CS CSED Our Blacktown 2036 OP Plan 20-21 DEC2020

DELIVERY PROGRAM

2017–2022 & OPERATIONAL PLAN

2020/21Adopted 24 June 2020

Translation informationIMPORTANT ENGLISH If you need help with reading and understanding this document, staff of Blacktown City Council will be happy to arrange interpreter services for you. To arrange an interpreter, please contact Council on 9839 6000 or come to Council's Administration Centre at 62 Flushcombe Road, Blacktown.

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IMPORTANTE ITALIANO Se avete bisogno di aiuto per leggere e comprendere questo documento, il personale del Consiglio comunale di Blacktown (Blacktown City Council) sara lieto di organizzare per voi un servizio di interpretariato. Per organizzare un interprete, contattate il Consiglio al numero 9839 6000 oppure recatevi presso il Council's Administration Centre in 62 Flushcombe Road, Blacktown.

MAHALAGA TAGALOG Kung kailangan mo ng tulong sa pagbabasa at pagkaunawa sa dokumentong ito, ang kawani ng Konseho ng Siyudad ng Blacktown ay galak na magsasa-ayos ng serbisyo ng tagainterprete para sa iyo. Para makapagsa-ayos ng taga-interprete, pakitawagan ang Konseho sa 9839 6000 o magtungo sa Sentrong Pang-administrasyon ng Konseho sa 62 Flushcombe Road, Blacktown

IMPORTANTE ESPANOL Si necesita ayuda para leer y entender este documento, el atento personal del Concejo Municipal de Blacktown contratara las servicios de un interprete. Para solicitar las servicios de un interprete, p6ngase en contacto con el Concejo, llamando al 9839 6000 o dirfjase al Centro Administrativo del Concejo (Council's Administration Centre), en 62 Flushcombe Road, Blacktown.

ONEMLi TURK<;E Eger bu belgeyi okumakta veya anlamakta yard1ma ihtiyac1mz vars a, Blacktown Belediyesi <;:ah�anlan size terciiman ayarlamaktan mutluluk duyacaktir. Terciiman istemek i<;:in liitfen 9839 6000 numarah telefondan Belediye'yi araym veya 62 Flushcombe Road, Blacktown adresinde bulunan Belediye Yonetim Merkezi'ne gelin.

VAZNO HRVATSKI Ako vam je potrebna pomoc kod citanja i razumijevanja ovog dokumenta, osoblje Vijeca opcine Blacktown rado ce vam organizirati usluge tumaca. Da bi vam se organizirao tumac, molimo vas nazovite Vijece na 9839 6000 ili dodite u Opcinski upravni centar (Administration Centre) na 62 Flushcombe Road, Blacktown.

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IMPORTANT! MALTI Jekk ghandek bzonn 1-ghajnuna biex taqra u tifhem dan iddokument, 1-istaff tal-Kunsill tal-Belt ta' Blacktown ser ikunu kuntenti jirrangaw ghas-servizzi ta' interpretu ghalik. Biex tara li jkun hemm interpretu, jekk joghgbok ikkuntattja lill-Kunsill fuq 9839 6000 jew zur ic-Centru tal-Amministrazzjoni f'62 Flushcombe Road, Blacktown.

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TAUA FAA-SAMOA Afai ete manaomia se fesoasoani i le faitauinai ma le fia malamalama i lenei pepa tusia, e fiafia lava tagata faigaluega a le Blacktown City Council e faatulaga se auaunaga o se faamatalaupu mo oe. Ina ia faatulaga la se faamatalaupu, faamolemole faafesootai le Council i le 9839 6000 poo lou sau i le ofisa o le Council Administration Centre i le 62 Flushcombe Road, Blacktown.

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BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 AND OPERATIONAL PLAN 2020/21

From the Mayor 2

From the Chief Executive Officer 3

Your Councillors 4

How to read the Delivery Program and Operational Plan 6

Background

Our City 8

How Council is structured 10

Our values 12

What we do for you 14

Finding out what’s important to you 16

Planning for our future 17

Delivering Our Blacktown 2036 18

Budget summary 21

Transformational projects 25

Blacktown International Sportspark (BISP) 27BISP Masterplan 27

International Centre of Training Excellence 28

Blacktown City Centre 29

Warrick Lane development 29

University campus 30

Health precinct 31

Council accommodation 32

Riverstone Town Centre Masterplan 33

Western Sydney Animal Rehoming Centre 34

St Bartholomew’s Cemetery expansion 35

Strategic directions, focus areas and goals 37

1. A vibrant and inclusive community 39

2. A clean, sustainable and healthy environment 63

3. A smart and prosperous economy 85

4. A growing city supported by accessible infrastructure 99

5. A sporting and active city 119

6. A leading city 129

Financials 155

Capital works program 157

Budget by function areas 158

Statement of revenue policy 220

Statement of charges 223

Contents

01DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21 | BLACKTOWN CITY COUNCIL

Welcome to the 2017–2022 Delivery Program and 2020/21 Operational Plan. This document outlines the role of Blacktown City Council in delivering outcomes and strategies contained in Our Blacktown 2036 and details the activities we will deliver over the coming year.

Blacktown City has experienced sustained rapid growth. We are the largest local government area by population in New South Wales. Blacktown City has a population of more than 395,000 and is predicted to reach 569,000 in 2036.

Like the rest of the World, Blacktown City is living and operating under the health and economic cloud of coronavirus COVID-19.

Preparation of our 2020/21 budget commenced in 2019, long before COVID-19 became a reality. We are continuing to develop short, medium and long-term financial strategies to respond to the pandemic and these will necessitate budget adjustments in the coming months.

We are acutely aware that the pandemic will have a major impact on our budget going forward.

Budget adjustments may be needed due to responses to the pandemic by the Australian and NSW Governments that impact on Council’s income and expenditure.

Future focusedIn June 2017, Blacktown City adopted a revised community strategic plan, Our Blacktown 2036.

Community strategic plans guide our operations and ensure that everything we do has purpose and progresses us towards achieving our social, environmental, economic and civic objectives.

As we progress towards the final year of our 2017-2022 Delivery Program, we want to make Blacktown a modern, inspirational city for our residents and businesses and a magnet for sustainable economic growth.

Over the remainder of this term we will continue to pursue initiatives that will shape the future of the City including:

• transforming Blacktown City Centre by redeveloping the Warrick Lane precinct

• facilitating the establishment of the Australian Catholic University at Main St Blacktown and the eventual establishment of its campus in the Warrick Lane precinct

• developing the Western Sydney Animal Rehoming Centre (WSARC)

• implementing the Blacktown International Sportspark (BISP) Master Plan, and developing the International Centre of Training Excellence (ICTE)

• facilitating development of the Blacktown health and medical precinct

• confirming an office accommodation strategy for Council’s future

• settling an agreed masterplan for Riverstone Town Centre as a hub for the 30,000 new residents expected in the area over the next 30 years.

Have your say on the City’s futureCouncil is proud to put forward these plans for the growth and wellbeing of Blacktown, and committed to consulting our community and stakeholders on a shared vision for our great City

FROM THE MAYOR

Councillor Tony Bleasdale, OAM

Mayor

02 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21

Blacktown City Council is a major employer and business in western Sydney and we remain committed to maintaining jobs, paying our creditors, providing quality services, facilities and infrastructure for our residents and businesses.

However, as a result of the current unprecedented COVID-19 operating environment, we need to maximise savings and make practical cuts where we can without adversely impacting on our community.

Financial and sustainability performanceFor 2020/21, Council is proposing a balanced budget of $789 million, our largest.

This is an achievement, given our expenditure for essential items is increasing at a faster rate than the allowable rate pegging limit.

We have continued to further reduce our asset renewal backlog and improve on most of our key financial sustainability ratios.

We have achieved this through our long-standing discipline of sound financial management and continued focus on containing rising costs within revenue constraints.

Growth and transformationWhile our population growth presents exciting opportunities, it is challenging for Council to maintain services and infrastructure.

Council is committed to delivering high quality infrastructure and services for the residents and businesses of Blacktown City. We are also transforming our City for the future.

$298 million is allocated to capital works in 2020/21, including over $100 million towards 3 of our transformational projects – the Western Sydney Animal Rehoming Centre, Warrick Lane redevelopment and the International Centre of Training Excellence.

Providing infrastructure and open spaceCouncil is responsible for more than 1,400 kilometres of local and regional roads, 117 bridges and 1,500 kilometres of footpaths in Blacktown City.

$141 million is allocated in 2020/21 for construction and maintenance of roads, footpaths and bridges.

Our parks are the lungs of our City. Council is allocating $67.5 million to the purchase and maintenance of Blacktown City’s parks, reserves, playgrounds and sporting fields.

Ongoing high quality servicesBlacktown City Council’s $369 million operational budget allocates funding for a wide range of services and maintenance programs.

• $55.7 million is allocated for the operation and maintenance of waste collection and management services.

• Council operates one of the largest childcare programs in NSW. The 2020/21 budget allocates $24.7 million for the operation of ‘Kids Early Learning’ (KEL) centres.

• $9.9 million will go to our 5 libraries. Our libraries attract more than 1.5 million visitors and host over 2,000 events each year.

• $21.1 million to our 5 Leisure Centres, the Leo Kelly Arts Centre, Blacktown, and to other community and recreational facilities.

The draft 2020/21 Operational Plan and budget are available on Council’s website www.blacktown.nsw.gov.au and public comment is invited.

From the CHIEF EXECUTIVE OFFICER

Kerry Robinson, OAM

Chief Executive Officer


Your Councillors 2016–2021

COUNCILLOR JESS DIAZ BA, LLB, MBA

PO Box 804 Blacktown 2148 M: 0478 530 976 E: [email protected]

WARD 1

WARD 2

WARD 3

COUNCILLOR CHRIS QUILKEY Dip Law


COUNCILLOR MONINDER SINGH JP, PhD


COUNCILLOR JULIE GRIFFITHS DEPUTY MAYOR


COUNCILLOR JAYMES DIAZ


COUNCILLOR KEVIN GILLIES


COUNCILLOR FREDERICK BRILLO


COUNCILLOR KATHIE COLLINS OAM, BASc IS


COUNCILLOR SUSAI BENJAMIN BSc DipSSA (MA Social Work), BLaws, JP, GAICD

PO Box 33 Toongabbie 2146 M: 0427 677 001 E: [email protected]

The NSW Government announced in March 2020 that due to the COVID-19 pandemic, the local government elections scheduled in September 2020 would be postponed for 12 months. Councillors who were elected in September 2016 will now serve until September 2021.


Councillor Stephen Bali MP resigned from Council in October 2019, as he was not able to continue serving as both a Councillor and State MP for Blacktown. This vacancy will be filled at the Council elections in September 2021

WARD 4

WARD 5

COUNCILLOR CAROL ISRAEL


COUNCILLOR LINDA SANTOS


COUNCILLOR PETER CAMILLERI


COUNCILLOR BRAD BUNTING JP


COUNCILLOR TONY BLEASDALE OAM, JP MAYOR



The Delivery Program and Operational Plan is divided into 4 sections.

The first section (pages 2-23) provides information on the City of Blacktown, how the Council organisation operates and plans for the future, and an overview of the budget.

The second section (pages 24-34) contains a set of large scale projects, referred to as Transformational Projects. These 9 projects, targeting different aspects of Blacktown City, will transform the city centre, economy, sporting facilities and quality of life for residents of our area. These projects are:

• Blacktown International Sportspark (BISP)

– BISP Masterplan

– International Centre of Training Excellence

• Blacktown City Centre – Warrick Lane development

– university campus

– health precinct

– Council accommodation

• Riverstone Town Centre Masterplan

• Western Sydney Animal Rehoming Centre

• St Bartholomew’s Cemetery expansion.

The third part (pages 37-153) contains the 6 strategic directions of Our Blacktown 2036, the community strategic plan for Blacktown City, as well as the focus areas and goals that guide activities and services Council will deliver in 2020/21. These strategic directions are:

1. A vibrant and inclusive community

2. A clean, healthy and sustainable environment

3. A smart and prosperous economy

4. A growing city supported by accessible infrastructure

5. A sporting and active city

6. A leading city.

The 6 strategic directions are all linked and have been developed from what community members told us was important to them.

The fourth section (pages 155-229) contains financial information supporting the transformational projects and the strategic directions, focus areas and goals. It provides detail on the service budgets, capital works, revenue, fees and charges for 2020/21.

How to read the delivery program and operational plan



Our City

Our community 395,000 Estimated population

Born overseas:

40%Languages spoken:

184 urban Aboriginal and Torres Strait Islander population in NSWLargest

Projected population in 2036:

522,000Population under 30 years old:

44%Average age:

33Suburbs:

48

Our environment

Greenhouse gas emissions (Council operations)

39,392 CO2-etonnesTrees given away in 2018/19:

33,436

Waterways:

262kmBushcare groups:

15Bushland under restoration by volunteers:

81.7ha

Our economy $18.81 billion Gross regional

product (GRP)

Unemployment (June 2019):

5.5%

Residents working in Blacktown City:

30.6%Number of local businesses:

24,990Number of local jobs:

143,259 of the workforce with 22% holding a bachelor or higher degree

47.7%Formal educational qualifications:

Largest industry:

Data sourced from http://profile.id.com.au/blacktown/highlights and ABS data

CONSTRUCTION


Our infrastructure

Local roads:

1,379km 117Bridges:

88kmRegional roads:

Our recreation facilities

Playgrounds:

406Tennis courts:

38Playing fields:

163

Aquatic and leisure centres:

5Community hubs:

6Libraries:

5

Our Council

Number full time equivalent staff

1,700Operating budget:

$369 millionCouncil’s projected spending during 2017-2021: $2.8 billion

Budget forecast:

$789 millionCapital budget:

$420 million

Footpaths:

1,506kmor the distance between Blacktown and Rockhampton

1,466kmTotal road length:

or the distance between Blacktown and Adelaide 2,521km

Kerb and gutter:or the distance between Blacktown and Cairns

Parks

785or 17,800ha or 2,237 playing fields


How your council is structured

Development Policy and Regulation

Building and Engineering Assessment

Development Assessment

Strategic Planning

Planning and Development

Council

Executive Secretariat

Audit Committee

Corporate Counsel

Communications and Marketing

Plant and Energy

Open Space Maintenance

Section 7.11 Projects

Building Construction

and Maintenance

Civil Asset Maintenance

Access and Transport Management

Asset Planning and Support

Asset Construction

City Assets

Finance Property

Business Technology

Developer Contributions

Safety and Insurance

Events and Sister Cities

Corporate Strategy and

Economic Development

Procurement and

Governance

People and Culture

Corporate Services

CHIEF EXECUTIVE

OFFICER


Community Development

Community Law

Enforcement and Waste

Animal Rehoming

CentreEnvironment

Kids’ Early Learning

Recreation Planning and

Design

Key Venues

Arts and Cultural

DevelopmentAsset Design

Transformational Projects Program City Architect

Library Services

City Living City Architect and Transformational Design


OUR values

We will:• Work with others to accomplish goals

and tasks• Inspire trust among our teams and build

confidence within ourselves and others• Consider other people’s views and opinions• Value the input of team members and other

departments across the organisation• Treat all team members with respect

and courtesy

We will:• Look for opportunities and generate new

and creative ways to meet the Council and customer needs• Find new ways to combine the effort and services

of my colleagues and different departments• Take the lead and champion change• Challenge ourselves and others to think

differently about the way we carry out work and processes

• Always look for ways to improve

We will:

• Actively participate in workplace health

and well-being

• Always be up to date with Council’s health

and safety regulations and processes

• Consistently consider health and safety

issues as part of our job

• Challenge unsafe behaviours and attitudes

in others

• Demonstrate an understanding of risk

identification, assessment, eliminations/

control and monitoring

We will:• Understand the importance of a positive

initial impact

• Listen to the customer’s needs and aim

to build customer confidence

• Demonstrate a commitment to serving

customers (both internal or external)

• Share knowledge and the knowledge of our

teams with other departments, offering ideas

or solutions to benefit our customer

• Seek the knowledge of others to address

a customer request

Teamwork

Innovation Commitment

to safety

Customer focused

Blacktown City Council’s aspiration is to be recognised as the best council in Australia.



What we do for youBlacktown City Council provides a wide range of everyday services that look after community needs now and into the future. Our community includes the people who live here, those who visit or work in Blacktown City as well as local industries and businesses.

Council’s many different servicesAquatic and leisure centres

Arts and cultural development

Asset design

Asset management strategy and support

Blacktown City Information Centre

Building and engineering assessment

Building construction

Building maintenance and renewal

Building security and access

Business technology

Civil asset construction

Civil asset maintenance

Communications and marketing

Community development and support

Community facilities and social planning

Community law enforcement

Corporate records

Corporate strategy and performance

Development assessment

Developer contributions and infrastructure delivery management

Development policy and regulation

Drainage, catchment and stormwater management

Economic development

Emergency services support

Energy management

Environmental health

Environmental services

Events

Financial management

Fleet management

Governance and council support

Graffiti management

Illegal dumping management

Internal audit

International links and sister city partnerships


Land information and spatial services

Land projects and policy

Libraries

Open space and outdoor recreation provision

Open space maintenance

Payroll

People and culture

Procurement

Property acquisition and management

Rates and accounts

Safety, insurance and enterprise risk management

Sports facilities and key sporting venues

Strategic planning

Street cleaning

Tourism and visitor information

Transport planning and management

Urban animal management/animal holding facility

Waste management



Finding out what’s important to youWe are always trying to make our services better. An important part of doing this is talking to our community to find out what you need and want for our City.

Every 2 years we undertake a comprehensive community survey by phoning a sample of residents from all areas of Blacktown City. We ask questions about what’s important to them and how satisfied they are with what Council does.

Overall, our community has given us positive feedback in these surveys. The results in all surveys broadly show Blacktown City among the best performing of comparable councils.

Survey results are based on a 5-point scale. You can see from the example below, that satisfaction in Blacktown City was significantly higher when compared with the NSW metropolitan areas:

NSW LGA brand scores Metro

Blacktown City Overall

2017

Blacktown City Overall

2019

Mean ratings 3.55 3.67 3.64

This is good news, but we know there is more we can do.

Our survey highlighted the key drivers of overall satisfaction with Council, especially:

• the level of communication we have with the community

• litter control and rubbish dumping

• availability of car parking near train stations and bus interchanges

• managing new development in the area

• condition of local roads.

Our residents are also becoming more concerned about the environment, especially:

• healthy natural waterways

• protecting bushland and biodiversity during development

• protecting natural bushland.

In addition to the environment, key areas for engagement included:

• general appearance of the City and ways to reduce the amount of waste in the area

• issues relating back to population growth, and the level of planning and development required for a growing population

• the issue of parking and roads in the area.

You can see the results of Council’s 2011, 2013, 2015, 2017 and 2019 surveys on our website.

Taking actionWe do take notice of what our residents tell us. We use the results of these telephone surveys to plan our services. For example, we might investigate matters that are important to the community and come up with different ways to manage these issues. They are also used in assessing and reporting on the progress of the Delivery Program.

The next Blacktown City satisfaction survey will be completed in late 2021. The results will be available in early 2022.


Planning for our futureOver the next few years you will continue to receive the same number and types of services we have been providing. At the same time, we will be looking at ways to do what we do better.

Continually improving Council has a responsibility to use public money in the best way possible. We need to continually improve how we do business so that we provide our community with a cost-effective and efficient service.

To help us achieve this, we are guided by our Better Practice Reviews program.

Better Practice Reviews are our way of ensuring that all of our services are efficient, effective and sustainable into the future. This is an important part of achieving our vision for Blacktown City as set out in Our Blacktown 2036.

Integrated planning and reportingThe Integrated Planning and Reporting Framework (IP&R) is a strategic planning policy initiative introduced in 2009 by the NSW State Government. The aim of the initiative is to improve long-term financial sustainability, asset management, community consultation and organisational planning in local government. This initiative has opened the way for councils and communities to better collaborate in planning for the future of their areas.

IP&R recognises local government’s unique position as the only agency with an interest in all aspects of the local area. It formalises the role of the council as the key advocate for the community on all issues.

The legislation requires councils to take a more comprehensive and rigorous approach to strategic organisational planning, resourcing, reporting and community engagement.

Councils are required to prepare a set of planning documents:

• Community strategic plan (covering a minimum of 10 years)

• Community engagement strategy

• Resourcing strategy made up of:

– Long-term financial plan (minimum of 10 years)

– Asset management strategy (minimum of 10 years)

– Workforce management plan (minimum of 4 years)

• a 4-year delivery program for each elected council term

• detailed operational plan that includes a statement of revenue policy and annual budget.

Communityengagement

Communitystrategic plan

10+ years

Deliveryprogram4 years

Resourcingstrategy

Asset managementplanning

Workforcemanagement

planning

Long term�nancial planning

Operationalplan

1 year

Quarterly, annual and QBL reports

Perpetualmonitoringand review

Integrated planning and reporting framework


Delivering the planOur 2017–2021 Delivery Program, identifies the goals Council has committed to delivering to the community over the next 4 years. It also sets out specific priorities and principal activities to achieve these goals. It additionally establishes Council’s services, annual budget, rates, and fees and charges for the year.

Resourcing Our Blacktown 2036The Resourcing Strategy identifies the money, assets and people required by Blacktown City Council to deliver on our commitments over the next 10 years as outlined in Our Blacktown 2036.

Council reviews the Resourcing Strategy annually to ensure it aligns with the diverse range of services identified in our current Delivery Program and Operational Plan.

The Resourcing Strategy consists of 3 key components:

• Workforce Management Plan

• Asset Management Strategy

• Long-term Financial Plan.

The Workforce Management Plan covers a 4-year period. It helps make sure there is the right staffing to handle the changes and challenges Council will face to meet the current and future service and operational needs of Blacktown City.

The Asset Management Strategy covers a 10-year period. It includes what Council needs to do to improve Council’s asset management and project resources. The strategy identifies the critical assets under Council’s responsibility and outlines risk management strategies for these assets. It also contains long-term projections of asset maintenance, renewal and replacement costs.

The Long-term Financial Plan covers a 10-year period and outlines the financial implications of delivering on Council’s responsibilities contained in Our Blacktown 2036. The purpose of the plan is to ensure that Council is a financially viable, adequately funded and sustainable organisation to meet community expectations of service levels.

The quadruple bottom lineA key component of the IP&R framework is the requirement of the community strategic plan to address 4 distinct elements: social, environmental, economic and civic leadership. These are generally referred to as the quadruple bottom line, or QBL. Quadruple bottom line ensures that the plan is balanced and takes a holistic view without focusing on one particular aspect.

Quadruple bottom line shapes our future by providing the overall framework for Blacktown City’s planning and decision-making. We are confident this approach will lead us into a sustainable future.

Quadruple bottom line

Environment

Economy Society

Civic Leadership

Delivering Our Blacktown 2036


We want to strengthen our ability to achieve long-term sustainability. We want to be able to monitor and report on the wellbeing of the community. To help us plan and make the best decisions, we have developed a set of indicators which we will use in future reporting and data analysis.

w

Control: Strategy areas that are in direct control of local government.

Influence: Issues that local government does not control but can influence.

Concern: Areas that local government neither controls nor is likely to influence, but are of concern to the community and affect its wellbeing.

Control

Influence

Concern

Control

Influence

Concern

Control

Influence

Concern

Blacktown City would typically use concern and influence indicators to lobby the NSW or Australian governments or their agencies to address the issues affecting the community.

The Community Strategic Plan – Our Blacktown 2036 and the 2017-2021 Delivery Program include a range of our QBL indicators under each strategic direction, by which community outcomes will be measured.


Assessing and reporting on progress Councils are required to report regularly to the community on all levels of their integrated plans. These reports include:

• progress reports at least every 6 months on the principal activities in the Delivery Program. These reports are based on the measures contained in the Operational Plan

• an annual report which includes the achievements of Council in implementing the Delivery Program

• an end-of-term report detailing Council’s progress in implementing the Community Strategic Plan during the 4-year term.

In addition to these statutory reporting requirements we provide comprehensive monthly and quarterly updates to Council and community.

Providing the best staff and facilitiesTo make sure we can efficiently maintain our services now and into the future, we need to make sure we have enough qualified staff as well as other assets (such as plant and equipment).

Council’s Resourcing Strategy helps us do this. The Resourcing Strategy identifies how much Council’s services, such as libraries and childcare services, as well as our facilities, such as parks and recreation centres, will cost.

The reality is, we do not always have the funds to do what our community would like all at once. The Resourcing Strategy is a way of mapping our activities over 10 years in a way that Council can afford.

We update the Resourcing Strategy every year in line with our community strategic plan, Our Blacktown 2036. Council also thoroughly reviews the Resourcing Strategy following each Council election.


Budget summaryThe budget summary is an overview of Council’s budget estimates for the term of the Delivery Program 2017–2021. The budget for each financial year is reviewed annually and updated for the current financial year and for the remaining years of the Delivery Program.

The budget is presented in 3 main sections as follows:

• The operational result, which includes all operational income, expenditure and depreciation

• The capital result, which includes capital income and expenditure for capital projects throughout the City

• Funding movements, which includes funding allocated to and from restricted cash reserves during the financial year.

Combined, these 3 components project balanced budgets over the 4 year budget period. These projections highlight that Council is ensuring it is not spending beyond its funding capacity.

Provision has been made in the budget for the following projects and activities:

• $5 million allocated towards further progressing the funding strategy for the City’s program of transformational projects

• $11.5 million for the Warrick Lane transformational project

• $74 million for the International Centre of Training Excellence transformational project at the Blacktown International Sportspark

• $27 million for Western Sydney Animal Rehoming Centre

• $21.1 million for road and footpath improvements across the City

• $6.4 million for drainage improvements across the City

• $35.6 million for the purchase of land in the new release areas to deliver essential drainage and water infrastructure

• $28.6 million for new drainage and stormwater in the growing areas of Riverstone, Rouse Hill and Marsden Park

• $49.4 million for new roadworks in the growing areas of Riverstone, Schofields, Rouse Hill and Marsden Park

• $23.6 million for new open space in the growing areas of Riverstone and Schofields

• $1.9 million for the construction of Riverstone Parade, Riverstone (provision of a 4 land road from Victoria Street to Otago Street including pavement, kerb and gutter, drainage and cycleway)

• $5.6 million for building improvements across the City

• $6.2 million for the upgrade of facilities at Council’s sporting grounds

• $1 million for improving the City’s playgrounds

4 year budget forecast summaryThe following table is a budget forecast summary for the current 4 year term of Council. The overall forecast budget for this term of Council is a budget of $2.8 billion.

2017/18 2018/19 2019/20 2020/21

Operational expenditure (including depreciation) $306 million $328 million $352 million $369 million

Capital expenditure (including dedicated assets) $304 million $295 million $384 million $420 million

Total $610 million $623 million $736 million $789 million


Major areas of expenditure (operational):• waste management - $55.7 million

• open space - $36.7 million

• buildings - $28.3 million

• aquatic, leisure and recreation - $21.1 million

• Kids’ Early Learning - $24.7 million

• planning services - $20.3 million

• customer service and governance support services - $18.9 million

• roads, footpaths and bridges - $68.0 million

• street lighting - $8.6 million

• libraries - $9.9 million.

Source of income

1.2% - Interest and investments

2.1% - Net gains from the disposal of assets (property development and plant)

3.2% Other Revenue

7.7% - Fees and charges

45.9% - Rates and annual charges

39.9% - Grants and contributions


Budget Summary 2020-212020/21

$

Operational

Income Rates and annual charges (250,430,031)

Fees and charges (41,742,670)

Interest received (6,762,250)

Other revenues (17,540,630)

Grants and contributions – operating (26,030,593)

Net gains from the disposal of assets (11,384,946)

Total operational income (353,891,120)

Expense Employee costs 169,448,307

Materials and contracts 79,626,002

Borrowing costs 120,000

Other expenses 39,050,894

Total operational expenditure 288,245,203

Operational result – (surplus)/deficit (65,645,917)

Depreciation (non-cash item) 81,000,000

Operational result including depreciation – (surplus)/deficit 15,354,083

Capital

Income Grants and contributions – capital (191,241,000)

Total capital income (191,241,000)

Expense Capital expenditure 325,046,878

Dedicated assets 95,000,000

Total capital expenditure 420,046,878

Capital result – (surplus)/deficit 228,805,878

Funding movements

Transfer from reserve (279,473,425)

Transfer to reserve 133,295,394

Internal charges - expense 34,814,075

Internal charges - income (34,701,575)

Add back depreciation (81,000,000)

Loan borrowings (12,726,830)

Principal repayment 4,200,000

Add back book value of assets disposed (8,567,600)

Total funding movements (244,159,961)

Net result – (surplus)/deficit 0



Transformational projects


Our Blacktown 2036 outlines Council’s practical approach to achieving the community’s aspirations for the City. Alongside the 6 strategic directions is a set of transformational projects that advances the vision for the City.

Blacktown International Sportspark (BISP)

– BISP Masterplan

– International Centre of Training Excellence

Blacktown City Centre

– Warrick Lane development

– university campus

– health precinct

– council accommodation

• Riverstone Town Centre Masterplan

• Western Sydney Animal Rehoming Centre

• St Bartholomew’s Cemetery expansion.

The projects include work in the following areas:

• construction and capital expenditure

• planning and design

• facilitation, including the negotiation of agreements between Blacktown City Council and external parties, advocacy and issues management.

TRANSFORMATIONAL PROJECTS


BLACKTOWN INTERNATIONAL SPORTSPARK (BISP)Blacktown City is the sporting capital of Western Sydney. We are home to Sydney 2000 Olympic Games legacy facilities at BISP and a wide range of regional, national and international sporting partnerships. Two of our transformational projects build on this foundation.

BISP MasterplanProject lead: Blacktown City Council (through Blacktown Venue Management)

Potential partners: NSW Government agencies, Cricket NSW, Football Federation Australia, Western Sydney Wanderers (WSW), NSW Softball, Baseball NSW, Sydney Blue Sox, Athletics NSW, Little Athletics NSW, Football Federation Australia, Blacktown District Soccer Football Association, AFL Venues Manager, Western Sydney Parklands Trust.

Strategy statement To implement the new BISP masterplan and provide a first-class multi-sport venue serving the needs of the local, regional, state, national and international sports market through a range of sports and sports related facilities and opportunities. This will include a public square, hotel, athlete hostel, food and beverage facilities, transport and traffic connections. Business planning and development of relevant funding strategies are ongoing.

2036 statement - Where we will be BISP is a first-class multi-sport venue that provides elite and community sporting opportunities through cricket, baseball, softball, athletics, soccer, soccer goalkeeping and Australian Football. Through partnerships with existing and potential stakeholders, Council will deliver a visionary masterplan to create high quality training, playing and ancillary facilities. This will further develop a community asset into a facility with wide appeal to the sporting and non-sporting public.

Status The Blacktown International Sportspark Masterplan revision has been completed and endorsed by Blacktown Venues Management and Blacktown City Council.

Its primary objectives include:

• identify the site for the International Centre of Training Excellence (ICTE)

• generate potential development scenarios upon which future servicing could be tested for the whole site

• identify where future sports based development could be accommodated

• identify opportunity to integrate with Western Sydney Parklands, WSW site and the surrounding neighbourhoods.

The BISP Masterplan document now forms part of the brief for the International Centre of Training Excellence (ICTE).


International Centre of Training Excellence (ICTE)Project lead: Blacktown City Council

Potential partners: Australian Catholic University, Western Sydney Local District Health, Western Sydney Sports Medicine, specialist service provider in imaging, Department of Education, CTP and Worker’s Compensation Insurers, Western Sydney Parklands Trust, Cricket NSW, Western Sydney Wanderers, NSW Softball, Baseball NSW, Athletics NSW, Little Athletics NSW, AFL, Blacktown sporting clubs and groups.

Strategy statement To design, develop and deliver a technologically advanced building for community health, sports science, training and injury recovery as part of Blacktown International Sportspark Sydney. The ICTE is intended to be delivered by July 2022.

2036 statement - Where we will be The ICTE is a nationally and internationally renowned facility, the centrepiece of the BISP. The Centre is delivering prevention, recovery and performance outcomes for the health of our community through sport and sports science, catering to all levels.

Priorities for 2020/21 The required community consultation and capital expenditure review for the ICTE were completed in 2018. The project team of experts (project managers, architects, engineers and specialist sports advisors) will continue further development of the business plan and detailed design for the ICTE project.

The primary actions for 2020/21 are:

• peer review follow up will continue to be undertaken with International and Australian experts

• development application for Academy Accommodation will be progressed

• detailed design will be finalised for main works

• construction tender process will be undertaken for early works for fields with ICTE and academy accommodation to follow

• essential works (water main upgrade will be undertaken along Eastern Road).

Fit-out and commissioning of the ICTE building is anticipated to occur in 2022.

Funding strategy The funding strategy for the ICTE was approved by Council in late 2018, following consideration of the business case and a capital expenditure review of the project, including community consultation. The funding strategy is incorporated in Council’s Long Term Financial Plan 2020-2030.

• anticipated capital cost of the project: $100 million

• anticipated net operating cost of the facility: $1.5 million per annum.

Operational Plan action relating to this project: 5. A sporting and active city 1.2.1 (page 123).


BLACKTOWN CITY CENTREThe transformation of Blacktown into a modern metropolitan centre has been a consistent focus of our Community Strategic Plan. Blacktown Central Business District (CBD) will be the focal point of a vibrant City: providing employment, housing, social, cultural, recreation and transport infrastructure within a framework of sustainability and design excellence. This includes working with key partners such as Australian and NSW Government agencies and private sector entities.

Four transformational projects have been identified to drive this vision and these are outlined below.

Warrick Lane developmentProject Lead: Blacktown City Council

Potential partners: Australian and NSW Government agencies

Strategy statement To secure the development of the Warrick Lane precinct as a trigger for the revitalisation of Blacktown CBD, Council will acquire sites, build necessary infrastructure and go to market when appropriate to achieve this. The strategy includes necessary infrastructure, car park, public space as well as development sites.

2036 statement – Where we will be The Warrick Lane site will be developed as a new CBD focus for Blacktown showcasing a new civic plaza, ACU’s new campus accommodating 5,000+ students, new civic functions, commercial development and other appropriate uses. The precinct will be the catalyst to further high quality sustainable development in accordance with the Blacktown City Centre Masterplan.

Priorities for 2020/21 The Warrick Lane Masterplan was adopted by Council in 2017 and the required community consultation and capital expenditure review were completed in 2018. Local Environmental Plan revisions for planning controls in the precinct have been submitted for approval to the NSW Government. Specialised consultants have been appointed for the project (project managers, architects, landscape architects and community consultation).

The first components to be delivered are the roads, below ground car park and a new civic plaza.

Demolition works have been completed, bulk excavation and Stage 3 residual works design and approval activities have commenced. Stakeholder and community communication continue.


• excavation will be finalised and construction will commence

• Civic space opening and commissioning of carpark scheduled early 2021.

Funding strategy The funding strategy for the Warrick Lane development was approved by Council in late 2018, following consideration of the business case and a capital expenditure review of the project, including community consultation. The funding strategy is incorporated in Council’s Long Term Financial Plan 2020-2030:

• anticipated capital cost of the project: $76.5 million

• revenue generated from retail leases will fund the necessary cleaning, maintenance and operating costs.

Operational Plan action relating to this project: 3. A smart and prosperous economy 2.1.1 (page 91).


University campusProject Lead: Australian Catholic University (ACU)

Potential partners: Blacktown City, NSW Government agencies, businesses, health providers and sporting clubs.

Strategy statement To secure a major university campus of at least 2 faculties and 5,000 students with ancillary community facilities, located in the city centre of Blacktown.

2036 statement – Where we will be Blacktown City Centre will feature a fully integrated major university campus, bringing unique educational and economic opportunities and community facilities.

Priorities for 2020/21 A comprehensive Expression of Interest process was undertaken resulting in Council endorsing the Australian Catholic University (ACU) as its university partner.

A Heads of Agreement was adopted by Council which sets out a negotiation path through the stages of an initial interim campus at 22 Main Street, Blacktown, followed by a permanent campus within the CBD.

The primary actions for 2020/21 include:

• a “Visit ACU” street-level shop front will be established at the interim campus at 22 Main Street, Blacktown

• ACU staff will also be located at the interim campus, in preparation for commencement of pathway, degree and executive education programs in 2021

• ACU will commence investigations for its new building at Warrick Lane.



Health precinctProject Lead: Blacktown City Council

Potential partners: Blacktown City, Blacktown Hospital and Mount Druitt Hospital, medical and specialist practitioners, private hospital operators, NSW health infrastructure.

Strategy statement To realise and extend the benefits of the NSW Government’s $700 million investment in Blacktown Hospital by working with the NSW Government and the private health sector to facilitate the co-location of a private hospital facility or allied medial health services within our identified medical health precinct in Blacktown CBD.

2036 statement – Where we will be The substantial private sector investment into Blacktown in the form of a private hospital and specialised health services helped alleviate some of the significant health issues faced by our community and addressed a deficiency in the health service provision within our City and region.

The investment in additional medical and allied health services in Blacktown facilitated jobs growth, particularly in increasing the knowledge intensive jobs available in our City.

Priorities for 2020/21 We have completed an urban design analysis, draft economic and market analysis, civil infrastructure analysis and traffic and parking analysis undertaken by architects Hames Sharley.

An official announcement was made that council was in discussions with Charlie Teo to establish Blacktown Brain and Spinal Institute (BBSI).


• refining of the proposed strategic health precinct around Blacktown Road resulting in a design vision and concept plan being translated into Local Environmental Plan amendments

• Road Maritime Services/Transport for NSW – traffic analysis and stormwater design for incorporation into Contributions Plans for future developments in the precinct.



Council accommodationProject lead: Blacktown City Council

Potential partners: NSW Government agencies and university campus

Strategy statement Blacktown City is the largest and fastest growing local government area in NSW by population. Our current population of 395,000 residents will grow to over 500,000 over the next 20 years. The Council organisation, based in the Blacktown Civic Centre in Flushcombe Road has outgrown its current out-dated premises. We have developed a future organisation and service strategy which includes confirming refurbished office accommodation in Blacktown CBD. The funding strategy is under consideration.

2036 statement – Where we will be Blacktown City Council is an ‘anchor tenant’ in the heart of the city centre. Our large, highly-skilled organisation will be appropriately accommodated to attract and retain staff and provide high-quality local government services to the Blacktown City community.

Priorities for 2020/21 Pilot work space was created in the Council owned

building at Level 3, 22 Main Street to showcase future ways of working. 76 staff from City Architect and Transformational Design relocated to this new workspace bringing all staff from this Directorate into a single co-located workspace.

Level 1 Civic Centre (north wing) and ground floor Civic Centre (south wing) were fully refurbished bringing all staff from the Planning and Development Directorate into close proximity (ground floor and Level 1).


• level 3 Civic Centre (south wing) will be refurbished to allow staff from City Assets Directorate currently located at Main Street to be co-located to Level 3 Civic Centre

• additional Civic Centre refurbishment projects will proceed, subject to certainty regarding Blacktown Brain and Spinal Institute project and funding approvals.

Operational Plan action relating to this project: 6. A leading city 6.3.3 (page 150).


RIVERSTONE TOWN CENTRE MASTERPLANProject lead: Blacktown City Council

Potential partners: NSW Department of Planning, Roads and Maritime Services, Transport for NSW and Bicentennial Museum.

Strategy statement To implement the agreed masterplan for Riverstone Town Centre. The anticipated elements (to be finalised, along with relevant funding strategies) include a community centre, library, child care centre, aquatic centre, recreation centre and public park, and residential development.

2036 statement - Where we will be Our vision for Riverstone is to create “A vibrant, sustainable centre with opportunities for the community”. Riverstone Town Centre will be a ‘semi-rural’ town centre with view corridors to the Blue Mountains, a range of community spaces and activities for people to interact and connect, with future development of an appropriate scale to create a neighbourhood character. Elements of the town centre’s cultural heritage will be retained. Streets and footpaths will be enhanced to make walking and cycling a more pleasant experience. New pedestrian links will also be provided to enable residents, visitors and workers to comfortably travel around the town centre to access its improved retail, recreational, social and community facilities.

Priorities for 2020/21 A Project Director has been appointed to direct the development strategy. The gateway determination issued by the Department of Planning, Industry and Environment for the Riverstone Town Centre planning proposal has been issued with conditions to be addressed pending advice to exhibit the proposal.

The consultant team has commenced its due diligence to prepare initial concepts for a new Riverstone Village “reference scheme”. Project development, feasibility and delivery strategy was presented to Council for endorsement.


• market testing of the reference scheme will be undertaken

• the project team will pursue Council’s direction for delivery of the endorsed reference scheme and delivery strategy after market-testing

• draft ‘reference scheme’ will be presented to Council in late 2020

• Expression of Interest of the approved ‘reference scheme’ to market, subject to Department of Planning, Industry and Environment resolution of flood and access issues for Riverstone Town Centre.



WESTERN SYDNEY ANIMAL REHOMING CENTREProject lead: Blacktown City Council

Potential partners: Other western Sydney councils, University of Sydney, and Western Sydney Parklands Trust.

Strategy statement Council has endorsed a concept plan and funding strategy for the replacement of our current Animal Holding Facility at Blacktown with a new state-of-the-art facility at Glendenning. It is anticipated that the new facility will open around mid-2022. It has been designed to provide services to a number of western Sydney councils.

2036 statement - Where we will be Blacktown provides the leading regional animal rehoming centre for Western Sydney.

Our Western Sydney Animal Rehoming Centre (WSARC) will be the first custom-built rehoming centre of its kind in Australia. The WSARC will be a modern, eco-friendly, welcoming and spacious facility based on best practice for animal holding and rehoming. It will also incorporate a veterinary clinic.

Priorities for 2020/21 Negotiations with partner/client councils have been finalised. Council considered Preliminary Business case and resolved to move forward with the project by undertaking community consultation and preparing Capital Expenditure Review.


• capital expenditure review will be submitted to Council for approval and funding allocated to move to construction phase

• design consultants will be mobilised to complete design and prepare tender packages

• detailed design will be completed and tender documents for works prepared

• a construction contract will be let and significantly advanced.

Funding strategy The funding strategy for the WSARC was approved by Council in March 2020, following consideration of the business case and a capital expenditure review of the project, including community consultation. The funding strategy is incorporated in Council’s Long Term Financial Plan.

• anticipated capital cost of the project: $27 million

• anticipated net operating cost of the facility: $1.54 million per annum.

Operational Plan action relating to this project: 2. A clean, sustainable and healthy environment 2.4.2 (page 73).


ST BARTHOLOMEW’S CEMETERY EXPANSIONProject lead: Blacktown City Council

Potential partners: Cemeteries and Crematoria NSW, NSW Department of Planning, Industry and Environment, and NSW Heritage Office.

Strategy statement A Masterplan has been prepared which provides for a scheme that opens and extends the existing St Bartholomew’s Cemetery to provide additional burial plots for the region. Land adjacent to the existing cemetery has been acquired for a nominal sum from RMS and a rezoning proposal has been prepared and recently submitted to render it appropriate for use as a cemetery.

2036 statement - Where we will be Blacktown City will have a new, contemporary internment facility at a period when the existing Riverstone Cemetery and other Sydney facilities are reaching capacity.

Priorities for 2020/21 The project has two distinct stages. The first is to re-activate the existing cemetery as a functional facility to utilise existing land for burial (currently zoned for cemetery use).

The second stage is to prepare a masterplan for land acquired from the NSW Government for future cemetery use.

The second stage has two operational phases. Firstly, as a fill site so that the land can be made operationally contiguous with the existing church building and cemetery site and deal with inundation and low-lying land. Secondly, as a cemetery with a new chapel, function- centre, columbarium and other facilities.

NSW Heritage Office has endorsed Council’s plan to deal with attendant heritage issues.


• civil works will be complete

• the Masterplan development application design will be prepared for the Cemetery Expansion Lands

• Prospect Post Office will be stabilised to prevent further deterioration.

Operational Plan actions relating to this project: 6. A leading city 4.3.3 (page 145).



Strategic Directions, focus areas and goals1. A vibrant and inclusive community

2. A clean, healthy and sustainable environment

3. A smart and prosperous economy

4. A growing city supported by accessible infrastructure

5. A sporting and active city

6. A leading city.

The 6 strategic directions are all linked and have been developed from what community members told us was important to them.

Each strategic direction has several key parts:

• Community outcome: a statement describing the kind of place the community has told us they would like Blacktown City to be in the future.

• Budget: a summary of the costs related to each strategic direction.

• Focus areas: a series of strategies that outline Council’s plan for giving our community what it needs.

• Goals: key activities that Council will undertake in the 4 year period 2017–2021 to deliver on the strategy.

• Actions: projects we will complete during 2020/21 or programs that continue from year to year.

• Measure/Target: how we will measure our progress towards achieving what we set out to do.

• Target: what is planned to be achieved. This may be a number or percentage. With new actions or service requirements, quantitative information may not be available, especially where it depends on the needs of others external to Council. Once we have sufficient information, targets will be set and form part of future operational plans.

• Timeframe: the date an action is expected to be completed or where an action is ongoing.

• Manager/Director: the Council manager and director responsible for this action.

It is noted that Council is presently commencing a series of actions in the interests of the health and wellbeing of our community and staff, in response to the global COVID-19 (coronavirus) pandemic. We will meet all requirements of the Australian and NSW Government authorities, and ensure we take a responsible approach to reduce the severity of the pandemic.

These measures will significantly impact a range of our planned programs, budget allocations and performance targets in coming months. The Operational Plan and budget for 2020/21 may need to be reviewed accordingly, and any such impacts will be reported to Council and the community as appropriate.



A vibrant and inclusive

community39DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21 | BLACKTOWN CITY COUNCIL

A vibrant and inclusive communityCommunity outcome

Our local communities are welcoming, vibrant and inclusive, enabling individuals and groups to achieve their potential and the City to prosper as a centre of culture, creativity and learning.

Functions performed by Council to support this Strategic DirectionArts and cultural development

Children’s services

City events and partnerships

City marketing and promotions

Community development

Community facility construction and maintenance

Community regulation


Emergency services support

Library services

Property maintenance

Strategic planning

Transport infrastructure construction and maintenance.


Our indicators

Residents feel part of the communityMeasure: Percentage Scope: Concern

Target/trend: Increasing

VolunteeringMeasure: Percentage Scope: Influence



2020/21 Budget – A vibrant and inclusive community

2020/21 $

Operational

Income Fees and charges (19,872,632)







Depreciation 5,296,920


Operational result – (surplus)/deficit 26,094,267

Capital

Income Grants and contributions - capital (602,628)

Total capital income (602,628)




Funding movements


Transfer to reserve -

Internal charges – expense 3,783,401

Internal charges – income (2,565,226)



Net result – (surplus)/deficit 23,744,151


FOCUS AREA 1

SUPPORT A WHOLE-OF-GOVERNMENT APPROACH ON KEY SOCIAL ISSUES AND NEEDS IN THE CITY

GOAL 1.1: Build relationships between Council and Aboriginal and Torres Strait Islander communities

Ref No Action Measures

Target/ Timeframe

Manager

Director

1.1.1Implement the Reconciliation Action Plan

% and number of planned actions in the current year of the Plan implemented

80% and no. Community Development

Complete Reconciliation Australia Annual Scorecard

June 2021 City Living


GOAL 1.2: Build the capacity and sustainability of the local community services sector


Target/ Timeframe

Manager

Director

1.2.1Develop strategic frameworks and policy positions

Number of plans/strategies adopted by Council

1 per year


City Living

1.2.2Deliver a professional development program through the Blacktown Community Services Conference

Number of participants attending by training program

No. by program Community Development Hold an annual

Blacktown Community Services conference

1 per year

% of delegates report an improvement to their professional development

80% City Living

1.2.3Deliver social research services on key social issues, including demographic data

Number of written social research services provided by type - data requests, reviews and policy advice

50 service responses Community Development

City LivingNumber of times demographic site was accessed

20,000 times per year

1.2.4 Promote Social Profile 2020

Number of briefing sessions held annually

5 per year Community Development

Develop or update Social Profile Snapshots

5 per year City Living


GOAL 1.3: Goal: Participate in partnerships and alliances that respond to social issues and support community inclusion


Target/ Timeframe

Manager

Director

1.3.1Develop new initiatives and partnerships in response to emerging social issues

Number of new initiatives explored and partnerships developed

6 per year


City Living

1.3.2Lead and support community service and social issues forums and interagencies

Number of forums and interagencies supported

20 per year


City Living

1.3.3

Provide opportunities for residents and partners to participate in Council subcommittees focused on community target groups or social issues

Number of Advisory Committee meetings held

35 per year


City Living

GOAL 1.4: Deliver accessible and equitable community services


Target/ Timeframe

Manager

Director

1.4.1Facilitate the Community Donations Program

Number of community groups supported

15 per yearEvents and Sister Cities

Corporate Services


FOCUS AREA 2

PROVIDE A SAFE COMMUNITY

GOAL 2.1: Support emergency services organisations in providing a safe community


Target/ Timeframe

Manager

Director

2.1.1

Facilitate the Local Emergency Management Committee and oversight of the Emergency Management Plan (EMPLAN)

Number of meetings facilitated

3 per year


City Assets

GOAL 2.2: Build a sense of community pride


Target/ Timeframe

Manager

Director

2.2.1Respond to requests for safety assessments or safety audits within 3 - 30 days

Number of responses 20 per year Community Development

City Living

GOAL 2.3: Participate in partnerships and alliances that respond to safety issues


Target/ Timeframe

Manager

Director

2.3.1Lead and participate in activities which support community safety

Number of activities led/participated in

4 per yearCommunity Development

City Living

2.3.2

Respond to requests for comment or input into Section 7.11 plans, Masterplans, Precinct plans and Strategic plans within 3 - 30 days (as per request)

Number of responses 12 per year


City Living

2.3.3Respond to requests for social impact reviews within 3 - 30 days (as per request)

Number of responses 20 per year Community Development

City Living


FOCUS AREA 3

PROVIDE VIBRANT CULTURAL OPPORTUNITIES AND COMMUNITY ACTIVITIES

GOAL 3.1: Provide, promote and support high quality events that meet community needs and expectations


Target/ Timeframe

Manager

Director

3.1.1Deliver the 2020/21 program of civic events

Number of annual planned program of events delivered

No.


Corporate Services

3.1.2Facilitate a range of major iconic community events


No.


Corporate Services

3.1.3Facilitate a range of medium community events that attract local residents


No.


Corporate Services

3.1.4Facilitate a range of smaller community events that attract local residents


No.


Corporate Services

3.1.5

Provide a range of key community based events on social issues and/or for Aboriginal and Torres Strait Islander and culturally diverse communities, children, older people, people with disability and young people

Number of events and festivals, and attendance

8 per year and attendance


City Living


GOAL 3.2: Support community volunteering and Council volunteer programs


Target/ Timeframe

Manager

Director

3.2.1

Recruit and refer volunteers to Council’s volunteer programs and ensure the relationship between Council and volunteers is mutually beneficial

Number of volunteers by program

No. by program


City Living

GOAL 3.3: Deliver accessible and equitable community services


Target/ Timeframe

Manager

Director

3.3.1Provide personal alarm systems for frail seniors

Number of units in use 125 units


City Living


GOAL 3.4: Expand cultural resources, programs and services to celebrate creative excellence and build on opportunities for artistic expression


Target/ Timeframe

Manager

Director

3.4.1Provide professional management and care of Council's art collection

Number of artworks rehung in Council buildings

8 per year Arts and Cultural Development

Complete works on artworks identified for repair or treatment

80% and no.

City Living

Number of new acquisition records (including photography) created for offline database and online distribution

6 per year

3.4.2Support the Solid Ground Artist in Residence in providing an educational program

Number of students engaged in program

50 per year

Arts and Cultural Development

City Living

3.4.3Build community engagement and education activities into programming

Number of activities including community engagement and education elements

10 per year


City Living

3.4.4Collaborate internally and externally to deliver a cultural program

Number of internal partnerships


Number of external partnerships


3.4.5Deliver a diverse creative and cultural program of local, state and national significance

% of community satisfied with the Blacktown Arts Program

85% Arts and Cultural Development% and number of

activities commissioning new work

65% and no.

Number of sessions on Council's cultural digital platforms

100,000 per year

City LivingNumber of people engaging with creative and cultural activities

33,000 per year



Target/ Timeframe

Manager

Director

3.4.6Ensure creative and cultural programs include cross cultural initiatives

Number of initiatives implemented or commenced


City Living

3.4.7Provide a creative and cultural program through the engagement of creative practitioners

Number of local artists engaged

70 per year Arts and Cultural DevelopmentTotal number of artists

engaged200 per year

Number of local creators participating


Number of creators participating

500 per year

3.4.8 Provide a small arts grants program

Number of recipients awarded

13 per year (minimum)


Grant funding fully allocated

100% City Living

3.4.9Provide an artist studio and residency program

Number of Blacktown Arts residencies (paid)


Number of studio residencies (121 Main Street Blacktown)


3.4.10Review and develop a new Cultural Plan every 5 years (commencing 2020)

Plan reviewed June 2021 Arts and Cultural Development

City Living


GOAL 3.5: Provide and promote The Leo Kelly Blacktown Arts Centre


Target/ Timeframe

Manager

Director

3.5.1

Implement a core program of activities and improve access to The Leo Kelly Blacktown Arts Centre by external groups

Number of person visits to The Leo Kelly Blacktown Arts Centre

4,000 per year Arts and Cultural Development

Number of external users


GOAL 3.6: Establish an Aboriginal cultural centre of excellence


Target/ Timeframe

Manager

Director

3.6.1Provide activities to engage Aboriginal and Torres Strait Islander artists and communities

Number of activities engaging Aboriginal and Torres Strait Islander communities


Number of artists engaged



FOCUS AREA 4

ENCOURAGE LIFE-LONG LEARNING

GOAL 4.1: Provide welcoming, safe and inclusive library spaces, both physical and virtual, where ideas and people connect


Target/ Timeframe

Manager

Director

4.1.1Implement annual library customer service survey

Library customer survey completed

Annual Library Services

City Living

4.1.2Implement library community consultation framework

Number of community groups and schools contacted

100 per year Library Services

City Living

GOAL 4.2: Provide and promote library services and resources on an inclusive and equitable basis


Target/ Timeframe

Manager

Director

4.2.1Develop and deliver events and programs to support the community's information needs

Number and attendance150 programs and 7,500 attendants/views per year

Library Services

City Living

4.2.2

Develop and maintain library resources, services and physical locations to support the community's learning and recreational needs

Number of loans (including e-loans)

700,000 per year Library Services

Number of in-person visits to libraries

500,000 per year

Number of memberships across all libraries

80,000 memberships City Living



Target/ Timeframe

Manager

Director

4.2.4

Introduce multi-media promotions, starting within libraries and expanding to other public spaces such as foyers/lifts, highlighting library news and activities

Number of eNewsletters delivered


Number of visists on Library website

250,000 per year

City LivingNumber of Library social media engagements

250,000 per year

GOAL 4.3: Provide and promote current technology and technology training assisting to address the Digital Divide


Target/ Timeframe

Manager

Director

4.3.1Provide digital literacy programs across all branches and remote locations

Number of study/learning events delivered

12 per year

Library Services

City Living

4.3.2 Provide English literacy programs

Number of attendees 120 per year Library Services

Number of conversation class sessions provided for the culturally and linguistically diverse (CALD) community



GOAL 4.4: Encourage participation of the Blacktown City community in lifelong learning, collaborating with relevant stakeholders


Target/ Timeframe

Manager

Director

4.4.1Deliver skills development training workshops to community and community organisations

Number of events 2 per year Community Development Number of participants

reporting that training contributed to their development

No.

City LivingNumber of participants attending by training program

No. by program

4.4.2

Offer new opportunities to access and use library services, for example popup/mobile libraries, coffee vans and books at bus stops

Number of programs and activities delivered off site


City Living

GOAL 4.5: Provide, develop and make accessible a multi-format collection that documents and preserves the historical record of the local community


Target/ Timeframe

Manager

Director

4.5.1

Provide the Blacktown Memories website, including local oral histories, images and other digitised local history resources for online access

Number of oral history items digitised


Number of other resources digitised

5 per year

Number of images digitised


Number of page views 8,000 per year

4.5.2

Maintain and develop library technology services and resources to support customer needs and expectations

Number of public access PCs booked


Number of Wi-Fi sessions utilised

100,000 per year City Living


FOCUS AREA 5

FACILITATE THE DELIVERY OF EARLY LEARNING OPPORTUNITIES

GOAL 5.1: Provide high quality child care in response to community needs


Target/ Timeframe

Manager

Director

5.1.1Develop and provide the 'Safety for Kids' program in Kids’ Early Learning centres

% of centres offering 'Safety for Kids' program

100% Kids’ Early Learning

City Living

5.1.2Increase engagement with customers and their rating of Kids' Early Learning service and programs

% of responding families rate their child's relationship with KEL as above average

No. and 85% and above


% of responding families rate their partnership with KEL as above average

No. and 85% and above

City Living

5.1.3Support the inclusion of children with additional needs into child care centres where customer needs are identified

Number and % of enrolled children with additional needs attending Council centres

No. and 10% or less


City Living

5.1.4Work towards gaining an 'exceeding' rating under the National Quality Framework

Total number of services awarded an 'Exceeding National Quality Standard'

Increasing number Kids’ Early Learning

City Living


GOAL 5.2: Maximise utilisation of Council’s child care services and pursue opportunities and strategies to minimise their net costs


Target/ Timeframe

Manager

Director

5.2.1Provide family day care to meet customer needs

Number of full time equivalent children (FTE) attending family day care services

267 FTE children Kids’ Early Learning

City Living

5.2.2Implement annual Kids' Early Learning business improvement initiatives

Achievement of approved annual plan and budget

100% Kids’ Early Learning

City Living

5.2.3Improve utilisation of centre-based child care services in comparison with previous years

% utilisation, and increase in utilisation of centre-based services compared to the previous year

Percentage utilisation and increase from last year (86%) and to budget


City Living


FOCUS AREA 6

PROVIDE A RANGE OF COMMUNITY SPACES AND FACILITIES

GOAL 6.1: Plan and design new community facilities to meet community needs


Target/ Timeframe

Manager

Director

6.1.1Undertake community facility assessments in growth and urban renewal areas

Number of city-wide assessment of community facility needs

2 per year Community Development

Number of requests for advice on community facility needs


GOAL 6.2: Efficiently maintain City infrastructure


Target/ Timeframe

Manager

Director

6.2.1Provide cleaning services including contract management to all Council buildings

All buildings inspected annually or as directed

100% Building Construction and Maintenance

Deliver programmed works within allocated timeframes

100% City Assets

6.2.2

Complete designs for non-North West Growth Area project, identified for design stage, in the Works Improvement Program (WIP)

Number of designs completed

No.

Asset Design

City Architect and Transformational Design

6.2.3Provide consistent, compliant, building security and access to ensure safety to and within Council owned buildings

All Council buildings are upgraded with an efficient and standardised entry to buildings, in relation to security and access

June 2021

Building Construction and Maintenance

City Assets



Target/ Timeframe

Manager

Director

6.2.4Complete building asset maintenance work orders within agreed timeframes

% of internal and external customer requests or work orders completed within agreed timeframes

85%


City Assets

6.2.5

Complete the annual approved building maintenance programs within agreed timeframes: 1. Thermostatic mixing valves 2. Backflow prevention devices 3. Emergency and exit lighting 4. Fire extinguishing equipment

% of approved programs completed annually within agreed timeframes

100%


City Assets


GOAL 6.3: Plan and implement quality improvement programs in the management and utilisation of community facilities


Target/ Timeframe

Manager

Director

6.3.1Promote community facilities to emerging groups through the provision of fee waivers

Number of waivers 6 per quarter


City Living

6.3.2Provide a booking service at the Mount Druitt Hub

No of hours booked per month

400 hours/monthly


City Living

6.3.3Undertake building construction works funded through Council's Works Improvement Program (WIP)

% and number of Council's Building Security Strategy actions for current year completed

80% and no. Building Construction and Maintenance

% and number of projects in the annual WIP completed on time and within budget

80% and no. City Assets

6.3.4Undertake quality improvement initiatives to improve management and utilisation of community facilities

Number of initiatives 4 per year


City Living


GOAL 6.4: Provide opportunities for young people to engage in structured programs with social inclusion outcomes


Target/ Timeframe

Manager

Director

6.4.1Provide a structured program of excursions and events, based on the needs of young people

Number of young people by excursion/event

20 events/excursions per year and attendance


% and number of young people satisfied with the excursion/event

75% and no. City Living

6.4.2Provide a weekly 'drop-in' program of activities at Emerton Youth Centre

Number of attendees at the weekly 'drop-ins'

100 per week or 5,200 per year


City Living

GOAL 6.5: Support activities conducted in community facilities which build social capital


Target/ Timeframe

Manager

Director

6.5.1

Provide support for events, programs or services in our community facilities to address the social priorities of the area

Number of activities supported

No. Community Development

Number of activities initiated to address social priorities


GOAL 6.6: Provide community facilities which are well managed and used


Target/ Timeframe

Manager

Director

6.6.1Provide management and customer service for the use of community facilities available to the community

% utilisation rate across all facilities

70% Community Development

Number of meetings supported

5 per year City Living% of customers satisfied

with the service75%




A clean, sustainable and healthy

environment63DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21 | BLACKTOWN CITY COUNCIL

A clean, sustainable and healthy environmentCommunity outcome

Our local places and spaces are clean and healthy, turning sustainability awareness into action to halt or reverse negative impacts on our built and natural environment.

Functions performed by Council to support this Strategic DirectionBlacktown International Sportspark and other key venues

Building and development assessment

City design




Environmental protection

Health regulation

Open space improvements and maintenance

Property maintenance

Recreation planning

Strategic planning

Street cleaning

Urban animal management

Waste management.


Stormwater harvesting (Council operations)Measure: Mega litres Scope: Control


TOTAL WASTE GENERATIONMeasure: Kilograms per person

Scope: Concern

Target/trend: Decreasing

potable water consumption (Council operations)Measure: Kilolitres Scope: Control


Greenhouse gas emissions (Council operations)Measure: CO2-e tonnes Scope: Control


WASTE DIVERTED FROM LANDFILLMeasure: Percentage Scope: Influence


TOTAL ELECTRICITY AND GAS CONSUMPTION (COUNCIL OPERATIONS)Measure: Kilowatts Scope: Control


Our indicators

Bushland actively managed by CouncilMeasure: Hectares Scope: Control

Target/trend: Maintain/increasing

Fuel consumption (Council operations)Measure: Litres Scope: Control



2020/21 Budget – A clean, sustainable and healthy environment

2020/21 $

Operational


Fees and charges (1,652,138)










Capital

Income Grants and contributions - capital (11,455,740)





Funding movements









FOCUS AREA 1

ENCOURAGE HEALTHY AND SUSTAINABLE LIVING OPPORTUNITIES

GOAL 1.1: Create opportunities for positive behaviour change towards sustainable living


Target/ Timeframe

Manager

Director

1.1.1Encourage other organisations, including western Sydney councils, to take action against climate change

Number of advocacy actions completed

No. Environment

City Living

1.1.2Increase the community's involvement and understanding of the impacts of climate change

Number of climate change related workshops delivered

2 or more per year Environment

City Living

1.1.3Deliver community environmental engagement activities

Number of environmental engagement activities undertaken

12 or more per year

Environment

City Living

1.1.4Encourage and support local bushcare and biodiversity programs

Number of events or workshops held

2 per year Open Space Maintenance

Number of bushcare group activities

10 per year City Assets

1.1.5Improve the skills and knowledge of food handlers and other commercial operators

Number of food seminars held


City Living

1.1.6Engage the community through social media platforms

Number of sustainable living e-newsletters delivered


Number of digital campaigns

8 or more per year City Living

1.1.7Increase our community's understanding of how to prevent stormwater pollution

Number of engagement activities undertaken


City Living

1.1.8Reduce stormwater pollution by improving environmental awareness and performance of businesses

Number of inspections undertaken


City Living


GOAL 1.2: Reduce the consumption of resources, minimise the environmental impacts of waste and improve recovery and diversion rates


Target/ Timeframe

Manager

Director

1.2.1

Deliver engagement programs in the Waste Management Action Plan to improve community understanding of waste management services

Number of participants in GreenMoney and number of challenges per year

Same or more participants and 6 challenges

Environment

Number of engagement programs

8 per year

City LivingNumber of waste management workshops conducted

15 or more workshops per year

1.2.2Deliver programs in the Waste Management Action Plan to encourage sustainable waste practices

Number of programs undertaken


City Living

1.2.3Provide a household 'clean up' waste collection service

% of household ‘clean up’ bookings where collection is available within 15 working days of making the booking, and number of clean-ups

95% and no.

Community Law Enforcement and Waste

City Living

1.2.4Provide residents with a domestic waste and recycling collection service

% of waste diverted from landfill

60% or more Community Law Enforcement and WasteNumber of services

reported missed per 10,000 services

Less than 18

% of reported missed services collected within 48 hours

95% City Living

1.2.5Respond to resident enquiries or complaints regarding collections

% and number of complaints actioned within 7 days

90% and no.


City Living


FOCUS AREA 2

ENHANCE COMMUNITY WELLBEING AND NEIGHBOURHOOD AMENITY

GOAL 2.1: Monitor and regulate premises and pollution incidents to optimise the health and wellbeing of the community


Target/ Timeframe

Manager

Director

2.1.1Monitor on-site sewerage management systems

Number of scheduled inspections completed

No. Environment

City Living

2.1.2Monitor registered food premises at least once per year


No. Environment

City Living

2.1.3Monitor registered premises where there is a risk of infection at least once per year


No. Environment

City Living

2.1.4Monitor registered premises with cooling towers at least once per year


No. Environment

City Living

2.1.5Respond to resident enquiries and complaints regarding footpath obstructions

% and number of complaints actioned within seven days

90% and no.


City Living

2.1.6Develop a footpath obstruction inspection schedule to prioritise areas requiring action

Inspection schedule developed

February 2021


City Living

2.1.7Investigate environmental pollution incidents

Number of air, water and noise pollution incidents investigated within 15 days

No.

Environment

City Living

2.1.8

Resolve incidents of overgrown and untidy premises, abandoned vehicles, illegal burning and illegal dumping by compliance or an order issued

Compliance achieved, penalty notices and/or orders issued within 80 days

80%


City Living



Target/ Timeframe

Manager

Director

2.1.9Respond to resident enquiries regarding incidents of heavy vehicles and abandoned vehicles

% and number of complaints actioned within seven days

90% and no.


City Living

2.1.10Review and assess Development Applications for environmental health impacts

Number of Development Applications assessed for environmental health impacts

No.

Environment

City Living

2.1.11Review and assess Development Applications for waste management controls

Number of Development Applications assessed for waste management

No.

Environment

City Living


GOAL 2.2: Provide clean public places


Target/ Timeframe

Manager

Director

2.2.1Collect litter bins from reserves, roadside and central business districts

Percentage of bins serviced weekly

95% and no.


City Assets

2.2.2

Identify contaminated and hazardous materials illegally dumped on roadways and remove. Take action for removal within 24 hours for asbestos or 5 days for general

% and number of reported asbestos incidents attended and removed within timeframe

100% and no. Civil Asset Maintenance

% and number of reported hazardous material incidents attended and removed within timeframe


2.2.3Respond to customer requests for dead animal removal

% and number disposed within 24 hours

100% and no.


City Assets

2.2.4

Deliver education programs, services and infrastructure that will improve the cleanliness of public places, reduce litter and prevent illegal dumping

Number of littering projects undertaken


Number of illegal dumping projects undertaken

5 or more per year City Living

2.2.5Undertake regular street cleaning of commercial precincts and residential areas

% Blacktown CBD and other CBDs cleaned daily

95% Civil Asset Maintenance

% of street sweeping done 4 times a year on major roads and roads in commercial and industrial areas

80%

City Assets% of street sweeping done once a year on roads in residential areas

100%

2.2.6Undertake removal of illegally dumped household and waste material on roadways

% and number of reported incidents attended

90% and no.


City Assets


GOAL 2.3: Reduce the incidence of graffiti


Target/ Timeframe

Manager

Director

2.3.1Coordinate Clean-Up campaign with external groups and organisations and report on participation and outcomes

Material collected Tonnes Civil Asset MaintenanceEvents held 1 per year

Number of participants No. City Assets

2.3.2Deliver a graffiti school awareness program

10 schools annually 80%


City Assets

2.3.3Liaise with law enforcement partners on relevant projects and issues as required

Number of issues addressed or projects initiated

100% of issues addressed


Meetings with law enforcement partners

1 per year City Assets

2.3.4Remove graffiti in community and private areas by organising volunteer events as a graffiti removal day

1 event held June 2021


City Assets

2.3.5Remove graffiti in local shopping precincts

% and number of customer action requests completed

80% and no.


City Assets

2.3.6Respond to customer action requests for works relating to graffiti removal

% and number of customer action requests completed within 24 hours for offensive graffiti removal

100% and no.


% and number of customer action requests completed within 10 working days for other graffiti removal


Area of graffiti removed and value

Square metres and value



Target/ Timeframe

Manager

Director

2.3.7Review, update and implement Council's Graffiti Management Plan

Graffiti Management Plan 2020-2024 completed

December 2020 Civil Asset Maintenance

% implemented of the current year's actions in the Graffiti Management Plan 2017-2020

100% by June 2021 City Assets

GOAL 2.4: Provide effective companion animal management


Target/ Timeframe

Manager

Director

2.4.1Maintain the companion animal register in accordance with Office of Local Government requirements

% of updates completed within 7 days

90%


City Living

2.4.2

Complete preparations to construct the new Animal Rehoming Centre at Owen Street, Glendenning (Transformational project action)

Revision of program for delivery and contract awarded for construction

June 2021

Animal Rehoming Centre

City Living

2.4.3Develop and implement an annual animal education program of visits to schools

% of the current year's rostered school and community educational program delivered

90%


City Living

2.4.4

Develop register of current work practices and, where required, develop formalised procedures of the Animal Rehoming Centre

Register developed June 2021 Animal Rehoming Centre

Procedures documented or developed and formalised

No. and June 2021 City Living

2.4.5Maximise companion animal registrations

% of letters sent within 60 days following due date of registration

85%


City Living

2.4.6

Participate in the Western Sydney Region Organisation of Council's animal related forums for the greater Sydney region

Attend meetings as required and report outcome

Update provided


City Living



Target/ Timeframe

Manager

Director

2.4.7

Provide animal management services that meet legislative requirements and the needs of the Blacktown community and surrounding local government areas

% of dogs suitable for adoption, rehomed or released to owner

90% Animal Rehoming Centre

% of cats suitable for adoption, rehomed or released to owner

85% City Living

2.4.8 Respond to animal related complaints % of animal related complaints actioned within 7 business days

90%


City Living

2.4.9Undertake dangerous dog and restricted breed inspections

% of inspections completed on schedule

90%


City Living

2.4.10Update Office of Local Government dog attack register

Dog attacks reported within 72 hours

90%


City Living


FOCUS AREA 3

PROTECT AND IMPROVE OUR WATER QUALITY ENCOURAGING SUSTAINABLE WATER MANAGEMENT

GOAL 3.1: Protect, monitor and pursue opportunities to improve the water quality of our local waterways


Target/ Timeframe

Manager

Director

3.1.1

Deliver regional stormwater basin and drainage asset construction projects in the Works Improvement Program (WIP)

Achievement against budgeted works

80% Asset Construction

City Assets

3.1.2

Undertake wetland and creekline restoration and enhancement projects funded through the Environmental Stormwater Management Program (ESMP)

% and number of current year planned projects completed on time and within budget

80%


City Assets


GOAL 3.2: Pursue and promote sustainable water management through key partnerships and opportunities such as stormwater harvesting, water sensitive urban design, alternative water sources and catchment-wide projects and programs


Target/ Timeframe

Manager

Director

3.2.1Participate in regional network activities relating to water, waterways management, stormwater and research

Meetings attended as requested and information disseminated

As required

Asset Design


3.2.2Deliver the water sensitive urban design capacity building program

Number of water working group meetings convened with representatives from across the organisation

4 per year Asset Design

Number of events (e.g training, workshops, tours, seminars, presentations) delivered in water sensitive urban design practices within the organisation and with partners/stakeholders

4 per year City Architect and Transformational Design

3.2.3Promote innovation by Council in sustainable water management and best practice projects

Sustainable water management and best practice projects promoted through Council, community and industry forums

4 per year

Asset Design



GOAL 3.3: Implement the Environmental Stormwater Management Program as identified in Council’s Works Improvement Program


Target/ Timeframe

Manager

Director

3.3.1 Provide creek cleanout maintenance % of funds utilised 85%


Weight of waste material removed

Tonnes City Assets

3.3.2Deliver Council's waterway health monitoring program

Number of copies of waterway health report cards distributed to Council and the community

500 copies per year

Asset Design


3.3.3Undertake activities funded through the Environmental Stormwater Management Program

% of activities completed on time and within budget

70% Asset Design

Provide a progress report

Report provided each year


3.3.4Undertake inspection and maintenance of gross pollutant traps

% of funds utilised 100% and no. Civil Asset Maintenance

% and number of pollution control devices inspected

100% and no.

Number of pollution control devices cleaned

No. City Assets

Weight of waste material removed

Tonnes


GOAL 3.4: Establish controls to provide for cleaner waterways from newly developed and developing areas


Target/ Timeframe

Manager

Director

3.4.1

Implement the Water Sensitive Urban Design Compliance Program to ensure private development complies with consent conditions

Develop educational products such as guidelines, brochures, letters, fact sheets and web material

2 products per year

Asset Design



FOCUS AREA 4

CONSERVE, RESTORE AND ENHANCE THE CITY’S BIOLOGICAL DIVERSITY AND ECOSYSTEM HEALTH

GOAL 4.1: Extend biodiversity corridors through revegetation and regeneration programs


Target/ Timeframe

Manager

Director

4.1.1Undertake tree planting programs and initiatives including the 5 Million Trees for Greater Sydney program

Number of trees planted 1,000 per year


City Assets

4.1.2Implement on-ground work in natural areas that are owned or under the management of Council

Number of sites where work is undertaken by staff and contractors

200 per year Open Space Maintenance

Funded on-ground restoration projects implemented

80% City Assets


GOAL 4.2: Encourage residents to green the City, and plant appropriate native species to provide a safe haven for wildlife and provide a natural environment for locals


Target/ Timeframe

Manager

Director

4.2.1Improve the urban forest by ensuring trees planted in streets and parks are greater than those removed

Number of street and park trees planted

1,000 per year Open Space Maintenance

Net increase in number of trees

Positive City Assets

4.2.2Implement a City wide approach to tree preservation

% and number of tree applications approved within agreed times

85% and no.


City Assets

4.2.3Promote and facilitate the community plant giveaway programs through Council's nursery

Number of plants provided to the community

20,000 or more per year


City Assets

GOAL 4.3: Implement Council’s Biodiversity Strategy


Target/ Timeframe

Manager

Director

4.3.1

Adopt and commence implementation of the Biodiversity Strategy (2020-2030) to shape the direction of biodiversity management across the City

Number of actions completed

3


City Assets


FOCUS AREA 5

LEAD BY EXAMPLE WITH INNOVATIVE STRATEGIES TO REDUCE COUNCIL’S ECOLOGICAL FOOTPRINT

GOAL 5.1: Increase energy and water efficiency for Council’s operations


Target/ Timeframe

Manager

Director

5.1.1Source funding opportunities for energy efficiency programs

Number of eligible applications made for grant funding programs

No. Plant and Energy

City Assets

5.1.2Provide energy efficiency upgrades to Council assets, including street lighting, and onsite solar PV installations

Number of street lights retrofitted - 5,000 (total of 12,600 over 3 years 2019/20 - 2021/22)

No. and % Plant and Energy

Solar farm production commences

March 2021 City Assets

GOAL 5.2: Pursue economical and environmentally sustainable options in the design, construction and maintenance of Council’s buildings and assets


Target/ Timeframe

Manager

Director

5.2.1

Work with City Assets to assess building projects to identify and propose any economical and environmentally sustainable projects that could benefit new and existing facilities and assets

Number of projects identified

No.

Environment

City Living


GOAL 5.3: Pursue the most practical, economical and environmentally sustainable options in the selection and operation of Council plant and equipment


Target/ Timeframe

Manager

Director

5.3.1Finalise the Future Depot Strategy concept plans

Approved project plan delivered

June 2021 Plant and Energy

City Assets

5.3.2

Ensure that all aspects of Council's plant, fixed plant, vehicular and equipment procurement, disposal, repair and maintenance systems are considered best practice

All purchasing undertaken within budget limits

100% Plant and Energy

The Sustainable Purchasing Policy is considered for all assets

100% City Assets

5.3.3Complete and implement the Novated Lease Policy and procedures for Council leaseback cars

Policy and procedures implemented

June 2021 Plant and Energy

City Assets

GOAL 5.4: Promote environmental sustainability including resource management throughout the organisation


Target/ Timeframe

Manager

Director

5.4.1Engage staff in an energy-efficiency drive through promotion of information

Number of campaigns delivered to staff

1 per year Environment

City Living


FOCUS AREA 6

RESPOND TO THE IMPACTS OF CLIMATE CHANGE

GOAL 6.1: Minimise the impacts of climate change on Blacktown City and Council’s operations


Target/ Timeframe

Manager

Director

6.1.1Adopt and commence implementation of the Urban Forest Policy


3


City Assets

6.1.2Continue to plant trees through the Eyes on Blacktown program

Number of trees planted across our city

No.

Recreation Planning and Design


6.1.3

Develop criteria to identify building upgrade types for which we will require energy and water efficiency options above the standard required by the National Construction Code for building upgrades from July 2021

Set of criteria developed June 2021


City Assets

6.1.4Implement the Responding to Climate Change Policy and Strategy

Review and update the Responding to Climate Change Policy and Strategy

June each year Environment


No. City Living

6.1.5Include the rainwater harvesting and re-use systems requirements in new building specifications

Rainwater harvesting and re-use systems on Council buildings included in new building specifications

June 2021


City Assets

6.1.6

Provide training for relevant managers of Council sites to use the required software to monitor electricity, gas and water usage

Annual training provided

1 per year

Plant and Energy

City Assets



A smart and prosperous

economy85DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21 | BLACKTOWN CITY COUNCIL

A smart and prosperous economyCommunity outcome

Strategic economic opportunities and partnerships facilitate sustainable growth of our local and regional economy, attract investment to our City and foster local business and employment.

Functions performed by Council to support this Strategic DirectionBuilding and development assessment

City design

City event management

City marketing




Environmental protection

Governance regulation

Library services

Property management and development

Strategic planning

Transport infrastructure construction and maintenance

Transport planning.


Our indicators

PROPORTION OF COUNCIL’S PROCUREMENT GENERATING LOCAL ECONOMIC ACTIVITYMeasure: Percentage Scope: Control


RESIDENTS WHO HOLD A UNIVERSITY DEGREEMeasure: Percentage Scope: Concern



2020/21 Budget – A smart and prosperous economy

2020/21 $

Operational

Income Fees and charges (791,362)


Grants and contributions – operating (211,382)








Capital






Funding movements


Transfer to reserve 859,161

Internal charges – expense 616,202

Internal charges – income (334,102)





FOCUS AREA 1

IMPLEMENT STRATEGIES THAT ASSIST IN CREATING LOCAL JOBS

GOAL 1.1: Facilitate local employment and economic growth through a strategic framework


Target/ Timeframe

Manager

Director

1.1.1

Develop and implement service plans and performance benchmarks for the Economic Development Strategy and Service Delivery 2018 - 2021

Annual service plans completed

June 2021 Corporate Strategy and Economic Development

Progress report on Economic Development Strategy provided to Council

Annually

Outcome based performance framework for Economic Development programs approved

June 2021 Corporate Services

GOAL 1.2: Facilitate and support programs that enhance the value of the City’s labour force


Target/ Timeframe

Manager

Director

1.2.1

Work with corporate and business network partners to provide opportunities for identified groups with employment challenges

Program model prepared, tested and commenced

1 program per year

Corporate Strategy and Economic Development

Corporate Services


GOAL 1.3: Engage relevant authorities to support employment growth in the City through their planning and programs


Target/ Timeframe

Manager

Director

1.3.1

Work with federal and state government to identify and promote employment opportunities in Blacktown City

Regular discussions held with the federal and state government

Update as required


Chief Executive Officer Unit


FOCUS AREA 2

ATTRACT MAJOR GOVERNMENT AND PRIVATE INVESTMENT TO THE CITY

GOAL 2.1: Council-owned commercial and industrial land is utilised and developed to provide maximised employment and economic opportunities


Target/ Timeframe

Manager

Director

2.1.1Implement approved stages of the Warrick Lane precinct redevelopment (Transformational project action)

Approved stage 1 (main works) contract is delivered

June 2021 Property

Corporate Services

2.1.2Undertake a development strategy to deliver revenue through Council's property portfolio

Achieve revenue target set for end of June each year from Council's budget

June 2021

Property

Corporate Services

GOAL 2.2: Promote the Blacktown City Centre employment corridor as the place for major corporations, business and industry to locate


Target/ Timeframe

Manager

Director

2.2.1Promote Blacktown City to priority industry sectors

Progress report provided on reach and activities

Annually


Corporate Services


FOCUS AREA 3

DEVELOP AND PROMOTE OUR CITY CENTRES

GOAL 3.1: Develop and promote the economic and social opportunities of our City Centres as vibrant precincts


Target/ Timeframe

Manager

Director

3.1.1

Investigate co-location opportunities, including a University campus, to be built at the Warrick Lane site (Transformational project action)

Report on co-location opportunities and options

June 2021 City Architect and Transformational Design

3.1.2

Complete delivery for open space development and public domain construction projects in the Works Improvement Program (WIP)



City Assets

3.1.3Implement approved program from the Blacktown Central Business District Activation Strategy

% and number of current year initiatives in the Activation Strategy implemented and reported

80% and no.


Corporate Services

3.1.4

Prepare concept plan for Riverstone Village redevelopment for Council approval - Riverstone Town Centre Masterplan (Transformational project action)

Concept plan approved June 2021

Property

Corporate Services


FOCUS AREA 4

FACILITATE THE GROWTH AND PROSPERITY OF LOCAL BUSINESS

GOAL 4.1: Collaborate with federal and state government initiatives and business networks to develop business services for local businesses


Target/ Timeframe

Manager

Director

4.1.1Work with business networks to help them grow their effectiveness and economic contribution

Positive feedback received from each local business network

100% Corporate Strategy and Economic DevelopmentCouncil support

provided to local business networks

3 activities per year per business network

Business networking events (including virtual events) held in Blacktown City

12 or more per yearCorporate Services


GOAL 4.2: Support local business to foster business acumen and opportunities


Target/ Timeframe

Manager

Director

4.2.1Assist local micro and small business operators to grow their business

Consultations conducted with new entrepreneurs

3 per year Corporate Strategy and Economic Development

Business information updates provided

6 per year

Corporate ServicesNetwork meetings attended to provide information updates

8 per year

4.2.2Partner with organisations to deliver business training and professional development

Annual training program initiated


Program funding strategy confirmed

December 2020 Corporate Services


FOCUS AREA 5

FACILITATE THE DEVELOPMENT OF TARGETED BUSINESS SECTORS AND GROWTH INDUSTRIES

GOAL 5.1: Investigate the potential for emerging industries and catalyst development opportunities to strengthen our economic base


Target/ Timeframe

Manager

Director

5.1.1

Develop a concept and identify changes to planning controls for the health precinct in Blacktown (Transformational project action)

Concept developed and planning control changes identified

June 2020

City Architect


5.1.2Support advanced manufacturing opportunities for local businesses

Potential advanced manufacturers engaged to establish sector needs

5 per year Corporate Strategy and Economic Development

Key partnerships and opportunities confirmed

June 2021 Corporate Services

5.1.3Support local business access to international trade opportunities

Ongoing trade desk model established

June 2021


Corporate Services


GOAL 5.2: Promote Blacktown City as a destination and attract visitation to enhance our economic outcomes


Target/ Timeframe

Manager

Director

5.2.1Continue trial of visitor information services in Max Webber Library

Trial completed June 2021Library Services

City Living

5.2.2Undertake promotional activities to attract and support new tourism operators in Blacktown City

Number of activities and joint initiatives

1 per year


Corporate Services



A growing city supported by

accessible infrastructure


A growing city supported by

accessible infrastructure


A growing city supported by accessible infrastructureCommunity outcome

Our neighbourhoods are well planned and liveable with housing,transport and infrastructure to meet the diverse needs of our growing community.

Functions performed by Council to support this Strategic DirectionAsset management

Building and development assessment

City design






Open space maintenance


Strategic planning


Transport planning.


Satisfaction with car parking at key locations in Blacktown CityMeasure: Percentage Scope: Control


Satisfaction with access to cycleways and footpaths Measure: Percentage Scope: Influence


Our indicators

DEDICATED NEW CYCLEWAYSMeasure: Metres Scope: Control



2020/21 Budget – A growing city supported by accessible infrastructure

2020/21 $

Operational











Capital




Dedicated assets 95,000,000



Funding movements


Transfer to reserve 274,961







FOCUS AREA 1

DELIVER A STRATEGIC URBAN PLANNING FRAMEWORK WHICH ENCOURAGES SUSTAINABLE GROWTH

GOAL 1.1: Implement Council’s Local Environmental Plan and Development Control Plans


Target/ Timeframe

Manager

Director

1.1.1Conduct investigations in response to complaints of unlawful development or land use

Percentage actioned within 10 days

75%



1.1.2 Prepare a Housing Strategy for the City Council adoption of the Housing Strategy

June 2021

Strategic Planning


1.1.3Maintain a register of design related specialists for use on Council projects

Register is maintained and updated as changes occur

Updated as required

City Architect


1.1.4

Provide input to ongoing review of Council's Development Control Plan and propose improved design quality outcomes for future development

Reviews of Council's existing policies completed as required within agreed timeframes

Completed as required

City Architect



GOAL 1.2: Provide a comprehensive and effective development assessment and certification function


Target/ Timeframe

Manager

Director

1.2.1 Inspect subdivisions under construction % of inspections on the requested day

90%

Building and Engineering Assessment


1.2.2Assess small residential dwellings development applications

% and number of residential dwelling development applications approved within 40 calendar days in the quarter

75% and no. Building and Engineering Assessment

% and number of residential dwelling development applications approved within 40 calendar days by year to date

75% and no. Planning and Development

1.2.3Ensure timeliness in determining development applications (complex applications)

Number for the quarter and year to date State Planning Panel development applications assessed

No. for quarter and year to date


Number for the quarter and year to date Local Planning Panel development applications assessed



Number for the quarter and year to date Pre-lodgement Development meetings held




Target/ Timeframe

Manager

Director

1.2.4Assess and issue construction certificates

% and number of residential dwelling construction certificates issued within 50 calendar days in the quarter

75% and no. Building and Engineering Assessment

% and number of residential dwelling construction certificates issued within 50 calendar days by year to date

75% and no. Planning and Development

1.2.5Ensure the timely issue of planning certificates

% of planning certificates issued in 2 working days

90%



1.2.6Ensure the timely issue of subdivision certificates

Number in the quarter and year to date total of subdivision certificates issued

No. and year to date



1.2.7Ensure the timely processing of development gateway customers

Average waiting time <11.5 minutes




GOAL 1.3: Introduce new and update existing Section 7.11 and Section 7.12 contributions plans for the City to reflect community needs, land values and construction costs


Target/ Timeframe

Manager

Director

1.3.1Negotiate new and amend existing voluntary planning agreements

Number and value of agreements negotiated and endorsed by Council

No. and $


Corporate Services

1.3.2Prepare new Section 7.11 and Section 7.12 contributions plans

Number of contributions plans prepared, exhibited and adopted by Council

1 per year


Corporate Services

1.3.3Regularly assess and review all adopted Section 7.11 and 7.12 contributions plans

Number of assessments completed and recommendations for formal reviews submitted to Strategic Section 7.11 Committee

120 per year


Corporate Services

GOAL 1.4: Deliver infrastructure funded from Section 7.11 developer contributions to support the North West Growth Area precincts


Target/ Timeframe

Manager

Director

1.4.1Deliver the Section 7.11 projects funded within the 2020/21 Works Improvement Program (WIP)

Achieve a program expenditure (inclusive of commitments) for the WIP endorsed by Executive Management Committee in January 2021

80% at June 2021


City Assets

1.4.2Acquire Section 7.11 land for the delivery of essential infrastructure

Achieve revenue target set for end of June each year from Council's budget

June 2021 Property

Corporate Services

1.4.3

Review the 1, 4 and 10 year delivery program for infrastructure projects funded by Section 7.11 developer contributions

1, 4 and 10 year delivery program developed

December 2020 Section 7.11 Projects

City Assets



Target/ Timeframe

Manager

Director

1.4.4Review the Project Management Framework to support Council's delivery of infrastructure

Project Management Framework reviewed June 2021


City Assets

GOAL 1.5: Collaborate with the NSW Government in the development of the North West Growth Area


Target/ Timeframe

Manager

Director

1.5.1Deliver projects funded under the Special Infrastructure Contributions program (SIC)

Achieve endorsed SIC project milestones

June 2021 Section 7.11 Projects

City Assets

1.5.2Deliver road designs that incorporate good quality design outcomes for our community

Number of designs submitted in the Design Review Panel process

No.

Asset Design


1.5.3

Deliver stormwater/Water Sensitive Urban Design infrastructure designs that incorporate good quality design outcomes for our community

Number of designs submitted in the Design Review Panel process

No.

Asset Design


1.5.4Work with NSW Government agencies to finalise precinct plans for Marsden Park North and West Schofields

Collaborate with the NSW Government to finalise the draft precinct plans

June 2021

Strategic Planning

Design and Development

1.5.5

Work with the Department of Planning, Industry and Environment to revise the precinct plan for the Riverstone West Precinct

Council adoption of a revised precinct plan

June 2021

Strategic Planning

Design and Development


GOAL 1.6: Implement and revise masterplans for key areas across the City


Target/ Timeframe

Manager

Director

1.6.1

Prepare masterplans for the Blacktown, Doonside, Rooty Hill, Mount Druitt, Quakers Hill and Toongabbie Urban Renewal precincts

Council adoption of masterplans

June 2021

Strategic Planning


GOAL 1.7: Implement urban renewal plans for key precincts throughout the City


Target/ Timeframe

Manager

Director

1.7.1Work with Land and Housing Corporation to renew public housing estates

Number of meetings held with the NSW Government regarding renewing public housing estates

4 per year

Strategic Planning



FOCUS AREA 2

SECURE COMMITMENT FROM GOVERNMENT TO DELIVER INFRASTRUCTURE TO MEET THE DEMANDS OF THE COMMUNITY AND

NORTH WEST GROWTH AREA

GOAL 2.1: Lobby the NSW Government to ensure funding is provided for the completion of infrastructure in existing areas


Target/ Timeframe

Manager

Director

2.1.1

Lobby the NSW Government to ensure infrastructure is provided to meet the needs of current and future residents of Blacktown City

Council updated through progress reports or as information becomes available

As required


City Assets

GOAL 2.2: Advocate to the NSW Government Council’s strong position on the need for appropriate levels of infrastructure


Target/ Timeframe

Manager

Director

2.2.1Liaise with the NSW Government on the extension of the North West Metro Rail Link to Marsden Park

Council updated through progress reports or as information becomes available

As required


City Assets


FOCUS AREA 3

PRESERVE AND MAINTAIN OUR BUILT HERITAGE

GOAL 3.1: Encourage conservation of heritage buildings through the Heritage Assistance Fund


Target/ Timeframe

Manager

Director

3.1.1Process funding assistance requests from owners of heritage-listed properties

% and number of requests assessed and determined within 60 days

100% and no.



GOAL 3.2: Show leadership to encourage private enterprise through the adaptive re-use of Council-owned buildings


Target/ Timeframe

Manager

Director

3.2.1

Manage portfolio of Council-owned heritage buildings which have potential for adaptive re-use by private enterprise

Private enterprise use of Grantham Estate, Alroy House and Woodstock House maintained

100% Property

Funding for buildings in disrepair Old Post Office, Prospect, Watts Cottage, Rooty Hill and Neobilie, Minchinbury and private enterprise users identified

No. Corporate Services


FOCUS AREA 4

PURSUE THE PROVISION OF MORE AFFORDABLE HOUSING FOR THE CITY

GOAL 4.1: Participate in partnerships and alliances that respond to affordable housing issues


Target/ Timeframe

Manager

Director

4.1.1Participate in, or lead activities which support housing/homelessness services in the City

Number of activities 2 per year


City Living


FOCUS AREA 5

PROVIDE TRANSPORT NETWORKS THAT CONNECT THE CITY FOR VEHICLE AND NON-VEHICLE USERS

GOAL 5.1: Implement the Integrated Transport Management Plan for Blacktown City


Target/ Timeframe

Manager

Director

5.1.1Reliable delivery and installation of traffic control devices such as barricades and signs

% completed within 24 hours of request


% completed within 24 hours for emergencies

100%

Completion of work orders within 24 hours

100% City Assets

5.1.2Construct funded cycleways in Council's approved 2016 Bike Plan

% and lineal metres built in the current year of the plan

85% and metres


City Assets

5.1.3

Complete delivery for road and transport asset construction projects in the Works Improvement Program (WIP)


80%

Asset Construction

City Assets

5.1.4Deliver actions from Council's Integrated Transport Management Plan

% and number of current year's actions in the Plan completed

100% and no.


City Assets

5.1.5

Liaise with transport agencies (Transport for NSW and Road and Maritime Service) to deliver an integrated transport network

Number of reports provided to Council on progress of negotiations with transport agencies

2 per year


City Assets


GOAL 5.2: Efficiently maintain City transport infrastructure


Target/ Timeframe

Manager

Director

5.2.1Construct or resurface local/regional roads funded by Roads to Recovery

% completed 85%


City Assets

5.2.2

Deliver Council’s allocated Works Improvement Program (WIP) including path paving, resurfacing, traffic facilities, fencing, car parks, bus shelters, bridges, wayfinding signage, pollution control device clean up, fencing and minor works

% and number of works completed in the current year’s WIP

85% and no.


City Assets

5.2.3Resurface regional roads funded by Roads and Maritime Services

% completed 85%


City Assets

5.2.4Provision of final layer of asphaltic concrete on the road pavement through developer contributions

% and number of funded works completed in the current year's program to the value of $1 million

85% and no.


City Assets

5.2.5Provision of path paving works through developer contributions

% and number of funded works completed in the current year's program to the value of $850,000

85% and no.


City Assets

5.2.6

Respond to customer action requests by type - street furniture, fencing, car parks, shoulder grading, roads, and kerb and gutter maintenance

% and number of customer action requests actioned by type within 15 days

85% and no.


City Assets


GOAL 5.3: Ensure that development works complement existing transport infrastructure


Target/ Timeframe

Manager

Director

5.3.1Review and approve street lighting design plans and upgrades

% and number of plans reviewed and approved within required timeframes

85% and no.


City Assets

5.3.2

Assess approved Development Applications and conditions ensuring these developments do not adversely affect existing transport infrastructure

Number of completed developments assessed

4 per year


City Assets

GOAL 5.4: Develop and implement a City-wide Parking Strategy to ensure convenient, equitable and accessible parking is incorporated into current and future land use planning


Target/ Timeframe

Manager

Director

5.4.1Finalise and undertake consultation on the draft Permit Parking Policy

Consultation completed and reported to EMC

June 2021


City Assets

5.4.2Implement short term actions arising from parking issues for the City

% and number of short-term actions

85% and no. Access and Transport Management

Number of Traffic Committee actions implemented

No. City Assets


FOCUS AREA 6

IMPROVE ROAD SAFETY

GOAL 6.1: Implement Council’s Safer Travel Strategic Plan


Target/ Timeframe

Manager

Director

6.1.1

Implement the current year's actions in accordance with the Safer Travel Strategic Plan 2021-2031 and RMS Agreement

% and number of projects completed

100% and no.


City Assets

GOAL 6.2: Reduce traffic congestion across the City through effective parking management


Target/ Timeframe

Manager

Director

6.2.1Conduct patrols around schools in accordance with the Schools Parking Compliance Program

% of patrols conducted in accordance with schedule

100%


City Living

6.2.2Conduct regular parking patrols across the City

% of patrols conducted in accordance with schedule

90%


City Living

6.2.3Respond to resident enquiries regarding incidents of illegal parking

% and number of complaints actioned within 7 days

90% and no.


City Living



Target/ Timeframe

Manager

Director

6.2.4Undertake gap analysis of parking enforcement operations to identify strategic drivers or the lack thereof

Analysis completed April 2021


City Living

GOAL 6.3: Reduce road incidents across the City


Target/ Timeframe

Manager

Director

6.3.1 Reduce road incidents across the City

Identify and seek funding for the annual Black Spot program by the due date

Submission lodged Access and Transport Management

% and number of projects in current annual Black Spot program completed





A SPORTING AND ACTIVE

CITY 119DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21 | BLACKTOWN CITY COUNCIL

A SPORTING AND ACTIVE CITY Community outcome

Blacktown City is the recognised sporting capital of Western Sydney with world standard sporting venues and events and community participation in local sports supporting an active and healthy lifestyle.

Functions performed by Council to support this Strategic DirectionAquatic and leisure centres

Asset management

Blacktown International Sportspark and other key venues







Recreation planning.


Leisure centres’ utilisationMeasure: Number Scope: Influence

Target/trend: Maintain/increasing

Our indicators

OBESITYMeasure: Percentage of obese residents

Scope: Influence



2020/21 Budget – A sporting and active city

2020/21 $

Operational



Grants and contributions – operating (305,036)








Capital






Funding movements









FOCUS AREA 1

PROVIDE ELITE SPORTING FACILITIES AND STRONG RELATIONSHIPS TO BUILD ON OUR CULTURE OF SPORTING EXCELLENCE

GOAL 1.1: Grow strategic relationships with national sporting teams and organisations to identify opportunities to support the basing of sporting teams and organisations at Blacktown International Sportspark


Target/ Timeframe

Manager

Director

1.1.1Engage stakeholders to discuss local, regional and national activities and opportunities

Number of meetings facilitated by Key Venues

20 per year Key Venues

City Living

GOAL 1.2: Promote and support major events and activities at Blacktown International Sportspark


Target/ Timeframe

Manager

Director

1.2.1

Implement approved stages of the International Centre of Training Excellence development (Transformational project action)

Approved project plan delivered

June 2021 City Architect and Transformational Design

1.2.2 Promote and encourage events and activities at Blacktown International Sportspark

Number of events and activities compared to 50% of 2019/20 result

Number and comparison (1,926 being 50% of 2019/20 result)

Key Venues

City Living


GOAL 1.3: Foster relationships with governing sporting bodies and other industry partners


Target/ Timeframe

Manager

Director

1.3.1 Liaise with national and state sporting organisations to identify needs and partnership opportunities

Number of meetings held

4 per year




FOCUS AREA 2

IMPLEMENT A BALANCED FRAMEWORK FOR FUTURE PLANNING OF OPEN SPACE AND RECREATIONAL FACILITIES

GOAL 2.1: Design sportsgrounds, parks and playgrounds to accommodate current and future needs


Target/ Timeframe

Manager

Director

2.1.1

Deliver designs for priority open space including sportsgrounds, parks and playgrounds in Council's Recreation and Open Space Strategy and Works Improvement Program (WIP)

% and number of priority designs completed

80% and no.



GOAL 2.2: Work with government and stakeholders in recreation planning for new release areas in the North West Growth Area


Target/ Timeframe

Manager

Director

2.2.1 Implement park improvement projects in Council's Works Improvement Program (WIP)

% and number of projects completed on time and within budget

80% and no.


City Assets

2.2.2 Maintain parks and sports grounds

% and number of sites maintained at frequency based on standards required

90% and no.


City Assets


FOCUS AREA 3

INCREASE COMMUNITY PARTICIPATION IN SPORTING AND RECREATIONAL ACTIVITIES

GOAL 3.1: Provide recognition and support of local sporting participants and achievers


Target/ Timeframe

Manager

Director

3.1.1 Deliver Council's Financial Assistance Program for local sports groups

Number of individuals by sport assisted financially per year

50 individuals per year


Corporate Services

3.1.2 Deliver the annual Sports Awards Presentation night function

Number of attendees to the annual sports award presentation function

100 attendees


Corporate Services

3.1.3 Deliver the sports awards program

Number of sports award presentations conducted

1 per year Events and Sister Cities

Number of sports committee meetings attended

2 per year

Corporate ServicesNumber of awards by sports presented

No. by sport per year


GOAL 3.2: Provide and promote Council’s key venues, including aquatic and leisure facilities to maximise their use


Target/ Timeframe

Manager

Director

3.2.1 Provide a range of programs and services to cater for community demand for leisure programs

Visitation numbers50% of 2019/20 result (899,275)

Key Venues

Number of Kidz birthday parties compared to the previous year

50% of 2019/20 result (92)

City LivingNumber of enrolments to the Kidz Blitz holiday activity program compared to the previous year

50% of 2019/20 result (2,297) 2019/20

Host 2 Dive in movies at seasonal outdoor pools

January 2021

3.2.2

Provide a range of programs and services to cater for community demand for aquatics, health and fitness programs

Educational water safety program completed and distributed

December 2020

Key Venues

Member numbersIncrease compared to 2019/20

Increase average number of group exercise participants

Increase compared to 2019/20 City Living

Enrolment numbers 4000

GOAL 3.3: Support local clubs and promote sport and recreation opportunities


Target/ Timeframe

Manager

Director

3.3.1

Assist with the ongoing development of sporting clubs through Council’s sport website, and coordinating grant applications

Number of updates to Council’s Sport Blacktown website

4 per yearRecreation Planning and Design

Number of grant applications

4 per yearCity Architect and Transformational Design



A leading

city 129DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21 | BLACKTOWN CITY COUNCIL

A leading cityCommunity outcome

Blacktown City leads through a shared vision, engaged civic governance and excellent services and systems.

Functions performed by Council to support this Strategic DirectionAsset management

Blacktown City Information Centre

Business technology



Corporate buildings

Corporate strategy


Fleet management

Governance and corporate support services

Human resources

Property management and development.


Council financial liquidityMeasure: Unrestricted current ratio Scope: Control

Target/trend: >100%

Infrastructure asset renewal funding gapMeasure: Difference between required annual asset renewal versus actual asset renewal funding

Scope: Control


GRANTS RECEIVEDMeasure: $/person Scope: Influence


Infrastructure backlog ratio (using fair value)Measure: Ratio Scope: Control

Target/trend: Less than 2%

REQUEST FOR INFORMATION APPLICATIONSMeasure: Number Scope: Influence

Target/trend: Percentage completed within statutory timeframes

Our indicators

Council financial budget resultMeasure: Overall result compared to budget

Scope: Control

Target/trend: Favourable

Asset maintenanceMeasure: Ratio Scope: Control

Target/trend: Between 95% and 100%

Lost time injuries frequency rateMeasure: Per million hours worked

Scope: Control

Target/trend: <27/Decreasing


2020/21 Budget – A leading city

2020/21 $

Operational


Fees and charges (715,350)

Interest received (6,762,250)



Net gains from the disposal of assets (11,384,946)




Borrowing costs 120,000




Operational result – (surplus)/deficit (155,578,948)

Capital





Capital result – (surplus)/deficit (25,388)

Funding movements






Loan borrowings (12,726,830)

Principal repayment 4,200,000

Add back book value of assets disposed (8,567,600)

Total funding movements 27,172,797

Net result – (surplus)/deficit (128,431,539)


FOCUS AREA 1

ENCOURAGE COMMUNITY INVOLVEMENT IN PLANNING AND DECISION MAKING

GOAL 1.1: Implement the Integrated Planning and Reporting Framework and align organisational systems to support the delivery of Our Blacktown 2036 Community Strategic Plan and supporting plans


Target/ Timeframe

Manager

Director

1.1.1Align business planning, budgeting and management performance requirements in an integrated process

Enhanced template in use by all managers

June 2021


Corporate Services

1.1.2Deliver regular progress reports on Council's Delivery Program and Operational Plan

Quarterly progress reports adopted by Council

4 per year


Corporate Services

1.1.3Review and update the Delivery Program and develop annual Operational Plan

Updated documents adopted by Council

June each year


Corporate Services


GOAL 1.2: Deliver effective and committed community engagement


Target/ Timeframe

Manager

Director

1.2.1 Facilitate regular community and policy forums across the City

Number of and attendance at monthly forums held in all wards

Forums held across 5 wards and for key policy themes



1.2.2 Implement Council's revised Community Engagement Strategy to reflect relevant legislation and policy

Adopted strategy reflected in engagement programs and practices

June 2021


Corporate Services

1.2.3Undertake the biennial community satisfaction survey

Prepare survey for delivery in October 2021


Key priorities from survey included in draft 2021/22 Operational Plan

March 2021 Corporate Services


FOCUS AREA 2

PROMOTE BLACKTOWN CITY AS A CITY OF EXCELLENCE

GOAL 2.1: Develop partnerships both locally and internationally with the community, government and private sectors


Target/ Timeframe

Manager

Director

2.1.1

Cooperate with different levels of government to facilitate the provision of services and leadership for the community

Regular dialogue maintained with local, state and federal governments

As required



2.1.2 Develop individual partnerships in line with the International Links and Sister Cities Strategic Plan

Number of potential Friendship Agreements initiated annually

1 per year


Corporate Services

2.1.3

Seek new opportunities for educational, cultural and staff exchanges in consultation with Council's Sister Cities Committee

Updates provided to the Sister Cities Committee on progress made against the Sister Cities Action Plan

As required


Corporate Services


GOAL 2.2: Provide comprehensive Council and City information, marketing and communication to the media, public and stakeholders


Target/ Timeframe

Manager

Director

2.2.1

Complement Council's publications through social media to provide information and events to the community

% of information provided on social media platforms within agreed timeframes

100%



2.2.2Deliver prompt and effective media liaison

% and number of media enquiries responded to within agreed service levels

100% and no.



2.2.3Produce key Council publications and communications

% and number of publications completed within timeframe to allow for adequate promotion

100% and no.



GOAL 2.3: Promote Blacktown City as a great place to live, work, play and invest


Target/ Timeframe

Manager

Director

2.3.1Implement Council's Marketing Strategy

% and number of actions planned for current year implemented

100% and no.



2.3.2Review and implement updates to Blacktown City Council website

Website reviewed and updated

June 2021 Communications and Marketing

Implement planned new services to the website

June 2021 Chief Executive Officer Unit


FOCUS AREA 3

PROMOTE AN ORGANISATIONAL CULTURE OF SAFETY, BEST PRACTICE AND CONTINUOUS IMPROVEMENT

GOAL 3.1: Support Councillors in their role of effectively representing the community


Target/ Timeframe

Manager

Director

3.1.1Provide Councillors with information and equipment

Attendance and activity on Councillors' participation at professional development activities reported

Quarterly and annually

Procurement and Governance

Equipment supplied and maintained

As required Corporate Services


GOAL 3.2: Deliver industry leading business practices and policies


Target/ Timeframe

Manager

Director

3.2.1 Deliver effective payroll services Delivered on time and accurate

90% People and Culture

Corporate Services

3.2.2

Deliver payroll innovations including Employee Self Service (outdoor staff), removal of manual process, and Equal Employment Opportunity (EEO)

Employee Self Service (outdoor) including time sheeting, leave and flex delivered

June 2021 People and Culture

5 manual processes in payroll processing removed

June 2021

Corporate ServicesEEO data collected

June 2021

3.2.3Deliver the adopted Better Practice Reviews (BPR) Program

% and number of reviews completed according to the adopted program

80% and no. Corporate Strategy and Economic Development

Required staff consultations and implementation plans completed in agreed timeframes

80% Corporate Services

3.2.4

Each Manager responsible for Better Practice Review (BPR) outcomes to incorporate these in their Business Plans

Business plans updated with BPR outcomes

June each year


Corporate Services

3.2.5Implement endorsed Better Practice Review (BPR) outcomes

Implementation of BPR actions due to be completed each year

90% Corporate Strategy and Economic Development

Annual report on the impact of BPR outcomes provided to Executive and Council

December each year

Regular reports provided to Executive and ARIC Committee on recommendations completed to schedule

Quarterly Corporate Services



Target/ Timeframe

Manager

Director

3.2.6

Provide and support a business process management system to map and improve key processes across the organisation

Number of business processes mapped and published compared to previous year

10% increase Corporate Strategy and Economic Development

Number of business units actively engaged in process analysis compared to the previous year

5 additional Corporate Services

3.2.7Coordinate the review and updating of policies with relevant sections (and subject matter experts) of Council

Provide quarterly progress reports on updated policies

Quarterly


Corporate Services

3.2.8Process application requests for access to public information

% and number of formal GIPA requests met within statutory requirements

100% and no. Procurement and Governance

% and number of informal GIPA requests met within 20 working days

100% and no. Corporate Services

GOAL 3.3: Deliver professional and innovative customer service including online service delivery


Target/ Timeframe

Manager

Director

3.3.1Provide staff customer service training and monitor customer feedback

Number and decrease in complaints received

No. for quarter, no. year to date and last year comparison

Business Technology

Number and increase in compliments received

No. for quarter, no. year to date and last year comparison

Corporate Services


GOAL 3.4: Provide Business Technology systems to the organisation that ensures customer needs are met


Target/ Timeframe

Manager

Director

3.4.1

Develop an Information Technology Governance Framework which includes improvement to our devices and operating system, service desk including introduction of 'self-help' as well as defining our cloud strategy

Framework reported and approved by Executive Management Committee

June 2021

Business Technology

Corporate Services

3.4.2Provision of computer equipment in a timely manner to support the organisation

% provisioned within 10 working days

75% Business Technology

Corporate Services

3.4.3Provision of mobile phones in a timely manner to support the organisation

% provisioned within 10 working days


Corporate Services

3.4.4Respond to Information Technology Help Desk calls in a timely manner to support the organisation

% requests responded to within 5 working days


Corporate Services

3.4.5

Renew and maintain Council's Information, Communication and Technology hardware and software assets

% of software access and licence compliance maintained

100%

Business Technology

Corporate Services

GOAL 3.5: Promote Enterprise Risk Management to protect our key assets and business functions from unforeseen events


Target/ Timeframe

Manager

Director

3.5.1Implement the Cybersecurity strategy actions for the 2020/21 financial year

% of 2020/21 actions delivered


Corporate Services

3.5.2

Ensure appropriate insurance is provided for Council assets to protect from unforeseen adverse events which result in unsustainable financial losses

100% and number of insurance policies renewed within approved budget and timeframes

100% and no.


Corporate Services



Target/ Timeframe

Manager

Director

3.5.3Implement the 2019/20 Strategic Internal Audit Plan

% and number of Audit Report recommendations implemented

80% and no. Safety and Insurance

% and number of scheduled audits in the current financial year's Audit Plan completed

100% and no. Corporate ServicesNumber of Audit

Committee meetings held

5 per year

3.5.4Improve Council's cyber security and increase awareness of cyber security to all staff

Number of initiatives delivered to increase awareness and improve cyber security

No.

Business Technology

Corporate Services

3.5.5

Minimise security risk to the organisation including data loss and external threats to our business technology systems and digital assets

% and number of processes reviewed against best practice and any risks are identified and actioned

100% and no.

Business Technology

Threat mitigation is up to date with current practice and there are zero active threats

100%

% of back up procedures completed and logged as per schedule



GOAL 3.6: Deliver Workplace Health and Safety measures to ensure a healthy and safe work environment


Target/ Timeframe

Manager

Director

3.6.1

Comply with all requirements of Australian and NSW Government authorities, maintaining leading practice for the safety of staff and community in relation to the COVID-19 pandemic

Regular compliance reports provided to Executive Management Committee

June 2021


Corporate Services

3.6.2Conduct program of work health and safety system audits

100% of current financial audit program and number of audits completed

100% and no.


Corporate Services

3.6.3Implement the Safety Strategy and Action Plan 2020-2023 and annual calendar of events

Implement Safety Strategy and Action Plan 2020-2023 approved by Executive Management Committee

June 2020


Corporate Services

3.6.4Improve work health and safety performance

Number of work health and safety training sessions delivered on key WHS modules per administrative employee

2 per year

Safety and Insurance% and number of workplace inspections completed and registered as scheduled

90% and no.

Lost time incident frequency rate per 1 million hours worked

Less than 24

Corporate ServicesNumber of work health and safety training sessions delivered on key WHS modules per operational employee

2 per year


GOAL 3.7: Provide document management and information access systems which meet policy and legislative requirements and customer needs


Target/ Timeframe

Manager

Director

3.7.1Implement better work practice to enhance Council's electronic document management system

% of the Document Management System Improvement Program for 2020/21 completed

100%


Corporate Services

3.7.2 Maintain land and spatial records % and number of records maintained


Corporate Services

3.7.3Provide spatial information services to internal and external customers

Number of requests received and responses

No. Business Technology

Corporate Services

GOAL 3.8: Respond to changing legislation and business requirements in a timely and appropriate fashion


Target/ Timeframe

Manager

Director

3.8.1Ensure that the legislative compliance register is kept current

Update register as required and promote changes

Update provided Chief Executive Officer Unit

3.8.2Ensure the provision of value for money legal services and effectively manage the process of external legal services

Legal cost report completed quarterly

4 reports per year Chief Executive Officer Unit

3.8.3Provide a legal service and support for management and business units

Legal advice provided within agreed timeframes including transformational and compulsory acquisition projects

June 2021 Chief Executive Officer Unit


FOCUS AREA 4

MANAGE OUR FINANCIAL RESOURCES FOR LONG TERM SUSTAINABILITY

GOAL 4.1: Effectively manage Council’s investment portfolio in accordance with relevant policy and legislative requirements


Target/ Timeframe

Manager

Director

4.1.1

Review Council's Investment Strategy having regard for applicable legislative requirements and current market conditions

Review completed and reported to Council

Report provided by June each year

Finance

Rate of return is equal to or greater than relevant benchmark and reported quarterly

Same or better than benchmark

Corporate Services

GOAL 4.2: Provide a reliable, timely and accurate financial management and reporting system to support effective decision-making


Target/ Timeframe

Manager

Director

4.2.1Complete annual audited financial statements

Statement adopted without qualified comments

Adopted by October each year

Finance

Corporate Services

4.2.2Ensure creditor invoices are processed, approved and paid on time

Number of invoices received and approved

No. Finance

% paid within agreed payment terms


4.2.3

Provide effective internal monthly financial reports to the Executive Management Committee and quarterly reports to Council

% of monthly reports submitted within 10 days after month end

100% Finance

Quarterly review adopted within 8 weeks of period end




Target/ Timeframe

Manager

Director

4.2.4Seek and secure relevant government grants to provide the community with improved facilities and infrastructure

% and number of successful grant applications

40% by quarter and year to date


Corporate Services

GOAL 4.3: Manage and pursue opportunities to utilise Council’s property portfolio to maximise returns and achieve community outcomes


Target/ Timeframe

Manager

Director

4.3.1Acquire properties for current and future strategic needs

Identify a minimum of 2 strategic acquisitions for Council's approval

June 2021 Property

Corporate Services

4.3.2Manage leased properties to meet occupancy targets

Minimum 80% occupancy rates of Council leased properties

80%

Property

Corporate Services

4.3.3

Prepare and implement the plan for the staged re-activation and extension of St Bartholomew's Cemetery (Transformational project action)

Approved Staged 1A1 project plan delivered

June 2021

Property

Corporate Services

GOAL 4.4: Develop Council’s Long Term Financial Plan to achieve strategic objectives


Target/ Timeframe

Manager

Director

4.4.1

Measure Council's financial performance against monitoring criteria contained in Council's Long Term Financial Plan

Council's financial position remained within performance benchmarks

100%

Finance

Corporate Services

4.4.2

Review and update annually Council's Long Term Financial Plan as an integrated part of Council's Resourcing Strategy

Review completed and adopted by Council

June each year Finance

Corporate Services


GOAL 4.5: Ensure best value is secured for Council through its revenue systems and business decisions


Target/ Timeframe

Manager

Director

4.5.1Collect outstanding property rating debts in accordance with Council's Debt Recovery Policy

% outstanding debt ratio

Less than 5% outstanding as at end of June each year

Finance

Corporate Services

4.5.2Implement best practice procurement principles in alignment with the Local Preference Policy

% of local procurement 25% and no. Procurement and Governance

% and number of tenders

100% and no. Corporate Services


FOCUS AREA 5

MANAGE OUR INFRASTRUCTURE AND ASSETS FOR LONG TERM SUSTAINABILITY

GOAL 5.1: Provide a comprehensive approach to asset management planning


Target/ Timeframe

Manager

Director

5.1.1Implement the Asset Strategy and Support Better Practice Review implementation plan

% and number of the scheduled actions for the current year implemented

90% and no.


City Assets

5.1.2

Undertake financial revaluation of infrastructure assets in accordance with the Office of Local Government schedule

Financial revaluation completed and included in Annual Financial Statements

June 2021


City Assets

5.1.3Review Council's Asset Management Plans in accordance with the Integrated Planning and Reporting Framework

Complete annual review of Asset Management Plans as inputs into the Asset Management Strategy

June each year


City Assets


GOAL 5.2: Prepare Council’s Works Improvement Program based on the principles and objectives of the Asset Management Strategy and Asset Management Plans


Target/ Timeframe

Manager

Director

5.2.1Develop the annual Works Improvement Program (WIP)

WIP adopted by Council June each year


City Assets

GOAL 5.3: Manage and operate Council’s sustainable infrastructure at the lowest lifecycle cost that supports services within Blacktown City


Target/ Timeframe

Manager

Director

5.3.1

Undertake procurement to implement the City Assets Works Improvement Program (WIP) including tendering and contract management

Percentage of projects delayed due to procurement issues

<5%


City Assets

5.3.2Undertake surveying services for other Council sections to minimise costs

Percentage of surveying projects completed internally

95%


City Assets


FOCUS AREA 6

SUPPORT THE NEEDS OF THE COMMUNITY THROUGH A SKILLED, MOTIVATED AND PRODUCTIVE COUNCIL WORKFORCE

GOAL 6.1: Attract and retain talent in our workforce


Target/ Timeframe

Manager

Director

6.1.1 Deliver effective and efficient Human Resources Services

Six monthly progress reports submitted to Executive Management Committee

2 per year

People and Culture

Corporate Services

6.1.2Develop Diversity Strategy and Equal Employment Opportunity management plan

Completed strategy and plan


Corporate Services

6.1.3Deliver Council's apprenticeship and traineeship programs

Number of trainees and apprentices recruited

35 apprentices / trainees per year

People and Culture

Corporate Services

6.1.4Implement enhanced recruitment systems and processes

Report on the implementation of the recruitment system and processes

Quarterly progress reports provided

People and Culture

Corporate Services

6.1.5Progressively implement new Council Salary System

Report on the progress of the implementation plan

Quarterly progress reports provided

People and Culture

Corporate Services


GOAL 6.2: Invest in the capabilities of our people


Target/ Timeframe

Manager

Director

6.2.1Complete Manager's Performance Appraisals

Performance appraisals completed


Corporate Services

6.2.2Implement approved organisational Culture and Capability Strategy and People Plan programs

People Plan actions delivered

45% People and Culture

Programs delivered as planned

45%

Attendance to programs 40% Corporate ServicesQuarterly progress

reports provided2 per year

GOAL 6.3: Plan for our future workforce needs


Target/ Timeframe

Manager

Director

6.3.1Lead Enterprise Agreement negotiation and implementation

Six monthly progress reports submitted to Executive Management Committee

2 per year People and Culture

Corporate Services

6.3.2Implement approved stages of the Council accommodation strategy (Transformational project action)

Approved project plan of relocations delivered

June 2021


City Assets


GOAL 6.4: Facilitate a culture of cooperation, respect and wellbeing


Target/ Timeframe

Manager

Director

6.4.1 Deliver the Employee Opinion Survey

Survey and results delivered


Corporate ServicesAction plans completed for each section

June 2021

6.4.2Facilitate the Staff Consultative Committee

Monthly meetings held 10 per year People and Culture

Corporate Services


FOCUS AREA 7

INTEGRATE SOCIAL, ENVIRONMENTAL, ECONOMIC AND CIVIC LEADERSHIP PRINCIPLES INTO OUR CORE BUSINESS AND DECISION

MAKING THROUGH A QBL FRAMEWORK

GOAL 7.1: Integrate social, environmental, economic and civic leadership principles into our core business and decision making through a QBL framework


Target/ Timeframe

Manager

Director

7.1.1

Incorporate the adopted Quadruple Bottom Line (QBL) framework in Council's reporting and decision making

QBL tools incorporated in organisational decision making


Annual QBL report delivered

December 2020 Corporate Services




Financials155DELIVERY PROGRAM 2017–2022 AND OPERATIONAL PLAN 2020/21 | BLACKTOWN CITY COUNCIL


CAPITAL WORKS PROGRAMCapital works programCouncil is responsible for infrastructure and community assets in excess of $5.5 billion. These assets provide a service to the community over many years. The life of these assets can range from 5 years for playground equipment up to 70–100 years for transport assets, such as roads or bridges, and drainage assets.

Council’s extensive capital works program aims to deliver, maintain and renew priority infrastructure assets for our City, including roads, community buildings, parks and reserves, drainage and stormwater assets and leisure facilities. Council’s annual investment in capital works reflects our objective of providing suitable and well maintained facilities for a growing and diverse population.

Due to a particularly large program of works funded by section 7.11 (formerly section 94) developer contributions, the capital works program in 2020/21 is $298 million.

Works Improvement Program 2020/21 Council’s Works Improvement Program (WIP) for 2020/21 is provided as a separate volume of the Operational Plan. The WIP is a detailed document reviewed annually by Council, which lists all capital works projects under the relevant programs. The projects identified in the WIP are either renewal projects or projects to create new assets or enhance existing assets. Council’s Asset Management Plans inform the WIP of the projects which are to be listed for funding consideration of Council.

The WIP is divided into asset programs such as roadworks, bridges, buildings, drainage, transport facilities and park improvements. Each program identified in the WIP also identifies the relevant funding source whether it is grants and contributions, section 7.11 developer contributions, general revenue or from existing internally or externally restricted cash reserves.

Annually, Council adopts a 1-year WIP with projects listed in each program identified for funding above the level 1 and level 2 funding cut-off lines. Each project listed in the WIP is prioritised using a program specific scoring system which assesses each project to generate a merit-based project list for funding consideration.

The WIP incorporates Council’s Infrastructure Sinking Fund (ISF) Program. The ISF was established to ensure that funds arising from Council’s debt reduction strategy were used for the provision of important infrastructure to the City, as well as to expedite works in new release areas. The 2020/21 ISF incorporates key elements of the transformational projects funding strategy that was approved by Council in 2017. This is represented by the re-allocation of $5 million per annum of discretionary funding directly towards the program of transformational projects for each year of the 10 year ISF program.

The WIP also incorporates Council’s adopted asset renewal funding strategy which allocates an additional $12.727 million specifically to renewal works in the WIP in 2020/21.

A summary of the WIP for 2020/21 is provided below:

Program Amount $

Roadwork and bridgework 72,957,356

Drainage and stormwater 35,072,100

Open space 30,825,500

Buildings 5,602,465

Land acquisitons 35,645,000

Transformational projects capital works

112,500,000

Transformational projects reserve funding

5,000,000

Total 297,602,421


Budget by function areasBudget summary

This information is being provided by Finance. A first draft was provided in Attachment CS400030.3 at Budget Estimates meeting of the 1 April 2020.

FunctionPrior year

netOperating

expenditureOperating

income

Net operating (surplus) /

deficit

Capital expenditure

Capital income, funding

and internal costing

Net funding from / (to)

untied income

Aquatic and leisure centres 5,166,127 16,667,019 (11,203,457) 5,463,562 1,190,000 (1,391,000) 5,262,562

Arts and cultural development 1,394,166 1,995,611 (384,000) 1,611,611 100,000 (76,000) 1,635,611

Asset management and engineering support

3,052,248 3,442,492 0 3,442,492 40,500 (281,126) 3,201,866

Blacktown City Information Centre 2,347,786 2,998,252 0 2,998,252 0 (1,501,000) 1,497,252

Blacktown International Sportspark and other key venues

3,371,754 5,509,514 (1,662,135) 3,847,379 76,700,000 (76,159,000) 4,388,379

Building and development assessment 674,421 12,305,565 (8,869,870) 3,435,695 0 264,500 3,700,195

Business technology 7,106,654 9,330,233 (8,000) 9,322,233 700,000 (2,682,481) 7,339,752

City design 3,083,985 3,971,379 0 3,971,379 1,634,100 (2,483,155) 3,122,324

City events and partnerships 3,159,144 3,410,810 (87,500) 3,323,310 0 (85,000) 3,238,310

City marketing and promotions 2,431,490 2,492,090 0 2,492,090 0 18,000 2,510,090

Community development 2,140,048 2,451,270 (147,772) 2,303,498 0 (90,000) 2,213,498


1,099,071 2,605,306 (708,500) 1,896,806 1,148,045 (2,251,000) 793,851

Community regulation (174,007) 2,544,088 (3,019,350) (475,262) 80,000 31,000 (364,262)

Corporate buildings construction and maintenance

2,790,604 3,855,461 (5,000) 3,850,461 255,000 (1,987,500) 2,117,961

Corporate finance (160,822,060) 4,671,940 (209,883,000) (205,211,060) 100,000,000 (62,814,170) (168,025,230)

Corporate strategy 1,138,767 1,268,629 0 1,268,629 0 33,000 1,301,629


2,396,830 1,393,460 0 1,393,460 33,972,100 (32,573,896) 2,791,664

Economic development 689,980 704,621 (5,000) 699,621 0 (4,500) 695,121

Emergency services support 3,117,576 3,479,576 (260,000) 3,219,576 0 (102,000) 3,117,576

Environmental protection 1,272,483 1,370,969 0 1,370,969 0 38,000 1,408,969

Financial management 6,760,772 9,429,031 (775,700) 8,653,331 0 (1,622,143) 7,031,188

Fleet management (1,186,443) 9,971,829 (1,575,000) 8,396,829 5,863,000 (15,297,575) (1,037,746)

Governance and corporate support services

16,281,196 18,888,460 (26,200) 18,862,260 0 (1,274,040) 17,588,220

Health regulation 455,501 1,136,301 (588,050) 548,251 0 30,000 578,251

Human resources 4,103,597 4,452,092 (30,800) 4,421,292 0 (230,000) 4,191,292

Kids' Early Learning 1,359,515 24,676,544 (23,997,457) 679,087 815,560 (644,647) 850,000

Libraries 7,565,310 9,879,958 (1,143,624) 8,736,334 1,390,429 (2,341,020) 7,785,743


136,620,902 36,693,585 (274,477) 36,419,108 29,243,160 (34,064,043) 31,598,225

Property maintenance 15,618,087 16,668,825 (110,095) 16,558,730 0 (899,978) 15,658,752

Property management and development (107,029,289) 5,213,059 (18,055,259) (12,842,200) 62,659,762 (50,886,806) (1,069,244)

Recreation planning 915,644 894,530 0 894,530 0 55,500 950,030

Strategic planning 2,578,580 3,176,772 (407,800) 2,768,972 0 78,030 2,847,002

Street cleaning 6,510,564 6,396,069 0 6,396,069 0 377,140 6,773,209


15,405,131 68,002,681 (2,832,542) 65,170,139 72,987,222 (123,743,746) 14,413,615

Transport planning 7,158,924 8,582,182 (1,317,000) 7,265,182 758,000 25,554 8,048,736

Urban animal management 1,429,144 2,992,726 (1,205,301) 1,787,425 27,010,000 (26,967,616) 1,829,809

Waste management 15,800 55,722,274 (65,308,231) (9,585,957) 3,500,000 6,101,757 15,800

Totals 0 369,245,203 (353,891,120) 15,354,083 420,046,878 (435,400,961) (0)


Council employs a budgeting system based on outcomes with the programs being oriented on function areas. The methodology organises Council’s financial and staff resources into their related functions to Council’s various customers.

The following are the broad economic parameters around which the financing of the 2020/21 Operational Plan has been set:

Rate yield 2.60% Increase

Net income from rates $183,983,000

Good and services pricing 3.00% Approximate increase

General operating expenses 0.75% for identified functions and nil for all others

Salaries and wages 2.85% Increase

Full time equivalents

Level Number

Level 1 1,666.2

Level 2 34.4

Total 1,700.6


1 – Aquatic and leisure centresFunctional area Aquatic and leisure centres 2020/21

Directorate City Living (CL) Budget level

Operational Prior year Current year Current Level 2 Level 3 Total Total

Income $ $ % $ $ $ %

Rates and annual charges 0 0 0 0 0

Fees and charges (9,111,588) (9,757,353) 0 0 (9,757,353)

Interest received 0 0 0 0 0

Other revenues (1,463,054) (1,446,104) 0 0 (1,446,104)

Grants and contributions 0 0 0 0 0

Net gains from the disposal of assets 0 0 0 0 0

Total operating income (10,574,642) (11,203,457) 106% 0 0 (11,203,457) 106%

Expense

Employee costs 10,974,144 11,293,744 0 0 11,293,744

Materials and contracts 2,288,752 2,442,902 0 0 2,442,902

Depreciation 580,000 580,000 0 0 580,000

Other expenses 2,433,373 2,350,373 0 0 2,350,373

Total operating expenditure 16,276,269 16,667,019 102% 0 0 16,667,019 102%

Operational result - (surplus)/deficit 5,701,627 5,463,562 96% 0 0 5,463,562 96%

Capital

Income


Total capital income 0 0 0 0 0

Expense

Total capital expenditure 926,500 1,190,000 0 0 1,190,000

Dedicated assets 0 0 0 0 0


Capital result - (surplus)/deficit 926,500 1,190,000 0 0 1,190,000

Funding and internal costing

Transfers from reserve (926,500) (870,000) 0 0 (870,000)

Add back depreciation (non-cash item) (580,000) (580,000) 0 0 (580,000)

Transfer to reserve 0 0 0 0 0

Internal income (4,898,860) (4,942,562) 0 0 (4,942,562)

Internal expenses 4,943,360 5,001,562 0 0 5,001,562

Add back book value of assets disposed (non-cash item)

0 0 0 0 0

Total funding and internal costing (1,462,000) (1,391,000) 0 0 (1,391,000)

Net result - (surplus)/deficit 5,166,127 5,262,562 0 0 5,262,562 102%

Staffing resources 109.2 109.2 0 0 109.2


2 – Arts and cultural developmentFunctional area Arts and cultural development 2020/21



Income $ $ % $ $ $ %


Fees and charges 0 0 0 0 0


Other revenues (34,000) (34,000) 0 0 (34,000)

Grants and contributions (440,000) (350,000) 0 0 (350,000)


Total operating income (474,000) (384,000) 81% 0 0 (384,000) 81%

Expense

Employee costs 1,179,666 1,115,351 125,760 0 1,241,111

Materials and contracts 630,500 624,500 0 0 624,500

Depreciation 95,000 95,000 0 0 95,000

Other expenses 40,000 35,000 0 0 35,000

Total operating expenditure 1,945,166 1,869,851 96% 125,760 0 1,995,611 103%

Operational result - (surplus)/deficit 1,471,166 1,485,851 101% 125,760 0 1,611,611 110%

Capital

Income



Expense

Total capital expenditure 0 100,000 0 0 100,000


Total capital expenditure 0 100,000 0 0 100,000

Capital result - (surplus)/deficit 0 100,000 0 0 100,000


Transfers from reserve 0 0 0 0 0



Internal income 0 0 0 0 0

Internal expenses 18,000 19,000 0 0 19,000


0 0 0 0 0

Total funding and internal costing (77,000) (76,000) 0 0 (76,000)

Net result - (surplus)/deficit 1,394,166 1,509,851 125,760 0 1,635,611 117%

Staffing resources 10.0 9.0 2.4 0 11.4


2.1 – Arts and cultural development

Arts and cultural development Directorate CL 2020/21

Function variation request description Staff Expense Income Capital Total

Level 2 Recommended for funding $ $ $ $

2.1 Additional funding for art centre positions 2.4 125,760 0 0 125,760

As per endorsed recommendations of the Better Practice Review (BPR) of Arts and Cultural Development (report CS390149, 27 February 2020). The net cost of $125,000 provides for Council funding in 2020/21 of the Arts Programming Coordinator role (previously grant funded), which is essential to the Arts service and is proposed to be added to the staff establishment. The BPR recommendations also include other position changes amounting to a net additional 1.4 FTEs, with the costs offset by reduced use of casuals, overtime and the discontinuation of some car allowances from vacant positions.

Total 2.4 125,760 0 0 125,760


3 – Asset management and engineering supportFunctional area Asset management and engineering support 2020/21



Income $ $ % $ $ $ %




Other revenues 0 0 0 0 0



Total operating income 0 0 0% 0 0 0 0%

Expense

Employee costs 3,019,840 3,057,408 (53,000) 0 3,004,408

Materials and contracts 198,757 190,757 82,000 0 272,757

Depreciation 161,000 161,000 0 0 161,000

Other expenses 4,327 4,327 0 0 4,327



Capital

Income



Expense

Total capital expenditure 0 0 40,500 0 40,500



Capital result - (surplus)/deficit 0 0 40,500 0 40,500


Transfers from reserve (371,709) (255,159) (82,000) 0 (337,159)




Internal expenses 201,033 204,533 12,500 0 217,033


0 0 0 0 0

Total funding and internal costing (331,676) (211,626) (69,500) 0 (281,126)




3.1 – Asset management and engineering support

Asset management and engineering support Directorate CA 2020/21



2.1 Road pavement performance models by consultant 0 32,000 32,000 0 0

Following the Better Practice Review of service for Asset Planning it was identified that new engineering software with predictive analytics was required to enhance the strategic road asset management strategy. To be funded from asset renewal reserve.

2.2 Triennial survey of all road and transport assets using ground penetrating radar

0 50,000 50,000 0 0

Following the Better Practice Review of service for Asset Planning it was identified that LIDAR (light detecting and ranging) technology and GPR (ground penetrating radar) would improve identification of road asset condition. To be funded from asset renewal reserve.

2.3 Assistant surveyor position 1.0 (40,500) 0 40,500 0

Funding to employ a new permanent assistant surveyor position to undertake Section 7.11 inspection work. Convert 1 term contract assistant surveyor into a permanent position. To be funded from Section 7.11 developer contributions.

Total 1.0 41,500 82,000 40,500 0


4 – Blacktown City Information CentreFunctional area Blacktown City Information Centre 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 2,855,293 2,954,759 0 0 2,954,759


Depreciation 13,000 13,000 0 0 13,000

Other expenses 0 0 0 0 0



Capital

Income



Expense

Total capital expenditure 0 0 0 0 0



Capital result - (surplus)/deficit 0 0 0 0 0





Internal income (502,000) (1,452,000) 0 0 (1,452,000)



0 0 0 0 0

Total funding and internal costing (551,000) (1,501,000) 0 0 (1,501,000)




5 – Blacktown International Sportspark and other key venuesFunctional area Blacktown International Sportspark and other key venues 2020/21



Income $ $ % $ $ $ %


Fees and charges (12,000) (6,000) 0 0 (6,000)

Interest received (50,000) (37,250) 0 0 (37,250)

Other revenues (1,353,991) (1,274,885) 0 0 (1,274,885)




Expense

Employee costs 2,383,105 2,451,024 337,500 0 2,788,524

Materials and contracts 1,172,080 1,017,930 30,000 0 1,047,930

Depreciation 931,000 931,000 0 0 931,000

Other expenses 742,060 742,060 0 0 742,060



Capital

Income



Expense

Total capital expenditure 27,477,000 76,410,000 290,000 0 76,700,000



Capital result - (surplus)/deficit 27,477,000 76,410,000 290,000 0 76,700,000


Transfers from reserve (27,445,000) (75,950,000) (290,000) 0 (76,240,000)


Transfer to reserve 500,000 500,000 179,000 0 679,000

Internal income (2,734,021) (2,869,379) 0 0 (2,869,379)

Internal expenses 3,047,521 3,189,879 12,500 0 3,202,379


0 0 0 0 0

Total funding and internal costing (27,562,500) (76,060,500) (98,500) 0 (76,159,000)




5.1 – Blacktown International Sportspark and other key venues

Blacktown International Sportspark and other key venues Directorate CL 2020/21



2.1 New plant equipment - fairway mower 0 20,000 100,000 100,000 20,000

The purchase of specialist turf machinery required for the maintenance and preparation of the Western Sydney Wanderers (WSW) fields for an additional 5 training fields for Women’s League, Youth League and academy teams. This will allow us to deliver contractual obligations for field maintenance/preparation for all WSW elite sides. Under the terms of agreement, Blacktown International Sportspark (BISP) is responsible for the maintenance of the fields and receives an annual payment from WSW.

2.2 New plant equipment - 1,200 litre spray unit 0 18,000 110,000 110,000 18,000

The funding is to purchase specialist equipment required for the maintenance and preparation of the WSW fields. This will allow us to deliver contractual obligations for field maintenance/preparation for all WSW elite sides. Under the terms of agreement, BISP is responsible for the maintenance of the fields and receives an annual payment from WSW.

2.3 New plant equipment - remote controlled mower 0 21,000 80,000 80,000 21,000

The funding will allow us to purchase machinery for the maintenance of grass embankments/slopes across BISP/Key Venue sites that are unable to be maintained manually by staff. The request reduces the WHS risk to staff and ensures we deliver high quality facilities. This also ensures we meet our contractual obligations for maintenance to landscape/common areas across all key venues. Under the terms of agreement, BISP is responsible for the maintenance of the fields and receives an annual payment from WSW.


Blacktown International Sportspark and other key venues Directorate CL 2020/21



2.4 Program Director position and funding allocation for the International Centre of Training Excellence (ICTE) towards annual operational subsidy

1.0 500,000 0 0 500,000

Funding to employ a Program Director term contract position for the ICTE prior to its expected commencement of operations in 2021/22. This is to ensure the success of the ICTE once it opens. Council has previously resolved (report CT380108, December 2018) to allocate an annual budget of $500,000 to be transferred into a new internally restricted reserve for 3 years from 2019/20 until 2021/22. It is recommended that this funding be used for the Program Director with the remaining balance to be transferred to the reserve.

Total 1.0 559,000 290,000 290,000 559,000

5.1 – Blacktown International Sportspark and other key venues


6 – Building and development assessmentFunctional area Building and development assessment 2020/21

DirectoratePlanning and Development (PD)

Budget level


Income $ $ % $ $ $ %


Fees and charges (10,857,570) (10,857,570) 2,000,000 0 (8,857,570)


Other revenues (12,300) (12,300) 0 0 (12,300)



Total operating income (10,869,870) (10,869,870) 100% 2,000,000 0 (8,869,870) 82%

Expense

Employee costs 10,668,550 11,095,324 0 0 11,095,324


Depreciation 543,000 543,000 0 0 543,000

Other expenses 191,000 191,000 0 0 191,000


Operational result - (surplus)/deficit 658,921 1,085,695 165% 2,350,000 0 3,435,695 521%

Capital

Income



Expense












0 0 0 0 0

Total funding and internal costing 15,500 264,500 0 0 264,500

Net result - (surplus)/deficit 674,421 1,350,195 2,350,000 0 3,700,195 549%



6.1 – Building and development assessment

Building and development assessment Directorate PD 2020/21



2.1 Reduced development services revenue 0 0 (1,350,000) 0 1,350,000

Reduction in development applications (DAs) fee income to better reflect fees now received for planning DAs. Over the last 2 years there has been a major reduction in large scale DAs being lodged, replaced with a high number of small value DAs which generate much less revenue but still require the same extent of planning assessment as a bigger site DA would. This revenue includes building and engineering compliance certificates.

2.2 Reduced building and development assessment income 0 0 (650,000) 0 650,000

Reduce income to reflect the decline in development applications for dwellings in the North West Growth Area precincts, in comparison to the number being submitted 2 years ago.

2.3 Additional consultant and contractor costs 0 350,000 0 0 350,000

Additional funding for contractor and consultant costs to deal with additional workloads required due to a significant increase in number of DA appeals in the NSW Land and Environment Court, and Council has to defend. Additional work is also required to support the assessment of State Significant Development (SSD) applications received from the NSW Department of Planning, Industry and Environment. The number of DA appeals Council is defending and SSD applications received has increased significantly over the past 2 years for which no additional revenue is received by Council.

Total 0 350,000 (2,000,000) 0 2,350,000


7 – Business technologyFunctional area Business technology 2020/21

Directorate Corporate Services (CS) Budget level


Income $ $ % $ $ $ %


Fees and charges (8,000) (8,000) 0 0 (8,000)






Expense

Employee costs 3,599,000 3,701,096 0 0 3,701,096


Depreciation 1,593,000 1,593,000 0 0 1,593,000

Other expenses 523,085 523,085 0 0 523,085



Capital

Income



Expense

Total capital expenditure 700,000 700,000 0 0 700,000



Capital result - (surplus)/deficit 700,000 700,000 0 0 700,000



Add back depreciation (non-cash item) (1,593,000) (1,593,000) 0 0 (1,593,000)


Internal income (326,783) (326,781) 0 0 (326,781)



0 0 0 0 0





7.1 – Business technology

Business technology Directorate CS 2020/21



2.1 Additional funds for maintenance and support costs 0 65,000 0 0 65,000

Increased funding for annual maintenance and support costs associated with Council's new corporate business system and adopted funding strategy (report FC330229, December 2013).

Total 0 65,000 0 0 65,000


8 – City designFunctional area City design 2020/21

DirectorateCity Architect and Transformational Design (CATD)

Budget level


Income $ $ % $ $ $ %








Expense

Employee costs 3,065,412 3,184,365 106,215 0 3,290,580


Depreciation 509,000 509,000 0 0 509,000

Other expenses 1,000 1,000 0 0 1,000



Capital

Income



Expense

Total capital expenditure 803,600 1,544,100 90,000 0 1,634,100


Total capital expenditure 803,600 1,544,100 90,000 0 1,634,100

Capital result - (surplus)/deficit 803,600 1,544,100 90,000 0 1,634,100








0 0 0 0 0





8.1 – City design

City design Directorate CATD 2020/21



2.1 Hardware and software suites to upgrade base level computers

0 0 90,000 90,000 0

Base level computers are not powerful enough to process complex software calculations in a timely fashion. To be funded from Section 7.11 developer contributions.

2.2 Water sensitive urban design (WSUD) engineer position - 3 year fixed term

1.0 118,715 118,715 0 0

Funding to employ 1 water sensitive urban design (WSUD) engineer position on a 3 year fixed term basis. WSUD is an effective way to manage stormwater which comes in many different forms such as wetlands, bio-retention systems and stormwater harvesting. This position will inspect water quality assets and gross pollutant traps (GPTs) which are dedicated to Council as part of voluntary planning agreements (VPA’s) across the North West Growth Area. This position will be funded by Section 7.11 developer contributions.

Total 1.0 118,715 208,715 90,000 0


9 – City events and partnershipsFunctional area City events and partnerships 2020/21



Income $ $ % $ $ $ %


Fees and charges (42,500) (42,500) 0 0 (42,500)


Other revenues (45,000) (45,000) 0 0 (45,000)




Expense

Employee costs 1,330,642 1,374,808 0 0 1,374,808


Depreciation 193,000 193,000 0 0 193,000

Other expenses 196,507 196,507 0 0 196,507



Capital

Income



Expense












0 0 0 0 0





10 – City marketing and promotionsFunctional area City marketing and promotions 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 1,148,730 1,216,945 0 0 1,216,945


Depreciation 39,000 39,000 0 0 39,000

Other expenses 78,000 78,000 30,385 0 108,385



Capital

Income



Expense












0 0 0 0 0





10.1 – City marketing and promotions

City marketing and promotions Directorate CS 2020/21



2.1 Social media archiving 0 30,385 0 0 30,385

Under the Federal Archives Act, government organisations must maintain records of business related activities, including social media. Council must archive more than 15,000 social media records per month, across Facebook, Twitter and Instagram. This product was been built with reference to National Archives of Australia (NAA) and NSW government archiving policies.

Total 0 30,385 0 0 30,385


11 – Community DevelopmentFunctional area Community Development 2020/21



Income $ $ % $ $ $ %


Fees and charges (18,000) (18,000) 0 0 (18,000)


Other revenues (9,000) (9,000) 0 0 (9,000)




Expense

Employee costs 1,812,164 1,894,614 0 0 1,894,614


Depreciation 187,000 187,000 0 0 187,000

Other expenses 235,768 229,768 0 0 229,768



Capital

Income



Expense

Total capital expenditure 3,000 0 0 0 0



Capital result - (surplus)/deficit 3,000 0 0 0 0


Transfers from reserve (3,000) 0 0 0 0






0 0 0 0 0





12 – Community facility construction and maintenanceFunctional area Community facility construction and maintenance 2020/21

DirectorateCity Assets (CA), City Living (CL)

Budget level


Income $ $ % $ $ $ %


Fees and charges (658,500) (708,500) 0 0 (708,500)






Expense

Employee costs 728,812 756,847 0 0 756,847


Depreciation 1,448,000 1,448,000 0 0 1,448,000

Other expenses 188,350 188,350 0 0 188,350



Capital

Income



Expense




Capital result - (surplus)/deficit 980,300 1,148,045 0 0 1,148,045








0 0 0 0 0


Net result - (surplus)/deficit 1,099,071 793,851 0 0 793,851 72%



13 – Community regulationFunctional area Community regulation 2020/21



Income $ $ % $ $ $ %




Other revenues (2,440,000) (2,600,000) (419,350) 0 (3,019,350)



Total operating income (2,440,000) (2,600,000) 107% (419,350) 0 (3,019,350) 124%

Expense

Employee costs 1,716,836 1,830,581 154,350 0 1,984,931


Depreciation 200,000 200,000 0 0 200,000

Other expenses 327,843 327,843 0 0 327,843


Operational result - (surplus)/deficit (164,007) (210,262) 128% (265,000) 0 (475,262) 290%

Capital

Income



Expense




Capital result - (surplus)/deficit 0 0 80,000 0 80,000








0 0 0 0 0

Total funding and internal costing (10,000) 6,000 25,000 0 31,000

Net result - (surplus)/deficit (174,007) (204,262) (160,000) 0 (364,262) 209%



13.1 – Community regulation

Community Regulation Directorate CL 2020/21



2.1 2 additional community law enforcement officer positions

2.0 179,350 419,350 80,000 (160,000)

Funding to employ 2 new permanent community law enforcement officer positions to ensure that regulated parking within retail centres and school zones is policed and enforced. This is to be funded by additional parking income.

Total 2.0 179,350 419,350 80,000 (160,000)


14 – Corporate buildings construction and maintenanceFunctional area Corporate buildings construction and maintenance 2020/21

Directorate City Assets (CA) Budget level


Income $ $ % $ $ $ %


Fees and charges (5,000) (5,000) 0 0 (5,000)






Expense

Employee costs 1,142,501 1,195,858 0 0 1,195,858


Depreciation 1,872,000 1,872,000 0 0 1,872,000

Other expenses 148,499 128,499 0 0 128,499



Capital

Income



Expense

Total capital expenditure 1,992,000 255,000 0 0 255,000



Capital result - (surplus)/deficit 1,992,000 255,000 0 0 255,000


Transfers from reserve (1,182,000) (155,000) 0 0 (155,000)



Internal income (19,000) (19,000) 0 0 (19,000)



0 0 0 0 0





Functional area Corporate finance 2020/21



Income $ $ % $ $ $ %

Rates and annual charges (176,041,000) (176,899,868) (9,070,132) 0 (185,970,000)


Interest received (11,505,060) (7,625,000) 900,000 0 (6,725,000)

Other revenues (50,000) (50,000) 0 0 (50,000)

Grants and contributions (17,138,000) (17,138,000) 0 0 (17,138,000)


Total operating income (204,734,060) (201,712,868) 99% (8,170,132) 0 (209,883,000) 103%

Expense

Employee costs 3,401,000 4,368,940 0 0 4,368,940


Borrowing costs 0 120,000 0 0 120,000

Depreciation 0 0 0 0 0

Other expenses 178,000 178,000 0 0 178,000


Operational result - (surplus)/deficit (201,150,060) (197,040,928) 98% (8,170,132) 0 (205,211,060) 102%

Capital

Income


Total capital income (147,401,000) (146,241,000) 0 0 (146,241,000)

Expense

Total capital expenditure 5,000,000 5,000,000 0 0 5,000,000

Dedicated assets 95,000,000 95,000,000 0 0 95,000,000


Capital result - (surplus)/deficit (47,401,000) (46,241,000) 0 0 (46,241,000)


Transfers from reserve (7,865,000) (12,285,000) 0 0 (12,285,000)

Add back depreciation (non-cash item) 0 0 0 0 0

Transfer to reserve 95,632,000 104,276,660 0 0 104,276,660

Internal income (38,000) (38,000) 0 0 (38,000)

Internal expenses 0 0 0 0 0

Loan borrowings 0 (12,726,830) 0 0 (12,726,830)

Principal repayment 0 4,200,000 0 0 4,200,000


0 0 0 0 0

Total funding and internal costing 87,729,000 83,426,830 0 0 83,426,830

Net result - (surplus)/deficit (160,822,060) (159,855,098) (8,170,132) 0 (168,025,230) 104%

Staffing resources 0 0 0 0 0

15 – Corporate finance


15.1 – Corporate finance

Corporate finance Directorate CS 2020/21



2.1 Reduction in interest revenue 0.0 0 (900,000) 0 900,000

Reduction in interest income as a result of expected reduction in interest rates earned on Council's investment portfolio.

Total 0.0 0 (900,000) 0 900,000


16 – Corporate strategyFunctional area Corporate strategy 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 929,601 610,921 479,542 0 1,090,463


Depreciation 1,000 1,000 0 0 1,000


Total operating expenditure 1,107,767 789,087 71% 479,542 0 1,268,629 115%

Operational result - (surplus)/deficit 1,107,767 789,087 71% 479,542 0 1,268,629 115%

Capital

Income



Expense












0 0 0 0 0


Net result - (surplus)/deficit 1,138,767 822,087 479,542 0 1,301,629 114%



16.1 – Corporate strategy

Corporate strategy Directorate CS 2020/21



2.1 Business improvement implementation officer position - 2 year contract

1.0 119,378 0 0 119,378

Funding to employ a new business improvement implementation officer position on a 2 year fixed term basis to support managers and staff to implement service improvements from the Better Practice Reviews (BPR) Program, and to provide expert advice on business process management and improvement. This 2 year contract position was approved by EMC in September 2019, funded in 2019/20 by consultancy budgets and proposed to be included in 2020/21 budget.

2.2 3 better practice review positions - 3 year contract 3.0 360,164 0 0 360,164

Funding to continue the 3 existing Better Practice Reviews (BPR) positions – 2 business improvement analysts and 1 strategic financial analyst, on a 3 year fixed term basis. These positions are essential to completing the adopted BPR program.

Total 4.0 479,542 0 0 479,542


17 – Drainage, catchment and stormwater managementFunctional area Drainage, catchment and stormwater management 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 839,152 752,417 125,403 0 877,820


Depreciation 1,000 1,000 0 0 1,000




Capital

Income

Grants and contributions 0 (4,814,885) 0 0 (4,814,885)

Total capital income 0 (4,814,885) 0 0 (4,814,885)

Expense




Capital result - (surplus)/deficit 19,560,200 29,157,215 0 0 29,157,215








0 0 0 0 0





17.1 – Drainage, catchment and stormwater management

Drainage, catchment and stormwater management Directorate CA 2020/21



2.1 Stormwater harvesting officer position 1.0 109,500 109,500 0 0

Funding to employ a new permanent stormwater harvesting officer position to oversee and review design, implementation and maintenance of our stormwater harvesting systems. No net impact on budget as position funded through the environmental stormwater charge.

2.2 Upgrade of 4 outdoor crew positions to gangers 0 15,903 0 0 15,903

Following review of service for Civil Asset Maintenance it was identified to upgrade 4 outdoor crew positions to 3 gangers and 1 team leaders to improve accountability, response times to customer requests and complaints.

Total 1.0 125,403 109,500 0 15,903


18 – Economic developmentFunctional area Economic development 2020/21



Income $ $ % $ $ $ %




Other revenues (5,000) (5,000) 0 0 (5,000)




Expense

Employee costs 430,564 442,705 0 0 442,705


Depreciation 32,000 32,000 0 0 32,000

Other expenses 82,600 82,600 0 0 82,600

Total operating expenditure 701,480 704,621 100% 0 0 704,621 100%

Operational result - (surplus)/deficit 696,480 699,621 100% 0 0 699,621 100%

Capital

Income



Expense












0 0 0 0 0


Net result - (surplus)/deficit 689,980 695,121 0 0 695,121 101%



19 – Emergency services supportFunctional area Emergency services support 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 0 0 0 0 0


Depreciation 170,000 170,000 0 0 170,000

Other expenses 3,237,576 3,237,576 0 0 3,237,576



Capital

Income



Expense












0 0 0 0 0



Staffing resources 0 0 0 0 0


20 – Environmental protectionFunctional area Environmental protection 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 1,033,153 1,062,639 0 0 1,062,639


Depreciation 57,000 57,000 0 0 57,000

Other expenses 140,190 140,190 0 0 140,190



Capital

Income



Expense












0 0 0 0 0





20.1 – Environmental protection

Environmental protection Directorate CL 2020/21



2.1 Climate change emergency fund 0 100,000 0 0 100,000

There is no specific budget allocated for the implementation of our responding to climate change strategy or for purchasing the carbon offsets that would be necessary for Council operations to become certified as carbon neutral. An allocation of $100,000 annually for a climate change emergency fund would allow us to implement climate change initiatives not currently funded including offsetting our carbon emissions (report CL400010, February 2020).

Total 0 100,000 0 0 100,000


21 – Financial managementFunctional area Financial management 2020/21



Income $ $ % $ $ $ %


Fees and charges (470,000) (470,000) 0 0 (470,000)


Other revenues (305,700) (305,700) 0 0 (305,700)




Expense

Employee costs 6,429,746 6,654,316 0 0 6,654,316


Depreciation 67,000 67,000 0 0 67,000

Other expenses 1,822,505 1,782,505 0 0 1,782,505



Capital

Income



Expense









Internal income (453,400) (422,000) 0 0 (422,000)



0 0 0 0 0





21.1 – Financial management

Financial management Directorate CS 2020/21



2.1 External audit fees 0.0 50,000 0 0 50,000

Additional funding for increased costs of the external audit. The external audit is now conducted under the oversight of the Audit Office of NSW. The Audit Office of NSW bases its fees on cost recovery, the cost of the audits are increasing due to the additional layers of review required to meet the requirements of the Audit Office of NSW. This increase reflects the anticipated increase in the fee for 2020/21.

Total 0.0 50,000 0 0 50,000


22 – Fleet managementFunctional area Fleet management 2020/21



Income $ $ % $ $ $ %




Other revenues (1,575,000) (1,575,000) 0 0 (1,575,000)




Expense

Employee costs 3,784,334 3,996,031 0 0 3,996,031


Depreciation 295,000 295,000 0 0 295,000

Other expenses 540,000 540,000 0 0 540,000



Capital

Income



Expense









Internal income (12,803,573) (12,955,073) 0 0 (12,955,073)



(2,338,000) (2,338,000) 0 0 (2,338,000)


Net result - (surplus)/deficit (1,186,443) (1,037,746) 0 0 (1,037,746) 87%



23 – Governance and corporate support servicesFunctional area Governance and corporate support services 2020/21



Income $ $ % $ $ $ %




Other revenues (26,200) (26,200) 0 0 (26,200)




Expense

Employee costs 11,747,381 11,966,251 681,400 0 12,647,651


Depreciation 265,000 265,000 0 0 265,000

Other expenses 4,399,637 4,380,637 415,000 0 4,795,637

Total operating expenditure 17,532,190 17,692,060 101% 1,196,400 0 18,888,460 108%

Operational result - (surplus)/deficit 17,505,990 17,665,860 101% 1,196,400 0 18,862,260 108%

Capital

Income



Expense








Transfer to reserve 541,058 541,058 100,000 0 641,058

Internal income (1,376,088) (1,376,088) 0 0 (1,376,088)



0 0 0 0 0

Total funding and internal costing (1,228,794) (1,386,540) 112,500 0 (1,274,040)

Net result - (surplus)/deficit 16,281,196 16,279,320 1,308,900 0 17,588,220 108%



23.1 – Governance and corporate support services

Governance and corporate support services Directorate CS 2020/21



2.1 Increased workers compensation costs 0 550,000 0 0 550,000

Additional funding required to address increased workers compensation claims costs in accordance with Council's adopted workers compensation funding strategy (report CS390179, October 2019).

2.2 Additional funding for procurement advice and systems 0 100,000 0 0 100,000

Additional funding for procurement to address recommendations contained in recent contract management audit.

2.3 Election 0 100,000 0 0 100,000

Additional funding required for increased election costs. This funding was adopted in the 2019 September quarterly review (report CS390210 December 2019).

2.4 Additional insurance costs 0 415,000 0 0 415,000

Additional funding required due to increased insurance premium costs. Increases are projected to escalate by 15% for insurance and motor vehicle costs.

2.5 Safety officer position 1.0 143,900 0 0 143,900

Funding to employ a new permanent safety officer position to modernise and update our safety system and make the system simple and easy to use. In addition, the role will be responsible for the adoption of the international standard for safety systems which will be a pre-requisite for self-insurance accreditation.

Total 1.0 1,308,900 0 0 1,308,900


24 – Health regulationFunctional area Health regulation 2020/21



Income $ $ % $ $ $ %


Fees and charges (717,550) (526,050) 0 0 (526,050)


Other revenues (42,000) (42,000) 0 0 (42,000)




Expense

Employee costs 1,060,786 995,536 0 0 995,536


Depreciation 73,000 73,000 0 0 73,000




Capital

Income



Expense












0 0 0 0 0





25 – Human resourcesFunctional area Human resources 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 3,799,564 3,883,259 0 0 3,883,259


Depreciation 59,000 59,000 0 0 59,000

Other expenses 6,500 6,500 0 0 6,500



Capital

Income



Expense









Internal income (121,000) (121,000) 0 0 (121,000)



0 0 0 0 0





26 – Kids’ Early LearningFunctional area Kids' Early Learning 2020/21



Income $ $ % $ $ $ %


Fees and charges (17,368,014) (18,976,191) 0 0 (18,976,191)


Other revenues (865,643) (918,414) 0 0 (918,414)




Expense

Employee costs 18,594,790 19,284,037 0 0 19,284,037


Depreciation 764,000 764,000 0 0 764,000

Other expenses 2,733,003 3,246,119 0 0 3,246,119



Capital

Income



Expense




Capital result - (surplus)/deficit 673,300 815,560 0 0 815,560




Transfer to reserve 354,271 0 0 0 0

Internal income (2,180,879) (2,192,077) 0 0 (2,192,077)



0 0 0 0 0


Net result - (surplus)/deficit 1,359,515 850,000 0 0 850,000 63%



27 – LibrariesFunctional area Libraries



Income $ $ % $ $ $ %


Fees and charges (183,700) (183,700) 0 0 (183,700)


Other revenues (1,750) (1,750) 0 0 (1,750)



Total operating income (965,450) (1,143,624) 118% 0 0 (1,143,624) 118%

Expense

Employee costs 6,256,912 6,387,721 0 0 6,387,721


Depreciation 2,153,000 2,153,000 0 0 2,153,000

Other expenses 517,441 517,441 0 0 517,441



Capital

Income



Expense












0 0 0 0 0





28 – Open space improvements and maintenanceFunctional area Open space improvements and maintenance



Income $ $ % $ $ $ %


Fees and charges (178,808) (183,077) 0 0 (183,077)


Other revenues (65,000) (65,000) 0 0 (65,000)




Expense

Employee costs 18,627,282 19,215,292 570,400 0 19,785,692


Depreciation 8,999,000 8,999,000 0 0 8,999,000

Other expenses 1,424,572 1,424,572 0 0 1,424,572



Capital

Income



Expense








Transfer to reserve 0 0 16,500 0 16,500

Internal income (254,000) (254,000) 0 0 (254,000)



0 0 0 0 0





28.1 – Open space improvements and maintenance

Open space improvements and maintenance Directorate CA 2020/21



2.1 Nursery position 1.0 73,675 93,175 19,500 0

Funding to employ a new permanent nursery position. This position is required due to the growth in the north west of the City with the need to propagate additional plants in order to service the projects undertaken in our Works Improvement Program. To be funded from Works Improvement Program projects including Section 7.11 developer contributions.

2.2 Nursery trainee position 1.0 38,825 0 0 38,825

Funding to employ a new permanent nursery trainee position to learn the specialised trade of nursery plant production. The main benefit to Council is to expand Council’s already successful apprenticeship program.

2.3 3 park maintenance positions for Fairwater Estate 3.0 286,925 0 65,000 351,925

Funding to employ 3 new permanent park maintenance positions required to be able to service 15 hectares of open space in the Fairwater Estate that is being handed to Council during the 2020/21 financial year for our management. The capital expenditure includes a utility and minor plant.

2.4 3 park maintenance positions for streetscape 3.0 314,475 0 100,000 414,475

Funding to employ 3 new permanent park maintenance positions required to be able to service 12 hectares of new streetscape median strips, roundabouts, shared pathways and new green screen planting. In 2020/21 we will receive the following: Schofields Road between Richmond Road and Windsor Road (9.6 hectares), stage 1 of Elara and additional sites at Marden Park. The capital expenditure includes a utility and minor plant.

Total 8.0 713,900 93,175 184,500 805,225


29 – Property maintenanceFunctional area Property maintenance



Income $ $ % $ $ $ %








Expense

Employee costs 10,026,497 10,312,647 0 0 10,312,647


Depreciation 1,072,000 1,072,000 0 0 1,072,000

Other expenses 679,735 663,735 0 0 663,735



Capital

Income



Expense









Internal income (501,123) (501,123) 0 0 (501,123)

Internal expenses 660,145 673,145 0 673,145


0 0 0 0 0





30 – Property management and developmentFunctional area Property management and development 2020/21



Income $ $ % $ $ $ %


Fees and charges (446,636) (415,200) (25,000) 0 (440,200)


Other revenues (5,960,783) (6,010,113) 0 0 (6,010,113)


Net gains from the disposal of assets (48,072,497) (11,384,946) 0 0 (11,384,946)


Expense

Employee costs 1,488,767 1,549,092 248,848 0 1,797,940


Depreciation 1,136,000 1,136,000 0 0 1,136,000

Other expenses 564,946 564,946 0 0 564,946


Operational result - (surplus)/deficit (49,800,030) (13,091,048) 26% 248,848 0 (12,842,200) 26%

Capital

Income



Expense









Internal income (373,467) (622,030) 0 0 (622,030)



(16,397,730) (6,229,600) 0 0 (6,229,600)


Net result - (surplus)/deficit (107,029,289) (1,069,244) 0 0 (1,069,244) 1%



30.1 – Property management and development

Property management and development Directorate CS 2020/21



2.1 Ground maintenance and security 0 25,000 25,000 0 0

Additional maintenance costs at Riverstone Cemetery to meet our maintenance obligations. To be funded from Riverstone Cemetery fees.

2.2 2 property acquisition officer positions 2.0 248,848 248,848 0 0

Funding to employ 2 new permanent property acquisition officer positions to be established to focus on meeting the increasing demand for the purchase of properties and land essential to support the delivery of infrastructure in the North West Growth Area (NWGA). To be funded from Section 7.11 developer contributions.

Total 2.0 273,848 273,848 0 0


31 – Recreational planningFunctional area Recreation planning 2020/21

DirectorateCity Architect and Transformational Design (CATD)

Budget level


Income $ $ % $ $ $ %








Expense

Employee costs 771,499 804,885 0 0 804,885


Depreciation 36,000 36,000 0 0 36,000

Other expenses 40,000 40,000 0 0 40,000

Total operating expenditure 866,144 894,530 103% 0 0 894,530 103%


Capital

Income



Expense

Total capital expenditure 2,415,530 0 0 0 0


Total capital expenditure 2,415,530 0 0 0 0

Capital result - (surplus)/deficit 2,415,530 0 0 0 0


Transfers from reserve (2,415,530) 0 0 0 0






0 0 0 0 0

Total funding and internal costing (2,366,030) 55,500 0 0 55,500




32 – Strategic planningFunctional area Strategic planning

DirectoratePlanning and Development (PD)

Budget level


Income $ $ % $ $ $ %


Fees and charges (482,800) (482,800) 150,000 0 (332,800)


Other revenues (75,000) (75,000) 0 0 (75,000)



Total operating income (557,800) (557,800) 100% 150,000 0 (407,800) 73%

Expense

Employee costs 2,328,190 2,429,612 0 0 2,429,612


Depreciation 151,000 151,000 0 0 151,000

Other expenses 28,468 28,468 0 0 28,468



Capital

Income



Expense






Transfers from reserve (40,000) 0 0 0 0






0 0 0 0 0





32.1 – Strategic planning

Strategic planning Directorate PD 2020/21



2.1 Reduced strategic planning income 0 0 (150,000) 0 150,000

Reduce income to reflect the decline in development applications for dwellings in the North West Growth Area precincts, in comparison to the number being submitted 2 years ago.

Total 0 0 (150,000) 0 150,000


33 – Street cleaningFunctional area Street cleaning 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 4,437,343 4,633,488 75,000 0 4,708,488


Depreciation 661,000 661,000 0 0 661,000




Capital

Income



Expense









Internal income (20,000) (20,000) 0 0 (20,000)



0 0 0 0 0





33.1 – Street cleaning

Street cleaning Directorate CA 2020/21



2.1 Additional funding for overtime to keep the City clean 0.0 75,000 0 0 75,000

Additional funding required for street cleaners to work on weekends, public holidays and sometimes on rostered days off to keep the city clean and presentable not in original budget.

Total 0.0 75,000 0 0 75,000


34 – Transport infrastructure, construction and maintenanceFunctional area Transport infrastructure, construction and maintenance



Income $ $ % $ $ $ %


Fees and charges (448,311) (448,311) (287,218) 0 (735,529)


Other revenues (2,022,013) (2,097,013) 0 0 (2,097,013)




Expense

Employee costs 7,995,907 8,185,401 273,761 0 8,459,162


Depreciation 54,235,000 54,235,000 0 0 54,235,000

Other expenses 311,966 311,966 0 0 311,966


Operational result - (surplus)/deficit 64,982,163 65,173,596 100% (3,458) 0 65,170,139 100%

Capital

Income



Expense








Transfer to reserve 555,000 0 9,700 0 9,700

Internal income (6,129,462) (6,129,462) 0 0 (6,129,462)



0 0 0 0 0





34.1 – Transport infrastructure, construction and maintenance

Transport infrastructure construction and maintenance Directorate CA 2020/21



2.1 Civil asset maintenance engineer position 1.0 110,983 142,983 32,000 0

Funding to employ a new permanent civil asset maintenance engineer position. Following the Better Practice Review of service, additional position required to share the increased work load, recover restoration monies and utilise developer contributions from the utilities. This is to be funded from road restoration income.

2.2 Civil asset maintenance overseer position 1.0 112,235 144,235 32,000 0

Funding to employ a new permanent civil asset maintenance overseer position. Following the Better Practice Review of service, additional position required to share the increased work load, recover restoration monies and utilise developer contributions from the utilities. This is to be funded from road restoration income.

2.3 Upgrade of 11 outdoor crew positions to 7 gangers and 4 team leaders

0 75,542 0 0 75,542

Following review of service for Civil Asset Maintenance it was identified to upgrade 11 outdoor crew positions to 7 gangers and 4 team leaders to improve accountability, response times to customer requests and complaints.

2.4 New vehicle to clean bins 0 19,700 97,000 97,000 19,700

Mechanical means to wash and clean bins at site. This will increase efficiency and project positive city image, when bins in parks, reserves, shopping centres, bus stops, etc are cleaned on a regular basis. The current system of taking the bin to Rooty Hill Depot for washing and cleaning and returning to site is time consuming. The vehicle will have a water tank, waste water will be recycled in the process. Waste can be disposed of at wash bay on site if no chemicals are used. At present, not many bins are cleaned and washed on a regular basis. This is funded from the domestic waste management reserve.

Total 2.0 318,461 384,218 161,000 95,242


35 – Transport planningFunctional area Transport planning 2020/21



Income $ $ % $ $ $ %








Expense

Employee costs 1,196,718 1,242,030 0 0 1,242,030


Depreciation 72,000 72,000 0 0 72,000

Other expenses 6,796,852 6,796,852 427,000 0 7,223,852



Capital

Income



Expense




Capital result - (surplus)/deficit 1,493,000 758,000 0 0 758,000


Transfers from reserve (1,157,000) 0 0 0 0






0 0 0 0 0

Total funding and internal costing (1,126,946) 25,554 0 0 25,554




35.1 – Transport planning

Transport planning Directorate CA 2020/21



2.1 Increase street lighting costs 0 427,000 0 0 427,000

Additional funding is required for cost increases for street lighting. The rapid development in the North West Growth Areas of Marsden Park and Riverstone has seen significantly more street lights brought on-line than originally forecast.

Total 0 427,000 0 0 427,000


36 – Urban animal managementFunctional area Urban animal management 2020/21



Income $ $ % $ $ $ %


Fees and charges (394,000) (394,001) 0 0 (394,001)


Other revenues (428,800) (428,800) 0 0 (428,800)




Expense

Employee costs 1,926,947 1,975,612 350,000 0 2,325,612


Depreciation 100,000 100,000 0 0 100,000

Other expenses 90,215 90,215 0 0 90,215



Capital

Income



Expense

Total capital expenditure 0 27,010,000 0 0 27,010,000


Total capital expenditure 0 27,010,000 0 0 27,010,000

Capital result - (surplus)/deficit 0 27,010,000 0 0 27,010,000


Transfers from reserve 0 (27,000,000) 0 0 (27,000,000)






0 0 0 0 0

Total funding and internal costing 27,383 (26,967,616) 0 0 (26,967,616)




36.1 – Urban animal management

Urban animal management Directorate CL 2020/21



2.1 Additional funding for casual positions 3.0 350,000 0 0 350,000

This is to ensure staffing levels are maintained at the AHF for operational purposes. Additional funding to employ casuals at the Animal Holding Facility (AHF). As the facility is incurring additional employment costs to backfill some staff who are on worker’s compensation, other leave and to maintain adequate coverage at the facility. This funding was adopted in the 2019 September quarterly review (report CS390210, December 2019).

Total 3.0 350,000 0 0 350,000


37 – Waste managementFunctional area Waste management 2020/21



Income $ $ % $ $ $ %

Rates and annual charges (57,739,146) (63,975,586) (484,445) 0 (64,460,031)

Fees and charges (98,200) (98,200) 0 0 (98,200)


Other revenues (100,000) (100,000) 0 0 (100,000)




Expense

Employee costs 7,200,206 7,625,627 471,945 0 8,097,572


Depreciation 2,237,000 2,237,000 0 0 2,237,000

Other expenses 9,149,975 9,149,975 0 0 9,149,975


Operational result - (surplus)/deficit (8,294,438) (9,643,457) 116% 57,500 0 (9,585,957) 116%

Capital

Income



Expense








Transfer to reserve 6,442,241 6,442,241 80,000 0 6,522,241

Internal income (461,000) (461,000) 0 0 (461,000)



0 0 0 0 0

Total funding and internal costing 6,971,738 6,959,257 (857,500) 0 6,101,757




37.1 – Waste management

Waste management Directorate CL 2020/21



2.1 Expansion of domestic waste collections 6.0 634,445 1,434,445 800,000 0

The continued growth of the City has resulted in the need to expand our service. The funding will finance 6 new employees including 1 supervisor, 1 administration position and will establish 2 new crews for garbage collections, clean up collections and bin deliveries and repairs. The funding will also allow us to purchase 2 new vehicles for the service. This is to be funded from the domestic waste management reserve.

Total 6.0 634,445 1,434,445 800,000 0


STATEMENT OF REVENUE POLICYSummaryBlacktown City Council utilises a variety of sources to generate sufficient income to deliver a wide range of services for the local community. These sources range from statutory and user-pay charges to entrepreneurial ventures.

Following are a series of statements that explain each major area of Council’s revenue base:

• statement of rating structure

• statement of charges

• statement of fees

• statement of pricing policy for goods and services

• statement of charges for work by Council on private land

• statement of borrowings.

Statement of rating structureRates are Council’s major source of funds, representing almost half of all Council’s operating revenue. In NSW council rates are levied based on land valuations supplied by the Office of the Valuer General. These valuations are reviewed every 3 years as part of a process termed General Revaluation. It is important to note that regardless of changes in the land valuations for existing properties the actual total amount of rates income a council may levy is limited by rate pegging, where the Independent Pricing and Regulatory Tribunal (IPART) determines annually the allowable increase in rates.

Rating structureIn determining its rating structure, Council considers the need for equity amongst all ratepayers within the City. In setting its 2020/21 rating structure Council considered the 3 options available under the Local Government Act 1993 NSW (the Act). These are;

• Ad valorem: Land value of each property x rate in dollar = rates

• Ad valorem plus minimum rate: Land value of each property x rate in dollar = rates. Unless rates are below a predetermined minimum rate, in which case the minimum rate applies. Council sets a minimum rate charge for all categories. This is considered an equitable way for residents to pay a reasonable amount towards the core services provided by Council, regardless of the land value of their property.

• Ad valorem plus base charge: 1% to 50% of income collected by flat charge. Remaining income collected on ad valorem basis.

For the 2020/21 year Council will maintain its existing rating structure, being an ad valorem plus minimum rate structure.

CategorisationSection 514 of the Act requires that all land be categorised according to its dominant use. The four categories of the ordinary rate are:

1. farmland

2. mining

3. residential

4. business.

Section 529 of the Act states that properties may be further categorised into one of Council’s rating

sub-categories, to allow a more fair and equitable distinction for levying of rates. Currently Council

has the following Rating sub-categories:

• residential – general • business – Marsden Park

• residential – scheduled • business – Mount Druitt

• farmland – general • business – Riverstone

• business – general • business – Rooty Hill and Glendenning

• business – Blacktown North • business – Seven Hills.

• business – M4 Corridor

InstalmentsRates and charges can be paid by either quarterly instalments or a single instalment. The 2020/21

due dates for these instalments are as follows:

• 1st instalment or payment in full – 31 August 2020

• 2nd instalment – 30 November 2020

• 3rd instalment – 28 February 2021

• 4th instalment – 31 May 2021.

Interest chargeCouncil may charge interest on overdue rates and charges. The maximum interest rate set by the Minister for Local Government for the 2019/20 rating year is 7.5%. It is likely to be close to 7.5% for this year. Council will apply the maximum interest rate for the 2020/21 year.


Blacktown LGA Business Rates Sub-Categories


Pensioner rebatesEligible pensioners who own and occupy a rateable property may be entitled to a pensioner rebate. This pension rebate is made up of both a mandatory and voluntary component and no changes are proposed.

Mandatory rebate – persons in receipt of certain classes of pensions are eligible for a mandatory maximum rebate of $250. This rebate is funded 45% by Council and 55% by the State Government.

Voluntary rebate – a further additional voluntary rebate up to a maximum of $200 is provided for residents who have been ratepayers in the City for 5 consecutive years. This rebate is funded 100% by Council and is deducted from the resident’s Domestic Waste and Rates levy. This additional rebate is provided in accordance with Section 582 of the Act.

Owners who become eligible pensioners during the year may be entitled to a pro-rata rebate of their rates, calculated on a quarterly basis. Rebates are also reversed on a quarterly basis when owners become ineligible for the rebate.

Valuation of landThe applicable land value for rating purposes is supplied by the Office of the Valuer General. The Valuation of Land Act 1916 requires Council to levy rates using the most recent land values supplied to Council. Revised land valuations are usually supplied to Council every 3 years as part of a process termed ‘General Revaluation’.

The 2020/21 rates have been determined using the latest available property values with a Base Date of 1 July 2019.

Rate type Category Sub-category

Ad valorem cents in $ (to be multiplied

by land value)Minimum rate

$

Estimated total rate income

(to be collected $’000)

Ordinary Residential General 0.2095 Non-vacant land 978.00 Vacant land 442.00

131,315

Ordinary Residential Scheduled Lands 0.1048 Non-vacant land 978.00 Vacant land 221.00

375

Ordinary Farmland General 0.0390 Non-vacant land 1,003.00 Vacant land 454.00

297

Ordinary Business General 0.4147 Non-vacant land 1,003.00 Vacant land 454.00

7,879

Ordinary Business Blacktown North 0.5713 Non-vacant land 1,175.00 Vacant land 532.00

4,817

Ordinary Business M4 Corridor 0.5713 Non-vacant land 1,175.00 Vacant land 532.00

22,920

Ordinary Business Marsden Park 0.5713 Non-vacant land 1,175.00 Vacant land 532.00

4,137

Ordinary Business Mount Druitt 0.5713 Non-vacant land 1,175.00 Vacant land 532.00

993

Ordinary Business Riverstone 0.5713 Non-vacant land 1,175.00 Vacant land 532.00

1,360

Ordinary Business Rooty Hill and Glendenning

0.5713 Non-vacant land 1,175.00 Vacant land 532.00

4,079

Ordinary Business Seven Hills 0.5713 Non-vacant land 1,175.00 Vacant land 532.00

5,811

Total 183,983

Proposed 2020/21 rating structure


Statement of chargesWaste management services chargesCollection of sufficient revenue from waste management charges is necessary in order to meet the cost of providing the service. Detailed below is the schedule of waste management charges for 2020/21:

Charge typeSection of Local Government Act Charge $

Estimated total income to be collected $'000

Domestic

Administration vacant land (per annum) S.496 26 55

Domestic service availability

240 Litre bin (per annum) S.496 574 59,837

140 Litre bin (per annum) S.496 398 5,934

Eligible pensioners 140 litre bin (per annum) S.496 287 892

Commercial/industrial service availability

240 litre bin (per annum including GST) S.501 635 1,265

Additional recycling service

Domestic 240 litre bin (per annum) S.496 85 574

Non-domestic 240 litre bin (per annum including GST) s.501 94 80

Total 68,637


Sanitary chargesCouncil provides a pan service to those areas of the City yet to be connected to sewer. Details of the charges for 2020/21 are provided below:

Charge type Unit Charge $Estimated total income to

be collected $'000

Sanitary service Single service charge 52 0

Annual charge (1 service per week) 2,600 17

Sullage chargesCouncil provides an effluent removal service for those residents using septic tank systems. Details of the charges for 2020/21 are provided below:

Charge type Unit Charge $Estimated total income to

be collected $'000

Sullage removal Per 1,000 litres removed 47 105


Environmental Stormwater Management ProgramAs urban development intensifies, more and more stormwater is collected from roofs, driveways and paved or landscaped areas. This stormwater flows over land, and through pipes and drains, our creeks and waterways. The volume of stormwater generated during heavy rainfall is very high, so that very little infiltrates the soil, replenishes groundwater, or supplies creek flow in dry weather.

To address this issue, during 2007/08 Council introduced a comprehensive five year works program which was funded by the environmental stormwater management charge.

The Environmental Stormwater Management Program forms part of an ongoing commitment of Council to improve the health of its local waterways. Council has implemented a comprehensive five year works program totalling $20.72 million, which encompasses a number of innovative projects to address the effective management of stormwater and water quality in our rapidly growing City. Council regularly revises this program and the current five year works program runs to 2024/25.

The following table details the charges for the Environmental Stormwater Management Program for 2020/21.

Stormwater management levy typeProposed charge

$Estimated total stormwater income

(to be collected $’000)

Residential dwellings 25 2,119

Residential 50% pension discount charge 12.5 309

Residential strata unit charge 12.5 121

Residential strata unit 50% pensioner discount charge

6.25 10

Business property charge $25 per 350sqm or part thereof for business land

1,253

Business strata property charge $25 per 350sqm or part thereof for business land

19

Total 3,831


Charges under Section 611 of the Local Government Act, 1993Council resolves to make charges on all persons during the year from 1 July 2020 to 30 June 2021 for the use of a rail, pipe, wire, pole, cable, tunnel or structure laid, erected, suspended, constructed or placed on, under or over a public place. Where applicable these charges will be based on the nature and extent of the use, no change from prior years.

Gas and oil companiesAGL possesses, occupies or enjoys structures located on public land in Blacktown City. These structures include pipes. The Council resolves to make a charge based on the revenue benefit derived from these structures by AGL. Other gas and oil companies possess, occupy or enjoy structures located on, under or over public land in the Blacktown City.

The Council resolves to make a charge based on the revenue benefit derived from the structures by these other oil and gas companies. The charges will be assessed at the rate as advised by the Local Government Association of New South Wales. The charges will be reviewed and assessed by a Certified Practising Valuer and advertised in accordance with the Act.

Australia PostAustralia Post possesses, occupies or enjoys structures located on public land in Blacktown City. These structures include post boxes. The nature of the benefit enjoyed by Australia Post from these structures includes the capacity to earn revenue from the posting of mail in the post boxes. The extent of the revenue benefit to Australia Post in connection with these structures is that revenue is earned from letters posted at post boxes on public land in Blacktown City.

The Council resolves to make a charge based on the revenue benefit derived from the structures by Australia Post. Council resolves to make a charge based on the revenue referable to letters posted at post boxes located on public land in Blacktown City. Council recognises the benefit to the public of post boxes and proposes to give a discount on the Section 611 charges otherwise to be paid by Australia Post for that reason. The charges will be assessed by a Certified Practising Valuer and advertised in accordance with the Act.

Street advertisersBusinesses use public places to advertise on and above public land in Blacktown City. These businesses will obtain revenue benefits from the presence of the advertising in public places and ordinarily would pay a price for such advertising.

Council resolves to make a charge based on the revenue benefit derived from advertising by these businesses. The charges will be assessed at the time any such structure is requested. The charges will be assessed by a Certified Practising Valuer and advertised in accordance with the Act.

Other structuresOther persons, including owners of clothing collection bins without current licenses, and restaurants on footpaths without current licenses, who possess, occupy or enjoy structures located on, under or over public land in Blacktown City.

Council resolves to make a charge based on the revenue benefit derived from the structures by these other persons. The charges will be assessed at the time such structure is requested. The charges will be assessed by a Certified Practising Valuer and advertised in accordance with the Act.


Statement of feesCouncil currently charges fees for a broad range of goods and services. Details of the principles and charging methods employed in setting these fees are contained in Council’s pricing policy, which is provided in the next statement.

Further information on Council’s fees and charges are provided in the 2020/21 Goods and Services Pricing Schedule, which is available on request.

Reminder service fee for overdue accountsCouncil may charge a reminder service fee for overdue accounts for fees or charges identified in Council’s Goods And Services Pricing Schedule. The maximum service fee to be charged is 7.5% per annum. This fee may be waived at the discretion of the Chief Executive Officer.

Statement of pricing policy for goods and servicesCouncil has adopted a pricing principle and a pricing basis for each fee and charge contained in its Goods and Services Pricing Schedule. Provided below is an explanation of the pricing principles and bases considered by Council when determining its pricing policy.

Pricing principle

All goods and services provided should have an identified pricing principle. It is a simple statement that clarifies Council’s philosophy towards these goods or services and the reasoning for the level of charges set.

Pricing basis

This is the method by which a charge is determined and it sets the level of cost recovery. The basis employed depends on the pricing principle chosen.


Pricing principles and bases used by Council

Code Pricing principle for service Pricing basis

A Public good – service provides a broad community benefit. Inconceivable or impractical to charge for service on a user basis

Zero cost recovery

B Practical constraint – service is a minor part of the overall operation of the Council, or the potential for revenue collection is so minor as to be outweighed by the costs of collection

Zero cost recovery

C Shared benefit – benefits from provision of the service accrue to the community as a whole as well as individual users (Community Service Obligation)

Partial cost recovery

D Stimulus – a stimulus to the demand for the service is required. In the short term only part of the cost of the service is to be recovered

Partial cost recovery

E Evasion – charging prices to recover full cost may result in widespread evasion Partial cost recovery

F Equity – the service is targeted to low income users Partial cost recovery

G Economic – service promotes or encourages local economic activity Partial cost recovery

H Private Good – service benefits particular users, making a contribution to their individual income, welfare or profits, without any broader benefits to the community

Full cost recovery

I Monopoly – Council has a monopoly over provision of the service and there are no community service or equity obligations

Full cost recovery

J Developmental – fee set will enable Council to develop and/or maintain a service Full cost recovery

K Contribution – charges levied to compensate community for an increase in demand for services or facilities as a consequence of a development proposal

Full cost recovery

L Regulatory – non-fixed – fee charged to cover cost incurred by legislative requirements where no community service obligation exists

Full cost recovery

M Regulatory – fixed – fee fixed by legislation Regulatory

N Market – service provided is in competition with that provided by another Council or agency (private or public) and there is pressure to set a price which will attract adequate usage of the service

Reference pricing

O In-House – service provided is predominantly for Council use but sale to external markets will defray costs

Reference pricing

P Entrepreneurial – the service is a profit making activity and the price paid by users should recover an amount greater than the full cost of providing that service

Rate of return pricing

Q Penalty – fee charged is greater than the cost of the service so as to act as a disincentive Rate of return pricing

Note: The above Statement of pricing policy for goods and services should be read in conjunction with Council’s 2020/21 Goods and Services Pricing Schedule, which highlights the pricing principle and basis for each item. A copy of Council’s 2020/21 Goods and Services Pricing Schedule is available on request.


Become part of Our Blacktown 2036

Your Council is creating the kind of city you want to live and work in.

You can help us do this by:

1. Providing feedback to Council in writing to: 62 Flushcombe Road, Blacktown NSW 2148 or by email to: [email protected]

2. Looking at our plans online and telling us what you think.

Your ideas and feedback are important to us!For more information on how you can be involved, please contact Council’s Corporate Strategy team on 9839 6000.

PLEASE HELP SHAPE OUR FUTURE

Statement of charges for work by Council on private landShould Council, by agreement with a property owner, undertake works on private property, the charge determined will depend upon the type and cost of the work undertaken and also the broader community benefit derived from the work.

Any proposal for such works would first be reported to Council.

Statement of borrowingsCouncil may consider new loan borrowings of $17.3 million for our transformational projects, as outlined in Council’s draft Long Term Financial Plan 2020-2030 which accompanies this document.

Council has approved a revised borrowing policy and funding strategy to borrow for a 3 year, fixed term, an amount of $12.7 million to fund asset renewal works in the Works Improvement Program 2020/21. This policy is in effect until 30 June 2022 and is to specifically address the impacts of the COVID-19 pandemic.


BLACKTOWN CITY COUNCIL62 Flushcombe Road, Blacktown NSW 2148

PO Box 63, Blacktown NSW 2148

Ph: 02 9839 6000 Fax: 02 9831 1961

Email: [email protected] Website: www.blacktown.nsw.gov.au

Facebook: Blacktown City Council Twitter: @blacktowncc YouTube: Blacktown City Council Instagram: Blacktown City Council

Documents

CS CSED Our Blacktown 2036 OP Plan 20-21 DEC2020