2018/19 Our Budget Newcastle 2030 - Delivery Program + Operational Plan - City of Newcastle
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Delivery Program + Operational Plan
2018–2022
2018/19
Our Budget
Newcastle 2030
Contents
Message from the Lord Mayor 2
Message from the Chief Executive Officer 2
Acknowledgment Introduction 3
Newcastle City Council acknowledges the traditional country Who We Are 5
of the Awabakal and Worimi peoples. We recognise and respect
Our Vision and Values 9
their cultural heritage, beliefs and continuing relationship with
the land, and that they are the proud survivors of more than two Our Funding Summary 11
hundred years of dispossession. Council reiterates its commitment
Financial Overview 12
to addressing disadvantages and attaining justice for Aboriginal and
Torres Strait Islander peoples of this community. Our Plan 13
Integrated Planning & Reporting Framework 14
How to Read Our Plan 15
Community Engagement 17
Our Strategic Directions 19
Integrated and Accessible Transport 21
Protected Environment 25
Vibrant, Safe and Active Public Places 29
Inclusive Community 33
Liveable Built Environment 37
Smart and Innovative 41
Open and Collaborative Leadership 45
Annual Budget 52
Financial Management 52
Works Program 2018/19 55
Four Year Financials 61
Enquiries
Special Rate Variations 63
For information about the
Delivery Program + Operational Plan, contact: 2012 Special Rate Variation 63
Corporate Strategist
2015 Special Rate Variation 63
Newcastle City Council
Rate Information 64
Published by Revenue Policy 72
Newcastle City Council
PO Box 489, Newcastle NSW 2300 Long Term Financial Plan 76
Phone 4974 2000 Fax 4974 2222 Asset Management Strategy 83
mail@ncc.nsw.gov.au
newcastle.nsw.gov.au Workforce Management Plan 86
Get Involved 94
Message from the
Lord Mayor, Nuatali Nelmes
Message from the Chief Executive
As Newcastle transforms this budget continues
Officer, Jeremy Bath
our ambitious works program with a record
$100million to be spent on our city in 2018/19. The adoption of this year’s delivery program fittingly
coincides with Newcastle City Council’s new
We have turned around the city’s finances,
organisational structure.
while more than doubling our investment in
infrastructure. We are committed to restoring This new structure has been put in place with a desire
trust, collaborative leadership and delivering to better serve the community and our colleagues - to
our vision through sound financial management make our delivery of services easier, more efficient and
while protecting and improving services. more effective.
Importantly, our spending priorities match Financial sustainability is one of the foundations of
the needs and desires of our community. This good local government.
includes more than $23.5million on roads This program will guide us over the next 12 months
and footpaths, $24.8million on buildings, and beyond to help maintain our strong financial
structures and places and $8.1million position. The income and spending outlined within
implementing our Smart City Strategy. will allow us to provide the many essential services
expected of local government.
We’ll deliver a project to integrate digital
technology in vehicles and infrastructure, construct The 2018/19 budget reveals the diversity of our
a 5MW Solar Farm, build new cycleways, start responsibilities across Newcastle.
building the Tyrrell Street Bridge in Wallsend as
From maintaining historic facilities like the Civic
part of our flood mitigation works and continue the
Theatre to creating a smarter, more liveable city, this
local centre upgrades in Carrington and Wallsend.
year is going to be an impressive one.
I’m pleased to say we expect to operate in surplus
And with an asset portfolio worth more than
again for the fourth consecutive financial year.
$1.4 billion, it’s no surprise that 40 per cent of
This means we remain in a position where our spending goes towards maintaining our roads,
footpaths and facilities.
Newcastle City Council
we can not only continue to maintain the
city’s assets, but also respond to the challenges Smaller but no less important amounts are spent
of preserving the city’s culture and heritage, elsewhere. The role of this delivery program is to
while shaping a bright, new future. ensure every dollar is spent wisely.
Nuatali Nelmes Jeremy Bath
Lord Mayor of Newcastle CEO
1 Delivery Program + Operational Plan 2018/19 2
Introduction
Introduction
Newcastle
NSW
Newcastle
Our People Our City
Population
160,919 Newcastle 62,909 Total number of residential houses
7,861,100 NSW Newcastle 12,129 Total number of businesses
34.5%
Aboriginal population
Renting
3.5% Newcastle
187km2 Total land area
2.9% NSW
30.3% 804km Length of roads
NSW
81km Length of creeks
Born overseas
13.9% Newcastle
27.6% NSW
6 Main beaches
Median age 7 Ocean baths and aquatic centres
Newcastle
37 Newcastle
78.4% 236 Sporting facilities
37.9 NSW
Newcastle City Council
Households with internet connection
Average household size 78.2%
NSW 102,919 Established trees
2.36 Newcastle
82 Bushland parcels
2.61 NSW
3 Delivery Program + Operational Plan 2018/19 4
The Administration
Who We Are
Chief Executive Officer
Executive Office
Newcastle City The Administration Jeremy Bath
Council is one Council
with to parts, but The administration is organised into five groups, each with a range CEO’s Office
one shared voice: of responsibilities.
The elected Council and The Chief Executive Officer (CEO) leads the administrative arm
of Newcastle City Council and is responsible for the efficient and
The administration. Planning & Strategy & People Infrastructure City Wide
effective operation of the business and ensuring that the decisions
Governance Engagement & Culture & Property Services
of Council are implemented.
The CEO reports to the full elected Council.
Finance
Information Organisational Depot
(Chief Financial Art Gallery
Technology Development Operations
Officer)
Elected Council
Twelve councillors and a popularly elected Lord Mayor make up Major Events & Assets
Legal HR Operations Museum
the elected body of Newcastle City Council. The Newcastle Local Corporate Affairs & Projects
Government Area (LGA) is divided into four wards, with each
ward represented by three councillors who are elected
Corporate Civil
for a four year term. Regulatory WHS & Injury
& Community Construction Civic Services
& Assessment Management
Planning & Maintenance
Under the Local Government Act 1993, councillors have
a responsibility to:
Training Property Libraries
Participate in the determination of the budget & Learning & Facilities & Learning
lay a key role in the creation and review of Council policies,
P
objectives and criteria relating to the regulatory functions, and Customer
Payroll
Service
Review Council’s performance and the delivery of services,
management plans and revenue policies.
Waste Services
Newcastle City Council
Parks
& Recreation
5 Delivery Program + Operational Plan 2018/19 6
Elected Council 2018/19
Ward 1 Ward 2 Ward 3 Ward 4
Bar Beach, Carrington, Adamstown, Georgetown, Beresfield,
Cooks Hill, Islington, Adamstown Jesmond, Kotara, Birmingham
Maryville, Mayfield, Heights, Lambton, New Gardens, Black
Mayfield East, Broadmeadow, Lambton, New Hill, Callaghan,
Mayfield West, Hamilton, Hamilton Lambton Heights, Elermore Vale,
Newcastle, Newcastle East, Hamilton North Lambton, Fletcher, Hexham,
Cr Nuatali Nelmes Cr Emma White Cr John MacKenzie Cr John Church East, Newcastle West, South, Hamilton Wallsend (part) Lenaghan,
Lord Mayor (Labor) (Labor) (Greens) (Independent) Stockton, The Hill, North, Merewether, Waratah, Waratah Maryland,
The Junction (part), Merewether West Minmi, Rankin
Tighes Hill, Warabrook, Heights, Park, Sandgate,
Wickham The Junction (part) Shortland, Tarro,
Wallsend (Part)
Cr Carol Duncan Cr Kath Elliott Cr Brad Luke
(Labor) (Independent) (Liberal)
Hexham
Ward 4
Kooragang Island
Cr Declan Clausen Cr Andrea Rufo Cr Peta Winney-Baartz
Hunte
Sandgate
Deputy Lord Mayor (Labor) (Independent) (Labor)
r Rive
Shortland
Maryland
r
Fletcher
Minmi Warabrook
Ward 1
Jesmond
Wallsend
Waratah Tighes Hill
Lambton
Carrington
Ward 3
Islington Stockton
Elemore Vale
Hamilton
Broadmeadow Wickham
NewLambton Newcastle
Hamilton East
Ward 2
Newcastle City Council
Cooks Hill
Cr Jason Dunn Cr Matthew Byrne Cr Allan Robinson Adamstown
(Labor) (Labor) (Independent) Kotara Merewether
7 Delivery Program + Operational Plan 2018/19 8
Balance Scorecard
Our Vision Council’s mission and values are represented
by this pyramid to show that our people are
our foundation and with strong financial
To make sure Newcastle City Council
is in the best position to meet the
and Values
sustainability and internal process we community priorities and be a smart city,
have an organisation proud to deliver
services valued by our community. we also need to be a smart organisation
Our outcomes for Our measures for
financial sustainability financial sustainability
Maintain a net operating surplus Key financial metrics that are
used to evaluate Council’s
Renew and maintain assets overall financial health
within a sustainable range
Key metrics that are used to
Proud to deliver services evaluate Council’s overall asset
valued by our community Mission renewal and maintenance condition
Our outcomes for Our measures for
To be a smart city and
a smart organisation Vision internal process internal process
Develop a culture of good governance Evidence that consultation has
and across Council collaboration taken place reported in six monthly
report and annual report
Cooperation, Respect, Engage with the Newcastle
Excellence & Wellbeing Values community on projects and programs Improve customer satisfaction
scores in the Customer Service
that have a high level of impact on
the community Survey
Provide better and more efficient
services to our customers through
Community priorities increased customer service
Our outcomes for people, Our measures for people,
learning and innovation
Financial sustainability learning and innovation
Attract and retain a high quality, Continued participation in
committed workforce programs that develop a
sustainable culture in leaders,
Internal process Invest in the capabilities of our people people, teams and our organisation
Facilitate a culture of Cooperation, Mentoring programs implemented
Newcastle City Council
Respect, Excellence & Wellbeing across key diversity groups
People, learning and innovation Plan for our future workforce needs Reduction in sick leave and injury
rate per annum
Continue to develop our safety culture
9 Delivery Program + Operational Plan 2018/19 10
Financial Overview Where we are now
3% 3%
Interest Other
Our Funding
revenue
User
charges 6%
Summary
& fees Grants &
contributions
28% - Operating
Source of Funds
2018/19
60%
Rates &
annual charges
People & culture
Looking after Managing our waste
our staff
Landfill, resource recovery, 2% 38%
collection and education Net loss from Employee
Governance disposal of assets costs
Finance, legal and
regulatory and
assessment
$2
Other operating
$8 $15 expenses
Maintaining Cultural facilities 18%
our facilities Libraries, Civic Theatre
Community halls
and Museum and 15% Use of Funds
Fort Scratchley Depreciation 2018/19
$10 $9
and buildings,
& amortisation
administration For every $100 Borrowing
buildings and costs
revitalising our city Newcastle City Council 1%
Looking after spends the following Maintaining our
roads and footpaths 26%
our environment
$11 breakdown: $23 Road maintenance,
Materials
Environment, & contracts
stormwater and civil and infrastructure
city greening planning
23%
Liveable Built Integrated and
Strategy &
$11 $3 Engaging and serving
Environment
10%
Accessible Transport
Smart City
Corporate and community
$8 our community
Customer service,
planning, economic communications and
10%
development and smart city engagement Smart and
Innovative
Recreation Expenditure
Open and
Parks, recreation, sports
Collaborative
by 25%
facilities, pools and beaches Strategic Direction Protected
Leadership
Environment
13%
Newcastle City Council
10%
Inclusive Community
9%
Vibrant, Safe and
Active Public Places
11 Delivery Program + Operational Plan 2018/19 12
Integrated Planning & Reporting Framework
Our Plan
Newcastle City Council’s Delivery Program and What makes up State and
Operational Plan for the first time will be combined Our Budget? regional
to show a more integrated approach and be known as plans
Our Budget.
Delivery Program
Our Budget sets out Council’s objectives for the next
four years and outlines our planned actions and projects Council’s Delivery Program is
for 2018/19. This is our response to the Newcastle 2030 a four year plan that covers the
Community Strategic Plan and Council’s commitment term of our elected Council. Community
to our community on what we will do. To create our Delivery Program, Strategic Plan
10+ years
we looked at the CSP and asked
Our Budget forms part of the Integrated Planning and what we can achieve over the
Reporting (IP&R) Framework, refer to the diagram on next four years to bring us Resourcing Strategy
the right. This document outlines actions and objectives closer to the community’s Supporting Long Term
Council will undertake to achieve the strategies outlined in vision and priorities. strategy Financial Planning
the Newcastle 2030 Community Strategic Plan (CSP). documents
Workforce Management
Planning
Operational Plan Community
Asset Management
Engagement
Our Budget Planning
Council’s 2018/19 Operational Delivery Program
Plan outlines the actions and 4 years
projects that will be undertaken Operational Plan
for each four year objective and 1 year
determines who has primary
responsibility.
Perpetual
monitoring
Resourcing Strategies and review
The resourcing strategies
provide Council with important
Annual Report
information about our current
resources and shows our End of Term Report
consideration of the staff, assets 4 years
and money required to deliver
the four year objectives and
annual actions and projects.
Newcastle City Council
13 Delivery Program + Operational Plan 2018/19 14
How to read our Plan
This diagram explains the key CSP - Strategic Directions Relevant Council Services Supporting Documents
headings and terminology used in
The Delivery Program and This section highlights the services Council has a range of documents
the following pages of this Plan.
Operational Plan is structured that will be responsible for delivering that provide more detail in
around the community’s strategic against the strategic direction. the delivery of each strategic
directions which were rated as high direction. These documents
importance following an extensive have been informed by targeted
community engagement. community engagement undertaken
during their development.
Inclusive
Our measures:
Council’s services that Our supporting
CSP - Community contribute to meeting
these community
Strategies and Plans: Increase volunteer
participation numbers
objectives:
Objective Parkland and Recreation
Deliver a minimum of four
Community
Strategy 2014
targeted lifelong learning
Waste Services resources and programs
Cultural Strategy 2016-2019
These are the community’s Assets and Projects
Safe City Plan 2017-2020 Regulatory events
long term aspirations for
Information Technology
Parks and Recreation Events Plan 2016-2019
participation
Our Measures
Number of community
the city, they contribute A thriving community where diversity is embraced, everyone
is valued and has the opportunity to contribute and belong.
Property and Facilities
Regulatory and Assessment
Newcastle Night Time
Economy Strategy 2018-2021
projects funded annually
through grants and
Identifies how we
sponsorship programs
to achieving the Corporate and
Community
will track Council’s
community’s vision. Council’s commitment to our community planning
Libraries and Learning
progress against
Community Objective: 4.1 A welcoming community that cares and looks after each other achieving our four
Delivery Program Objective Operational Plan Action 2018/19 Responsibility Delivery Program Objective Operational Plan Action 2018/19 Responsibility year objectives.
4.1a Acknowledge and respect local Aboriginal history, cultural heritage and peoples 4.1c Improve, promote and facilitate equitable access to services and facilities
Develop and deliver programs Deliver one event highlighting the local Libraries and Learning Improve and develop existing Develop and deliver the 10 Year Library Libraries and Learning
or events aimed at adding Aboriginal history and cultural heritage library facilities, services and Infrastructure Plan
to the Library Local History resources ensuring their ongoing
resources and engaging and relevance to the community
highlighting the local Aboriginal
history and cultural heritage Deliver the Disability Implement Disability Awareness training as Corporate and
Inclusion Action Plan part of staff induction process Community Planning
Deliver the Newcastle City Complete and implement the Aboriginal Corporate and Community
Council Aboriginal Heritage Heritage Management Strategy Planning
Promote a culture of responsive Undertake second audit of website Corporate and
Management Strategy
customer service accessibility to assess progress towards Community Planning
Know our heritage and enhance Complete the dual naming project with the Corporate and Community content compliance
our community's knowledge or installation of signage at eight locations and Planning
Celebrate inclusive practice Liaise with and promote accessible and Corporate and
and regard for Aboriginal cultural supporting website
and access outcomes inclusive sports and activities within Community Planning
CSP - Community
heritage items and places
Newcastle
Continue to work on reconciliation Implement the Newcastle City Council Whole of Organisation
Strategy Reconciliation Action Plan Improve staff awareness of Undertake break down the barriers Corporate and
disability issues to provide awareness sessions with councillors, Community Planning
Increase engagement with Continue 'Cultural Conversations' with Art Gallery responsive services for executive leadership and other staff
customers with a disability
These are the community’s local Aboriginal community Aboriginal and Torres Strait Islander peoples
Increase programming of works by Aboriginal
Museum
Civic Services
priorities and Council and Torres Strait Islander peoples
Community Objective: 4.2 Active and healthy communities with physical,
4.1b Support initiatives and facilities that encourage social inclusion and community connections mental and spiritual wellbeing
has a custodial role in Support and encourage Advocate and liaise with groups in relation to Property and Facilities Delivery Program Objective Operational Plan Action 2018/19 Responsibility
recreational programs and open space bookings and events
working towards realising events by community groups
and not for profit groups
4.2a Ensure people of all abilities can enjoy our public places and spaces
Ensure that a variety of Deliver recreational facility improvements Property and Facilities
these strategies. Council Ensure open space and facilities
are multi-functional and support
Upgrades to community facilities to improve
accessibility
Property and Facilities parklands and recreational
facilities are provided, that
throughout the city - playgrounds,
outdoor courts, sportsgrounds, exercise
whole of community use are accessible and distributed equipment, dog off leash areas
is not wholly responsible Improve and develop existing Develop and deliver the Beresfield Library Libraries and Learning
equitably across the city
for achieving them, other library facilities, services and
resources ensuring their ongoing
Community Hub - focus on wellbeing,
community participation and learning
Demonstrate leadership in
public domain improvements
Promote new lift and change facilities at
Nobbys Beach. Develop priority list of
Corporate and
Community Planning
Responsibility
relevance to the community potential lift and change locations
partners such as state Deliver the Disability Inclusion Further develop advice and guidance Corporate and Continue to implement the Disability Corporate and
agencies and community Action Plan on delivering accessible and
inclusive events. Deliver/develop
Community Planning Inclusion Action Plan and work with our
newly established Disability Inclusion
Community Planning
This section notes
partnerships for inclusive events Advisory Committee
groups play an important Promote and support roll out of
Deliver new or renewed Continuously upgrade Council assets to Assets and Projects
the responsible
Abilitylinks Better App
role in also achieving Continue to undertake accessibility
infrastructure in accordance with
disability standards where practical
meet the requirements of the Disability
Discrimination Act Council service unit
audits for particular locations or assets
these strategies. that will oversee and
report on the action.
Delivery Program Operational Plan
Newcastle City Council
Objectives Actions
These are the four-year These Operational Plan
activities and plans actions detail the activities
Council will undertake and projects Council will
that contribute to undertake during 2018/19.
achieving the community These actions directly
strategies and ultimately relate to the Delivery
15 the community vision. Program objectives. Delivery Program + Operational Plan 2018/19 16Our Strategic
Directions
In 2030, Newcastle will
be a smart, liveable and
sustainable global city
Newcastle City Council
Marcus Correa by Shane Blue. Winner of the 2018 Smorgasboard
17 Photography Competition held by Newcastle City Council Delivery Program + Operational Plan 2018/19 18Our Strategic Directions
Integrated and Smart and
Accessible Transport Innovative
Transport networks and A leader in smart
services will be well innovations with
connected and convenient. a prosperous, diverse
Walking, cycling and public and resilient economy.
transport will be viable
options for the majority of Inclusive
our trips.
Community
A thriving community
where diversity is
embraced, everyone
is valued and has
the opportunity to
contribute and belong.
Protected
Environment
Our unique environment
will be understood,
maintained and protected.
Open and
Collaborative
Leadership
A strong local
democracy with an
actively engaged
community and
Newcastle City Council
effective partnerships.
Vibrant, Safe and Liveable
Active Public Places Built Environment
A city of great public An attractive city that
places and neighbourhoods is built around people
promoting people’s health, and reflects our sense
happiness and wellbeing. of identity.
19 Delivery Program + Operational Plan 2018/19 20Integrated and
Our measures:
Council’s services that Our supporting
contribute to meeting Strategies and Plans: Maintain community
these community satisfaction levels for
objectives: Newcastle Transport - Roads
Accessible Transport
Strategy 2014 - Footpaths
Civil Construction
and Maintenance Newcastle Cycling Strategy - Streets and commercial
and Action Plan 2012 area cleaning
Assets and Projects
Connecting Newcastle 2017
Regulatory and Assessment Number of safety education
Disability Inclusion Action Plan programs undertaken
Corporate and 2016-2019
Transport networks and services will be well connected Community Planning Number of application users
and convenient. Walking, cycling and public transport for the parking app
will be viable options for the majority of our trips.
Council’s commitment to our community
Community Objective: 1.1 Effective and integrated public transport Community Objective: 1.2 Linked networks of cycle and pedestrian paths
Delivery Program Objective Operational Plan Action 2018/19 Responsibility Delivery Program Objective Operational Plan Action 2018/19 Responsibility
1.1a Support implementation of the regional transport strategy 1.2a Continue to upgrade ane extend cycle and pedestrian networks
Liaise and partner with Actively represent Newcastle's position in Assets and Projects Develop a network of safe, linked Continue to implement the Newcastle Assets and Projects
other government agency relation to public transport needs in cross- cycle and pedestrian paths Cycling Strategy and Action Plan
representatives to facilitate government forums integrated with key destinations
and green space Continue to support delivery on our special
optimum transport
rate variation project cycleways
outcomes for Newcastle
Promote sustainable transport Enhance information about public transport Assets and Projects Promote walking and cycling Continue to implement the ongoing cycling Assets and Projects
and active transport on Council's website education and promotion campaign
Enhance information about active transport
1.1b Advocate for public transport improvements including extension of the light rail on Council's website
Advocate to the State and Council will continue to advocate to other Assets and Projects
Enhance the safety of cyclists and Incorporate consideration of lighting in Assets and Projects
Federal Government for improved levels of government for assistance to meet
pedestrians cycling and pedestrian projects
transport outcomes for Newcastle compliance standards for transport stops
Lead the formation of a working party to Assets and Projects
deliver an expanded light rail network with Community Objective: 1.3 A transport network that encourages energy and resource efficiency
relevant state agencies, Keolis Downer and the
community Delivery Program Objective Operational Plan Action 2018/19 Responsibility
1.1c Plan and deliver accessible local infrastructure improvements for public transport 1.3a Ensure safe road networks through effective planning and maintenance
Improve equity of access to public Implement the transport stops program Assets and Projects Improve the safety, quality Develop and implement the roads Assets and Projects
transport, through upgrading including the renewal and upgrades of bus and amenity of local roads resurfacing program and road renewal
of transport stops to meet the shelters and seating to comply with Federal through increased road works program
Disability Standards for Accessible Government legislation reconstruction, resurfacing
Improved safety for all road users, through
Public Transport and line marking programs
implementation of pedestrian access and
Council will also continue to advocate to other
mobility plan projects and local area traffic
levels of government for assistance to meet
management projects
compliance standards for transport stops
Support the continuation Undertake parking safety Assets and Projects
Improve access to public transport Undertake planning for a principal Assets and Projects
of parking education and education programs
pedestrian network
enforcement programs across
Newcastle, particularly around
schools and sporting fields/venues
Newcastle City Council
21 Delivery Program + Operational Plan 2018/19 22Integrated and Accessible Transport Continued
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
1.3b Ensure community and business needs for adequate and accessible parking are prioritised
Implement parking management Enforce the parking provisions of the NSW Assets and Projects
strategies in high traffic Road Rules to achieve traffic and pedestrian
areas to achieve safety safety and to encourage increased turnover
and turnover of spaces of parking spaces
Improve way-finding signage Install parking infrastructure that supports Assets and Projects
in commercial centres to assist the use of available technology and smart
drivers to locate available parking parking initiatives
in a more timely manner
1.3c Implement technology solutions to improve transport infrastructure and experiences, and encourage
mobility innovation
Maintain the quality of local Develop and implement the roads Civil Construction and
and regional roads through resurfacing and renewal works programs Maintenance
road reconstruction and
resurfacing programs
Improve the safety of local and Continue with review and implementation Assets and Projects
regional roads through pedestrian of local area traffic management studies
access and mobility planning and
local area traffic management Undertake planning for a principal
pedestrian network
Introduce technology to provide Support the continuation of the trial of pay Regulatory and Assessment
greater access to parking payment by phone application
options and information
Newcastle City Council
23 Delivery Program + Operational Plan 2018/19 24Protected
Council’s services that Our supporting Our measures:
contribute to meeting Strategies and Plans:
these community Reduction of 5% in waste
objectives: Newcastle Environmental landfill
Environment
Management Strategy 2013 Improve aesthetic and
Waste Services Smart City Strategy 2017-2021 cleanliness of our city
Assets and Projects Newcastle 2020 Carbon and 40% waste diversion rate
Water Management Action for municipal collection
Information Technology
Plan 2011 Increase the number of
Civil Construction
Throsby Creek Action Plan 2017 trees planted
and Maintenance
Our unique environment will be understood,
Regulatory and Assessment Urban Water Cycle Policy 2017
maintained and protected.
Corporate and draft Newcastle Coastal Zone
Community Planning Managment Plan Stockton 2018
Parks and Recreation Hunter Estuary Coastal Zone
Management Plan 2017
Council’s commitment to our community
Community Objective: 2.1 Greater efficiency in the use of resources Community Objective: 2.2 Our unique natural environment is maintained, enhanced and connected
Delivery Program Objective Operational Plan Action 2018/19 Responsibility Delivery Program Objective Operational Plan Action 2018/19 Responsibility
2.1a I mprove waste minimisation and recycling practices in homes, work places, 2.2a Facilitate and advocate for protection and rehabilitation of natural areas
development sites and public places
Continue to implement our Implement the tree inspection program in Civil Construction
Develop internal waste Work with individual business units to Waste Services City Wide Maintenance Policy line with the City Wide Maintenance Policy and Maintenance
management programs that develop service level plans that reduce to achieve an expanded and
reduce waste and increase waste generation and increase resource sustainable canopy cover through Implement the street tree planting
recycling within Council recovery our streets and parks trees program in line with the City
Develop customer interface Identify key deliverables and develop a Waste Services Wide Maintenance Policy
to enable sharing of waste delivery strategy over a three year period
performance data and to enable
Promote environmentally Proactively monitor and regulate Regulatory and
sustainable business practices activities to minimise environmental Assessment
customer self service for bulk
impact, including implementing Council's
collections and vouchers
business pollution prevention program and
erosion and sediment control program
Improve public place waste and Roll out of at least 20 new waste recycling Waste Services
recycling services that both stations with improved aesthetics and
Ensure development takes place in Manage contaminated land information Regulatory and
raise awareness of waste and cleanliness
accordance with the requirements and seek appropriate remediation through Assessment
increase resource recovery
of environmental planning the development application process
Improve and increase recycling Start construction of new Small Vehicle Waste Services
Promote environmentally Proactively monitor and regulate Regulatory and
infrastructure at Summerhill to Drop Off Facility
sustainable management of onsite sewage management systems Assessment
increase resource recovery
onsite wastewater systems to minimise the risk of water pollution
and public health impacts
Improved waste and recycling Finalise waste management in new Regulatory and
infrastructure in new developments guidelines which set Assessment Implement the Newcastle Deliver environmental improvement Parks and Recreation
developments minimum planning requirements Coastal Management Plan projects and maintenance
maintaining a balance between along the coastline
2.1b Investigate and implement renewable energy technologies long term use and conservation
Increase the percentage of Construct a mid-scale Summerhill Solar Waste Services Implement the Plan of Deliver environmental Assets and Projects
Council’s electricity sourced from Farm project to offset Council energy use Corporate and Management for Blackbutt improvement projects and deliver Parks and Recreation
low carbon energy sources and greenhouse emissions Community Planning the Blackbutt Master Plan
Develop projects to implement Establish No.2 Sportsground as the trial site for Corporate and Ensure priority natural environment Ensure the priority natural Regulatory and
battery storage and smart grid smart grid and smart city energy technologies Community Planning areas are maintained and improved environmental areas are included in Assessment
technologies environment renewal program
2.1c Encourage energy and resource efficiency initiatives
Newcastle City Council
Pilot and deploy technologies Install private street lighting network Corporate and
that improve energy and resource throughout our LGA utilising LED technology Community Planning
sustainability across Council and and smart lighting controls
the broader community
Commence construction of electric vehicle
charging stations throughout the city
25 Delivery Program + Operational Plan 2018/19 26Protected Environment Continued
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
2.2b Encourage and support active community participation in local environmental projects
Incorporate opportunities Deliver the natural connections and living Assets and Projects
for community involvement streets community education initiatives
in the delivery of natural in coordination with the delivery of key
environment areas maintenance environment, stormwater and road projects
and improvement projects
Continue to support and Deliver environmental improvements Assets and Projects
promote Landcare and other throughout the LGA with the assistance of
volunteer groups as ancillary Landcare and corporate groups by one off
delivery mechanism for events and weekly activities
natural asset management
Community Objective: 2.3 Environment and climate change risks and impacts are
understood and managed
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
2.3a Ensure decisions and policy responses to climate change remain current and reflects community needs
Keep the community involved Monitor sea level rise and ground water Assets and Projects
in the development of climate behaviour in low lying suburbs
change adaption measures
consistent with the adopted plans
2.3b Support individuals and communities to prepare, respond and recover from emergency events
Support individuals to Coordinate prevention, preparedness, Assets and Projects
prepare, respond and recover response and recovery activities
from emergency events in accordance with legislation and
emergency plan responsibilities
To formalise an Integrated Emergency
Management Capability and Capacity
Development Framework to enhance
Council's capacity to effectively prevent,
prepare for, respond to, and recover from
significant emergency events impacting
the communities of Newcastle
Newcastle City Council
27 Delivery Program + Operational Plan 2018/19 28Vibrant, Safe and
Council’s services that Our supporting Our measures:
contribute to meeting Strategies and Plans:
these community Maintain satisfaction with arts,
culture and entertainment
objectives: Parkland and Recreation
Active Public Places
Strategy 2014 Increase annual attendance
Art Gallery at cultural events and Council
Cultural Strategy 2016-2019
Assets and Projects facilities
Safe City Plan 2017-2020
Libraries and Learning Maintain satisfaction with
Corporate and Events Plan 2016-2019 beaches and beach facilities
Community Planning Maintain satisfaction with
A city of great public places and neighbourhoods Newcastle Night Time
Parks and Recreation Economy Strategy 2018-2021 recreation and parks
promoting people’s health, happiness and wellbeing.
Regulatory and Assessment
Disability Incluion Action Plan
Museum 2016-2019
Council’s commitment to our community Civic Services draft Dogs in Open Spaces
Property and Facilities Strategy 2018
Community Objective: 3.1 Public places that provide for diverse activity and draft Outdoor Exercise Facility
strengthen our social connections Strategy 2018
Delivery Program Objective Operational Plan Action 2018/19 Responsibility Delivery Program Objective Operational Plan Action 2018/19 Responsibility
3.1a Provide quality parkland and recreation facilities that are diverse, accessible and responsive to changing needs 3.1c Plan, coordinate and deliver cultural and community infrastructure and programs
Continue to support and deliver Upgrading Blackbutt Reserve Project - develop Parks and Recreation Develop and deliver a range of Deliver annual One City, One Book Big Libraries and Learning
on our special rate variation designs and plans for the next stage Assets and Projects learning based community events Book Club
project Blackbutt Reserve and programs in partnership to
enhance social connections Deliver the Community Living Lab - Backyard
Continue to upgrade and Upgrade to Lambton Library to create the Libraries and Learning Detectives - a Smart City Partnership
enhance our existing libraries StoryBook Cottage Early Literacy Centre in
partnership with community agencies Deliver Reading Matters - a series of author
programs to discuss ideas and ethics
Promote the environmental and Deliver positive communications regarding Parks and Recreation
recreational community use of local parks and open spaces that educate the Ensure Newcastle audiences Maintain a balance of programming Art Gallery
our local parks and open space community have access to a diverse targeted to a breadth of audience Museum
range of exhibitions and demographics including works of new and Civic Services
Upgrade and enhance our parkland Deliver recreational facility improvements Property and Facilities works of high quality emerging thinking, forms and technology Libraries and Learning
and recreational facilities throughout the city - playgrounds,
outdoor courts, sportsgrounds, exercise
equipment, dog off-leash areas Partner with Newcastle’s small Establish up to five programming Art Gallery
to medium not for profit arts and partnerships of up to three year terms with Museum
Review and upgrade Lambton Pool cultural organisations in growing key programming deliverables for the city Civic Services
facility to meet current community arts and culture in the city
needs and industry requirements
Refurbishment of tennis facilities
South Newcastle Reserve - playground design Community Objective: 3.2 Culture, heritage and place are valued, shared and celebrated
Ensure that recreation facilities Deliver projects that support whole of Property and Facilities
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
provide opportunities for the full community use and incorporate universal
range of age groups and abilities design principles 3.2a Celebrate Newcastle’s history, cultural heritage and cultural diversity
Ensure spaces and facilities are Undertake plans of management and Property and Facilities Grow the city’s identity via its Leverage the city’s cultural assets to Art Gallery
collections of art and artefacts, generate educational programming Museum
multi-functional, and adaptable masterplans to reflect the current
local history and architecture Civic Services
to changing needs community needs
Libraries and Learning
3.1b Enhance our beaches and coastal areas through upgraded facilities 3.2b Increase collaboration with artists and practitioners in the cultural sector
Continue to support and deliver on Plan and design for the implementation of the Assets and Projects Promote the Newcastle Deliver the Local History and Heritage Libraries and Learning
Coastal Revitalisation Bathers Way at South Newcastle, Bar Beach Library's Local History and Collections three year strategy to outline
and King Edward Park Heritage Collections through collecting profiles.
Newcastle City Council
a range of exhibitions,
partnerships and programs One major event developed per annum to
showcase and/or add to the collections
Expose local stories, both historic Present a minimum of three exhibitions or Art Gallery
and contemporary, through shows that feature local stories and cultural Museum
cultural programming and build identity across the local government area. Civic Services
Newcastle’s cultural identity Libraries and Learning
Deliver Arts and Cultural support programs
29 Delivery Program + Operational Plan 2018/19 30Vibrant, Safe and Active Public Places Continued
Community Objective: 3.3 Safe and activated places that are used by people day and night
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
3.3a Collaborate with local groups and services to address crime and safety
Provide safe on and off Deliver parking safety programs and Assets and Projects
street parking facilities improved accessibility across Newcastle
through parking safety initiatives,
management and enforcement
Continue to partner and fund on the Corporate and
ground initiatives including Walk Smart and Community Planning
Salvation Army Streetsafe program
Protect, promote and control the Conduct regular inspection programs of Regulatory and Assessment
risk to public health associated food businesses, skin penetration premises
with local business activities and premises with water cooling systems
(legionella) and public swimming pools
Develop public places that are Deliver park improvement projects that Property and Facilities
safe, welcoming and inclusive integrate safer by design principles
3.3b Plan for a night-time economy, characterised by creativity, vibrancy and safety,
that contributes to cultural and economic revitalisation
Implement policy and strategic Adopt and implement the Newcastle After Corporate and
initiatives to encourage more Dark Strategy Community Planning
diverse night time venues
Deliver, with partners, the night-time spaces Corporate and
project to create more interactive and safer Community Planning
public spaces in the city's nightlife precincts
Apply crime prevention through environmental Corporate and
design principles for all new and replacement Community Planning
infrastructure
Implement creative and safety lighting Assets and Projects
programs
Newcastle City Council
31 Delivery Program + Operational Plan 2018/19 32Inclusive
Our measures:
Council’s services that Our supporting
contribute to meeting Strategies and Plans: Increase volunteer
these community participation numbers
objectives: Social Strategy 2016 - 2019
Deliver a minimum of four
Community
targeted lifelong learning
Waste Services Multicultural Plan 2016 - 2019
resources and programs
Assets and Projects Disability Inclusion Action Plan
Regulatory events
Information Technology 2016 - 2019
participation
Parks and Recreation Newcastle Libraries Strategy Number of community
A thriving community where diversity is embraced, everyone Property and Facilities 2018 - 2020 (draft) projects funded annually
is valued and has the opportunity to contribute and belong. Regulatory and Assessment through grants and
Aboriginal Employment sponsorship programs
Corporate and Strategy 2018 - 2021
Community planning
Council’s commitment to our community Libraries and Learning
Community Objective: 4.1 A welcoming community that cares and looks after each other
Delivery Program Objective Operational Plan Action 2018/19 Responsibility Delivery Program Objective Operational Plan Action 2018/19 Responsibility
4.1a Acknowledge and respect local Aboriginal history, cultural heritage and peoples 4.1c Improve, promote and facilitate equitable access to services and facilities
Develop and deliver programs Deliver one event highlighting the local Libraries and Learning Improve and develop existing Develop and deliver the 10 Year Library Libraries and Learning
or events aimed at adding Aboriginal history and cultural heritage library facilities, services and Infrastructure Plan
to the Library Local History resources ensuring their ongoing
resources and engaging and relevance to the community
highlighting the local Aboriginal
history and cultural heritage Deliver the Disability Implement Disability Awareness training as Corporate and
Inclusion Action Plan part of staff induction process Community Planning
Deliver Council’s Aboriginal Complete and implement the Aboriginal Corporate and Community
Heritage Management Strategy Heritage Management Strategy Planning
Promote a culture of responsive Undertake second audit of website Corporate and
customer service accessibility to assess progress towards Community Planning
Know our heritage and enhance Complete the dual naming project with the Corporate and Community content compliance
our community's knowledge or/ installation of signage at eight locations and Planning
Celebrate inclusive practice Liaise with and promote accessible and Corporate and
and regard for Aboriginal cultural supporting website
and access outcomes inclusive sports and activities within Community Planning
heritage items and places
Newcastle
Continue to work on reconciliation Implement Council’s Reconciliation Action Whole of Organisation
Plan Improve staff awareness of Undertake break down the barriers Corporate and
disability issues to provide awareness sessions with councillors, Community Planning
Increase engagement with Continue 'Cultural Conversations' with Art Gallery responsive services for executive leadership and other staff
local Aboriginal community Aboriginal and Torres Strait Islander peoples Museum customers with a disability
Civic Services
Increase programming of works by Aboriginal
and Torres Strait Islander peoples
Community Objective: 4.2 Active and healthy communities with physical,
4.1b Support initiatives and facilities that encourage social inclusion and community connections mental and spiritual wellbeing
Support and encourage Advocate and liaise with groups in relation to Property and Facilities Delivery Program Objective Operational Plan Action 2018/19 Responsibility
recreational programs and open space bookings and events
events by community groups 4.2a Ensure people of all abilities can enjoy our public places and spaces
and not for profit groups
Ensure that a variety of Deliver recreational facility improvements Property and Facilities
Ensure open space and facilities Upgrades to community facilities to improve Property and Facilities parklands and recreational throughout the city - playgrounds,
are multi-functional and support accessibility facilities are provided, that outdoor courts, sportsgrounds, exercise
whole of community use are accessible and distributed equipment, dog off-leash areas
equitably across the city
Improve and develop existing Develop and deliver the Beresfield Library Libraries and Learning
library facilities, services and Community Hub - focus on wellbeing, Demonstrate leadership in Promote new lift and change facilities at Corporate and
resources ensuring their ongoing community participation and learning public domain improvements Nobbys Beach. Develop priority list of Community Planning
relevance to the community potential lift and change locations
Newcastle City Council
Deliver the Disability Inclusion Further develop advice and guidance Corporate and Continue to implement the Disability Corporate and
Action Plan on delivering accessible and Community Planning Inclusion Action Plan and work with our Community Planning
inclusive events. Deliver/develop newly established Disability Inclusion
partnerships for inclusive events Advisory Committee
Promote and support roll out of
Deliver new or renewed Continuously upgrade Council assets to Assets and Projects
Abilitylinks Better App
infrastructure in accordance with meet the requirements of the Disability
Continue to undertake accessibility disability standards where practical Discrimination Act
audits for particular locations or assets
33 Delivery Program + Operational Plan 2018/19 34Inclusive Community Continued
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
4.2b Improve access to formal and informal lifelong learning opportunities, facilities and services
Increase focus on young Actively invest in programming and Art Gallery
people (16-30 yrs) communications targeted to young people, Museum
including youth council Civic Services
Develop and deliver community Provide targeted lifelong learning resources Libraries and Learning
programs, partnerships, and programs to improve pathways to
information and learning higher education and skillsets in technology
programs designed to create literacies, digital literacies, and physical/
wide opportunities for all mental health and wellbeing
4.2c Promote recreation, health and wellbeing programs
Support and encourage Website and social media updates Parks and Recreation
development of recreation and
leisure opportunities and events
Promote awareness of the Expand upon the existing Responsible Regulatory and Assessment
requirements of the Companion Pet Ownership program, to have 3-4
Animals Act with respect to the community events per year in collaboration
ownership of companion animals with RSPCA and other stakeholders
Develop an integrated agency Develop partnerships with involved agencies Regulatory and Assessment
response policy to address the including RSPCA, Dept of Housing, Newcastle
issue of animal hoarding and local health district and Fire & Rescue NSW
squalor within the community
Newcastle City Council
35 Delivery Program + Operational Plan 2018/19 36Liveable Built
Council’s services that Our supporting Our measures:
contribute to meeting Strategies and Plans:
these community Number of development
Local Planning Strategy 2015 application approvals
objectives:
Environment
Heritage Strategy 2013-2017 Total dollars in development
Regulatory and Assessment application approvals
Aboriginal Heritage
Assets and Projects Management Strategy 2018 Heritage satisfaction
Waste Services
Affordable Living Plan
Art Gallery
An attractive city that is built around people Local Environmental Plan
and reflects our sense of identity. Museum
Development Control Plan
Civic Services
Council’s commitment to our community
Community Objective: 5.1 A built environment that maintains and enhances our sense of identity
Delivery Program Objective Operational Plan Action 2018/19 Responsibility Delivery Program Objective Operational Plan Action 2018/19 Responsibility
5.1a Protect, support and promote our unique built and cultural heritage 5.1c Facilitate well designed and appropriate scale development that complements Newcastle’s unique character
Ensure compliance with Undertake investigations into alleged breaches Regulatory and Assessment Protect and enhance heritage In reviewing the Local Planning Strategy, Corporate and
environmental planning regulations of planning laws and development consents buildings, streetscapes, views reinforce the principles in Council's Local Community Planning
and promote awareness of policy, procedure and key features, as well as Planning Strategy 2015 including development
and laws to encourage voluntary compliance encouraging building innovation that addresses public spaces and is scaled for
the pedestrian to provide vibrant and activated
Ensure development controls Implement the recommendations from the Regulatory and Assessment public space
and zoning protect the Review of Heritage Conservation Areas
heritage significance of items Final Report. This includes the preparation
and conservation areas of planning proposals and a review of
Development Control Plans and Technical
Manuals Community Objective: 5.2 Mixed use urban villages supported by integrated transport networks
Apply a flexible approach to Review Heritage Technical Manual and Regulatory and Assessment Delivery Program Objective Operational Plan Action 2018/19 Responsibility
development provisions in order Development Control Plans relating to heritage
to support the adaptive reuse of to ensure they support the adaptive reuse of 5.2a Plan for concentrated growth around transport and activity nodes
heritage items where it achieves heritage buildings
Implement the recommendations Provide improved access and management Regulatory and Assessment
their ongoing preservation and use
of Council’s Parking Study and of on-street parking spaces across
Grow the city’s identity via its Allocate public programming resources to Art Gallery Parking Management Action Plan Newcastle consistent with Council's
collections of art and artefacts, increase access to the city’s cultural collections Museum adopted Parking Management Framework
local history and architecture Civic Services
Provide increased traffic regulation
Libraries and Learning
of on road clearways
Ensure we protect and maintain City Hall restoration - restore the Assets and Projects
Implement the recommendations of
our unique built and cultural Southern facade of City Hall, along
Council's Permit Parking Guidelines,
heritage infrastructure with the remaining eastern facade
consolidating control of all Council's parking
permits into one management area
5.1b Ensure our suburbs are preserved, enhanced and promoted, while also creating opportunities for growth
Ensure the development and Ongoing review and updating of development Regulatory and Assessment Support Park and Ride and investigate
building controls achieve and building controls in urban areas possible new locations
positive built form outcomes
Promote integrated, sustainable, Review the Local Planning Strategy to Regulatory and Assessment
The land use pattern will Prepare the Local Strategic Planning Regulatory and Assessment long term planning for Newcastle implement the priority actions in the
reinforce mixed use centres, Statement as required in the Environmental Greater Newcastle Metropolitan Plan
educational nodes, opportunities Planning and Assessment Act 1979 and update relating to Outcome 3 - Deliver housing
for technology based businesses, the Local Planning Strategy close to jobs and services
supported by integrated transport
Implement the actions in the Wickham
Master plan to deliver on the vision
Newcastle City Council
to create a diverse and dynamic
mixed use neighbourhood
37 Delivery Program + Operational Plan 2018/19 38Liveable Built Environment Continued
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
5.2b Ensure our suburbs are preserved, enhanced and promoted, while also creating opportunities for growth
Raise fire safety awareness of all Promote and encourage voluntary Regulatory and Assessment
property owners and managers, compliance with fire safety regulations
tenants and business operators through submissions of Annual Fire Safety
Statements and through the Fire Safety
Statement program
Develop a community Collaborate with the Keep Australia Beautiful Regulatory and Assessment
education campaign to littering campaign and work with Regional Waste Services
reduce illegal dumping Illegal Dumping Squad to develop and
implement strategies to reduce littering,
identify littering or dumping hot spots though
intelligence based trend analysis and increase
proactive patrols to identify offenders
Community Objective: 5.3 Greater diversity of quality housing for current and future community needs
5.3a E
nsure sufficient housing diversity to meet community needs, including affordable and
adaptable housing options
Promote fire safety in medium to Annual compliance inspections of registered Regulatory and Assessment
high density boarding houses and assisted boarding houses, as well
as premises being used as unauthorised
boarding houses to ensure compliance
with fire safety and planning legislation
Ensure sufficient housing capacity Council to work with the Department of Regulatory and Assessment
for our future population Planning and Environment to establish an
Urban Development program to monitor
delivery of housing in the Lower Hunter
Ensure sufficient housing diversity Review the minimum lot size and Floor Space Regulatory and Assessment
to meet community needs Ratio in the R2 Low Density Residential Zone
Encourage adaptable housing that Council advocate for a stronger legislative Regulatory and Assessment
can meet the needs of residents position
throughout the life cycle
Advocate ffordable living Adopt and implement the Regulatory and Assessment
Affordable Living Plan
Community Objective: 5.4 Sustainable infrastructure to support a liveable environment
Delivery Program Objective Operational Plan Action 2018/19 Responsibility
5.4a Advocate for implementation of energy and resource efficiency in new developments
Improved waste and Finalise waste management in new Waste Services
Newcastle City Council
recycling infrastructure development guidelines which set Regulatory and Assessment
minimum planning requirements
5.4b Plan, provide and manage infrastructure that continues to meet community needs
Implement best practice Prioritise renewal of infrastructure to deliver Assets and Projects
asset management to deliver desired levels of service
sustainable services
39 Delivery Program + Operational Plan 2018/19 40You can also read
