... 10 Service Planning ........................................................................................................................ 10

2012/13 – 2021/22 Long Term Financial Plan - Historical Data ................................................... 11 Operating Result ........................................................................................................................ 11 Cash Reserves ............................................................................................................................ 11 Ratios – Financial Indicators ...................................................................................................... 12 Rates Coverage Ratio ................................................................................................................. 12 Asset Renewal Ratio................................................................................................................... 13 Debt Service Ratio ..................................................................................................................... 13

2012/13 – 2021/22 Long Term Financial Plan Assumptions: ....................................................... 14 Rates and Annual Charges ........................................................................................................ 14 Water and Sewerage Charges ................................................................................................... 15 Operating Grants and Contributions ........................................................................................ 15 Interest on Investments: ............................................................................................................ 15 Employees Costs ........................................................................................................................ 15 Materials and Contracts ............................................................................................................. 16 Interest on Borrowings .............................................................................................................. 16 Depreciation .............................................................................................................................. 16 Other Expenses .......................................................................................................................... 16 Capital Works Programs ............................................................................................................ 16 Cost shifting ............................................................................................................................... 16 Condition of Assets and Ageing Infrastructure ........................................................................ 17 Unexpected Events .................................................................................................................... 17

Developing Assets Management Plans .................................................................................. 17


Premature Asset Failure ......................................................................................................... 17 Natural Disasters .................................................................................................................... 17 Unexpected Population Growth ............................................................................................. 17

Relevant Guidelines, Legislation and Policies .............................................................................. 17 Fund Accounting ....................................................................................................................... 17 Loan Borrowings ........................................................................................................................ 18 Cash & Investments ................................................................................................................... 19

Policy 8.2 Investments ........................................................................................................... 19 Acquisition & Disposal of Property ........................................................................................... 19 Cash Reserves (Restricted Assets) ............................................................................................. 20 Externally Restricted Reserves ................................................................................................... 20

Developer Contributions ........................................................................................................ 20 Unexpended Loans ................................................................................................................. 20 Roads and Maritime Services Contributions .......................................................................... 20 Unexpended Grants ................................................................................................................ 20 Domestic Waste Management ................................................................................................ 20 Water & Wastewater .............................................................................................................. 20

Internally Externally Restricted Reserves .................................................................................. 21 Employees Leave Entitlements .............................................................................................. 21 Plant Replacement .................................................................................................................. 21 Works in Progress – Carried Over from Previous Year ......................................................... 21 Domestic Waste Management ................................................................................................ 21 Building Improvements .......................................................................................................... 21

Projected Income and Expenditure .............................................. Error! Bookmark not defined. Projected Balance Sheet ................................................................ Error! Bookmark not defined. Projected Cash Flow ...................................................................... Error! Bookmark not defined. Projected Key Performance Indicators ......................................... Error! Bookmark not defined.


Introduction The Integrated Planning and Reporting reforms adopted by the State Parliament, requires Council to adopt a strong sustainability focus with a business planning framework. Council’s Resourcing Strategy consists of the Strategic Asset Management Strategy, Workforce Strategy Long Term Financial Plan which is aimed at making a transparent financial direction to achieve community priorities for the Lithgow Local Government area over the next ten years.

The Integrated Planning and Reporting Framework (below) provide a holistic approach to strategic planning. The Framework is based on a perpetual planning and reporting cycle which encourages an inclusive and transparent approach to the development of a sustainable local government area and responsible civic leadership.

The financial modeling supporting the Long Term Financial Plan is used for forecast the Councils financial future for future years. The Strategy provides for decision making and problem solving too enable decisions to be made on how to best achieve the Councils corporate objectives while addressing its long term financial challenges. The Long Term Financial Plan is not intended as a document to indicate what services or proposals should be allocated funds, but rather it addresses areas that impact on Council’s ability to funds its services and capital works whilst living within its means.


A report on Councils financial performance to date is presented in Appendix 1. The 2012/13 - 2021/22 Long Term Financial Plan presents the strategic aims, financial objective, financial indicators and strategies Council will use to continue its progress to meet financial sustainability challenges from 2012/13 to 2021/22. The plan will be reviewed and regularly updated to meet requirements of integrated planning and reporting reforms on a regular basis and will address Councils ability to meet future demands, community needs and economic growth.

2012-2013 to 2021-2022 Long Term Financial Plan

Financial Sustainability A financially sustainable Council can meet its funding requirements relative to the provision of required services including maintenance, renewal and replacement of assets without imposing excessive debt on current or future generations and also without unplanned rate revenue increases. A successful Long Term Financial Plan will predict Council’s performance and position to improve not only infrastructure levels but also standards without the need for unplanned increases in rates or reductions to services. When reviewing the financial sustainability of all Council’s in 2009, IPART noted that a council had to improve their financial performance or achieve strong financial sustainability using a combination of the following:

• Adopting special rate variations to progressively lift or maintain revenue relative to total revenue; • Maintain a strong rate base equivalent to 50% or more of total revenue; • Record operating surpluses, excluding capital over a period of time; • Address relatively low infrastructure backlogs on a regular basis; • Retain or reduce expenditure on traditional service levels as a percentage of total expenditure

Strategic Aims for Financial Sustainability The strategic aim for financial sustainability is to:

• Demonstrate financial sustainability by 2021/22 whilst at the same time deliver the required services in response to community proprieties previously identified in Our Place…Our Future Community Strategic Plan 2025.

• Generate funding needed to address community service priorities and maintain assets in a serviceable condition by 2021/22

Objectives to Achieve Financial Sustainability: The 2012/13 -2021/22 financial objectives for achieving financial sustainability are to:

• Improve on the operating result from continuing operations • Improve the operating balance ratio • Maintain a reasonable unrestricted working capital to 2021/22 • Increase the ‘Rates Coverage Ratio,’ while considering the communities capacity to pay • Address the ‘Asset Renewal Ratio’ • Maintain the ‘Debt Service Ratio’ at a sustainable level


Financial Performance Indicators: The 2012/13 -2021/22 Long Term Financial Plan measures ‘financial sustainability’ using indicators reported in Council’s General Purpose Financial and Annual Reports, to maintain a positive direction. The indicators of financial performance are: 1 Recurrent:

• Operating Result (from continuing operations) • Operating Balance • Unrestricted Working Capital • Current Ratio

2 Capital: • Asset Renewal Ratio • Debt Service Ratio

Council’s operating result, excluding capital revenues and expenditure and including depreciation, is defined as the ability to match operating expenditure against operating revenue. The operating result provides the best measure of whether a council is covering operating expenditure with operating revenue. An operating deficit indicates current revenues do not cover daily operations and liabilities may increase. A council is financially sustainable in terms of operating performance if the operating results are balanced over the medium term. Operating deficits mean that:

• Services used by current ratepayers are being paid for by borrowings serviced by future ratepayers

• Asset renewals and replacement are not being achieved and the burden is shifting onto future ratepayers

Operating surpluses mean that:

• Current ratepayers are incurring an inequitable share of the cost of future service and as a result surpluses are being accumulated by forfeiting ‘current’ services to the community


Major Planned Capital Expenditure 2012/13 -2021/22: Major Projects / New Assets – Capital Expenditure Committed The table below presents a brief summary of major projects and planned capital expenditure for the four year delivery program 2012/13 to 2015/16 together with comments on proposed funding sources. At the conclusion of major projects outcomes will be reported to the community.

Summary of Capital Works and Initiatives - 4 Years Major Projects - New Assets 2012/13 2013/14 2014/15 2015/16 Funding

Operations Bridge Improvements 65,000 75,000 85,000 95,000

Drainage Improvements 120,000 120,000 120,000 120,000 Part Section 94

Kerb & Guttering 62,000 75,000 85,000 95,000 Part Contribution

Footpath construction 33,000 62,500 61,000 71,000

Road Improvements 400,000 400,000 400,000 400,000 Part Section 94

Rural Rd Rehabilitation 50,000 155,000 200,000 200,000

Gravel Resheeting 165,000 208,000 246,000 234,000

RTA 3 x3 Major Repairs 320,000 330,000 320,000 320,000 RTA Grant

Roads to Recovery 560,000 560,000 560,000 560,000 Federal Grant

Infrastructure Levy - Roads / Buildings 488,104 503,000 519,000 534,000 Special Rate Levy

Recreation: Sports & Passive 280,000 320,000 560,000 510,000

Buildings Council Premises 843,000 680,000 513,000 574,000

Library Resources 80,000 80,000 8,000 80,000 Part State Grant

Community Cultural Activities & Donations 154,000 25,400 108,000 112,000

Consideration of any new major project will need to take into account Councils financial position, vulnerability and the need to address additional capital funding required to continue providing existing needed assets in reasonable condition.

Strategies for Increasing Revenue: Council has in the Delivery Program and Operations Plan identified specific strategies aimed at increasing revenue. These are:

• Adoption of annual rate pegging • Annual review of Fees and Charges • Special Rate Variations • Indentifying revenue generating initiatives • Maximizing rental properties


Annual Rate Pegging: Rates and annual charges make up a large portion of income in future years. Councils cannot set the increase of rates themselves each year but can only accept the annual rate pegging amount imposed by the State Government.

Special Rate Variation: At its meeting held on 9 March 2009, Council resolved to apply for a special variation to the ordinary rate to fund infrastructure improvements. On 3 July 2009, the Minister for Local Government approved a special variation to the ordinary rate which involves a 4.77% increase to the ordinary rate for infrastructure improvements, roads and buildings. This special rate will be ongoing for 10 years including 2009/10 to 2017/18.

Fees & Charges: Fees are charged for services provided by Council and will be raised according to the recovery of the costs to provide for the service. An increase of 3% per annum is considered reasonable. Whilst Council is attempting to raise fees and charges generally to cover cost increases and to recover costs many user fees and charges are controlled by legislation and their movement does not align with inflation. As an example, the maximum fees Council can charge to assess a Development Applications is determined by the state government yet Council may incur a greater cost when assessing an application due to issues such as the sensitive local environment.

Rental Opportunities: Council has an ongoing program to maximise rental opportunities with regard its business and commercial properties. Other revenue raising initiatives include the development of a Section 94 plan to maximize income received from all development applications.

Grants & Subsidies Council will continue to seek grant and partnership funding for a range of projects and programs, which will be reflected in budgets and the Long Term Financial Plan. It is expected that Lithgow will continue to have reasonable success in this area, but a cautious position, that is not making assumptions that this source of income cannot be relied upon for forward forecasting and financial sustainability. Successful increases in revenue through grants will be treated as they become available, and will in turn improve our financial position.

Investment Income: Interest on investments is assumed at 5.5% on cash held. The interest earned on the balances of the Section 94, Water and Sewerage reserves will be allocated to these reserves, with the remainder applied to general revenue.

Strategies to Maintain or Reduce Expenditure: Council has identified specific strategies aimed at maintaining or reducing expenditure. These are:

• Continually reviewing operating expenditure • Managing employment costs


• Service planning

Maintaining or reducing operational expenditure to produce recurrent savings To meet operations obligations to the community in the future it is important for Council to manage operational expenditure by continually reviewing costs and aiming for savings.


Employment Costs Employment costs are continually monitored to critically review the need to replace positions as they become vacant. If the position is redundant or can be combined with another position already existing within the structure, employment costs will be reduced as well as the flow on to administration and management costs. Council’s aim is to constrain employment costs through multi skilling, increased flexible working arrangements and consideration of vacancies. The table below shows the trend in employment costs as percentage of total expenditure from 2007/08 to 2011/12:

Historical Employment Costs Actual 2007/08 2008/09 2009/10 2010/11

Employment costs $10,389,000 $11,711,000 $12,311,000 $12,816,000

Total Expenses from Continuing Operations $25,410,000 $30,745,000 $30,269,000 $35,236,000

Employment Costs as a % 41% 38% 41% 36%

Actual Employment Costs % increase 9% 11% 5% 4%

Service Planning Service planning presents an opportunity to improve access and equity in existing services and to introduce more innovative service delivery approaches that are affordable. Changes in assets will require a detailed service planning approach. The ultimate aim with regard to service planning is that Council is able provide satisfactory, equitable and affordable services to the community at a consistent level whilst at the same time reducing costs and the financial impact on Councils position.


2012/13 – 2021/22 Long Term Financial Plan - Historical Data

Operating Result • Outlines Councils Operating Result to date ie from 2001/2 – 2010/11 • Net Operating Surplus / Deficit including depreciation

Operating Result 2001/02 – 2010/11

-$10,000

-$5,000

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11

Op Revenue: $M

Op Expenditure: $M

Op Result: $M

Cash Reserves The table below represents Cash Reserves from 2001/2 – 2010/11

Cash Reserves 2001/02 – 2010/11

$0

$5,000

$10,000

$15,000

$20,000

$25,000

01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11

Capital expenditure over the 10 years has been funded from grants, reserves and loans or a combination of all sources.


Ratios – Financial Indicators The analysis of Councils financial performance from 2001/2 – 2010/11 indicates there has been satisfactory performance, particularly in the later years, against the following indicators:

• Current Ratio • Unrestricted Ratio • Debt Service Ratio • Rates Coverage Ratio • Outstanding Rates and Charges Ratio • Asset Renewal Ratio

HISTORICAL FINANCIAL INDICATORS 2001/02 TO 2010/11 Actual 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11

Unrestricted Ratio 1.46:1 2.02:1 1.41:1 1.09:1 1.79:1 3.17:1 2.57:1 2.47:1 3.94:1 2.07:1 Debt Service Ratio 2.61% 2.52% 2.74% 2.16% 2.83% 2.79% 3.41% 3.30% 2.88% 6.25%

Rate Cover Ratio 56.43% 50.71% 55.61% 44.86% 54.75% 54.96% 51.98% 48.88% 48.72% 47.94%

Rates O/S 10.36% 8.66% 7.84% 8.76% 7.65% 8.24% 7.18% 6.63% 4.64% 4.58% Asset Renew Ratio N/A N/A N/A N/A N/A 59.22% 170.46% 122.18% 308.00% 332.09%

Rates Coverage Ratio Council’s revenue from rates and annual charges has historically accounted for over 45% to 50% of Councils total operating revenue. The average result from 2001/2 to 2010/11 is 51.48% which is above the minimum level of 40% recommended by IPART. The continual improving result in rate income has been achieved by including special rate variations which have gradually allowed Council’s to maintain its own sources of revenue against the total revenue.

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11

Rate Coverage Ratio as % of Total Income


Asset Renewal Ratio The ‘Asset Renewal Ratio’ has only been a reporting requirement for Councils since 2006/07. A ratio of 1:1 suggests that capital expenditure exactly matches the annual depreciation expense. This approach considers depreciation to be an indicator of asset consumption and therefore the need to renew assets. Capital expenditure does not always need to match depreciation but by spending below the minimum requirement suggests a council is not adequately renewing its existing assets. Over past years Council has displayed a strong ability to renew assets as they depreciate. This has been due to major upgrades to Waste and Wastewater infrastructure. In particular $30m spent on Lithgow and Wallerawang Sewerage Treatment Plants, South Bowenfels reservoir construction, the replacement and renewal of mains and expenditure on sporting and community assets involved in the RLCIP grant programs. The 2012/13 – 2021/22 Long Term Financial Plan continues to address the financial challenge of replacing and renewing infrastructure assets to ensure backlogs are kept to a minimum.

0.00%

50.00%

100.00%

150.00%

200.00%

250.00%

300.00%

350.00%

01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11

Asset Renewal Ratio

Debt Service Ratio Council’s Debt Service Ratio has consistently been below IPART recommendations of 20%, but has increased over recent years with regard to loan drawdown for Water and Wastewater improvements. Loans borrowed by General Funds remain low and this fund has the capacity to increase debt provided there are sufficient operating surpluses to fund repayments. Generally, assets with long lives should be funded by borrowings which are repaid over the life of the asset and not funded from annual operating revenues.


0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11

Debt Service Ratio as a % of Current Liabilities

The Long Term Financial Plan sees challenges existing in how to determine continued operating surpluses from 2011/12 -2021/22 and also meet future capital funding requirements for new assets and asset renewal. Council can only be sustainable if its operating revenues cover operating costs.

2012/13 – 2021/22 Long Term Financial Plan Assumptions: To develop the Long Term Financial Plan financial modeling has been done to develop scenarios that assist in problem solving and decision making. The modeling which uses high level summary data allows a number of financial scenarios to be tested. The high level summary enables Manager’s to reflect the impact of different influences by allowing for adjustment to expenditure and revenue at activity level and the impact of movement due to inflation and CPI. In developing the 2012/13 – 2021/22 Long Term Financial Plan the following general assumptions have been used to predict income and expenditure and a number of challenges for revenue and expenditure in future years has been focused on, such as:

• Responding to forecast economic parameters, CPI • Reflecting on the strategic priorities of the Council against the communities expectations and

financial policies • Predicting responsible forward forecasts using financial sustainability indicators • Monitoring the adopted Delivery Program and Annual Operational Plan • Ensuring the Long Term Financial Plan is developed as an early step in the Integrated Planning

cycle and is based on the Sustainable Resourcing Principles If the assumptions stated above are not realised then it will be necessary for Council to reconsider the current expenditure and revenue strategies to realign the Long Term financial Plan to fund changes in future costs or revenue projections.

Rates and Annual Charges Rates and annual charges account for a large portion of income in future years.


Council relies on the annual rate pegging increase imposed by the State Government. The Long Term Financial Plan assumes an annual increase of 3% for 10 years based on historical comparisons. Indications are that the population of the Local government area will be maintained but with an aging population base. Council will need to consider the write off of rate income due to pension rebates and as a result issues for rating as a revenue source become evident. The issues may be:

• Income from rates and annual charges including general rates from residential, business, farmland, rural and mining. Parking, waste and ongoing special infrastructure rate levy is restricted by annual rate pegging.

• Council is limited in its capacity to use rates as a major source of revenue because of a stagnating and aging population base and also its ability to increase additional ratable properties.

• The aging population is likely to limit scope to raise income due to the populations’ ability to pay and the fact that more pensioner rebates will be being processed resulting in less rate revenue.

• The global financial crisis and likely downturn in the economy is pressing on our debt collection ability with an increase in mortgagee’s possessions within the community.

Additional revenue would be required to fund the upgrade of assets and infrastructure from 2012/13 to 2021/22 and as a result Council considers it will be plausible to seek a continuation of the special infrastructure rate levy beyond 2016/17.

Water and Sewerage Charges The pricing of water and sewerage services is guided by Sate Government Best Practice Pricing Guidelines. Council has adopted a two part tariff for water supply, consisting of an access charge and a usage charge. Access charges are related to the size of the water meter for non-residential properties and account for 25% of operating income. The guidelines also require that at least 75% of water revenue for residential customers should be generated through the usage component. Sewerage tariffs adopted by Council consist of a uniform sewerage charge for residential properties, a two part tariff for non-residential customers and appropriate fees and charges for liquid trade waste dischargers.

Operating Grants and Contributions Operating grants and contributions, specifically the financial assistance grant, is based on the population of the local government area and the current stagnate population could affect the level of funding available in the future. There has been some level of debate in respect of changing the financial assistance grant formulae but an adjustment for this has not been made at this time because of the significance on Council total revenue.

Interest on Investments: The downturn in investment markets following the 2007 financial crisis will continue to place pressure on an unstable investment market and may affect interest returns. The Long Term Financial Plan is sensitive to further market developments that will affect Council’s investment portfolio.

Employees Costs Employee costs make up approximately 40% of the annual projected expenditure. This is reflective of the service based nature of a large proportion of activities as well as the construction and maintenance of infrastructure owned by Council. Movement in employee costs is determined through industry wide award


negotiations and market forces and Council is aware unplanned changes may occur with employee costs. The Long Term Financial Plan assumes employee costs will increases by 3% annually. Councils also needs to consider its ability to retain the necessary workforce to achieve the community’s expectations for future projects which will be affected by several internal and external factors such as the rising cost of employment, skills shortages, staff turnover, attraction and retention of Council, an increase in superannuation benefits, maternity and paternity leave, award increases and changes in service levels. Any significant changes in expenditure will have a major impact on Councils Long Term Financial Plan and the organisation would need to monitor the original planned operations to offset any unpredicted movements.

Materials and Contracts Materials and contracts account for approximately 28% of projected annual expenditure which is reflective of capital works to be constructed and maintained. Considerable pressure is placed on the cost of materials and contracts due to rising raw material costs including fuel and freight. Should unplanned major increases be experienced it will impact on the Long Term Financial Plan. Fuel and energy are subjected to pressure from rising oil prices and market fluctuations and the pending carbon tax will also impact. Increases to materials and contracts have the potential to undermine Council’s Long Term Financial Plan.

Interest on Borrowings The interest for existing loans is as provided for in the existing agreements and the interest assumed on new loans is 7.31%.

Depreciation Depreciation cost will be based on estimated useful life of assets and reviewed every year. In the Long Term Financial Plan, depreciation in future years is increased by 3% with additions to account for the depreciation expected for the planned construction of major works.

Other Expenses All other expenditure for continuing operations is assumed to increase by 3%. The Long Term Financial Plan also provides for the additional cost of operations and maintenance of newly constructed or upgraded assets.

Capital Works Programs An additional challenge for the Long Term Financial Plan will be to ensure a focus is retained on asset renewal as expected by the community. Council’s Executive will continue to seek and gain understanding of asset renewal from the elected body and the communities expectations to renew existing assets is a priority in the immediate years.

Cost shifting Cost shifting by the State and Federal Government to Local Government is gradually occurring. Examples include:


• Financial support being withdrawn or reduced once a program is established, therefore leaving local government with the choice of financially continuing the program or being exposed to community pressure when the program or service reduces or is cancelled

• An asset, such as a Roads and Maritime Services road is transferred without appropriate continued funding

• Local Government is required to provide concessions and rebates without compensation • Failure to provide for indexation of fees and charges for services

Condition of Assets and Ageing Infrastructure Council has significant assets and a growing challenge being faced is the high and increased costs associated with maintaining and renewing aging and deteriorating infrastructure such as roads, footpaths, drainage, parks, swimming pools, toilets, libraries and community halls.

Unexpected Events The Long Term Financial Plan is prepared on the basis of existing knowledge and cannot take into account any unexpected events that may impact on the forecasts. Issues for consideration that may have a significant impact on the forecasts are:

Developing Assets Management Plans Council has commenced an asset management planning process that will allow for forecasting of assets maintenance and replacement costs but at this early stage a variation may occur with estimates.

Premature Asset Failure Council has endeavored to ensure that infrastructure assets remain in a viable condition for the benefit of the community. Maintenance and improvements have been carried out to match available resources, however in some cases infrastructure assets may fail earlier than expected and this will place additional financial pressure on Council and the Long Term Financial Plan.

Natural Disasters Natural disasters may occur without notice and ultimately impact on Council resources. The Long Term Financial Plan does not allow for, or provide a contingency for any impact caused.

Unexpected Population Growth With the increasing pressure on housing within the Sydney metropolitan area it is possible that there may be pressure in the long term for significant growth in the population moving west over the mountains. No allowance has been provided for an unexpected shift in the population.

Relevant Guidelines, Legislation and Policies

Fund Accounting Lithgow Council has three main funds for operations being General, Water and Wastewater funds. The Long Term Financial Plan will provide Financial Statements and Performance Measures for the whole of Council and the three funds separately. The information for the whole of Council (consolidated accounts) will enable comparisons with our Financial Reports. It is also necessary to show this


information by the three separate funds. This will enable comparisons with other Local Government Areas, as some may not have Water and Sewerage functions. Also, the three funds have different revenue structures; therefore the separation allows for a more accurate assessment of the long term financial sustainability of each fund. Council exercises its water supply and sewerage functions under Division 2 Part 3 Chapter 6 of the Local Government Act 1993 as business groups of Council. Both the water and sewer operations are designated as Category 1 Business Units (i.e. the annual gross operating income is greater than $2 million). As such, the operations funds are subject to Competitive Neutrality Guidelines and the water and sewer businesses are subject to the same corporatisation principles as State Government business activities. This requires the businesses to apply full cost attribution, including tax equivalent regime payments and to operate within the same regulatory framework as private businesses. Pricing structures reflect these requirements, including an appropriate rate of return from the business. Water and sewerage income is derived from annual charges and charges for use. Other major income is from grants under the Country Towns Water Supply and Sewerage Program and from developer income, also referred to as Section 64 income. Water and Sewerage capital works may also be funded through loan borrowings.

In developing the 2012/13 – 2021/22 Long Term Financial Plan the following Council policies have been taken into account:

Loan Borrowings In recent years Council has increased the use of borrowings as a source of funding major Water and Wastewater infrastructure to satisfy the community’s needs for the future. Council has pursued an active strategy of reducing the burden of funding on the current generation and increasing the need for future generation to fund the services they will use. This has been achieved by borrowing funds rather than utilising current funds, on the basis that future generations will enjoy the benefit of the assets. Debt is therefore generally viewed as a methond of more fairly spreading capital cost to deliver intergenerational equity. Council follows the following guidelines in relation to debt:

• Debt financing is only to be used for clearly identifiable major projects and the Capital Works Program

• Debt finance will not be used to meet operational shortfalls • The period of repayment of debts should not exceed the period over the benefit of project or the

life of the asset • The Council general debt service ratio shall not exceed the lower level of the Department of Local

Governments benchmark of 10% • The principal of intergenerational equity is supported in respect of the contribution to the funding

of major projects, the benefits of which will be shared by future generations • Loans shall only be raised after taking into consideration known specific capital funding

arrangements and when raised shall only fund the specific project or purpose approved


PROPOSED LOAN BORROWINGS 2012/13 TO 2021/22 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22

General Fund

Sec 94 Adventure Park 1,300,000

Wastewater Fund

South Bowenfels 750,000

Doctors Gap 500,000 500,000

Cullen Bullen 1,600,000 1,600,000

Portland Sewerage Treatment Plant 4,068,000 4,068,000

Cash & Investments

Policy 8.2 Investments The general objective of the Investment Policy 8.2 is to maximize investment income under the constraints of investment security at all times. This will ensure the continued support of current and future borrowing programs and also maintain satisfactory relationships with creditors and financial institutions. The objective of Councils Investment Policy is to maximize investment income under the policy to ensure the investment is secure at all times. Council funds that are not immediately required for any other purpose are to be invested. Sufficient money is to be retained in the operating account to meet ongoing commitments. The Ministerial Investment Order, Section 625 of the Local Government Act 1993 prescribes how and in what instruments the Council may invest. Council has adopted Investment Policy 8.2 on 13 February 2012 which is consistent with the provisions of the following: • Local Government Act 1993 - Section 625 • Local Government Act 1993 - Order dated 12 January 2012 • Local Government (General) Regulation 2005 • Trustee Amendment (Discretionary Investments) Act 1997 Section 14A(2), 14c(1) & (2)

Acquisition & Disposal of Property Policy 1.3 Acquisition & Disposal of Property has the following objectives: • To facilitate effective management of the Councils property assets • To establish principles of equity and transparency in Councils property dealings • To ensure that all dealings in property matters relate to Council owned property or property

acquisitions by the Council are handled within legislative requirements • To support the objective of generating alternative / additional forms of income through property

development / investment • To facilitate local business activity including tourism where appropriate The intention of the policy is to ensure that property that is not required and / or not producing a satisfactory return can be dealt with to assist Council in achieving its Long Term Financial viability.


Cash Reserves (Restricted Assets) Council currently holds a number of Cash Reserves or Restricted Assets, for both internal and external purposes. The amount held as externally restricted reserves was $7,136,000 as at 30 June 2011 ($16,351,000 30 June 2010). The reserves are subjected to a number of external restrictions, meaning that the Council can only use them for the purpose for which they were provided by an external body such as Section 94 funds, domestic waste management, water and wastewater. An amount of $4,655,000 at 30 June 2011 ($5,320,000 30 June 2010) has been indentified for internally restricted purposes and these are not subject to external control. For example plant replacement, employees leave entitlements, building improvements etc.

Externally Restricted Reserves

Developer Contributions Contributions received from developers pursuant to Section 94 of the Environmental Planning and Assessment Act must be held as an externally restricted reserve until they are spent on the purpose for which they were paid.

Unexpended Loans An externally restricted reserve maintained to hold balances of loans raised but not yet expended on the purpose for which they were raised.

Roads and Maritime Services Contributions An externally restricted reserve to hold the balance of Roads and Maritime Services (formerly known as the RTA) funds for specific works but not yet expended

Unexpended Grants An externally restricted reserve to hold specific purpose grants received but not yet expended for the purpose for which they were received

Domestic Waste Management Council is required to maintain an externally restricted reserve to hold the surplus between revenue and expenses for domestic waste in any particular year. A deficit in domestic waste management operation, in a particular year, is also subsequently funded from this reserve. Legislation does not permit subsidisation of domestic waste operations to or from the general fund. It is also necessary to accumulate a balance in the Reserve to meet planned items of major expenditure in the future.

Water & Wastewater Lithgow Council has responsibility for water and sewerage services for the Lithgow local government area and similar to the Waste Reserve Council holds the surplus between revenue and expenses for both funds in any particular year. Any deficit in operations in a particular year is subsequently funded from the reserve as legislation does not permit subsidisation of water and wastewater operations to or from the


general fund. It is also necessary to accumulate a balance in the Reserve to meet planned items of major expenditure in future years.

Internally Externally Restricted Reserves

Employees Leave Entitlements An internally restricted reserve is maintained to partially fund Council’s liability for annual and long service leave. The reserve allows for all leave entitlements of employees 58 years and older and 25% of the leave entitlement due to all other employees. The reserve is adjusted annually in line with the General Purpose Financial Reports.

Plant Replacement A Plant Replacement, internally restricted, reserve is maintained to fund heavy plant and vehicle acquisitions. The level of the reserve is based on a number of factors including the quantity and type of the fleet and its schedule for replacement.

Works in Progress – Carried Over from Previous Year An internally restricted reserve is held, at balance date of 30 June, of any funds approved to carry over to the next financial year. This allows for the project to be funded in that year.

Domestic Waste Management An internally restricted reserve accumulated from surpluses derived from waste operation in previous years. The reserve funds are used to fund any deficits within the domestic waste management operations, future significant improvements, tip operations, tip closures and remediation works.

Building Improvements A Building Improvement reserve is maintained to allow for new Council owned buildings and asset renewals. The level of the reserve is based on a number of issues including the approved schedule of capital works and regular maintenance.


Projected Income and Expenditure Projected Income and Expenditure Statement for the period 2012/13 - 2021/22

Budget 2012/13

$'000

Projected 2013/14

$'000

Projected 2014/15

$'000

Projected 2015/16

$'000

Projected 2016/17

$'000

Projected 2017/18

$'000

Projected 2018/19

$'000

Projected 2019/20

$'000

Projected 2020/21

$'000

Projected 2021/22

$'000

Income from Continuing Operations Rates and Annual Charges 18,119 18,587 19,438 20,004 20,588 21,189 21,605 22,446 22,858 23,563 User Charges and Fees 8,993 9,243 8,957 9,499 9,776 10,061 10,355 10,657 10,969 11,290 Interest and Investment Revenue 670 603 640 633 844 696 694 718 790 814 Other Revenues 196 202 208 214 221 227 234 241 249 256 Grants and contributions - Operating 6,129 6,322 6,511 6,707 6,907 7,114 7,328 7,547 7,773 8,006 Grants and contributions - Capital 2,613 2,012 1,512 3,552 2,377 5,072 3,849 1,708 1,921 3,626 Total Income from continuing operations 36,720 36,969 37,266 40,609 40,713 44,359 44,065 43,317 44,560 47,555

Expenses from Continuing Operations Employee costs 13,902 14,401 14,746 15,198 15,611 16,059 16,548 17,035 17,502 18,026 Borrowing costs 1,308 1,451 1,349 1,404 1,392 1,366 1,328 1,295 1,185 1,156 Materials and Contracts 9,184 9,560 8,656 9,721 10,186 12,738 10,521 10,967 12,254 12,469 Depreciation 9,548 9,985 10,337 10,591 10,889 11,195 11,512 11,837 12,172 12,518 Other Expenses 4,424 4,557 4,694 4,835 4,980 5,129 5,283 5,442 5,605 5,773 Total Expenses from Continuing Operations 38,366 39,954 39,782 41,749 43,058 46,487 45,192 46,576 48,718 49,942 Net operating result for the year -1,646 -2,985 -2,516 -1,140 -2,345 -2,128 -1,127 -3,259 -4,158 -2,387 Net operating result for the year before grants and contributions provided for capital purposes. -7,775 -9,307 -9,027 -7,847 -9,252 -9,242 -8,455 -10,806 -11,931 -10,393


Projected Balance Sheet Projected Balance Sheet for the period 2012/13 - 2021/22

Budget 2012/13

$'000

Projected 2013/14

$'000

Projected 2014/15

$'000

Projected 2015/16

$'000

Projected 2016/17

$'000

Projected 2017/18

$'000

Projected 2018/19

$'000

Projected 2019/20

$'000

Projected 2020/21

$'000

Projected 2021/22

$'000 ASSETS Current Assets Cash and cash equivalents 15,392 16,606 17,247 19,073 20,829 19,785 18,083 16,582 19,263 22,089 Investments 2,581 2,671 2,764 2,861 2,961 3,065 3,172 3,283 3,398 3,517 Receivables 3,826 3,940 4,059 4,180 4,306 4,435 4,568 4,705 4,846 4,992 Inventories 788 812 836 861 887 914 941 969 999 1,028 Other 103 106 109 112 116 119 123 127 130 134 Total Current Assets 22,690 24,135 25,015 27,087 29,099 28,318 26,887 25,666 28,636 31,760 Non-Current Assets Inventories 401 413 425 438 451 465 479 493 508 523 Property, plant and equipment 375,320 383,398 390,657 400,666 409,883 423,635 436,837 444,586 452,166 462,018 Total Non-Current Assets 375,721 383,811 391,082 401,104 410,334 424,100 437,316 445,079 452,674 462,541 Total Assets 398,411 407,946 416,097 428,191 439,433 452,418 464,203 470,745 481,310 494,301 LIABILITY Current / Non Current Liabilities Payables 6,313 6,503 6,698 6,899 7,106 7,319 7,539 7,765 7,998 8,238 Borrowings 20,296 19,609 18,385 18,706 17,832 18,054 16,513 15,410 14,742 15,730 Provisions 9,752 10,044 10,346 10,656 10,976 11,305 11,644 11,993 12,353 12,724 Total Liabilities 36,361 36,156 35,429 36,261 35,914 36,678 35,696 35,168 35,093 36,692 Net Assets 362,050 371,790 380,668 391,930 403,519 415,740 428,507 435,577 446,217 457,609 EQUITY Retained earnings 242,059 239,074 236,558 235,418 233,073 230,945 229,818 226,559 222,401 220,014 Revaluation reserves 119,991 132,716 144,110 156,512 170,446 184,795 198,689 209,018 223,816 237,595 Total Equity 362,050 371,790 380,668 391,930 403,519 415,740 428,507 435,577 446,217 457,609


Projected Cash Flow Projected Cash Flow Statement for years ended 30 June 2012/13 - 2021/22

Budget 2012/13

$'000

Projected 2013/14

$'000

Projected 2014/15

$'000

Projected 2015/16

$'000

Projected 2016/17

$'000

Projected 2017/18

$'000

Projected 2018/19

$'000

Projected 2019/20

$'000

Projected 2020/21

$'000

Projected 2021/22

$'000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts Rates and Annual Charges 18,119 18,587 19,438 20,004 20,588 21,189 21,605 22,446 22,858 23,563 User Charges and Fees 8,993 9,243 8,957 9,499 9,776 10,061 10,355 10,657 10,969 11,290 Interest and Investment Revenue 670 603 640 633 844 696 694 718 790 814

Other Revenues 196 202 208 214 221 227 234 241 249 256 Grants and contributions - Operating 6,129 6,322 6,511 6,707 6,907 7,114 7,328 7,547 7,773 8,006 Grants and contributions - Capital 2,613 2,012 1,512 3,552 2,377 5,072 3,849 1,708 1,921 3,626 Payments Employee costs -13,902 -14,401 -14,746 -15,198 -15,611 -16,059 -16,548 -17,035 -17,502 -18,026 Borrowing costs -1,308 -1,451 -1,349 -1,404 -1,392 -1,366 -1,328 -1,295 -1,185 -1,156 Materials and Contracts -9,184 -9,560 -8,656 -9,721 -10,186 -12,738 -10,521 -10,967 -12,254 -12,469 Other Expenses -4,424 -4,557 -4,694 -4,835 -4,980 -5,129 -5,283 -5,442 -5,605 -5,773 Net cash provided (or used) in operating activities 7,902 7,000 7,821 9,451 8,544 9,067 10,385 8,578 8,014 10,131 CASH FLOWS FROM INVESTING ACTIVITIES Receipts Sale of investments 370 -584 -2,164 Sale property, plant & equipment 298 308 319 330 342 354 366 378 392 405 Payments Purchase of Investments -571 -1,780 -1,128 -882 -4,888 -875 -2,363 Purchase property, plant & equipment -8,754 -8,078 -7,259 -10,009 -9,217 -13,752 -13,202 -7,749 -7,580 -9,852 Net cash provided by (or used in) investing activities -9,027 -7,770 -8,720 -10,807 -8,875 -13,398 -13,718 -12,259 -8,063 -11,810


CASH FLOWS FROM FINANCING ACTIVITIES Receipts Borrowings and Advances 1,250 500 0 1,600 465 1,663 0 0 384 2,084 Other -1,140 -1,187 -1,224 -1,279 -1,339 -1,441 -1,541 -1,103 -1,052 -1,096 Net cash provided by (or used in) financing activities 110 -687 -1,224 321 -874 222 -1,541 -1,103 -668 988 Net increase/(decrease) in cash and cash equivalents -1,015 -1,457 -2,123 -1,035 -1,205 -4,109 -4,874 -4,784 -717 -691 Cash and cash equivalents at beginning of period 13,826 15,392 16,606 17,247 19,073 20,829 19,785 18,083 16,582 19,263


Projected Key Performance Indicators Key Performance Measures for years ended 30 June 2011/12 - 2021/22

Budget 2012/13 $'000

Projected 2013/14 $'000

Projected 2014/15 $'000

Projected 2015/16 $'000

Projected 2016/17 $'000

Projected 2017/18 $'000

Projected 2018/19 $'000

Projected 2019/20 $'000

Projected 2020/21 $'000

Projected 2021/22 $'000

Debt Service Ratio (%) Reduce DSR to less than 5% by 2021/22 6.67 7.14 6.9 6.61 6.71 6.33 6.51 5.54 5.02 4.74 Asset renewal ratio Maintain asset renewal ratio to annual depreciation 92 81 70 95 85 123 115 65 62 79


Workforce Strategy 2012-2016Draft for Public Consultation

The Lithgow City Council Draft Workforce Strategy– Our Place…Our Future was adopted by Lithgow City Council for public exhibition at its Ordinary Meeting of Council held on 23 April 2012 (Resolution Number 12-XXX).


TABLE OF CONTENTS Introduction ................................................................................................................... 3 ........................................................................................................................................ 3 An Effective Workforce Strategy ................................................................................... 4 Lithgow City Council’s Workforce Planning ................................................................. 4 About the 2012-2025 Workforce Strategy ................................................................... 5 Workforce Planning Challenges ................................................................................... 6

Operational Expenditure - Cost of Employment ................................................... 6 Workforce Demographics ....................................................................................... 7 Length of Service ...................................................................................................... 8 Skills Shortage ........................................................................................................ 10 Turnover .................................................................................................................. 10 Attraction and Retention Capacity of Council ..................................................... 11 Increased Reliance on External Contractors ........................................................ 11 Service Planning - Culture change required for integrating the focus and purpose of the business ........................................................................................ 12 WH&S - Culture change required to increase accountability and reduce costs.................................................................................................................................. 12 Increase in Compulsory Superannuation Levy ................................................... 12 Award Salary Increases .......................................................................................... 12 Government Legislation for National Employment Standards ......................... 13 Changes in Legislation for Accreditation............................................................. 13 Destination 2036 .................................................................................................... 13 Changes in Service Levels in Response to Community Priorities ...................... 13

2011-2021 Workforce Planning Objectives ................................................................ 14 Strategic Aim .......................................................................................................... 14 2012-2025 Workforce Planning Objectives ......................................................... 14

Workforce Strategy 2012-2025 Action Plan .......................................................... 20 2012-2016 Delivery Program- Human Resource Response ....................................... 26

Workforce Qualifications Analysis ........................................................................ 30 Workforce Diversity ............................................................................................... 30 Changes in Workforce Requirements 2012-2016 ............................................... 30 Our Organisation .................................................................................................... 31 Workforce response by Council Service ............................................................... 36

Best practice Human Resource Management ............................................................ 41 Strategic Human Resource Planning .................................................................... 41 Attraction and Retention ....................................................................................... 41 Policy Development in Human Resource Management .................................... 42 Workplace Relations .............................................................................................. 42 Recruitment and Selection .................................................................................... 43 Learning and Development .................................................................................. 43 Performance Management ................................................................................... 44 Risk Management................................................................................................... 44 Work Health and Safety ......................................................................................... 45 Payroll and Remuneration Services, including Human Resources Information Systems ................................................................................................................... 45

Introduction The Integrated Planning and Reporting reforms recently adopted by the State Parliament require all Council’s in NSW to adopt a strong sustainability focus with at least a 10 year strategic business planning framework relative to their Local Government Areas and the activities of their Councils. At the 23 November 2009 Council Meeting Lithgow City Council resolved that “the Council formally nominate as a Group 3 Council for implementation of the Integrated Planning and Reporting reforms” (Min Number 09-507). This will require the adoption of a Community Strategic Plan, Resourcing Strategy, Delivery Program and Operational Plan by 30 June 2012. Lithgow City Council’s Integrated Planning and Reporting Framework acknowledge the importance of engaging with the community to develop and implement a perpetual cycle of plans and strategies which adapt to the changing environment in which we live. The Community Strategic Plan 2025 is one such plan, evolving from the Strategic Plan 2007, yet retaining its integrity and vision for the Lithgow local government area. The purpose of a strategy for resourcing the community strategic plan is to ensure the community’s ideas and aspirations for the future are realistically achievable. The resourcing strategy must be underpinned by a Long Term Financial Plan, a Strategic Asset Management Plan, and a Workforce Strategy. In the context of these reforms, the purpose of the 2012 - 2025 Workforce Strategy together with the Long Term Financial Plan and Strategic Asset Management Plan, aims to ensure the objectives of the community strategic plan are met.

An Effective Workforce Strategy According to the Integrated Planning and Reporting Guidelines, an effective Workforce Strategy aims to provide the people best able to inform the Council’s strategic direction developing innovative approaches to complex issues and delivering appropriate services effectively and efficiently. Workforce planning is the process of identifying current and future staffing needs. It focuses on retaining existing staff as well as attracting new employees to ensure that Council has the right number of people, with the right skills in the right jobs at the right time, now and in the future. The development of an effective Workforce Strategy enables the Council to focus on the medium and the long term and provides a framework for dealing with immediate human resource challenges in a consistent way. An essential element of the Council’s workforce management planning is that it must address the human resources requirements of the Council’s Delivery Program.

Lithgow City Council’s Workforce Planning This will be the first Workforce Strategy to be put in place at Lithgow City Council. The purpose is to ensure that strategies are put in place to shape the workforce and provide the capabilities to deliver Council’s Community Strategic Plan vision and objectives. Our Workforce strategies will both enhance the effectiveness of the workforce overall and attract, recruit, develop, retain and re-engage valued and skilled employees.

Develop

Retain

Attract

Re-engage

Our workforce planning will compliment and enhance the effectiveness of our existing strategies, policies and practices in the ‘core’ areas of:

Human Resource Management Industrial Relations Workplace Health and Safety Training and Development Workers Compensation Management.

Our workforce planning is directed to achieve the following outcomes:

1. Staff development and retention through leadership and engagement, training and development, and career management.

2. Recruitment and development of employees to meet future business needs. 3. Optimum staffing costs, employment levels and productivity. 4. Timely responses to new and changing skills demands through forecasting, specific

training and/or recruitment. 5. Positioning Council as an employer of choice and identifying future business

directions and workforce needs.

About the 2012-2025 Workforce Strategy The 2012-2025 Workforce Strategy is presented in the following four sections:

1. Workforce Planning Challenges - where are we now? 2. 2012-2025 Workforce Planning Objectives - where do we want to be? 3. 2012-2016 Delivery Program - Humans Resource response - what human resources

will we provide? 4. Best Practice Human Resource Management - how will we get there?

The Workforce Strategy describes where Lithgow City Council is today in terms of its workforce, where the Council wants to be and the action that must be taken to achieve the organisation’s workforce planning and human resources management objectives. It provides a framework for aligning decisions about human resources (such as recruitment, development, internal deployment etc.) with outcomes, goals and strategies in our Community Strategic Plan. It takes into account current information, the economic factors and the 2012-2026 Service Aims and Actions identified in Council’s 2012-2016 Delivery Program and 2012-2013 Operation Plan. The strategy reviews the Council’s human resources capacity and capability as an organisation, both in the way it relates to and delivers services to the community and in its position to become an employer of choice in an increasingly competitive employment market. The focus of the Workforce Strategy is to fundamentally review the Council’s current approach to Human Resource (HR) Management and to set the strategic Human Resource agenda for Council’s sustainable future over the next ten years. The key driving influences in developing the Workforce Strategy are to:

Ensure the Council has in place the necessary human resources to achieve the community’s ideas and aspirations or the future, while at the same time;

Contribute to addressing the financial imperatives facing council. The financial pressures facing the Council over 2012-2025 are that its costs (in particular employment costs) are continuing to rise faster than income, there are increasing community expectations in terms of service levels and there will be additional capital expenditure and resources needed over the next ten years to improve the condition of the Council’s ageing assets. Therefore the strategic focus of the Workforce Strategy needs to respond to the

Community Strategic Plan 2025, Delivery Program and Long Term Financial Plan, particularly in relation to employment costs and required skills. The Strategy sets out the issues, evidence and strategies required to deliver a sustainable Lithgow Council workforce, capable of maintaining high quality services for our community over the next four years. The aim of the Strategy is to set targets and develop strategies to facilitate recruitment in areas of known shortages and at the same time put in place strategies to retain existing staff. It also aims to influence how our workforce is educated, trained and developed into the future, aligning with Our Place…Our Future Community Strategic Plan 2025 with the right people to ensure that the job gets done.

Workforce Planning Challenges The Council’s ability to put in place the necessary workforce to achieve the community’s aspirations for the future is affected by several internal and external factors. These factors have the potential to impact on the organisation’s capacity to supply the right workforce at the right time to deliver the Community Strategic Plan 2025 and the Delivery Program 2012-2016. The internal and external factors impacting on the internal supply of the workforce include:

Internal Factors 1. Operational expenditure - cost of employment 2. Workforce demographics 3. Length of service 4. Skills shortage 5. Turnover 6. Attraction and retention capacity of Council 7. Increased reliance on external contractors 8. Service planning, culture change required for integrating focus and purpose of the

business 9. Work, Health and Safety (WH&S) - culture change required to increase accountability

and reduce costs

External Factors 1. An increase in the Compulsory Superannuation Levy 2. Award salary increases 3. Government legislation for National Employment Standards 4. Changes in legislation for Accreditation 5. Changes in service levels in response to community priorities

Operational Expenditure - Cost of Employment In order to meet its obligations to the community in the future, it is important for the Council to manage operational expenditure including its employment costs. The Council’s 2012-2022 Long-term Financial Plan indicates that if the status quo remains after factoring in all known changes, employment costs will continue to rise at 0.7% above inflation. The trends below provide some insight into employment costs as a % of revenue from rates. Over 2006 to 2010:

Employment costs increased by 24.4% Rates Revenue increased by 27.62% Employment costs as a % of rates revenue decreased from 71.35% to 67.44%

When employment costs are considered as a % of expenditure (excluding capital expenditure), the Council’s strategies to increase income from other sources other than rates and to constrain employment costs through multi skilling, increased flexible work arrangements and consideration of vacancies shows some impact with employment costs as a

% of all expenditure decreasing from 3.39% to 2.63%. Whilst these employment costs have been reduced, such things such as unplanned reduction in staff can impact on the level of service the Council is able to provide to the community. The table below shows the trend in employment costs as a % of total expenditure from 2005-06 to 2009-2010 which averages at approximately 39.9%. Trend in employment costs as a % of total expenditure from 2005-2006 to 2009-2010

Historical Employment CostsActual 2007/08 2008/09 2009/10 2010/11

Employment costs $10,389,000 $11,711,000 $12,311,000 $12,816,000

Total Expenses from Continuing Operations $25,410,000 $30,745,000 $30,269,000 $35,236,000

Employment Costs as a % 41% 38% 41% 36%

Actual Employment Costs % increase 9% 11% 5% 4% The table below shows that for the period 2005-2006 to 2009-2010 year allowable Full Time Equivalent’s has decreased and the actual Full Time Equivalent’s for this period reduced by 5%. We can see that the savings were made by delayed recruitment and not filling all vacancies.

06/07 07/08 08/09 09/10 10/11

FTE including Vacancies / Allowable FTE

196 196 210

209 TBA

FTE at y/e 170 173 182 186 189 Council also needs to take into consideration the additional costs associated with advertising. With the inability to attract employees for the critical roles such as Town Planners and Engineers etc, Council is finding the need to advertise further a field. The need to look at the way in which we advertise and where requires review. Advertising may cost more on the outset; however we would possibly save from not having to advertise numerous times for the same positions. Other costs could be the need for additional equipment such as more laptops and mobile phones to allow staff to be able to work from home.

Workforce Demographics Research provided by the community profile (profile.id – www.lithgow.nsw.gov.au – Community Profile) indicates the main demographic process taking place among Lithgow residents is that of ageing. Census data shows that between 2001 and 2006 all age groups less than 50 years of age in the City declined in number, while all those over 50 years of age increased, particularly the group between 50 and 65 years of age. There is a particularly large decline in the 18-24 year age group already apparent in the City and this trend is expected to continue into the future. Lithgow City Council is one of the largest employers in the area, with 85% of its current workforce recruited from the Local Government Area and the Census findings are reflective of the Council’s existing workforce. The age demographics across Councils’ workforce indicate

that 65% of Council’s employees are over 45 years of age with 14% of this group over 55 years of age. (See figure below).

Total Workforce - Age Groupings

16%

11%

10%

11%22%

16%

7%

6% 1%

<3030-3536-4041-4546-5051-5556-6061-6566+

Age Demographics of the Council’s Workforce as of June 2010 as per Technology One Payroll System

This demographic profile impacts on the internal labour supply because there is a diminishing supply of younger employees and the workforce is ageing. As the baby-boomer generation continues to exit the workforce, the Australian labour market of the next 20 years has already been born and it is short on both numbers and skills. The ageing workforce will require strategies for both employee succession and continuing participation of older workers. The pressure to boost workforce participation and global competition for talent are having an impact across most employment markets. It is inevitable that employment demographics will change as organisations attempt to address the challenges presented by the different cultures of baby boomers and generations X and Y types, along with the demand for more flexibility and work life balance options. Lower fertility rates combined with “baby boomers” progressively exiting the workforce, putting Australia’s workforce on a relatively downward trend. Retaining the 18-24 age group is critical in maintaining a more sustainable workforce in Council and a more diverse and sustainable Lithgow community. Younger workers are critical to a sustainable Council. Programs targeted at ensuring a diverse workforce are essential. Council’s workforce is predominately male, making up 59% of the workforce, whilst women make up 41%. Most of the females employed at Council are employed with the indoor workforce, with only 7 permanent staff members being employed with our outdoor operations staff. This has been consistent over the last 5 years.

With more women returning to the workforce after having children, it is critical that Council look at providing flexible working arrangements. Another option to consider is that of working from home. This allows staff to still maximise their position whilst still maintaining a work life balance.

Length of Service Linked to the concept of an ageing workforce is length of service. The length of service for the Council’s staff is longer than in other councils. This is likely to be the result of the regional

location of Council and people who are less able to move, or do not want to move, into other areas. Below is a graph detailing Length of Service with Lithgow City Council Workforce for the period July 2010 till June 2011. This information will be used to benchmark future workforce service length.

Years of Service 2010/2011

0

20

40

60

80

100

120

0-5 6-10 11-15 16-20 21-25 26-30 31-35

Years of Service

No

. of

Sta

ff

Male

Female

Employee Survey Results indicate the following intentions of the existing workforce in relation to their working career. Of the 157 employees who participated in the survey, 62% indicated that they intended to spend the rest of their working career with Council. 38% of employees do not expect to spend the rest of their working career with Council.

Retirement Plans

8%

9%

15%

14%

54%

0-2 yrs3-5 yrs6-10 yrs11-15 yrs15+ yrs

A workforce that has employees who have longer than average service can be seen as a plus for the Council in terms of capitalising on the investment in training and development and reduced recruitment costs. Council may look at phased retirement for aging employees nearing retirement or mentoring programs to utilise this aging workforce and to train up the next generations coming through.

Skills Shortage Maintaining relevant and required skills is essential to the ongoing effectiveness and performance of the organisation in serving the Lithgow community. This skills shortage is due to a number of factors including:

A reduction of number of students entering the relevant fields of study A reduction in courses available at Tertiary institutions Development of a private certification industry, increasing competition for staff Increase of complexity of the planning and development / building assessment

systems Superior salary packages from other councils and private businesses Changing generational expectations

The Council’s skills shortage is a critical issue that if left unaddressed will put at risk the organisation’s ability to achieve its objectives.

Turnover Staff turnover for the Council is in keeping with local government industry rates. Council’s turnover rate has been steady for the last five years. However, the ability to replace staff with fully trained and qualified employees in the critical areas of Council is of concern and is becoming more and more difficult.

Terminations from July 2004 - Dec 2010

15%

14%

11%

36%

9%

9%6%

01/07/04-30/06/0501/07/05-30/06/0601/07/06-30/06/0701/07/07-30/06/0801/07/08-30/06/0901/07/09-30/06/1001/07/10-31/12/10

Recruitment from July 2004 to Dec 2010

16%

9%

11%

19%

21%

18%

6%

01/07/04-30/06/0501/07/05-30/06/0601/07/06-30/06/0701/07/07-30/06/0801/07/08-30/06/0901/07/09-30/06/1001/07/10-31/12/10

The above graphs indicate LCC Staff turnover July 2004 to December 2010

There was a high turnover of staff during July 2007 and June 2008, which can be attributed to the restructure and also the result of a number of casual staff which had remained on the books for many years whilst not being utilised were terminated. The Council is not loosing staff at a rate that is of concern. However the implication of this is that any reduction in staff by natural attrition will be a significantly slower process than in other organisations, whose turnover is often higher. Council is also faced with the increased costs in advertising as the need to advertise further a field becomes more necessary. Whilst Council has a large pool locally to recruit for administration and labouring roles, we struggle in areas such as trades, plant operations, planners, engineers, IT roles etc and in many areas we are being forced to offer above the standard salary system rates to attract employees in critical areas. Information obtained from resignations and exit interviews indicate that the main reasons for employees to leave include:

Career Progression/Opportunities Better salaries/market competitiveness Personal changes Retirement

Attraction and Retention Capacity of Council Attracting the right people with the right skills is an important issue for the organisation. Maintaining market competitiveness is essential to ensuring we have the right people with the right skills at the right time. Council’s geographical location and demographic issues increase the competition for skilled employees. Maintaining market competiveness will have an impact on employment costs, through salary packages that reflect market rates and include market recognised incentives such as motor vehicles, flexible work practices and learning and development opportunities. Attraction, recruitment and retention strategies in order to develop a sustainable workforce must be based on what motivates people to join and stay with Council. Council needs to identify itself as a well-aligned employer of choice at key career stages i.e. to apprentices and trainees, graduates, mid career staff and mature candidates, and meet the respective employment needs of those groups.

Increased Reliance on External Contractors Reliance on short term contractors and casuals has not increased dramatically for Council; however it is likely to increase as it represents a more flexible work option for service areas to deliver on required services within constrained employment budgets. The positive result of this is the quick implementation of expertise into delivering a project, without long term employment costs. The negatives include lack of skill development of existing staff which has a spiralling negative impact through reduction of ongoing human resources capability. This may also impact on staff morale and Council’s ability to retain existing staff as their career progression opportunities become limited. An additional negative impact is the possible masking of employment costs by utilising external contractors which may not be considered as an employment cost but an operating cost. This will impact on managing staff and stricter controls on casual work and budget management of project funds may need to be addressed.

Service Planning - Culture change required for integrating the focus and purpose of the business The need for greater integration of the business through service planning has been reinforced during the process for achieving the Council’s commitment to the recent integrated planning and reporting reforms. In meeting the reform’s requirements, considerable progress has been made in creating a cross functional culture between Finance, Assets, Human Resources and Corporate Strategy staff. The need for integrated service planning is further reinforced as the business is being re-engineered to address its financial and assets challenges while continuing to provide satisfactory and affordable service levels to meet community expectations. Initial service planning has emphasised the need for a cross functional culture in which better integration of business systems provides the best information to decision makers quickly and efficiently. Such systems integration has the potential to increase the quality and availability of integrated business data and avoid much of the costly duplication of staff time and effort currently occurring. Workforce planning is now an essential, legislatively required component of integrated planning and reporting. A cross functional, integrated service planning culture change led at the executive level, will be supported through workforce planning and guided by best practice Human Resource Management. It is necessary that the appropriate culture supports the successful implementation of the integrated planning approach and the service matrix approach. A culture of collaboration as opposed to competition is required. This will require a cooperative team based focus across services supported by strong communication and integrated systems support.

WH&S - Culture change required to increase accountability and reduce costs With an ageing work force there is a risk of an increase in Council’s Workers Compensation premium. A cultural change is required including increased accountability across the organisation and management skill development. Council already has in place vaccinations for staff and an Employee Assistance Program. It has undertaken programs such as skin cancer checks, however the need to look at other programs such as QUIT programs for smokers etc may contribute to a healthier workforce. Another implication of culture change is that with a gradual increase of staff working from home Council is required to ensure that those staff are set up ergonomically correct and that the proper equipment and work area is available to allow them to work safely. Inspections of this area would be required.

Increase in Compulsory Superannuation Levy It is anticipated that the Compulsory Superannuation Levy may rise to between 12% and 15%, which will have a significant impact on employment costs - between 3% and 6% over 10 years.

Award Salary Increases Based on the continued provision of Council’s current service and works programs on the current basis, workforce resources will be maintained at current levels and subject to (primarily) award based salary and wage cost adjustments. As per the recent adoption of the Local Government State Award 2010 which is effective from November 2010, there will be a required a salary increase each year of:

2.6% (min $19) from 1 November 2010 2.15% (min $17) from 1 July 2011

3.25% (min$23) from 1 July 2012 3.25% (min$23) from 1 July 2013

If this occurs it leaves little opportunity for the projected increases in employment costs over the next ten years to allow for any thing else other than the award increase. It is very unlikely that increases in workforce costs will be limited to CPI or Award based indexation, given the continuing growth of our population and the provision of new facilities and services. Council is also being forced to offer market components above the current salary system rate to attract employees into those critical roles such as building and development and engineering.

Government Legislation for National Employment Standards Effective 1 January 2010, the Federal Government introduced the National Employment Standards which sets out 10 minimum standards required for all modern awards. The minimum standards are largely covered by the Local Government State Award. However there is more support for employee flexibility in the standards.

Changes in Legislation for Accreditation Recent changes to the accreditation process for Building Surveyors are creating uncertainty within the industry. It is clear that a phased approach to staff attaining appropriate accreditation through training will be required and this will have an impact on employment costs. The new accreditation requirements also impact our market competiveness, with the reduction in advantages for working with Council as opposed to private practice or the likelihood of having to offer a higher salary to attract staff with a higher level of accreditation. An impact on our employment costs and staff retention in this area can be expected. This is significant issue for key professional groups within Council which already has been identified as a critical skills shortage area.

Destination 2036 The Division of Local Government has developed a draft action plan for Local Government: Destination 2036 contains four key service delivery initiatives that provide direction for Council’s Workforce Planning:

1. Resource sharing and cooperation. 2. Employer of choice. 3. Innovation. 4. A range of operating frameworks for service delivery.

Changes in Service Levels in Response to Community Priorities The Council is committed to undertaking significant community engagement to determine resident’s priorities in relation to services and service levels. A challenge for Council is to deliver affordable services at levels the community considers are satisfactory, and which are supported by sustainable financial, asset and human resource planning. In response to needed changes in services, Council must ensure that a full impact analysis is conducted to determine a whole organisation affect on FTE, budget and asset implications.

2011-2025 Workforce Planning Objectives

Strategic Aim The aim of the Council’s Workforce Strategy over 2012-2025 is to build an appropriately skilled, flexible and affordable workforce that addresses the human resource requirements of the Council’s Delivery Program and achieves the community’s priorities identified in the Community Strategic Plan 2025. The focus of Councils 2012-2025 Workforce Strategy will include:

Delivery of Our Place…Our Future Community Strategic Plan – long term. Achievement of outcomes and outputs identified in Council’s 4 year Delivery Program

and 1 year Operational Plan. Building a highly skilled workforce by:

Developing an attraction and retention strategy Improving recruitment practices and processes. Training and development Increasing funded traineeships for new and existing workers. Developing work life balance employment conditions

Ensuring staff are utilised in the most efficient and effective manner by: Aligning job roles and position descriptions Providing organisational systems support. Coaching and mentoring. Collaboration with other councils. Increasing flexible working arrangements.

2012-2025 Workforce Planning Objectives Seven key actions have been developed, which will drive the Council’s strategic workforce planning over the next ten years as follows:.

1. To maintain a focus on sustainable organisational priorities striving to keep total employment costs in line with increases in income - “living within Our Means”

2. To ensure employment demographics meet the organisation’s future needs 3. Reduce skills gaps 4. To encourage a culture that supports a cooperative and productive work place 5. To encourage a culture that supports integration and cross functional collaboration

supported by integrated service provision and systems. 6. To comply with Council’s corporate identity 7. To review of Council’s current salary system

Within Our Place…Our Future Community Strategic Plan 2025, the Workforce Planning objectives have been included as actions in the Principle Activity Area of Responsible Governance and Civic Leadership. However, a number of the objectives also play a role in meeting the desired outcomes of actions identified within the Principle Activity Areas of Caring for Our Community and Strengthening Our Economy.


Planning Our Council A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future.

5.1 – Planning Our Council

5.1.1 – To ensure integrated corporate plans set the long term direction for the LGA and Council.

Workforce Strategy Action: Maintain a focus on sustainable organisational priorities, striving to keep total

employment costs in line with increases in income – “Living within our Means”. Encourage a culture that supports integration and cross functional cooperation that is

supported by integrated service provision and systems.

Our Council Programs A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future

5.2.2 – Communication

5.2.2.1 – To ensure effective communication between Lithgow City Council and the community.

Develop, monitor and implement Council’s internal and external communications.

Workforce Strategy Action:

Comply with Council’s Corporate Identity.

5.2.3 – Corporate Management

5.2.3.1 – To ensure the operations of the Council are managed to achieve identified outcomes.

Implement the Long-Term financial plan.

Manage Council’s statutory responsibilities.

Manage Council’s risk.

Develop financial and other alliances with other local Councils and CENTROC through partnerships and shared resourcing without losing autonomy.

Workforce Strategy Action:

Maintain a focus on sustainable organisation priorities, striving to keep total employment costs in line with increases in income – “Living within our Means”.

Encourage a culture that supports integration and cross functional cooperation that is supported by integrated service provision and systems.

Review current salary system and/or adopt a new effective wage and salary system to enhance overall performance of the organisation.

5.2. – Employer of Choice

5.2.5.1 – To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Maintain a focus on sustainable organisational priorities striving to keep total employment costs in line with increases in income - “living within Our Means”

Ensure employment demographics meet the organisation’s future needs

Reduce skills gaps Encourage a culture that supports a cooperative and productive work

place Encourage a culture that supports integration and cross functional

collaboration supported by integrated service provision and systems. Comply with Council’s corporate identity

Review current salary system and/or adopt a new effective wage and salary system to enhance overall performance of the organisation


Our Community Programs Working together to support, celebrate and expand the social and cultural diversity of our community. Whilst promoting healthy, active lifestyles in a safe environment

1.2.2 – Ageing Population

1.2.2.1 – To respond to the needs of an ageing population Implement the Ageing Strategy in terms of the following:

o Support seniors to prepare for ageing.

Workforce Strategy Action: Encourage a flexible approach to employment through the development and implementation of a

Work Life Balance Strategy, including a Phased Retirement Policy to support the transition to retirement and the transfer of the organisational knowledge to new staff through mentoring and skill development.



2.2.2 – Branding and Marketing

2.2.2.1 – To establish an effective integrated branding and marketing identity to promote Council, Tourism, Economic Development and the LGA.

Implement the Economic Development Strategy in terms of the following:

o Develop and implement an integrated and effective marketing and branding strategy for the Council, Tourism, Economic Development and the Local Government area.

o Strengthen brand identity. Workforce Strategy Action: Comply with Council’s Corporate Identity

2.2.3 – Business and Industry Development and Support.

2.2.3.1 – To expand Lithgow’s economic base and encourage local employment opportunities through the promotion and facilitation of business and industry development and support services.


o Advocate for the retention of existing employment and skills base.

Workforce Strategy Action: Ensure employment demographics meet the organisations future needs.

2.2.5 – Education and Training.

2.2.5.1 – To encourage and support learning opportunities in the LGA that aligns with our need for skilled workers and retention of young people and families..


o Lobby for increased range of education and training providers to support post secondary school and life long learning opportunities.

o Encourage participation of mature aged, long-term unemployed and school leavers in the workforce.

o Facilitate employment creation by encouraging school-to-work links.

Workforce Strategy Action: Ensure employment demographics meet the organisations future needs. Reduce skill gaps.

Community Strategic Plan – Principle Activity Area

5. Our Council

A Council that focuses on strong civic leadership, organisational development and effective governance with an engaged community actively participating in decision making processes affecting their future.

5.1 Planning Our Council Reference Desired Outcomes Our Actions Our Role Our Partners 5.1.1 To ensure integrated corporate

plans set the long term direction for the LGA and Council.

Review and monitor current plans and strategies including: Community Strategic Plan. Long Term Financial Plan. Strategic Asset Management Plan. Workforce Strategy. Delivery Program. Operational Plan. Develop and review Codes and Policies. Phased Retirement Policy. Develop and review operational Standard Working Procedures. Develop and monitor Risk Management Plans. Identify and develop new plans and strategies in line with the Council’s needs. Work Life Balance Strategy. Phased Retirement Policy. Leadership Development Strategy. Attraction and Retention Strategy. Ensure reporting on corporate matters are compliant with

Provider Local Community.

legislative requirements Quarterly reports. Annual report. End of Term Report. State of Environment Report. Provide input into State, Regional and Non-Government Organisation Plans and Strategies.

5.2 Our Council Programs


5.2.5 Employer of Choice

Reference Desired Outcomes Our Actions Our Role Our Partners 5.2.5.1 To build and develop a high quality

staff base so that Council is an employer of choice in Lithgow.

Implement the Workforce Strategy in terms of the following: To maintain a focus on sustainable organisational

priorities, striving to keep total employment costs in line with increases in income - “Living within Our Means”.

To ensure employment demographics meet the organisations future needs.

To reduce skill gaps. To encourage a culture that develops a cooperative

and productive workplace. To encourage a culture that supports integration

and cross functional cooperation that is supported by integrated service provision and systems.

To comply with Council’s Corporate Identity. To review current salary system and/or adopt a

new effective wage and salary system to enhance overall performance of the organisation

Provider Work Cover, Unions, Local Government and Shires Association, Statewide Mutual, Employees.

Workforce Strategy 2012-2025 Action Plan Community Strategic Plan Reference

Community Strategic Plan Desired Outcomes

Workforce Strategy Actions

Workforce Strategy Performance Indicators

5.1.1 5.2.3.1 5.2.5.1

To ensure integrated corporate plans set the long term direction for the LGA and Council. To ensure the operations of the Council are managed to achieve identified outcomes. To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Maintain a focus on sustainable organisational priorities, striving to keep total employment costs in line with increases in income - “Living within Our Means”. Develop and implement plans that reduce

employment costs to a sustainable level whilst community needs and demands are met.

Maintain total employment costs to within increases in income





1.2.2.1 2.2.3.1 2.2.5.1 5.2.5.1

To respond to the needs of an ageing population To expand Lithgow’s economic base and encourage local employment opportunities through the promotions and facilitation of business and industry development and support services. To encourage and support learning opportunities in the LGA that aligns with our need for skilled workers and retention of young people and families. To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Ensure employment demographics meet the organisations future needs. Encourage a flexible approach to employment

through the development and implementation of a Work Life Balance Strategy, including a Phased Retirement Policy to support the transition to retirement and the transfer of the organisational knowledge to new staff through mentoring and skill development.

Increase the number of women in the workforce and workforce diversity by ensuring effective EEO protocols and programs are integrated into the organisation.

Development of an Aboriginal Traineeship and a Disability Traineeship program.

Expand the Council’s traineeship and scholarship programs to retain young people in the community and support the diverse local economy and retain this talent where possible.

Develop initiatives that will lead to employment opportunities for the younger generation within the Lithgow Local Government Area now and the future.

% of younger people in the Council’s total workforce

% of diversity representation across the organisation





2.2.5.1 5.2.5.1

To encourage and support learning opportunities in the LGA that aligns with our need for skilled workers and retention of young people and families. To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Reduce skill gaps. Develop and implement a Leadership Development

Strategy to reduce skills gaps in strategic planning, leadership, mentoring and management including human resource management.

Work with local education providers to develop courses suitable to the organisations needs.

Number of staff who participate in programs Staff Satisfaction Survey – leadership Development of a mentoring program





5.2.5.1 To build and develop a high quality staff base so that Council is an employer of choice in Lithgow

Encourage a culture that develops a cooperative and productive workplace. Gain organisational ownership of the following Human resource principles: People are in a healthy and safe work environment People are properly trained, skilled and equipped to

do their jobs People are appropriately rewarded and perform

very well People share common goals and use a common

language to describe them People are helped to achieve their career and

personal goals that align with organisational objectives

The balance between work, life and family is given importance

Employees and management agree on accountabilities for performance

Diversity is respected and encouraged, staff are open to diversity

Employee numbers and skills are right for the job Managers are capable and manage effective

outcomes Employees and managers are supported by HR

policies, procedures and systems There is mutual respect and trust between

employees, managers and employee representatives

People are proud of the job they do and how well they do it

Staff Satisfaction Survey results Ability to recruit and retain the right staff Exit Interviews conducted





5.1.1 5.2.3.1 5.2.5.1

To ensure integrated corporate plans set the long term direction for the LGA and Council. To ensure the operations of the Council are managed to achieve identified outcomes. To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Encourage a culture that supports integration and cross functional cooperation that is supported by integrated service provision and systems. Integrate workforce planning and Human Resource

Planning and policy with long term financial planning and asset management planning.

Integrated Planning and reporting reform requirements for workforce planning are met

Implementation of reporting systems that support integrated planning

2.2.2.1 5.2.2.1 5.2.5.1

To establish an effective integrated branding and marketing identity to promote Council, Tourism, Economic Development and the LGA. To ensure effective communication between Lithgow City Council and the community. To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Comply with Council’s Corporate Identity. Ensure consistency of use of Council’s brand across

Council’s internal and external human resources communications.

All human resource programs and communications will be tied to this one consistent ‘brand’ which will consist of a logo, slogan and value proposition.

All council communications are consistent with the Branding and Marketing Strategy and Style Guide





5.2.3.1 5.2.5.1

To ensure the operations of the Council are managed to achieve identified outcomes. To build and develop a high quality staff base so that Council is an employer of choice in Lithgow

Review current salary system and/or adopt a new effective wage and salary system to enhance overall performance of the organisation.

Overall review of existing salary system; Identify strengths and weaknesses of existing

system; Retain the strengths in the new system and

develop strategies to address the weaknesses; Set up an interdivisional working party to carry

out the review to eliminate any cross divisional variations.

Consultation with staff and regular communication with all employees.

Development of a timetable to implement the system with due regard to Council’s financial restraints.

System implemented with due regard to Council’s financial restraints

2012-2016 Delivery Program- Human Resource Response The table below presents Council’s service response that drives the activities in the Delivery Program 2012-2016 and Operational Plan 2012-2013 with the aim of achieving the Desired Outcomes and Actions in Our Place…Our Future Community Strategic Plan 2025.



5.1 Planning for Our Council Community Strategic Plan Reference




5.1.1 To ensure integrated corporate plans set the long term direction for the LGA and Council.

Review and monitor Council’s Integrated Planning and Reporting Framework in terms of the following: Implement the Workforce Plan. Identify priority actions from

Workforce plan outcomes. Annual Organisational

Development Commence review of Workforce Plan in line with End of Term Report.

2015-2016 Organisational Development

Develop and review Codes and Policies. Develop and monitor Risk Management Plans.

Risk Management Plans developed to comply with legislative requirements.





5.2 Our Council Programs Community Strategic Plan Reference




5.2.3.1. To ensure the operations of the Council are managed to achieve identified outcomes.

Manage Council’s risk. Develop and implement risk management strategies in areas of corporate management to improve the annual score by 3% over 2011-2012.

Annual Organisation Development

5.2.5 Employer of Choice Community Strategic Plan Reference




5.2.5.1 To build and develop a high quality staff base so that Council is an employer of choice in Lithgow.

Implement procedures and practices which foster a desirable place to work.

Attract and recruit staff on merit in accordance with relevant legislation, procedures and the principles of equal employment and opportunity.


Provide salary, benefits and favourable working conditions in accordance with the relevant industrial legislation.


Conduct annual performance appraisals of staff by 31 October.


Recognise longer serving employees through the recognition of service procedure.


Conduct an Employee Opinion Survey.

$16,000 2012-2013 Organisational Development

Community Strategic Plan Reference




Commence design of a new Salary System:


Research design options for new Salary System.

In-house 2012-2013 Organisational Development

Implement new Salary System. In-house 2013-2014 Organisational Development

Provide a workplace that promotes the principles of equal employment and is free of discrimination.

Implement the equal employment opportunity management plan through: Communication of policies and programs. Collection and recording of appropriate information. Review of personnel practices. Evaluate and review.


Provide a safe and healthy workplace.

Implement, monitor and review the Work Health and Safety, Rehabilitation and Environment Management System: Internal audits undertaken for each quarter. Implement OHS Action Plan.


Provide access to external support and Counselling service through the Employee Assistance Program.


Provide relevant immunisations to appropriate staff against: Hepatitis A and B The Flu


Undertake 8 meetings of the Occupational Health and Safety Committee each year and implement activities identified.


Community Strategic Plan Reference




Undertake noise monitoring and hearing tests for employees: Testing undertaken on commencement and retirement of employment. Imperilment the triennial program for relevant employees.


Promote WHS within the workplace through Committee initiatives and staff newsletter.


Priority actions identified and implemented from the WHS Management System and Work practices External Audit.


Enhance the skills and knowledge of the workforce.

Implement the training plan with all identified training completed by 30 June 2010.


Prepare the draft training plan for 2013-2014 from training objectives identified in the annual performance appraisals of staff by 30 November.


Programs and materials for training purchased and within budget.


As at June 2010 the Council’s workforce resourcing the Delivery Program 2012-2016 comprised 186 actual Full Time Equivalents (FTE) with 209 being the allowable number of FTE”s. The spread of these FTE’s across the organisation can be seen in the figure below. This section presents the human resource response in terms of:

1. Workforce qualifications 2. Workforce diversity 3. Changes in Workforce requirements 2010-2013 4. Workforce response by Council service

Workforce Qualifications Analysis The figure below provides an overview of the makeup of the workforce by type of position that will resource the Delivery Program 2012-2016.

Workforce Classification

28%

5%

4%12%6%11%

24%

9% 1%

LabourersManagersProfessionalSpecialistSupervisorsTradesClerks/AdminPlant OperatorsTrainee

Lithgow City Council is a complex, multi faceted business that operates across a range of industry sectors; from libraries to construction services (roads and traffic) and recreation. To deliver these services we require a diverse workforce with a range of skills and qualifications involving specialist/technical occupations such as town planners and engineers and people to clean the streets and maintain the amenities of our area. We need to utilise our existing workforce and implement further learning and development programs.

Workforce Diversity As previously highlighted LCC has a diverse workforce with employees from a range of backgrounds, ages, social groups and physical and intellectual abilities that will deliver the Delivery Program 2012-2016. The diversity of our employees reflects that of our community and helps us to better relate to the needs of the community in terms of outcomes to be achieved. It also gives us ready access to a broad range of experience, ideas, knowledge and perspectives.

Changes in Workforce Requirements 2012-2016 During 2012 - 2016 Council will, as previously mentioned, continue reviewing and responding to identified human resources skill requirements in key areas including strategic asset management, building and development, information technology and engineering.

Our Organisation

Lithgow City Council is structured into four Divisions:

Executive Community and Strategy Environment and Development Operations

The services we provide include:

Asset Management Capital Works Community and cultural development Development assessment Environmental health and building control Recreation and open space management Urban Planning.

Our internal services include:

Customer services Finance and Accounts Human Resources and Organisational Development Risk Management Information Systems Document Management Governance

Workforce response by Council Service The following Tables present the Council’s workforce by Division and Department together with the human resource contribution by service aimed at delivering the Council’s Delivery Program 2012-2016 These Tables demonstrate the service matrix human resources response to achieving the organisations objectives over the next 4 years as detailed in the Delivery Program.

Executive

Department

Actual FTE’s as at 30 June 2011

Contribution to Services in the Delivery Program 2012-2016

Executive 5 Caring for our Community Our Community Programs Aboriginal, Cultural and Linguistically Diverse

Communities. Developing Our Built Environment Planning Our Built Environment Our Built Environment Programs Transport Enhancing Our Natural Environment Our Natural Environment Programs Air Responsible Governance and Civic Leadership Our Council Programs Civic Leadership Communication Customer Service

Finance 18.57 Responsible Governance and Civic Leadership Planning For Our Council Our Council Programs Corporate Management Customer Service

Organisational Development

4.9 Responsible Governance and Civic Leadership Planning For Our Council Our Council Programs Corporate Management Employer of Choice

Total 28.47

Community and Strategy

Department Actual FTE’s as at 30 June 2011



13.43 Caring for our Community Planning Our Community Our Community Programs Aboriginal, Cultural and Linguistically Diverse

Communities. Ageing Population Arts and Culture Children and Families Community Information Community Support Health Library Programs Safety Volunteering Youth Strengthening Our Economy Our Economic Growth Programs Arts and Culture Tourism Developing Our Built Environment Planning Our Built Environment Our Built Environment Programs Community Cultural Facilities Heritage Parks and Gardens Recreational Facilities Enhancing Our Natural Environment Planning Our Natural Environment Our Natural Environment Programs Air Climate Change

Internet Technology

4.6 Caring for our Community Planning Our Community Community Information Responsible Governance and Civic Leadership Planning For Our Council Our Council Programs Communication Information Systems Management

Tourism

3.95 Strengthening Our Economy Planning for Economic Growth Our Economic Growth Programs Branding and Marketing Tourism



Policy and Planning

3.86 Caring for our Community Planning Our Community Strengthening Our Economy Planning for Economic Growth Our Economic Growth Programs Arts and Culture Branding and Marketing Business and Industry Support Leadership and Communication Education and Training Local Environmental Planning and

Development Developing Our Built Environment Planning Our Built Environment Our Built Environment Programs Heritage Housing and Development Parks and Gardens Recreational Facilities Enhancing Our Natural Environment Planning Our Natural Environment Our Natural Environment Programs Climate Change Water Responsible Governance and Civic Leadership Planning For Our Council Our Council Programs Communication Local Environmental Planning and

Development

Total 25.84

Regional Services



Development 86.63 Caring for our Community Planning Our Community Our Community Programs Safety Strengthening Our Economy Planning for Economic Growth Our Economic Growth Programs Local Environmental Planning and

Development Developing Our Built Environment Our Built Environment Programs Community Commercial/Industrial Buildings

Heritage Responsible Governance and Civic Leadership Our Council Programs Local Environmental Planning and

Development Environment 23 Caring for our Community

Our Community Programs Regulatory/Compliance Programs Safety Developing Our Built Environment Planning Our Built Environment Our Built Environment Programs Environmental Health On-site Sewage Management Road Safety and Compliance Trade Waste Waste Infrastructure Waste and Recycling Enhancing Our Natural Environment Planning Our Natural Environment Our Natural Environment Programs Air Biodiversity Environment Protection and Leadership

Total 109.63

Operations



Operations 7.97 Caring for our Community Planning Our Community Our Community Programs Safety Youth Developing Our Built Environment Planning Our Built Environment Our Built Environment Programs Cemeteries Community Cultural Facilities Community Commercial/Industrial Buildings Cycleways and Walkways Parks and Gardens Recreational Facilities Road Safety and Compliance Transport Trade Waste Waste and Recycling Enhancing Our Natural Environment Planning Our Natural Environment Our Natural Environment Programs Biodiversity Water Responsible Governance and Civic Leadership Planning For Our Council Our Council Programs Corporate Management Plant and Equipment


5 Developing Our Built Environment Planning Our Built Environment Our Built Environment Programs Sewage Infrastructure Water Infrastructure Enhancing Our Natural Environment Our Natural Environment Programs Environment Protection and Leadership Water

Total 12.97

Best practice Human Resource Management With a clear understanding of the Council’s strategic direction and challenges, the next stage of the Workforce Strategy is to plan appropriate Human Resource actions which will move the organisation forward over 2012-2016. The scope of services provided by Organisational Development will implement the actions to achieve the organisation’s direction and overcome the identified challenges includes:

1. Strategic Human Resource Planning 2. Attracting and retaining Staff 3. Policy development in Human Resource Management 4. Workplace Relations 5. Recruitment and Selection 6. Training and Development 7. Performance Management 8. Enterprise Risk Management 9. Occupational Health and Wellbeing Programs 10. Payroll and Remuneration Services, including Human Resources Information Systems

Strategic Human Resource Planning The role of corporate Human Resource Management is to ensure that the Workforce Strategy objectives accurately reflect and are integrated with the strategic objectives and values of the organisation. To achieve this, a quantitative analysis of the internal and external operating environment of Lithgow City Council was undertaken, and included an internal review of the following organisational management reports, analysis of key performance trends and budget information.

Staff Satisfaction Survey Demographic Analysis Training Needs Analysis Council’s Budget 2012-2022 Long Term Financial Strategy 2012-2022 Strategic Asset Management Plan

In addition, key stakeholders in the organisation were consulted to ensure the Workforce Strategy addressed the needs of specific Groups to meet the skill requirements of future Delivery Program outcomes:

1. Executive Management Team (EMT)- monthly progress reports 2. Staff Consultative Committee - monthly meetings 3. Group Managers - individual meetings 4. Group – Corporate Management (CMT) meetings 5. Manager / Team leader sessions

Further involvement of Human Resources in integrated service planning will ensure the organisations 2012-2022 Service Objectives are achieved within the Council’s challenging operating environment.

Attraction and Retention Council is committed to attracting and retaining the right people with the right skills at the right time to achieve the organisation’s objectives. Developing an Attraction and Retention Strategy made up of the organisation’s overall policies and how they link with the day to day interactions that effects staff. Attracting and retaining an employee is dependent upon their

“engagement” with the organisation. An employee becomes “engaged” when the following occurs:

i. A good match of the employee’s skills to the role, ii. The employee is aligned with the organisation iii. The employee is well managed

When these factors all occur then strong attraction and retention also occurs. The employer - employee relationships can be defined by two contracts;

i. The first, and most understood, the “physical” contract. It defines the role, responsibilities, authorities, accountabilities, rewards, compensation and boundaries within the relationship

ii. The second is the psychological contract. It defines the expectations, perceptions and understandings constantly evolving within the relationship.

Council’s approach to the physical contract is ongoing and proactive to ensure these areas attract and retain the right staff. We understand also that the psychological contract has a profound and enduring influence on the engagement of the employee. Successfully managing the expectations, perceptions and understanding of the employee is the key to retaining our staff. Some of the key drivers for engagement of employees are:

i. Salary Package - including a demonstrated link between work performances and their salary.

ii. Interesting and Challenging Work - including the intrinsic value of and motivation derived from their work

iii. Learning and Personal Development - including the level and relevance of development opportunities within the organisation - a structured approach to individual development and training plans.

iv. Career Progression - including the opportunities for their career within the organisation and the fairness of the promotion process.

v. Work and Lifestyle Balance - including the balance currently experienced between their work stress and their lifestyles aspirations.

Policy Development in Human Resource Management HR Policies and procedures will support the Council’s strategic direction and sustainability outcomes. They will be reviewed on a regular basis (in line with reform requirements) or as required to continue to meet strategic direction requirements, technological or work practices and relevant legislation changes to ensure the HR Policies are maintained and consistently applied across the organisation.

Workplace Relations The Council is committed to staff consultation and cooperating positively to increase the structural efficiency of the organisation and to provide employees with access to more fulfilling, varied and better paid work by providing opportunities to:

Improve skill levels and establish skill related career paths Eliminate impediments of multi-skilling Achieve greater flexibility in workplace practices Staff are skilled to face the organisation challenges

Employment conditions are clearly identified in the Award and Workplace Agreements, individual contracts and HR policies, all of which are developed in a cooperative and

consultative manner. The basis of employment relations is the relationship between the employee and his-her immediate supervisor and most issues are resolved at this level. This relationship is supported and guided by a suite of HR policies and procedures that are relevant, fair and adopted by the organisation. Supervisors and line managers are skilled people managers who competently and confidently implement HR policies and procedures and support best practice management principles upon which they are measured for their effectiveness in reducing industrial relations matters. The role of Unions as employee representatives is recognised and welcomed at all levels of management. Where grievances occur, they are resolved quickly, with minimal disruption and ill feeling. The Lithgow Council Consultative Committee is a forum for exchange of ideas and workplace change and improvement. The Organisational Development Department provides an advisory, administrative and sometimes mediation role in the grievance resolution process. Actual decision making and management of the process is the responsibility of the relevant manager in consultation with the Organisational Development Manager.

Recruitment and Selection The Council has a strong social commitment to providing employment within our local Government community, however, we also aim to attract and recruit the best possible applicants to our organisation through the promotion of Lithgow as a great place to work and live, challenging work opportunities, and a diverse and flexible workplace with opportunity to learn and develop. Council has a strong position in the recruitment market place and currently utililises a number of appropriate cost effective media outlets including local and national press, professional job guides, and online job websites to maximise advertising effectiveness. We position ourselves in the market as a sustainable organisation with a diverse range of challenging and rewarding career opportunities. We aim to make our staff feel valued through their contribution in making the Lithgow local government area a better place to work and live. The entire process of recruitment, from approval of employment through to offer and acceptance, is centrally coordinated through the Organisational Development Department. Responsibility for appointment up to manager level is by the Group Manager, except where appointments fall outside the Recruitment and Selection Policy. All staff nominated as panel convenors are skilled recruiters who have been trained in Council’s interview and selection techniques. The panel is supported by the Organisational Development Department, which provides administrative help and specialist advice when required. Strong relationships are developed with the community and targeted audiences through regular attendance at career expos. We are committed to attracting young people to the area as well as profiling Lithgow City Council as a preferred employer in the market place which offers flexible work practices. We do this through Trade Apprenticeships and Traineeship Programs. Our people are recruited, managed, trained and promoted based only on their qualifications, past performance, ability and potential, without regard to gender, ethnic background, religion, sexual preference, pregnancy, potential pregnancy, age, family responsibilities or disabilities which don’t affect their work performance (exceptions to this may be made where affirmative action provisions are in place).

Learning and Development Workplace learning and development is considered a major investment by Lithgow City Council in developing its staff capability to achieve its organisational and business outcomes. Council’s training is targeted at developing the essential skills required to deliver on Sustainable outcomes of Our Place…Our Future Community Strategic Plan 2025.

Council has sourced quality cost effective training and maximises on available Federal and State government funding for staff development. Employees have a strong understanding of organisational objectives. All employees’ individual annual training plans are developed via the performance review program which is clearly linked to the organisation objectives. We continually review skills requirements of the organisation and strive to ensure our staffing is kept in line with those requirements. Progression through the salary system to meet Award requirements - All employees individual training plan is prepared by the employees and their immediate supervisor to ensure development needs are linked directly to the organisational outcomes. Positioning ourselves within the constraints of a competitive employment market (scarcity of resources) means in some cases attracting highly skilled staff will continue to be an issue for our organisation. For essential skills required by the organisation where recruitment for these roles is difficult we look to renew our learning and development initiative to attract, train and retain existing staff for identified skills gaps in the market place. Our organisational learning and development strengths will be in the following areas:

Project Management capability Business Planning capability Leadership and Management development Change Management

Employees in leadership roles and those who aspire to move into leadership positions will undertake our leadership program upon development. This program will deal with all aspects of people management and HR policy and practices. The leadership program will be closely linked to individual training plans and will be integral in achieving our organisational succession planning strategy. Education assistance is supported where employees identify external courses to address skill and knowledge gaps that are required by the organisation.

Performance Management Our performance management system for managers and staff will be intrinsically linked to the overall performance of the organisation via the Delivery Program 2012-2016 and its response to Our Place…Our Future Community Strategic Plan 2025. Our managers and supervisors are expected to manage the performance of staff who report to them. They effectively manage to reduce employment costs associated with workers compensation, industrial relations, redundancies and skill deficiencies. Employees are aware of what is expected of them and are set challenging performance targets linked to organisation outcomes. Our performance management system aims to:

Increase individual responsibility for performance Provide clarity of expectations by setting SMART objectives and focusing on the

achievements of outcomes. Provide direction and support to achieve business and learning objectives. Encourage open and honest feedback between supervisor and staff member. Identify training needs and plans for each staff member for development purposes. Encourage poor performances to improve through training, counselling and coaching. Acknowledgment of good performance and of achieved outcomes.

Risk Management Council’s risk management system provides information on roles, responsibilities, processes, procedures and documentation. It sets the context in which risk management, in terms of how they will be identified, analysis, controlled, monitored and reviewed.

Work Health and Safety Our commitment to the health, safety and wellbeing of all our employees is the highest priority of our organisation. We are committed as an employer to providing a safe place of work and meeting our obligations and duties to ensure we are fully compliant with the NSW Work Health & Safety Act NSW 2011 and the Work Health & Safety Regulation NSW 2011.procedures that are effective, streamlined, local appropriate and well understood by all employees. Communication and consultation across all levels of staff is an organisational commitment and we have in place WHS safety committee representatives of indoor and outdoor work teams and management. Our protocols are well known to employees and we regularly conduct WHS awareness training. Employees enjoy access to a broad range of services and facilities to help maintain good health and wellbeing. These include access to free counselling services through our Employee Assistance Program (EAP), financial planning advice and retirement education. Management support a culture of proactive adherence to work health and safety and have a strong understanding of the potential liabilities associated with workers compensation and are highly motivated to ensure staff safety and reduce the exposure of risk to the organisation.

Payroll and Remuneration Services, including Human Resources Information Systems To achieve organisational human resource best practice and drive the organisation’s strategic direction over the next four years and beyond. Council recognises the necessity to review its current salary system and to also further investigate the human resource components of the current payroll system to create a better Human Resource Information System. The reporting capability of human resource functions would be significantly enhanced by an automated human resource information system to monitor, track and report data and trends against the workplace strategy in a more meaningful way to the Executive Management Team and across management levels within the organisation. Effective wage and salary administration is important to the overall performance of an organisation. It is affected by a number of other organisational factors and policies and plays a significant role in employee motivation and job satisfaction. The operation of the salary system should be reviewed on a regular basis and should involve Council’s Consultative Committee.