fcs our blacktown 2036 2018 edits book · 2018-09-28 · 2.lean, sustainable and healthya c...

DELIVERY PROGRAM

2017–2021 & OPERATIONAL PLAN

2018/19Adopted 27 June 2018

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.

IIPO�OXH EAAHNIKA Av JCPEUisEO"'tE �0110ma yta va 8ta�UO"E'tE 11 va KU'tUAU�E'tE mn6 TO tyypmpo, TO 1tpocrcomK6 TOU A11µou TOU Blacktown µE EUJ(Upicrn1cr11 0a KUVOVtO"Et EVU 8tEpµ11vfo yta va crai; �0110110-Et. na va Kavov{crETE tva 8tEpµ11vfo, napaKaA.ouµE EmKotvcovf]crTE µE TO A11µ0 crTO 9839 600011 EA.UTE crm KEVTptKa rpacpda TOu A11µou crTO 62 Flushcombe Road, Blacktown.

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.

BA)I(HO CPIICKH AKo BaM je noTpe6Ha noMofl .Qa npo4111TaTe 111 paayMeTe osaj .QOKyMeHT, oco6Jbe onwrnHe {Blacktown City Council) pa.Qo fle aa sac opraH111aosarn TYM84Ke ycnyre. ,[I.a ce opraH111ayje TYM84, MOI1111MO n030Bll1Te onwrnHy (Council) Ha 9839 6000 11111111 .Qof)111rn y onwrnHCKY cny>t<6y (Council's Administration Centre) Ha 62 Flushcombe Road, Blacktown.

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.

QUAN TRQNG TIENG VIET Neu quy vi can dU'Q'C giup de doc va hieu van ban nay, nhan vien cua Hc;>i Dong Thanh Pho Blacktown se vui long sap xep djch Vl,.I thong ngon cha quy vj. Muon sap xep mc;>t thong ngon vien, xin lien lc;tc v&i Hc;>i Dong qua so 9839 6000 ho�c ghe t&i Trung Tam Hanh Chanh cua Hc;>i Dong tc;ti 62 Flushcombe Road, Blacktown.

WAZNE POLSKI Jezeli potrzebujesz pomocy w przeczytaniu i zrozum1emu tego dokumentu, pracownicy Blacktown City Council ch�tnie zorganizujl! dla ciebie pomoc tlumacza. Aby zorganizowac tlumacza, prosimy skontaktowac si� z Radl! pod numerem 9839 6000 lub przyjsc do Administration Centre Rady pod adresem 62 Flushcombe Road, Blacktown.

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BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 | BLACKTOWN CITY COUNCIL

From the General Manager 2

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 24

Blacktown International Sportspark (BISP) 27BISP Masterplan 27

International Centre of Training Excellence 27

Blacktown City Centre 29Warrick Lane development 29

University campus 29

Council accommodation 30

Health precinct 31

Riverstone Town Centre Masterplan 31Animal Rehoming Centre 32St Bartholomew’s Cemetery 34

Strategic directions, focus areas and goals 35

1. A vibrant and inclusive community 372. A clean, sustainable and healthy

environment 58

3. A smart and prosperous economy 784. A growing city supported by accessible

infrastructure 90

5. A sporting and active city 106

6. A leading city 118

Financials 140

Capital works program 143

Budget by function areas 144

Statement of revenue policy 212

Statement of charges 215

Contents

There is $157 million allocated to capital works in 2018/19. Some of the key works that will be delivered in the coming year include:

• $4.6 million for the construction phase of the new $15.3million Animal Rehoming Centre at Glendenning

• $18.3 million for road and footpath improvementsacross the City

• $4.2 million for drainage improvements

• $80 million for the purchase of land in new release areasto deliver essential roads and drainage infrastructure

• $24.8 million for new open space in the growing areasof Riverstone, Schofields and Marsden Park

• $1.7 million for the final stage of the construction ofRiverstone Parade, Riverstone

• $6.6 million for building improvements across the City

• $2.5 million to upgrade facilities at sporting groundsand $893,000 for playground improvements

• $1.6 million for new, upgrade and renewal works atNurragingy Reserve, Doonside.

Ongoing high quality services The Operational Program also allocates funding for the ongoing delivery of a wide range of services.

$9.6 million will go towards maintaining our 5 libraries. This essential community service provides vital places for the community to meet and learn, and attracts more than 1.5 million visitors and hosts over 2,000 events each year.

A further $19 million will go to our 5 aquatic facilities, to the Leo Kelly Arts Centre, Blacktown, and to other community and recreational facilities throughout Blacktown.

Have your say on the City’s future Council adopted this Delivery Program and Operational Plan (including our 2018/19 budget) on 27 June 2018, after undertaking a public exhibition and considering all feedback from the community.

Our Blacktown 2036 and the supporting documents including this document are available on Council’s website www.blacktown.nsw.gov.au

You are welcome to give your views or ask questions about our plans at any time.

Kerry Robinson General Manager of Blacktown City

Welcome to the 2017–2021 Delivery Program and 2018/19 Operational Plan. This document outlines the role of Blacktown City Council in delivering the community outcomes and strategies contained in Our Blacktown 2036 and details the activities that we will deliver over the next 3 years.

Blacktown City is experiencing rapid growth and today we are one of the largest local government areas in New South Wales.

Our diverse population helps us stand out, with 46 per cent of residents speaking a language other than English.

We are youthful with an average age of 33 years, below the Sydney median of 35.8 years.

Our population is growing and will continue to do so, and as General Manager it is my responsibility to ensure the services, facilities and infrastructure needed by our community are available and continue to evolve.

Financial and sustainability performance For 2018/19 Council has adopted a balanced budget of $623 million, our largest budget ever.

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

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

We are able to do this due to our long standing discipline of sound financial management and continued focus on containing rising expenditure costs within revenue constraints.

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

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

As we progress towards the second year of Our Blacktown 2036, we will continue to work on transforming the face of our city.

We want to make Blacktown a modern, inspirational city that residents and businesses are proud of: a city that becomes a magnet for economic growth.

Over the term of this Council we will pursue initiatives which seek to shape the future of the City including:

• Progressing the master plan for Blacktown InternationalSportspark, and in particular developing aninternational centre of training excellence

• Transforming Blacktown City Centre by redevelopingthe Warrick Lane precinct, securing a universitycampus for Blacktown, facilitating development of thehealth and medical precinct and confirming an officeaccommodation strategy for Council’s future

• Settling an agreed master plan for Riverstone TownCentre and planning this as a hub for the 30,000 newresidents of the area expected over the next 30 years

• Building a new regional Animal Rehoming Centre atGlendenning.

Through all of this we will be promoting Blacktown City while engaging our community and stakeholders to secure our place in the future of Greater Sydney.

Growth and infrastructure Current forecasts show Blacktown City’s population will exceed 522,000 by the year 2036; more than the current population of Tasmania.

As much as population growth is exciting, it is challenging for a local council to maintain services and infrastructure.

Council manages this by planning and delivering high quality infrastructure and service provision for the people of Blacktown City.

From the General Manager

0302 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/ 19 | BLACKTOWN CITY COUNCIL

COUNCILLOR STEPHEN BALI CPA, F FIN, AMIIA MAYOR

PO Box 63 Blacktown 2148 M: 0401 993 634 E: [email protected]

WARD 4

WARD 5

COUNCILLOR CAROL ISRAEL


COUNCILLOR LINDA SANTOS

PO Box 63 Blacktown 2148 M: 0428 982 167 / 0402 027 013 E: [email protected]

COUNCILLOR TONY BLEASDALE OAM DEPUTY MAYOR


COUNCILLOR PETER CAMILLERI


COUNCILLOR BRAD BUNTING JP


Your Councillors 2016–2020

COUNCILLOR JESS DIAZ BA, LLB, MBA


WARD 1

WARD 2

WARD 3

COUNCILLOR CHRIS QUILKEY Dip Law


COUNCILLOR MONINDER SINGH JP, PhD


COUNCILLOR JULIE GRIFFITHS


COUNCILLOR JAYMES DIAZ


COUNCILLOR KEVIN GILLIES


COUNCILLOR FREDERICK BRILLO ENGR


COUNCILLOR KATHIE COLLINS OAM, Bachelor Science Science Information Studies


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

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

05DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 | BLACKTOWN CITY COUNCIL04 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19

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

The first section (pages 2-23) provides information on the City of Blacktown City, 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 Master Plan

– International Centre of Training Excellence

• Blacktown City Centre – Warrick Lane development

– University campus

– Health precinct

– Council accommodation

• Riverstone Town Centre Master Plan

• Animal Rehoming Centre

• St Bartholomew’s Cemetery

The third part (pages 35-137) 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 2018/19. 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 138-218) contains financial information supporting the transformation projects and the strategic directions, focus areas and goals. It provides detail on the services, capital works, revenue, fees and charges for 2018/19.

How to read the delivery program and operational plan

Ironbark Lake in The Ponds.

0706 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 | BLACKTOWN CITY COUNCIL

Our City

Our community 360,000 Estimatedpopulation

Born overseas:

40%Languages spoken:

182 urban Aboriginal and Torres Strait Islander population in NSWLargest

Projected population in 2036:

520,000Population is under 30 years old:

44%Average age:

33Suburbs:

48

Our infrastructure

Local roads:

1,306km 116Bridges:

87kmRegional roads:

Our environment

Waste diverted from landfill in 2016/17:

60%Trees given away in 2016/17:

33,215

Waterways:

262kmBushcare groups:

12Bushland under restoration by volunteers:

36.68ha

Our recreation facilities

Playgrounds:

436Tennis courts:

28Playing fields:

163

Aquatic and leisure centres:

5Community hubs:

6Libraries:

5

Our economy $15.64 billion Gross regional

product (GRP)

Unemployment (December 2017):

6%

Residents working in Blacktown City:

44%Number of local businesses:

19,326Number of local jobs:

123,810

Our Council

Number full time equivalent staff

1,639Operating budget:

$328 millionCouncil’s projected spending during 2017-2021: $2.6 billion

Budget forecast:

$623 millionCapital budget:

$295 million

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

47.7%Formal educational qualifications:

Largest industry:

manufacturing

Footpaths:

1,506kmor the distance betweenBlacktown and 110km north of Rockhampton

1,393kmTotal road length:

or the distance from Blacktown to Adelaide 2,521km

Kerb and gutter:or the distance between Blacktown and 128km of Cairns

Parks

728or 17,800ha or2,237 rugby league playing fields

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


Blacktown City Council is responsible for delivery of services to 48 suburbs.

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

Community

Community Law

Enforcement and Waste

Animal Rehoming

CentreEnvironment

Kids’ Early Learning

Recreation Planning and

Design

Key Venues

Arts and Cultural

DevelopmentAsset Design

Library Services

City Living City Architect and Transformation

Plant and Energy

Open Space Maintenance

Section 94 Projects

Building Construction

and Maintenance

Civil Maintenance

Access and Transport Management

Asset Planning and Support

Asset Construction

City Assets

Chief Financial Officer Property

Chief Information

Officer

Developer Contributions

Safety and Insurance

Events and Sister Cities

Corporate Strategy and

Economic Development

Governance and Corporate

Services

People and Culture

Corporate Services

GENERAL MANAGER


OUR values

We will:• Work with others to accomplish goals

and tasks• Inspire trust among out 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 workand processes

• Always look for ways to improve

We will:

• Actively participate in workplace health

and well-being

• Always be set 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

Customerfocused

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

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

Kids’ Early Learning

Land information and titles

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

Our Kids’ Early Learning service provides care for 1,700 children across 25 services.


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 Stage 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 for 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 for 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 minimumof 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 statementof revenue policy and annual budget.

Communityengagement

Communitystrategic plan

10+ years

Deliveryprogram4 years

Resourcingstrategy

Asset managementplanning

Workforcemanagement

planning

Long termfinancial planning

Operationalplan

1 year

Annualreport

Perpetualmonitoringand review

Integrated planning and reporting framework

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 do a 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 the last 3 surveys are the same as or better than results from other similar 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 whole of NSW’s metropolitan and regional areas:

NSW LGA brand scores Metro Regional

All of NSW

Blacktown Overall

2015

Blacktown Overall

2017

Mean ratings 3.45 3.22 3.31 3.66 3.67

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

Our surveys also highlighted some areas where our residents think we can improve, especially:

• Keeping residents informed

• Keeping public places clean

• Community safety and preventing crime

• Maintaining local roads

• Preventing flooding from stormwater.

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

• Protecting the local environment

• Protecting bushland and biodiversityduring development

• Creating healthy natural waterways

• Controlling litter and rubbish dumping

• Collecting and recycling domestic garbage.

You can see the results of Council’s 2011, 2013, 2015 and 2017 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 in late 2019. The results will be available in early 2020.


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.

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 Commonwealth 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.

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 also 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 our current Delivery Program and Operational Plan.

The Resourcing Strategy consists of 3 key components:

• Workforce Management Plan

• Asset Management Strategy and Plan

• 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 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

Environment

Economy Society

Civic Leadership

Delivering Our Blacktown 2036


Budget summaryAssessing 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 theprincipal activities in the Delivery Program. Thesereports are based on the measures contained in theOperational Plan

• An annual report which includes the achievementsof Council in implementing the Delivery Program

• An end-of-term report detailing Council’s progress inimplementing the Community Strategic Plan duringthe 4-year term

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, Blacktown City 2036. Council also thoroughly reviews the Resourcing Strategy following each Council election.

Mount Druitt Swimming Centre won the 2016 NSW Parks and Leisure Australia Award for ‘Inclusive and Connected Communities’.

The 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 operationalincome, expenditure and depreciation

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

• Funding movements, which includes funding allocatedto and from restricted cash reserves during the financialyear.

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 progressingthe funding strategy for the City’s program oftransformational projects

• A further $4.6 million allocated towards theconstruction phase of the new Animal Rehoming Centreto be built at Glendenning

• $18.3 million for road and footpath improvementsacross the City

• $4.2 million for drainage improvements across the City

• $80 million for the purchase of land in the newrelease areas to deliver essential roads and drainageinfrastructure

• $24.8 million for new open space in the growing areasof Riverstone, Schofields and Marsden Park (consistingof open space - $4.2 million, drainage $15.2 million androads - $5.4 million)

• $1.7 million for the final stage of the constructionof Riverstone Parade, Riverstone (provision of a 4land road from Garfield Road East to Victoria Streetincluding pavement, kerb and gutter, drainage andcycleway)

• $6.6 million for building improvements across the City

• $2.5 million to upgrade facilities at Council’s sportinggrounds

• $1.2 million for rehabilitation works of Breakfast Creek,Main Branch, Blacktown

• $893,000 to improve the City’s playgrounds

• $1.6 million for new, upgrade and renewal works inNurrangingy reserve, Doonside.

4 year budget forecast summaryThe following table is a budget forecast summary for the 4 year period of the Delivery Program. The overall forecast budget for this term of Council is $2.6 billion.

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

Operational expenditure (including depreciation) $306 million $328 million $339 million $352 million

Capital expenditure (including depreciation assets) $304 million $295 million $323 million $325 million

Total $610 million $623 million $662 million $677 million


Major areas of expenditure (operational):• Waste management - $46.5 million

• Open space - $30.8 million

• Buildings - $25.5 million

• Aquatic, leisure and recreation - $19 million

• Kids Early Learning - $21 million

• Planning services - 17.5 million

• Customer service and governance supportservices - $16.4 million

• Roads, footpaths and bridges - $60.7 million

• Street lighting - $7.1 million

• Libraries - $9.6 million

Source of income Budget Summary 2018–20212018/19

$2019/20

$2020/21

$

Operational

Income Rates and annual charges (220,456,055) (233,253,925) (244,132,409)

Fees and charges (39,346,717) (40,428,770) (41,540,547)

Interest received (11,078,695) (11,416,596) (11,787,636)

Other revenues (16,526,431) (17,011,670) (17,479,394)

Grants and contributions – operating (25,313,397) (24,708,234) (24,221,554)

Net gains from the disposal of assets (30,296,363) (32,561,000) (22,441,000)

Total operational income (343,017,658) (359,380,195) (361,602,540)

Expense Employee costs 150,419,348 156,023,081 161,002,071

Materials and contracts 71,893,309 74,553,609 77,891,801

Other expenses 36,102,525 37,565,627 40,494,827

Total operational expenditure 258,415,182 268,142,317 279,388,699

Operational result – (surplus)/deficit (84,602,476) (91,237,878) (82,213,841)

Depreciation (non-cash item) 69,150,000 71,183,019 72,635,148

Operational result including depreciation – (surplus)/deficit (15,452,476) (20,054,859) (9,578,693)

Capital

Income Grants and contributions – capital (204,401,000) (250,321,157) (244,962,932)

Total capital income (204,401,000) (250,321,157) (244,962,932)

Expense Capital expenditure 184,697,162 247,303,635 240,031,228

Dedicated assets 110,000,000 75,755,921 84,498,319

Total capital expenditure 294,697,162 323,059,556 324,529,547

Capital result – (surplus)/deficit 90,296,162 72,738,399 79,566,615

Funding movements

Transfer from reserve (175,953,975) (249,100,157) (236,727,821)

Transfer to reserve 182,417,289 288,711,636 261,654,047

Add back depreciation (69,150,000) (71,183,019) (72,635,148)

Add back book value of assets disposed (12,157,000) (21,112,000) (22,279,000)

Total funding movements (74,843,686) (52,683,540) (69,987,922)

Net result – (surplus)/deficit 0 0 0

2% - Interest on investments

3% - Other revenues

7.2% Fees and charges

5.5% - Proceeds from the sale of Council assets (property development and plant)

40.3% - Rates and annual charges

42% - Grants and contributions


Aerial photo of Blacktown International Sportspark.

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 Blacktown International Sportspark and a wide range of regional, national and international sporting partnerships. 2 of our Transformational Projects will build on this foundation.

BISP Masterplan Project lead: Blacktown City Council (through Blacktown Venue Management)

Potential partners: NSW State Government agencies, Western Sydney Parklands Trust, Cricket NSW, AFL NSW/ACT, Football Federation Australia, Western Sydney Wanderers, Blacktown District Soccer Football Association, NSW Softball, Baseball NSW, Sydney Blue Sox, Athletics NSW, Little Athletics NSW, tertiary education providers, health professionals and insurance companies.

Strategy statement To implement the new Blacktown International Sportspark Sydney Masterplan and provide a first-class multi-sport venue containing facilities to serve the local, regional, state, national and international sports market. Facilities will include a public square, hotel, athlete hostel, food and beverage facilities, and transport and traffic connections. Business planning and development of relevant funding strategies are ongoing.

2036 statement - Where we will be Blacktown International Sportspark Sydney is a first-class multi-sport venue that provides elite and community sporting opportunity 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.

Priorities for 2018/19 The Blacktown International Sportspark Sydney Masterplan is part of the brief for the International Centre of Training Excellence (ICTE). The primary actions in 2018/19 for this project are:

• identifying the site for the ICTE

• generating potential development scenarios upon whichfuture servicing could be tested for the whole site

• identifying where future sports based developmentcould be accommodated

• Identifying opportunities to integrate with WesternSydney Parklands, Western Sydney WanderersFootball Club facilities and the neighbouring residentialcommunity.

Operational Plan action relating to this project: 5. A sporting and active city 1.2.1 (page 111)

International Centre of Training Excellence Project lead: Blacktown City Council

Potential partners: Sydney Planning Panel, Western Sydney Parklands Trust, Cricket NSW, Football Federation Australia, Western Sydney Wanderers, NSW Softball, Baseball NSW, Athletics NSW, Little Athletics NSW, AFL NSW/ACT, tertiary education providers, health professionals and insurance companies.

Strategy statement To design, develop and deliver a technologically-advanced building for sports science, training and accelerated-recovery as part of Blacktown International Sportspark Sydney. It is intended that the International Centre of Training Excellence (ICTE) will be open in 2020.

2036 statement - Where we will be The ICTE is a nationally and internationally-renowned facility, the centrepiece of the BISP. The Centre caters for sport at every level, from community sporting groups to local elite athletes and visiting international teams.

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 Master Plan

– International Centre of Training Excellence

Blacktown City Centre

– Warrick Lane development

– University campus

– Health precinct

– Council accommodation

• Riverstone Town Centre master plan

• 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 agreementsbetween Blacktown City Council and external parties

• advocacy and issues management.

TRANSFORMATIONAL PROJECTS


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. It is anticipated that an important part of the process will be engagement with and investment from key partners such as the NSW Government and the private sector.

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

Warrick Lane developmentProject Lead: Blacktown City Council

Potential partners: Commonwealth and NSW Government agencies

Strategy statement To secure the development of the Warrick Lane precinct, attract external investment and revitalise Blacktown Central Business District. In order to achieve this, Council will acquire sites, build necessary infrastructure and approach investors. Council’s plan will include key infrastructure, car parking and public open space, as well as commercial development sites.

2036 statement – Where we will be The Warrick Lane site will be developed as a commercial and residential hub in the Blacktown CBD, serving to attract further high-quality, sustainable development in accordance with the Blacktown City Centre Masterplan.

Priorities for 2018/19 The Warrick Lane Masterplan was adopted by Council. Local Environmental Plan revisions for planning controls in the precinct have been submitted for approval by 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.

Acquisition process for all relevant property has commenced.

The primary actions for 2018/19 are:

• lodgement of planning documents in mid-2018,with approval anticipated in by the end of 2018

• commence tender process in early 2019, with siteworks to commence in mid-2019.

Operational Plan action relating to this project: 3. A smart and prosperous economy 2.1.2 (page 85)

University campusProject Lead: University partner (under negotiation)

Potential partners: Blacktown City Council, NSW and Federal Government, locally-based businesses and public health providers.

Strategy statement To secure a major multi-faculty university campus of 5,000 students with complementary facilities, located in the Blacktown Central Business District.

2036 statement – Where we will be Blacktown Central Business District will feature a fully-integrated university campus, enabling greater access to educational and economic opportunities to Blacktown City residents.

Priorities for 2018/19 To continue engagement the university sector (domestic and international) regarding the potential for a Blacktown CBD campus. Council has engaged with university Vice-Chancellors in NSW and will invite interest in the project from universities across Australia and internationally. Council will facilitate industry collaborators as an additional attraction for potential university partners.

The primary actions for 2018/19 include:

• define Council’s value proposition for potentialuniversity and business partners, including social,strategic and economic benefits

• issue an Expression of Interest (EOI) to identify auniversity partner in mid-2018

• confirm a Memorandum of Understanding betweenCouncil and a preferred institution in early 2019.


Priorities for 2018/19

The appointment of a team of experts for the ICTE project (project managers, architects and business case writers.

Key actions for 2018/19 will be:

• three packages of planning approval documentsprepared:

– roads and infrastructure

– fields and tracks

– building.

• report of Environmental Effects submitted forCouncil approval

• tender packages for construction issued, assessedand awarded

• construction works in multiple packages (including themain building works) are anticipated to commence in2018 and continue through to the end of 2019.

Fit-out and commissioning of the ICTE building is anticipated to occur in 2020.

Operational Plan action relating to this project: 5. A sporting and active city 1.2.3 (page 111)

Artist’s impressions of the Warrick Lane development.


Riverstone Town Centre.

Council accommodation Project lead: Blacktown City Council

Potential partners: NSW Government, university campus

Strategy statement Blacktown City is the second largest and fastest growing local government area in NSW by population. Our current population of 350,000 residents will grow to over 500,000 over the next 20 years. The Council business has outgrown its current accommodation. We have developed a future organisation and service strategy to include refurbished office accommodation in Blacktown CBD. A funding strategy will be developed.

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 2018/19 Interim accommodation strategies have been prepared, incorporating preliminary site investigations on the Flushcombe Road car park site and on the Warrick Lane site. Cost estimates have been provided by quantity surveyors.

A change-management project and architectural study have been commissioned.


• transitional arrangements to accommodate Civic Centre-based staff, pending a longer-term strategy

• staff consultation and workplace design will be conducted in mid-2018, with a pilot fit out to be implemented in 22 Main Street in mid-2018

• a detailed project brief for a new building will be developed from the consultation and studies in late 2018

• It is anticipated that tender will be issued during 2019 to engage a designer for a new Council building.

Operational Plan action relating to this project: 6. A leading city 6.3.2 (page 138)

Health precinct Project Lead: Private health provider (to be confirmed)

Potential partners: Blacktown City Council, Blacktown and Mount Druitt Hospitals, Western Sydney Local Health District, NSW Health Infrastructure, and health sector business interests.

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

2036 statement – Where we will be A private sector investment in a private hospital which helps address both the significant health issues faced by our community and an historical deficiency in health service provision in our City and the Western Sydney region.

Further investment in medical and allied health services in Blacktown City will facilitate a medical and research precinct, facilitating additional high-quality local employment opportunities.

Priorities for 2018/19 Our role in this project is to advocate and facilitate investment from the private sector.

Specialist health sector advice, incorporating detailed market analysis will inform ongoing dialogue with Blacktown Hospital, Western Sydney Local Health District and NSW Health Infrastructure and prompt interest from private sector investors.


RIVERSTONE TOWN CENTRE MASTERPLANProject lead: Blacktown City Council

Potential partners: NSW Government (Planning, Roads, Transport), Bicentennial Museum.

Strategy statement To implement the agreed masterplan for Riverstone Town Centre. Elements expected to feature (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 2018/19 A masterplan endorsed by Council to proceed to a gateway determination by NSW Government.

Specialist advice will enable preparation of a brief for the redevelopment of the retail centre owned by Council.


• a planning proposal to re-zone land to enable theapproved masterplan, anticipated to be exhibited inlate 2018

• completion of a retail market study and developmentof a brief for the redevelopment of the retail centre isanticipated in late 2018

• an Expression of Interest process to attract adevelopment partner for construction of a new centreon Council-owned land adjacent to the railway station

• exhibit and report the Planning Proposal to Council byend of 2018

• LEP amendments submitted to NSW Government forapproval by early 2019

• Release an Expression of Interest to seek a partner for ajoint-development of the retail component at RiverstoneMarket Town from late 2018 to mid-2019.


ANIMAL REHOMING CENTREProject lead: Blacktown City Council

Potential partners: NSW Government, Western Sydney councils, University of Sydney, Greyhound Racing NSW, Domestic Violence NSW, 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 best-practice facility at Glendenning. It is anticipated that the new facility will open during 2019. The Animal Rehoming Centre will provide animal care services to a range of Western Sydney councils.

An expanded version of the Centre (with an enhanced University of Sydney presence, rehoming for greyhounds, and shelter for the pets of victims of domestic violence) can proceed if funding can be secured from NSW Government and other partners.

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

Our Animal Rehoming Centre (ARC) is the first custom-built rehoming centre of its kind in Australia. The ARC 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 2018/19 Planning approval for the ARC was awarded in September 2017.

A $15.3 million budget allocation for a base facility has been made in anticipation of the sale of land upon which the existing holding facility is sited. Contracts and capital contributions with other participating councils will assist in funding the facility.

A delivery team has been appointed, including project managers and architects.

Council will maintain dialogue with The University of Sydney School of Veterinary Science, Greyhound Racing NSW and Domestic Violence NSW.


• revision of program for delivery to accommodateadditional councils and (separately on the site) theBlacktown Canine Club

• award contract for construction in late 2018, withconstruction anticipated to start in late 2018 andcontinuing through 2019.

Operational Plan action relating to this project: 2. A clean, sustainable and healthy environment 2.4.2(page 69)

Artist’s impression of the Animal Rehoming Centre.


ST BARTHOLOMEW’S CEMETERY EXPANSIONProject lead: Blacktown City Council

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

Strategy statement This new transformational project in its very early stages, with preliminary studies indicating the possibility of opening and extending the existing St Bartholomew’s Cemetery to provide additional burial plots for the region. Land adjacent to the existing cemetery has been acquired by Council and a rezoning proposal is being prepared 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 2018/19 We are in the initial planning stages of a major project which requires engagement with a number of NSW Government agencies.

Project management and planning consultants have been commissioned and a planning proposal is being prepared to enable cemetery related uses. The required property acquisition has also commenced.

The project has two distinct 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 new chapel, function-centre, columbarium and other facilities.

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


• planning proposal to be exhibited and lodged with NSWGovernment by the end of 2018

• development of the cemetery design and identificationof parameters for the filling of the site in early 2019.

Operational Plan actions relating to this project: 6. A leading city 4.3.1 (page 134)

St Bartholomews Cemetery.

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 kindof place the community has told us they would likeBlacktown City to be in the future.

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

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

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

• Actions: projects we will complete during 2018/19 orprograms that continue from year to year.

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

• Target: what is planned to be achieved. This may be anumber or %. With new actions or service requirements,quantitative information may not available especiallywhere it depends on the needs of others external toCouncil. Once we have sufficient information, targetswill be set and form part of future operational plans.

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

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

Ironbark Lake in The Ponds.


A vibrant and inclusive

communityBlacktown City Festival.


A vibrant and inclusive communityCommunity outcomeOur local communities are welcoming, vibrant and inclusive, enabling individuals and groups to achieve their potential and the City to proper 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



Libraries

Property maintenance

Strategic planning

Transport infrastructure construction and maintenance

Blacktown Arts Centre attracts 30,000 visitors each year.

Our indicators

Residents feel part of the communityMeasure: Percentage Scope: Influence

Target/trend: Increasing

VolunteeringMeasure: Percentage Scope: Influence



2018/19 Budget – A vibrant and inclusive community

2018/19 $

2019/20 $

2020/21 $

Operational

Income Fees and charges (16,233,405) (16,679,819) (17,138,513)

Other revenues (1,288,236) (1,323,664) (1,360,077)





Other expenses 6,868,539 7,212,025 7,576,171

Depreciation 9,994,162 10,287,992 10,497,865


Operational result – (surplus)/deficit 30,205,677 31,367,024 32,484,469

Capital




Funding movements


Transfer to reserve - 65,037 66,663

Internal charges – expense 2,917,877 2,917,877 2,917,877

Internal charges – income (1,680,717) (1,680,717) (1,680,717)



Net result – (surplus)/deficit 23,166,457 22,700,339 23,628,731

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, Aboriginal and Torres Strait Islander communities

Ref No Action Measures

Target/ Timeframe

Manager

Director

1.1.1Lead the organisation by reviewing and implementing the Reconciliation Action Plan

Plan adopted by Council

June 2019 Community Development

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

80% and No.

City LivingComplete Reconciliation Australia Annual Scorecard

June 2019


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


Target/ Timeframe

Manager

Director

1.2.1Deliver a professional development program including the Blacktown Community Services Conference

Hold the Blacktown Community Services conference

April 2019 Community Development

Number of participants attending by training program

No. by program

City LivingNumber of participants reporting that training contributed to their development

No.

1.2.2 Develop the Social Profile 2020

Number of community engagement activities or briefing sessions held annually

5 per yearCommunity Development

Complete Social Profile 2020. Social indicator data collated

June 2019 City Living

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

Number of social research services provided by type – data requests, social impact reviews and briefing sessions on online demographics

50 service responses per year

Community Development

Number of times demographic site was accessed

20,000 times 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

1.3.1Lead and support forums and interagencies

Number of forums and interagencies supported

20 per year


City Living

1.3.2

Provide opportunities for residents and partners to participate in council sub-committees 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

20 per yearEvents & 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

Participate in the Local Emergency Management Committee to oversee the Local Emergency Management Plan to manage local emergencies

Number of meetings attended

3 per yearCivil Maintenance

City Assets

GOAL 2.2: Build a sense of community pride


Target/ Timeframe

Manager

Director

2.2.1Undertake community safety reviews, assessments and audits

Number of reviews, assessments and audits completed

12 per year


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


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

3.1.1Hold a range of community based festivals and other events including Harmony Day, NAIDOC Week, etc

Number and attendance at Council events and festivals

8 per year and attendance


City Living

GOAL 3.2: Support community volunteering and Council volunteer programs


Target/ Timeframe

Manager

Director

3.2.1 Deliver Council’s volunteer programs

Number of volunteers by program

No. by programCommunity Development

Host an annual Volunteer Thank You event

December each year City Living

GOAL 3.3: Deliver accessible and equitable community services


Target/ Timeframe

Manager

Director

3.3.1Provide personal alarm system for frail seniors

Number of units in use and number by service level (Service level 1: continuous monitoring service and Service level 2: unmonitored alarm that sends voice alerts)

1,000 units


City Living


GOAL 3.4: Encourage the use of the Blacktown Showground as a community recreation and cultural precinct


Target/ Timeframe

Manager

Director

3.4.1Facilitate a range of community events that attract local residents

% and number of annual planned program of events delivered

90% Events & Sister Cities

Attendance levels by event

Same or better than previous year

Corporate Services

GOAL 3.5: Expand cultural resources, programs and services to celebrate creative excellence and build on opportunities for artistic expression


Target/ Timeframe

Manager

Director

3.5.1

Deliver a diverse artistic program of local, state and national significance prioritising the development of new contemporary work

% and number of activities commissioning new work

80%

Arts & Cultural Development

City Living

3.5.2Provide an artistic program which supports contemporary practice through the engagement of artists.

Number of local artists engaged

50 per yearArts & Cultural Development

Total number of artists engaged

200 per year City Living

3.5.3Deliver arts and cultural programs that include cross cultural initiatives

Number of initiatives implemented or commenced

4 per year

Arts & Cultural Development

City Living

3.5.4Build community engagement and education activities into programming

Number of activities 20 per yearArts & Cultural Development

City Living

3.5.5Collaborate internally and externally to deliver arts programs

Number of internal partnerships/programs


Number of external partnerships/programs


GOAL 3.6: Provide and promote The Leo Kelly Blacktown Arts Centre


Target/ Timeframe

Manager

Director

3.6.1Implement programs to sustain visitation to Blacktown Arts Centre

Number of sessions on Council’s Art digital platforms

25,000 per year Arts & Cultural Development

% of community satisfied with the Blacktown Arts Program

80%

City LivingNumber of in-person visits to Blacktown Arts Centre programs and number of programs

25,000 per year

GOAL 3.7: Establish an Aboriginal cultural centre of excellence


Target/ Timeframe

Manager

Director

3.7.1Provide activities to engage Aboriginal and Torres Strait Islander artists and communities

Number of artists engaged


Number of activities engaging Aboriginal and Torres Strait Islander communities



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 a community consultation framework to consult on future services

Number of community groups and schools contacted

100 per year Library Services

Customer surveys conducted

June each year City Living

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


Target/ Timeframe

Manager

Director

4.2.1

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

Number of in-person visits to libraries

1,200,000 per year

Library ServicesNumber of memberships across all libraries

100,000 memberships

Number of loans (including e-loans)

900,000 per year

City LivingNumber and attendance at events delivered

1,500 events and 55,000 attendance per year

4.2.2

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

Number of digital signage slides updated

500 per yearLibrary Services

Number of eNewsletters delivered

100,000 per year

Number of hits on Library website

500,000 per yearCity Living

Number of hits on Library social media

30,000 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 education and learning programs to support literacy across all branches and remote locations

Number of study/learning events delivered

12 per year

Library ServicesNumber of group /one on one training sessions delivered

200 per year

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

120 per year

City Living

Number of attendees at Storytime and Baby Rhyme time sessions

40,000 per year

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


Target/ Timeframe

Manager

Director

4.4.1

Offer new opportunities to access and use library services, e.g. popup/mobile libraries, coffee vans, books at bus stops, etc

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

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

Number of public access PCs booked

150,000 per year Library Services

Number of Wi-Fi sessions utilised

350,000 per year City Living

4.5.2

Enhance 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 images digitised

80 per year

Number of other resources digitised

5 per yearCity Living

Number of page views 8,000 per year

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

5.1.1 Increase engagement with customersNumber of respondents to survey and % of positive feedback

90%Children Services

City Living

5.1.2Provide the ‘Ready for Life’ and ‘Ready for School’ programs

% of centres offering ‘Ready for Life’ and ‘Ready for School’ programs

100%Children Services

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

10% or less

Children Services

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 Children Services

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

5.2.1Implement the Children’s Services Marketing Plan

% and number of current years marketing plan actions implemented

90% and 4 per yearChildren Services

City Living

5.2.2Provide family day care to meet customer needs

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

255 FTEChildren Services

City Living

5.2.3Utilisation of centre-based services in comparison with previous years

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

Increase from last year

Children Services

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


Number of requests for advice on community facility needs

No. per year City Living

GOAL 6.2: Efficiently maintain City infrastructure


Target/ Timeframe

Manager

Director

6.2.1Complete building asset maintenance work orders within agreed timeframes

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

85%

Building Construction & Maintenance

City Assets

6.2.2Complete the annual approved building maintenance programs within agreed time frames

% 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

6.3.1Undertake 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%Building Construction & Maintenance

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

80% City Assets

6.3.2Undertake quality improvement initiatives to improve management and utilisation of facilities

% and number of current year actions implemented from Community Facilities Review (subject to Council approval)

80%Community Development

Number of actions from the ‘Debtors Review’ implemented

No.

City LivingNumber of opportunities for improvement identified or addressed

No.

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% 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

6.5.1Provide support for events, programs or services that address the social priorities of the area

Number of activities initiated to address social priorities


Number of activities supported

No.

City LivingNumber of fee waivers and reductions

No.


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


Target/ Timeframe

Manager

Director

6.6.1

Provide on-going management and customer service for the use of community facilities available to the community

% utilisation rate across all facilities

70%Community Development

% of customers satisfied with the service

75% City Living


Sustainable September 2016.

A clean, sustainable and healthy

environment5958 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 | BLACKTOWN CITY COUNCIL

A clean, sustainable and healthy environmentCommunity outcomeOur 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


Recreation planning

Strategic planning

Street cleaning

Urban animal management

Waste management

Blacktown Showground Community Garden.

Stormwater harvesting (Council operations)Measure: ML Scope: Control

Target/trend: Maintain/increasing

TOTAL WASTE GENERATIONMeasure: Kg/person

Scope: Influence

Target/trend: Decreasing

Total potable water consumption (Council operations)Measure: ML Scope: Control


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


HOUSEHOLD WASTE DIVERSION FROM LANDFILLMeasure: Percentage Scope: Influence

Target/trend: 70%

Total electricity consumption (Council operations)Measure: Kilowatts Scope: Control


Our indicators

Bushland actively managed by CouncilMeasure: Ha Scope: Control


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



2018/19 Budget – A clean, sustainable and healthy environment

2018/19 $

2019/20 $

2020/21 $

Operational

Rates and annual charges (56,020,055) (58,290,379) (60,651,005)


Other revenues (1,257,423) (1,322,743) (1,359,032)





Other expenses 10,650,179 11,152,899 11,679,760

Depreciation 10,482,275 10,790,452 11,010,577



Capital




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

1.1.1Increase our community’s understanding of how to prevent stormwater pollution

Number of engagement activities undertaken

12 or more per yearEnvironment

City Living

1.1.2Deliver engagement activities that benefit the school community

Number of programs delivered


City Living

1.1.3Deliver environmental engagement activities that respond to community needs

Number of new popular sustainable living workshops delivered


Number of new sustainable living workshops hosted

1 or more per year

City LivingNumber of other general environmental engagement activities undertaken

1 or more per year

1.1.4Encourage and support local bushcare and biodiversity programs

Number of Bushcare group activities

No. per year Open Space Maintenance

Number of events or workshops held

5 per year City Assets

1.1.5Encourage community participation in national environmental events

Number of national events promoted


City Living

1.1.6Improve the skills and knowledge of food handlers and other commercial operators

Number of food seminars held

4 or more per year Environment

Number of initiatives to improve environmental health compliance of businesses

1 or more initiative per year

City Living

1.1.7Improve the skills and knowledge of residents to grow food at home in a more environmentally friendly way

Number of learning and engagement activities undertaken


City Living



Target/ Timeframe

Manager

Director

1.1.8Increase engagement through social media platforms

% increase in reach through digital channels

Same or an increase on previous year

EnvironmentNumber of digital campaigns with content created to complement engagement and environmental compliance programs

8 or more per year

City LivingNumber of sustainable living e-newsletters delivered

12 or more per year

1.1.9Reduce stormwater pollution by improving environmental awareness and performance of businesses

Number of inspections undertaken


City Living

1.1.10Support community gardens as community spaces to grow fresh local food

Number in total and % of gardens having 4 activities

80% per yearEnvironment

Number in total and new people participating in garden activities

Same or increase in new compared to previous year and total No.

City LivingNumber of charitable partnerships established

1 partnership per year

1.1.11

Undertake activities at the Grantham Sustainability Hub to improve environmental awareness and increase visitation

Number of events held at the Hub

4 or more per year

EnvironmentNumber of visitors attending sustainable living workshops held at the Hub

20 or more workshops per year

City LivingNumber of visitors to the Hub

Same or higher compared to previous year

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


Target/ Timeframe

Manager

Director

1.2.1Deliver activities and programs through the Waste Management Action Plan to encourage sustainable waste practices

Number of participants in GreenMoney compared to previous year and number of challenges

Same or more participants and 6 challenges per year

Environment

Number of waste management workshops conducted

15 or more workshops per year

% increase in the number of composting/worm farm rebates compared to previous year

10% increase

City Living

Number of multi-unit actions and other engagement activities

5 actions and 7 activities per year

1.2.2

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

Number of projects undertaken annually

7 or moreEnvironment

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

2.1.1Investigate environmental pollution incidents

% and number of water pollution incidents actioned within 15 days

100%Environment

% and number of noise pollution incidents actioned within 15 days

100%

City Living% and number of air pollution incidents actioned within 15 days

100%

2.1.2Monitor the performance of businesses and activities that impact on the environmental health of our city

% and number of scheduled inspections of registered premises with cooling towers completed at least once per year

95%

Environment% and number of scheduled inspections of registered food premises completed at least once per year

95%

% and number of scheduled inspections of registered premises where there is a risk of infection completed at least once per year

95%

City Living% and number of scheduled inspections of on-site sewerage management systems completed. (Each site once per 3 years)

95%


Target/ Timeframe

Manager

Director

2.1.3

Respond to resident enquiries regarding incidents of overgrown and untidy premises, abandoned vehicles and illegal dumping

% and number of complaints actioned within seven days

90%

Community Law Enforcement & Waste

City Living

GOAL 2.2: Provide clean public places


Target/ Timeframe

Manager

Director

2.2.1Undertake regular street cleaning of commercial precincts and residential areas

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

90% Civil Maintenance

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

90% City Assets

2.2.2

Deliver programs, services and infrastructure that will improve the cleanliness of public places through the implementation of the Clean Cities Strategy and Action Plan

Number of littering projects undertaken


Number of illegal dumping projects undertaken

3 or more per year

City LivingNumber of other key actions implemented

3 or more per year

2.2.3

Deliver awareness programs in the Clean Cities Strategy and Action Plan to increase community understanding the importance of reducing litter and preventing illegal dumping

Number of littering awareness projects completed


Number of illegal dumping awareness projects completed

2 or more per year

City LivingNumber of other key action projects completed

2 projects per year



Target/ Timeframe

Manager

Director

2.2.4Provide a household ‘clean up’ waste collection service

% of requested ‘clean ups’ collected within 15 days of the booking date

95%


City Living

2.2.5Provide residents with a domestic waste and recycling collection service

% of waste diverted from landfill

60% or more Community Law Enforcement & WasteNumber of services

reported missed per 10,000 services

Less than 15

City Living% of reported missed services collected within 48 hours

95%

GOAL 2.3: Reduce the incidence of graffiti


Target/ Timeframe

Manager

Director

2.3.1Respond to customer action requests for works relating to graffiti removal

% and number of customer action requests completed within 24 hours for offensive graffiti removal and others within 10 working days

90%

Civil Maintenance

City Assets

2.3.2Implement Council’s Graffiti Management Plan 2017-2020

% of the current year’s actions in the Graffiti Management Plan 2017–2020 implemented

90%Civil Maintenance

City Assets

GOAL 2.4: Provide effective companion animal management


Target/ Timeframe

Manager

Director

2.4.1

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

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

85%Animal Holding Facility

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

90% City Living

2.4.2

Commence construction of the new Animal Rehoming Centre at Owen Street, Glendenning (transformational project action)

Approved project plan delivered (further detail provided on page 32)

June 2019


City Assets

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

90%


City Living

2.4.4Undertake dangerous dog and restricted breed inspections

% of inspections completed on schedule

90%


City Living

2.4.5Develop and implement an annual animal education program of visits to schools

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

90%

Animal Holding Facility

City Living

2.4.6

Participate in the Western Sydney Region Organisation of Councils animal related forums for the greater Sydney region

Attend meetings as required and outcomes reported

Update provided


City Living

2.4.7Review all processes and procedures of the Animal Rehoming Centre

% and number of processes and procedures reviewed annually

100%


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

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

% 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

3.2.1Promote innovation by Council in sustainable water management and best practice projects

Number of promotional events for council’s pilot/keystone water related projects

2 events per year

Asset Design

Design & Development

3.2.2

Actively participate in groups related to water and waterway management such as Stormwater NSW and the Parramatta River Catchment Group

Number of meetings or workshops attended and information provided across Council as required

4 per year

Asset Design


3.2.3Deliver the water sensitive urban design capacity building program

Number of water working group meetings convened with representatives from across Council

4 per year Asset Design

Number of training sessions delivered in water sensitive urban design within Council and with partners/stakeholders

4 per yearDesign & Development

3.2.4

Participate in regional research networks related to water and waterways management such as the Cooperative Research Centre for Water Sensitive Cities

Meetings attended as requested and information disseminated

As required. Update provided

Asset Design



3.1.2

Undertake water rehabilitation projects funded through the Works Improvement Program

Projects completed on time and within budget

80%

Asset Construction

City Assets

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


Target/ Timeframe

Manager

Director

3.3.1Deliver 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


3.3.2

Respond to customer action requests for works relating to drainage maintenance, gross pollutant trap maintenance and creeks

% and number of customer action requests completed within established timeframes

85%

Civil Maintenance

City Assets

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


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

High risk and non-compliant properties identified and audited

100%

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

4.1.1Implement 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 yearOpen 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

No.


City Assets

4.2.2Promote 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



Target/ Timeframe

Manager

Director

4.2.3Implement a City wide approach to tree preservation

% and number of tree applications approved with agreed times

85%Open Space Maintenance

Amend or develop tree preservation controls in the DCP to be in line with legislation

No. and progress report

City Assets

GOAL 4.3: Implement Councils Biodiversity Strategy


Target/ Timeframe

Manager

Director

4.3.1

Lead the development of a new Biodiversity Strategy (2018–2023) to shape the direction of biodiversity management across the city

Biodiversity Strategy developed in consultation with Environment team and adopted

June 2019


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

5.1.1 Monitor Council’s energy usage

Number of quarterly reports submitted on any identified anomalies in Council’s energy usage to EMC

4 reports per year

Environment

City Living

5.1.2 Monitor Council’s water usage

Number of quarterly reports submitted on any identified anomalies in Council’s water usage to EMC

4 reports per year

Environment

City Living

5.1.3Source funding opportunities for energy and water efficiency programs

% and number of eligible applications made for grant funding programs

100%Plant and Energy

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

Assess building projects to identify and propose any economical and environmentally sustainable projects that could benefit new and existing facilities and assets

% and number of building projects assessed online with the Green Star Performance Rating

100%

Plant and Energy

City Assets


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

5.3.1

Ensure that all aspects of Council’s plant and vehicular 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

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


Target/ Timeframe

Manager

Director

5.4.1Implement staff environmental sustainability programs

Number of staff inductions delivered

4 per year Environment

Number of campaigns delivered to staff

4 or more per year City Living

FOCUS AREA 5

RESPOND TO THE IMPACTS OF CLIMATE CHANGE

GOAL 6.1: Minimise the impacts of climate change on Blacktown City and its operations


Target/ Timeframe

Manager

Director

6.1.1Deliver the Blacktown Climate Adaption Plan

Review and update of the Blacktown Climate Adaption and Action Plan

June each year Environment

Number of new initiatives explored

1 or more per year

City Living% completion of the current year’s annual program of actions

100%

6.1.2Increase 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


Our Local Environmental Plan plans for about 14,500 new higher density homes.

A smart and prosperous

economy7978 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 | BLACKTOWN CITY COUNCIL

A smart and prosperous economyCommunity outcomeStrategic 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 events

City marketing




Environmental protection

Governance

Libraries

Property management and development

Strategic planning


Transport planning

Blacktown Showground.

Our indicators

Work experience opportunities at Council for local students from Schools, TAFE and UniversityMeasure: Number of placements Scope: Control


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


Businesses engaged by CouncilMeasure: Number Scope: Control



2018/19 Budget – A smart and prosperous economy

2018/19 $

2019/20 $

2020/21 $

Operational

Income Fees and charges (904,447) (929,320) (954,873)

Other revenues (2,970,893) (3,052,596) (3,136,536)

Grants and contributions – operating (165,123) (169,664) (174,327)




Other expenses 1,322,565 1,367,896 1,554,969

Depreciation 1,610,333 1,657,678 1,691,493



Capital




Funding movements


Transfer to reserve 803,540 957,474 847,140

Internal charges – expense 601,968 601,968 601,968

Internal charges – income (330,702) (331,182) (331,197)




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 an annual program to deliver the Economic Development Strategic Plan for Blacktown City

% of annual program implemented

80%Corporate Strategy & Economic Development

Annual report prepared and endorsed by Council

December each year Corporate Services

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



Target/ Timeframe

Manager

Director

1.2.2Work with business network partners to deliver pre-employment and job readiness programs

Agreed pre-employment programs developed and completed

1 program per year

Corporate Strategy & Economic Development

Corporate Services

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

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 a development strategy to deliver Council’s property portfolio

Achieve income target set for end of June each year from Council’s property portfolio

Target achievedProperty

Corporate Services

2.1.2Implement Stage 1 of the Warrick Lane Masterplan (transformational project action)


June 2019Property

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

November each year


Corporate Services

2.2.2

Formulate an investment prospectus aligned to the opportunities of Council’s transformational projects for the City

Prospectus published June 2019

Communications & Marketing

General Managers Unit



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 quarterlyCommunications & Marketing

Responses submitted to relevant strategic plans and funding programs

Update quarterlyGeneral Managers Unit

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

3.1.1Implement approved program from the Blacktown CBD Activation Strategy

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

80% and No.

Events & Sister Cities

Corporate Services

3.1.2

Pursue opportunities for the establishment of a university in Blacktown City Centre (transformational project action)


June 2019



3.1.3Implement the approved stages of the Riverstone Town Centre Masterplan (transformational project action)


June 2019Property

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

Number of business networking events held in Blacktown City

25 or more per year Events & Sister Cities

Number of business events at which Council is represented

10 per year Corporate 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

Number of industry related Council information updates

6 per year Corporate Strategy & Economic DevelopmentNumber of consultations

conducted with new entrepreneurs

6 per year

Corporate ServicesNumber of network meetings attended to provide information to local businesses

8 per year

4.2.2Partner with organisations to deliver business training

Number of training seminars held

8 per yearCorporate Strategy & Economic Development

Number of participants per seminar

No. Corporate Services


3.1.4

Undertake public domain improvements in the city centres as identified in Council's Works Improvement Program

Projects completed on time and within budget

Asset Construction

City Assets80%

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

5.1.1Support advanced manufacturing opportunities for local businesses

Tool to identify potential advanced manufacturing businesses developed

June 2019Corporate Strategy & Economic Development

Potential advanced manufacturers to establish sector needs engaged

10 Corporate Services

5.1.2Support local business access to international trade opportunities

Use of trade missions or an alternative model investigated

June 2019


Corporate Services

5.1.3

Develop a strategy for expanding the potential of the Blacktown medical and health precincts (transformational project action)


June 2019


Corporate Services

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


Target/ Timeframe

Manager

Director

5.2.1

Provide visitor information services through Council’s Visitor Information Centre, website and related promotional activities

Difference in the number of visitors to the Visitor Information Centre compared to the previous year

PositiveCorporate Strategy & Economic Development

Difference in the number of web hits on Councils Visitor Information website compared to the previous year

Positive Corporate Services

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

Number of activities and joint initiatives

2 per year


Corporate Services


Blacktown City is the custodian of around $3.2 billion worth of community assets including local roads.

A growing city supported by

accessible infrastructure


A growing city supported by accessible infrastructureCommunity outcomeOur neighbourhoods are well planned and liveable with housing,transport and infrastructure that meeting 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


Strategic planning


Transport planning

Our planning for open space and sport in new release areas was recognised at the 2016 NSW/ACT Parks and Leisure Awards of Excellence and received an Open Space Planning Award.

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 cycling paths and footpathsMeasure: Km Scope: Control



2018/19 Budget – A growing city supported by accessible infrastructure

2018/19 $

2019/20 $

2020/21 $

Operational


Other revenues (2,943,154) (3,024,094) (3,107,251)





Other expenses 6,535,693 6,776,091 7,025,541

Depreciation 41,010,914 42,216,637 43,077,857



Capital

Income Grants and contributions - capital (110,000,000) (75,755,921) (84,498,319)



Dedicated assets 110,000,000 75,755,921 84,498,319



Funding movements








FOCUS AREA 1

DELIVER A STRATEGIC URBAN PLANNING FRAMEWORK WHICH ENCOURAGES SUSTAINABLE GROWTH

GOAL 1.1: Implement Councils Local Environmental Plan and Development Control Plans


Target/ Timeframe

Manager

Director

1.1.1Prepare a Development Control Plan for the Blacktown and Mount Druitt Central Business District

DCP adopted by Council June 2019

Strategic Planning


1.1.2Maintain a register of design related specialists for use on Council projects

Register is maintained and updated as changes occur

Updated as required

City Architect


1.1.3

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

% and number of reviews of Councils existing policies completed as required within agreed timeframes

80%

City Architect



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


Target/ Timeframe

Manager

Director

1.2.1Assess and issue construction certificates

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

75% for quarterBuilding & Engineering Assessment

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

75% and No. year to date


1.2.2Assess small residential dwellings development applications

% and number of residential dwelling development applications approved within 50 calendar days in the quarter

75% for quarter. Building & Engineering Assessment

% and number of residential dwelling development applications approved within 50 calendar days by year to date

75% year to dateDesign & Development

1.2.3 Issue subdivision certificatesNumber of subdivision certificates issued

No. for quarter and year to date

Development Assessment


GOAL 1.3: Introduce new Section 7.11 (previously Section 94) Contributions Plans for the North West Growth Centre Precincts


Target/ Timeframe

Manager

Director

1.3.1Prepare new Section 7.11 (previously Section 94) contributions plans

Number of contributions plans prepared, exhibited and adopted by Council

1 per year


Corporate Services

GOAL 1.4: Update existing Section 7.11 (previously Section 94) Contributions Plans across the City to reflect changing community needs, land values and construction costs


Target/ Timeframe

Manager

Director

1.4.1Negotiate new and amend existing voluntary planning agreements

Number and value of agreements negotiated and endorsed by Council

No. and $


Corporate Services

1.4.2Regularly assess and review all adopted Section 7.11 (previously Section 94) Contributions Plans

Number of assessments completed and recommendations for formal reviews submitted to Strategic Section 94 Committee

120 per year


Corporate Services

GOAL 1.5: Collaborate with the State Government in the development of the North West Growth Centre


Target/ Timeframe

Manager

Director

1.5.1

Work with Department of Planning and Environment to prepare precinct plans for Marsden Park, North and West Schofields

Draft precinct plans for each precinct prepared in consultation with Council

June 2019

Strategic Planning



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


Target/ Timeframe

Manager

Director

1.6.1Implement development controls to support the approved Masterplan for the Riverstone Town Centre

Amendments to zoning and building heights in Town Centre adopted

As required

Strategic Planning


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


Target/ Timeframe

Manager

Director

1.7.1

Work with the Department of Planning and Environment in their preparation of a masterplan for the Seven Hills Town Centre

Active contribution to masterplan process

Quarterly

Strategic Planning


1.7.2Prepare an annual report that monitors development activity in the Urban Renewal Precincts

Annual report adopted by Council

Adopted by June each year

Strategic Planning


1.7.3Work with Land and Housing Corporation to renew public housing estates

Number of meetings held with State 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 CENTRE

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


Target/ Timeframe

Manager

Director

2.1.1

Lobby State 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

Access & Transport Management

City Assets

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


Target/ Timeframe

Manager

Director

2.2.1Liaise with the State 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%

Development Policy


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


Target/ Timeframe

Manager

Director

3.2.1Acquire Section 94 land for the delivery of essential infrastructure

Current and future acquisition requirements reviewed and reported to Executive Management Committee (EMC) for Budget approval

June 2019

Property

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 or lead activities which support housing 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

5.1.1Construct cycleways in Council’s approved 2016 Bike Plan

% and number of projects in the current year of the Plan completed

80%


City Assets

5.1.2Deliver actions from Council’s Integrated Transport Management Plan

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

100%


City Assets

5.1.3Liaise with Transport agencies to link State Government programs to Transport for NSW and RMS projects

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

2 per year


City Assets


Target/ Timeframe

Manager

Director

5.2.2

Respond to customer action requests for works by type – roads, kerb and gutter maintenance, street furniture maintenance, fencing in reserves, car parks, shoulder grading and drainage network

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

85%

Civil Maintenance

City Assets

5.2.3Deliver Council’s Work’s Improvement Program for open space works

% of current year’s WIP completed

80%Asset Construction

City Assets

GOAL 5.3: Ensure that development works complement existing transport infrastructure


Target/ Timeframe

Manager

Director

5.3.1

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

5.4.1Implement short term actions arising from the parking management plans for the City

% and number of short-term actions in the Parking Management Plan

100%Access & Transport Management

Number of additional sites for car parking in key town centres investigated and recommendations approved

No.

City AssetsA Permit Parking Policy to manage limited on-street parking adopted

No.


GOAL 5.2: Efficiently maintain City transport infrastructure


Target/ Timeframe

Manager

Director

5.2.1

Deliver Council’s Work’s Improvement Program (WIP) including road resealing, path paving, pathways, car parks and fencing

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

90%Civil Maintenance

City Assets

5.1.4Construct local and regional roads as funded in Council's Works Improvement Program

Local road projects completed on time and within budget 4 per year

Asset Construction

Regional road projects completed on time and within budget

4 per year City Assets

FOCUS AREA 6

IMPROVE ROAD SAFETY

GOAL 6.1: Implement Councils 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 2010/2020 and RMS Agreement

% and number of projects completed

100%Access & Transport Management

Number of Traffic Committee actions implemented

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

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 blackspot program by the due date

Submission lodgedAccess & Transport Management

% and number of projects in current annual blackspot program completed

100% City Assets


At Council, we are committed to supporting local sporting organisations and its members.

A SPORTING AND ACTIVE

CITY 107106 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 | BLACKTOWN CITY COUNCIL

A SPORTING AND ACTIVE CITY Community outcomeBlacktown 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





Open space improvements and maintenance


Recreation planning

Blacktown International Sportspark Sydney is a first-class multi-sport venue that provides elite and community sport opportunities through cricket, baseball, softball, athletics, soccer, soccer goalkeeping and AFL.

Leisure centres’ utilisationMeasure: Number Scope: Influence


Our indicators

Access to sporting and leisure facilitiesMeasure: Percentage of residents within 5km Scope: Influence



2018/19 Budget – A sporting and active city

2018/19 $

2019/20 $

2020/21 $

Operational


Other revenues (2,982,976) (3,065,009) (3,149,293)

Grants and contributions – operating (302,386) (310,700) (319,246)




Other expenses 2,830,083 2,935,384 3,044,667

Depreciation 1,377,159 1,417,650 1,446,570



Capital

Income Grants and contributions - capital (200,000) (200,000) (200,000)

Total capital income (200,000) (200,000) (200,000)




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 held

6 per yearKey Venues

City Living

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


Target/ Timeframe

Manager

Director

1.2.1

Progressively implement approved stages of the Blacktown International Sportspark Masterplan (transformational project action)


June 2019Key Venues

City Living

1.2.2 Promote and encourage events and activities at Blacktown International Sportspark

Difference in the number of events and activities held in the current year compared to previous year

Positive and No.

Key Venues

City Living

1.2.3

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


June 2019

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

Recreation Planning & Design

Design and Development

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 Plan.

% and number of priority designs completed

80%



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


Target/ Timeframe

Manager

Director

2.2.1

Incorporate Council’s open space and recreation objectives in submissions on new release areas to the NSW Government

Number of submissions made

No.




GOAL 2.3: Deliver works identified in the open space asset management plan


Target/ Timeframe

Manager

Director

2.3.1 Implement park improvement projects in Council’s Works Improvement Program

% and number of projects completed on time and within budget

80%


City Assets

2.3.2 Maintain parks and sports fields

% and number of sites mowed at frequency depending on standards required

90%


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 the monthly sports awards program

Number of monthly sports award presentations conducted

11 per year Events & Sister Cities

Number of awards by sports presented

No. by sport per year

Corporate ServicesNumber of sports committee meetings attended

10 per year

3.1.2 Deliver Council’s Financial Assistance Program for local sports groups

Number of individuals by sport assisted financially

300 individuals per year


Corporate Services

3.1.3 Deliver the annual Sports Awards Presentation night function

Number of attendees 250 attendeesEvents & Sister Cities

Corporate Services

GOAL 3.2: Provide and promote Councils 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 aquatics, health and fitness programs

Difference and number of visitors to the aquatics, health and fitness programs in the current year compared to the previous year by program i.e. learn to swim, health centre, etc

Positive

Key Venues

City Living


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 & Design

Number of grant applications

4 per yearDesign and Development


Council is a major local employer with over 2,000 staff.

A leading

city 119118 BLACKTOWN CITY COUNCIL | DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 DELIVERY PROGRAM 2017–2021 & OPERATIONAL PLAN 2018/19 | BLACKTOWN CITY COUNCIL

A leading cityCommunity outcomeBlacktown 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


Our customer service centre, enables the community to make requests, enquiries and payments.

Council financial liquidityMeasure: Unrestricted current ratio Scope: Control

Target/trend: >100%

Infrastructure asset renewal funding gapMeasure: Difference between required annual asset renewal v 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


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: Number of residents Scope: Control



2018/19 Budget – A leading city

2018/19 $

2019/20 $

2020/21 $

Operational

Rates and annual charges (164,436,000) (174,963,546) (183,481,404)

Income Fees and charges (709,560) (729,085) (749,131)

Interest received (11,078,695) (11,416,596) (11,787,636)

Other revenues (5,083,749) (5,223,564) (5,367,205)


Net gains from the disposal of assets (30,296,363) (32,561,000) (22,441,000)




Other expenses 7,895,466 8,121,332 9,613,719

Depreciation 4,675,157 4,812,610 4,910,786


Operational result – (surplus)/deficit (167,132,389) (177,087,076) (172,236,582)

Capital

Income Grants and contributions - capital (94,201,000) (174,365,236) (160,264,613)




Capital result – (surplus)/deficit (66,254,868) (134,651,301) (117,450,117)

Funding movements






Add back book value of assets disposed (12,157,000) (21,112,000) (22,279,000)

Total funding movements 116,372,958 194,974,077 172,081,229

Net result – (surplus)/deficit (117,014,299) (116,764,300) (117,605,470)

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

1.1.1 Deliver regular progress reports on Council’s Delivery Program and Operational Plan

Number of quarterly progress reports adopted by Council

4 per year


Corporate Services

1.1.2

Implement a new business planning template which incorporates the Integrated Planning and Reporting Framework and other key operational needs

New template in use by all managers for 2019/20 business plans

June 2019


Corporate Services

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

Updated documents adopted by Council



Mid-term review of the Delivery Program 2017/2020

June 2019 Corporate Services


GOAL 1.2: Deliver effective and committed community engagement


Target/ Timeframe

Manager

Director

1.2.1 Facilitate monthly community forums across the City

Number of and attendance at monthly forums held in all wards

12 per year and attendance



1.2.2 Commence implementation of revised Community Engagement Strategy

Adopted strategy reflected in engagement programs and practices

June 2019


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

Meeting schedule met



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

Number of potential informal Friendship Agreements initiated

1 per yearEvents & Sister Cities

Corporate Services

2.1.3

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

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

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 though 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%



2.2.3Produce key Council publications and communications

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

100%



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


Target/ Timeframe

Manager

Director

2.3.1Review and implement a new Blacktown City Council website

Website reviewed and updated

June 2019Communications & Marketing

Further phases of the website planned for current year implemented

June 2019General Managers Unit

2.3.2Implement Council’s Marketing Strategy

% and number of actions planned for current year implemented

100%Communications & Marketing

Implementation of new Council brand commenced and reported

QuarterlyGeneral Managers 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

Governance & Corporate Services

Equipment supplied and maintained

As required Corporate Services

GOAL 3.2: Deliver industry leading business practices and policies


Target/ Timeframe

Manager

Director

3.2.1Deliver the adopted Better Practice Reviews Program

% of reviews completed according to the adopted program

Quarterly and year to date Corporate Strategy

& Economic Development% and number of

reviews completed in agreed timeframes

100%

Corporate Services

Required staff consultations and implementation plans completed in agreed timeframes

80%



Target/ Timeframe

Manager

Director

3.2.2Implement endorsed Better Practice Review outcomes

Regular reports provided to Executive, Audit Committee and Council on the % and number of recommendations completed to schedule for each reviewed service.

80%


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

December each year

Service statement for each reviewed service area updated and endorsed

June each year

3.2.3Progress and extend a business process management system

Number of business processes mapped and published compared to the previous year

10% increaseCorporate Strategy & Economic Development

N umber of business units actively engaged in process documentation compared to the previous year

10 additional Corporate Services

3.2.4 Review and update policiesProgress report provided

Quarterly


Corporate Services

3.2.5Process requests for access to information

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

100%Governance & Corporate Services

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

100% 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 increase in compliments received

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


Number and decrease in complaints 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

3.4.1Implement actions from the 2017/2021 ICT Strategic Plan

% and number of actions implemented for the current financial year

80%Business Technology

Corporate Services

3.4.2Renew and maintain Council’s ICT 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

3.5.1Improve Council’s Cyber Security Model rating and increase awareness of cyber security to all staff

Number of initiatives delivered to increase awareness and improve cyber security

No. Business Technology

Current rating Improvement Corporate Services



Target/ Timeframe

Manager

Director

3.5.2

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

% of back up procedures completed and logged as per schedule

100%

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

100%

Corporate Services

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

100%

3.5.3

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

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

100%

Safety & Insurance

Corporate Services

3.5.4 Support the Internal Audit Committee

Number of Audit Committee meetings held

5 per yearGovernance & Corporate Services

% and number of Audit Report recommendations implemented

80%

Corporate Services% and number of scheduled audits in the current financial year’s Audit Plan completed

100%

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


Target/ Timeframe

Manager

Director

3.6.1Conduct program of work health and safety system audits

% of current financial audit program and number of audits completed

100%Safety & Insurance

Corporate Services


Target/ Timeframe

Manager

Director

3.6.2Improve work health and safety performance

Number of lost time incident frequency rate per 1 million hours worked

Less than 27 Safety & Insurance

% and number of workplace inspections completed and registered as scheduled


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 and improve Council’s electronic document management system

% of the Document Management System Improvement Program for 2018/19 completed

100%


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

Review for compliance by relevant managers completed

June each year General Managers Unit

Update WHS compliance register and cemeteries regulation

Updated by June


Update register as required and promote changes

Update provided



Target/ Timeframe

Manager

Director

3.8.2Manage the process of external legal services

Manage the move to NSW Government Legal Services Panel

June 2019General Managers Unit

Provide value for money legal services and effectively manage of all legal costs

Update providedGeneral Managers Unit

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

% of legal advice provided within agreed times including transformational and compulsory acquisition projects

100%



FOCUS AREA 4

MANAGE OUR FINANCIAL RESOURCES FOR LONG TERM SUSTAINABILITY

GOAL 4.1: Effectively manage Councils 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

4.2.1Seek 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

4.2.2Complete annual audited financial statements

Statement adopted without qualified comments

Adopted by October each year

Finance

Corporate Services

4.2.3Provide effective internal monthly financial reports to Executive and quarterly reports to Council

% of monthly reports submitted within 10 days after month end

100% Finance

Quarterly review submitted within 8 weeks of period end



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


Target/ Timeframe

Manager

Director

4.3.1Implement the Masterplan for Bartholomew’s Cemetery (transformational project action)


June 2019Property

Corporate Services

4.3.2Acquire properties for current and future needs

Acquisition program reviewed and reported to Council

June each yearProperty

Corporate Services

4.3.3Manage leased properties to meet program targets

% occupancy rates of Council properties

Greater than 90%Property

Corporate Services

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


Target/ Timeframe

Manager

Director

4.4.1Review and update Council’s Long Term Financial Plan (LTFP)

Review completed and adopted by Council

June each yearFinance

Corporate Services

4.4.2

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

Councils financial position remained within performance benchmarks

100%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

% and number of tenders

100%Safety & Insurance

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

5.1.1

Review Council’s Asset Management Plans and Asset Management Strategy in accordance with the Integrated Planning and Reporting Framework

Asset Management Plans reviewed

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 Works Improvement Program

Works improvement program completed



City Assets


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


Target/ Timeframe

Manager

Director

5.3.1Review and update the actions contained within the 2017/2027 Asset Management Strategy

Asset Management Strategy updated and reflected in the Long Term Financial Plan

JuneAsset Planning and Support

% and number of the scheduled actions for the current year in the Asset Management Strategy and Plans implemented

90% 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 Develop and implement an Attraction and Retention Strategy

Strategy endorsed and implementation commenced

June 2019People & Culture

Corporate Services

6.1.2Provide work experience opportunities to the local community

% increase and number of student placements

5% increase and No. compared to previous year

People & Culture

Corporate Services

6.1.3 Number of trainees and apprentices recruited

No. per yearPeople & Culture

Corporate Services

6.1.4Review and update recruitment systems and processes

Report on the implementation of the recruitment system and processes

Progress reports provided

People & Culture

Corporate Services

GOAL 6.2: Invest in the capabilities of our people


Target/ Timeframe

Manager

Director

6.2.1Implement the competency framework aligned to current and future career development opportunities

Report on the implementation of Phase 3 of the salary system project

Progress reports provided

People & Culture

Corporate Services

6.2.2Implement the Learning and Development Program

Learning and development program calendar developed

Completed by June each year

People & Culture

% and number of current year’s learning and development program delivered

85% and No. Corporate Services


Deliver Council's apprenticeship and traineeship programs

GOAL 6.3: Plan for our future workforce needs


Target/ Timeframe

Manager

Director

6.3.1Develop and implement an annual workforce planning process integrated with development of other programs

Review and update the Workforce Management Plan


Corporate Services

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


June 2019


City Assets

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


Target/ Timeframe

Manager

Director

6.4.1Review and update existing employee health and wellbeing programs

Review and update the next year’s health and wellbeing programs

June each year

People & Culture% and number of current year’s actions in the wellbeing program implemented

80%

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

2 per year

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

2 per year

6.4.2Survey employees to measure employee engagement and organisation culture

Report on survey outcomes and recommendations

June 2019 People & Culture

Action plan developed and implemented

June 2019 Corporate Services

6.4.3Develop and implement the EEO Management Plan

EEO Plan developed and endorsed


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 included in business paper processes

June 2019


Corporate Services


We are committed to a balanced framework for future planning of open space and recreational facilities. Financials


CAPITAL WORKS PROGRAMCapital works programCouncil is responsible for infrastructure and community assets in excess of $4.6 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 2018/19 is $157 million.

Works Improvement Program 2018/19Council’s Works Improvement Program (WIP) for 2018/19 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 2018/19 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 $12.18 million specifically to renewal works in the WIP in 2018/19.

A summary of the WIP for 2018/19 is provided below:

Program Amount $

Roadwork and bridgework 25,315,300

Drainage and stormwater 20,576,500

Open space 13,792,900

Buildings 11,212,433

Land acquisitons 81,500,000

Transformational projects funding 5,000,000

Total 157,397,133


Budget by function areasBudget summary

Function areas - budget details 2018/19

Function Prior year net Operating expenditure

Operating income

Net operating (surplus) /

deficit

Capital expenditure

Capital income, funding and

internal costing

Net funding from / (to)

untied incomeAquatic and leisure centres 4,917,889 15,037,970 (10,201,641) 4,836,329 818,900 (741,400) 4,913,829Arts and cultural development 1,354,151 1,679,365 (510,050) 1,169,315 210,100 18,000 1,397,415Asset management and engineering support 3,080,725 3,266,949 0 3,266,949 8,000 (149,355) 3,125,594Blacktown City Information Centre 2,155,770 2,782,835 0 2,782,835 0 (496,000) 2,286,835Blacktown International SportsPark and other key venues 2,183,915 5,070,355 (1,579,481) 3,490,874 2,010,000 (2,696,267) 2,804,607

Building and development assessment 343,009 10,415,446 (11,043,870) (628,424) 256,000 512,500 140,076Business technology 6,082,787 10,209,489 (8,000) 10,201,489 720,000 (4,355,387) 6,566,102City design 3,009,979 3,288,197 0 3,288,197 864,400 (1,016,825) 3,135,772City events and partnerships 2,836,634 3,074,262 (87,500) 2,986,762 8,000 96,000 3,090,762City marketing and promotions 2,175,971 2,264,603 0 2,264,603 0 76,000 2,340,603Community development 1,867,240 2,321,712 (117,772) 2,203,940 60,000 (176,229) 2,087,711

Community facility construction and maintenance 912,109 2,825,026 (578,500) 2,246,526 607,000 (2,060,210) 793,316

Community regulation (148,028) 2,007,662 (2,294,000) (286,338) 0 189,600 (96,738)Corporate buildings construction and maintenance 1,555,803 4,240,250 (5,000) 4,235,250 1,082,600 (3,151,705) 2,166,145

Corporate finance (144,055,234) 4,964,377 (195,902,695) (190,938,318) 115,000,000 (74,728,000) (150,666,318)Corporate strategy 1,030,620 1,088,100 0 1,088,100 8,000 24,000 1,120,100Drainage, catchment and stormwater management 1,364,404 1,257,669 0 1,257,669 100,576,500 (99,591,796) 2,242,373

Economic development 412,456 451,228 (5,000) 446,228 8,000 17,500 471,728Emergency services support 2,967,576 7,262,080 (260,000) 7,002,080 0 (3,984,504) 3,017,576Environmental protection 1,212,968 1,148,899 0 1,148,899 0 88,000 1,236,899Financial management 5,255,063 7,792,726 (775,700) 7,017,026 24,000 (1,340,431) 5,700,595Fleet management (770,223) 9,576,406 (1,460,000) 8,116,406 5,901,000 (15,204,075) (1,186,669)Governance and corporate support services 14,464,416 16,417,121 (26,200) 16,390,921 24,000 (1,200,295) 15,214,626Health regulation 354,546 1,043,773 (756,800) 286,973 0 106,500 393,473Human resources 3,105,576 3,622,730 (30,800) 3,591,930 16,000 (181,000) 3,426,930Kids' Early Learning 1,330,852 21,049,928 (19,759,468) 1,290,460 455,000 (460,946) 1,284,514Libraries 7,135,780 9,628,258 (931,450) 8,696,808 1,613,031 (3,048,623) 7,261,216Open space improvements and maintenance 28,320,984 30,807,013 (238,046) 30,568,967 13,174,900 (13,221,414) 30,522,453Property maintenance 13,503,280 14,377,515 (180,095) 14,197,420 0 159,022 14,356,442

Function Prior year net Operating expenditure

Operating income

Net operating (surplus) /

deficit

Capital expenditure

Capital income, funding and

internal costing

Net funding from / (to)

untied incomeProperty management and development (1,170,672) 4,016,567 (37,356,021) (33,339,454) 16,256,132 15,702,659 (1,380,663)Recreation planning 880,105 836,092 0 836,092 0 69,500 905,592Strategic planning 2,554,106 2,969,526 (453,225) 2,516,301 0 200,530 2,716,831Street cleaning 5,833,390 5,235,305 0 5,235,305 32,000 869,140 6,136,445Transport infrastructure construction and maintenance 15,683,225 59,487,824 (2,316,989) 57,170,835 24,756,766 (67,470,327) 14,457,274

Transport planning 6,828,763 7,125,345 (1,317,000) 5,808,345 981,000 (357,946) 6,431,399Urban animal management 1,148,356 2,468,218 (1,195,300) 1,272,918 4,575,833 (4,501,259) 1,347,492Waste management 281,709 46,454,361 (53,627,055) (7,172,694) 4,650,000 2,760,357 237,663Totals 0 327,565,182 (343,017,658) (15,452,476) 294,697,162 (279,244,686) 0

Rate yield 2.30% Increase Net income from rates $166,054,000

Good and services pricing 2.50% Approximate increase General operating expenses

Salaries and wages 2.50% Increase

Full time equivalentsLevel NumberLevel 1 1,597.8 Level 2 41.2 Total 1,639.0

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 2018/19 Operational Plan has been set:

2% for identified functions and nil for all others


Functional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (8,548,641) (8,848,641) 0 (8,848,641)Interest received 0 0 0 0Other revenues (1,353,000) (1,353,000) 0 (1,353,000)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (9,901,641) (10,201,641) 103% 0 (10,201,641) 103%ExpenseEmployee costs 10,521,903 10,680,843 0 10,680,843Materials and contracts 2,288,754 2,288,754 0 2,288,754Depreciation 0 0 0 0Other expenses 1,964,373 1,964,373 104,000 2,068,373Total operating expenditure 14,775,030 14,933,970 101% 104,000 15,037,970 102%Operatational result - (surplus)/deficit 4,873,389 4,732,329 97% 104,000 4,836,329 99%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 1,392,000 818,900 0 818,900Dedicated assets 0 0 0 0Total capital expenditure 1,392,000 818,900 0 818,900Capital result - (surplus)/deficit 1,392,000 818,900 0 818,900Funding and internal costingTransfers from reserve (1,392,000) (785,900) 0 (785,900)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income (4,342,535) (4,776,829) 0 (4,776,829)Internal expenses 4,387,035 4,821,329 0 4,821,329Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (1,347,500) (741,400) 0 (741,400)Net result - (surplus)/deficit 4,917,889 4,809,829 104,000 4,913,829 100%Staffing resources 110.2 110.2 - 110.2

Aquatic and leisure centresBudget level

1 – Aquatic and leisure centres 1.1 – Aquatic and leisure centres

Directorate CL 2018/19Function variation description Staff Expense Income Capital TotalLevel 2 Adopted funding $ $ $ $

2.1 Increase gas costs 0.0 104,000 0 0 104,000

Additional funding required due to increased gas costs at all aquatic and leisure centres.

Total 0.0 104,000 0 0 104,000

Aquatic and leisure centres


2 – Arts and cultural developmentFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues (34,000) (34,000) 0 (34,000)Grants and contributions (325,000) (376,050) (100,000) (476,050)Net gains from the disposal of assets 0 0 0 0Total operating income (359,000) (410,050) 114% (100,000) (510,050) 142%ExpenseEmployee costs 996,151 1,046,365 84,500 1,130,865Materials and contracts 134,500 134,500 0 134,500Depreciation 0 0 0 0Other expenses 406,500 406,500 7,500 414,000Total operating expenditure 1,537,151 1,587,365 103% 92,000 1,679,365 109%Operatational result - (surplus)/deficit 1,178,151 1,177,315 100% (8,000) 1,169,315 99%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 145,000 202,100 8,000 210,100Dedicated assets 0 0 0 0Total capital expenditure 145,000 202,100 8,000 210,100Capital result - (surplus)/deficit 145,000 202,100 8,000 210,100Funding and internal costingTransfers from reserve 0 0 0 0Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 31,000 18,000 0 18,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 31,000 18,000 0 18,000Net result - (surplus)/deficit 1,354,151 1,397,415 0 1,397,415 103%Staffing resources 9.0 9.0 1.0 10.0

Arts and cultural developmentBudget level

2.1 – Arts and cultural development


2.1 New technical supervisor position 1.0 92,000 100,000 8,000 0

Funding to employ a new permanent technical supervisor position to maintain equipment adequately and support and deliver an increased number and complexity of events. Our program has outgrown our capacity to service the technical needs of our projects. Currently existing staff positions carry out technical duties as their skills allow, and contractors are brought in as required. Technical requirements are more complex and equipment maintenance requirements have grown.

Total 1.0 92,000 100,000 8,000 0

Arts and cultural development


3 – Asset management and supportFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 2,898,913 2,955,365 108,500 3,063,865Materials and contracts 298,757 198,757 0 198,757Depreciation 0 0 0 0Other expenses 4,327 4,327 0 4,327Total operating expenditure 3,201,997 3,158,449 99% 108,500 3,266,949 102%Operatational result - (surplus)/deficit 3,201,997 3,158,449 99% 108,500 3,266,949 102%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 8,000 8,000Dedicated assets 0 0 0 0Total capital expenditure 0 0 8,000 8,000Capital result - (surplus)/deficit 0 0 8,000 8,000Funding and internal costingTransfers from reserve (326,000) (233,888) (116,500) (350,388)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 204,728 201,033 0 201,033Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (121,272) (32,855) (116,500) (149,355)Net result - (surplus)/deficit 3,080,725 3,125,594 0 3,125,594 101%Staffing resources 32.5 32.5 1.0 33.5

Asset management and engineering supportBudget level

3.1 – Asset management and support

Directorate CA 2018/19Function variation description Staff Expense Income Capital TotalLevel 2 Adopted funding $ $ $ $

2.1 New asset systems officer - 3 year fixed term 1.0 108,500 116,500 8,000 0

Funding to employ a 3 year fixed term staff position to configure, migrate data, develop reports, test and train City Assets staff on how to use the corporate asset management systems. The position will be involved in the implementation of the mobility and strategic assets modules.

Total 1.0 108,500 116,500 8,000 0

Asset management and engineering support


4 – Blacktown City Information CentreFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 2,574,220 2,752,342 0 2,752,342Materials and contracts 30,493 30,493 0 30,493Depreciation 0 0 0 0Other expenses 0 0 0 0Total operating expenditure 2,604,713 2,782,835 107% 0 2,782,835 107%Operatational result - (surplus)/deficit 2,604,713 2,782,835 107% 0 2,782,835 107%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 0 0 0 0Capital result - (surplus)/deficit 0 0 0 0Funding and internal costingTransfers from reserve (50,000) (50,000) 0 (50,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income (412,943) (460,000) 0 (460,000)Internal expenses 14,000 14,000 0 14,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (448,943) (496,000) 0 (496,000)Net result - (surplus)/deficit 2,155,770 2,286,835 0 2,286,835 106%Staffing resources 34.4 34.4 - 34.4

Blacktown City Information CentreBudget level

5 – Blacktown International Sportspark and other key venuesFunctional area Blacktown International Sportspark and other key venues 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (12,000) (12,000) 0 (12,000)Interest received (50,000) (50,000) 0 (50,000)Other revenues (1,052,481) (1,052,481) (85,000) (1,137,481)Grants and contributions (355,000) (355,000) (25,000) (380,000)Net gains from the disposal of assets 0 0 0 0Total operating income (1,469,481) (1,469,481) 100% (110,000) (1,579,481) 107%ExpenseEmployee costs 1,477,256 1,955,948 152,000 2,107,948Materials and contracts 1,102,080 1,172,080 75,000 1,247,080Depreciation 807,855 988,267 0 988,267Other expenses 702,060 702,060 25,000 727,060Total operating expenditure 4,089,251 4,818,355 118% 252,000 5,070,355 124%Operatational result - (surplus)/deficit 2,619,770 3,348,874 128% 142,000 3,490,874 133%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 1,225,000 2,010,000 0 2,010,000Dedicated assets 0 0 0 0Total capital expenditure 1,225,000 2,010,000 0 2,010,000Capital result - (surplus)/deficit 1,225,000 2,010,000 0 2,010,000Funding and internal costingTransfers from reserve (1,225,000) (2,010,000) 0 (2,010,000)Add back depreciation (non-cash item) (807,855) (988,267) 0 (988,267)Transfer to reserve 0 0 0 0Internal income (1,953,826) (3,401,873) (142,000) (3,543,873)Internal expenses 2,325,826 3,703,873 142,000 3,845,873Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (1,660,855) (2,696,267) 0 (2,696,267)Net result - (surplus)/deficit 2,183,915 2,662,607 142,000 2,804,607 128%Staffing resources 19.0 19.0 2.0 21.0

Budget level


5.1 – Blacktown International Sportspark and other key venues


2.1 2 new ground staff - Western Sydney Wanderers Training Centre 2.0 294,000 227,000 0 67,000

Employ 2 permanent ground staff positions for the Western Sydney Wanderers (WSW) Training Centre. The 2 new staff will be required to service the 3 new fields in 2018. 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 Synthetic field operating costs 0.0 100,000 25,000 0 75,000

Allocation of funding for the maintenance of the synthetic field only (licenced area) at the National Rugby League (NRL) facility - Reserve 811, Fyfe Road, The Ponds. This includes reimbursement for the utility costs generated by the tenants.

Total 2.0 394,000 252,000 0 142,000

Blacktown International Sportspark and other key venues

6 – Building and development assessmentFunctional area 2018/19Directorate Planning and development (PD)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (9,441,520) (9,521,570) (1,510,000) (11,031,570)Interest received 0 0 0 0Other revenues (12,300) (12,300) 0 (12,300)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (9,453,820) (9,533,870) 101% (1,510,000) (11,043,870) 117%ExpenseEmployee costs 8,994,088 9,230,705 867,500 10,098,205Materials and contracts 126,241 126,241 0 126,241Depreciation 0 0 0 0Other expenses 0 0 191,000 191,000Total operating expenditure 9,120,329 9,356,946 103% 1,058,500 10,415,446 114%Operatational result - (surplus)/deficit (333,491) (176,924) 53% (451,500) (628,424) 188%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 43,000 0 256,000 256,000Dedicated assets 0 0 0 0Total capital expenditure 43,000 0 256,000 256,000Capital result - (surplus)/deficit 43,000 0 256,000 256,000Funding and internal costingTransfers from reserve (73,000) (30,000) (256,000) (286,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 706,500 718,000 80,500 798,500Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 633,500 688,000 (175,500) 512,500Net result - (surplus)/deficit 343,009 511,076 (371,000) 140,076 41%Staffing resources 90.0 90.0 10.0 100.0

Building and development assessmentBudget level


6.1 – Building and development assessment

Directorate PD 2018/19Function variation description Staff Expense Income Capital TotalLevel 2 Adopted funding $ $ $ $

2.1 Administration officer position 1.0 60,000 76,000 8,000 (8,000)Funding to employ a new permanent administration officer position to help planners with the administrative work in processing development applications (DAs) and Land and Environment Court appeals. This support will allow DAs to be processed faster. To be funded from subdivision certificate income.

2.2 Independent Hearing and Assessment Panels (IHAPs) 2.0 382,500 0 48,000 430,500

Funding required to employ a permanent team leader town planner and administration officer as well as to fund the fees payable to IHAP panel members. Due to statutory changes that commenced from 1 March 2018, we will have to report between 50 and 80 development applications (DAs) annually to a new independent determining body. These DAs were previously determined by us under delegation and by the elected Council. Workloads will increase significantly because of increased reporting requirements. Under the legislation, we must pay for the 4 independent panel members.

2.3 2 development engineers 2.0 207,000 367,000 80,000 (80,000)The increase in land subdivision and development in the North West Growth Centre has driven the need for additional development engineering resources. Planning staff have increased to deal with increased development applications (DAs) volumes; however a significant contribution to this increased assessment, along with Subdivision Certificate (SC) assessment, is done by our development engineers. This staff increase will enable us to cope with DA/SC assessment and provide faster DA and SC assessments. To be funded from increased DA income.

2.4 Development supervisor 1.0 106,500 186,500 40,000 (40,000)Funding to employ a permanent development supervisor position as inspection of land subdivisions has increased significantly in the North West Growth Centre. Council is the only body who can issue Subdivision Certificates and we therefore inspect both Council and privately-certified construction work for land subdivision. We currently have a contract Development Supervisor (2 years); however the need exists for this position to become permanent. To be funded from engineering compliance certificate inspections income.

Building and development assessment Directorate PD 2018/19Function variation description Staff Expense Income Capital TotalBuilding and development assessment

2.5 Building surveyor position 1.0 94,500 174,500 40,000 (40,000)An additional building surveyor position is required to process development applications (DAs) for the Building Team. Construction certificates and inspections have increased by approximately 20% over the last 2 years. This position is required to deal with the increased volume, as well as to maintain a competitive certification service. To be funded from increased DA income.

2.6 Coordinator building approvals position 1.0 121,500 201,500 40,000 (40,000)Funding to employ a coordinator building approvals position to manage customer relationships with certification customers, minimising the drift to increasing private certification, and will coordinate resourcing and workloads within the Building Teams, creating a more streamlined and faster approval service. The position will assist with the identification of better systems and processes to increase efficiencies and provide improved customer service. To be funded from increased DA income.

2.7 Senior project planner 1.0 100,000 100,000 0 0Funding to employ a permanent senior project planner position to process the increased number of development applications being received as part of the ongoing growth in development activity in the City. It is recommended to be funded from increased development services fee income as adopted by Council as part of report CS370154.

2.8 Student planner 1.0 67,000 67,000 0 0Funding to employ a permanent student planner position in the development services team. Council has traditionally employed casual student planners for a period of 12 months as part of a university practical year. This provides the students with valuable work experience and assists the output of the Development services team. It is recommended to be funded from increased development services fee income as adopted by Council as part of report CS370154.

2.9 Increased fee income from development activity 0.0 0 593,500 0 (593,500)Additional fee income to be received from high levels of development activity through out the City. This income will be used to offset the cost of the IHAP and new permanent Gateway engineer position within the city design function.

Total 10.0 1,139,000 1,766,000 256,000 (371,000)


7 – Business technologyFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (8,000) (8,000) 0 (8,000)Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (8,000) (8,000) 100% 0 (8,000) 100%ExpenseEmployee costs 3,922,140 4,348,548 76,800 4,425,348Materials and contracts 3,409,338 3,492,452 266,000 3,758,452Depreciation 1,143,520 1,402,604 0 1,402,604Other expenses 623,085 623,085 0 623,085Total operating expenditure 9,098,083 9,866,689 108% 342,800 10,209,489 112%Operatational result - (surplus)/deficit 9,090,083 9,858,689 108% 342,800 10,201,489 112%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 700,000 720,000 0 720,000Dedicated assets 0 0 0 0Total capital expenditure 700,000 720,000 0 720,000Capital result - (surplus)/deficit 700,000 720,000 0 720,000Funding and internal costingTransfers from reserve (2,504,000) (2,713,000) (15,000) (2,728,000)Add back depreciation (non-cash item) (1,143,520) (1,402,604) 0 (1,402,604)Transfer to reserve 0 0 0 0Internal income (137,276) (313,783) 0 (313,783)Internal expenses 77,500 89,000 0 89,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (3,707,296) (4,340,387) (15,000) (4,355,387)Net result - (surplus)/deficit 6,082,787 6,238,302 327,800 6,566,102 108%Staffing resources 39.0 39.0 1.0 40.0

Business technologyBudget level

7.1 – Business technology

Directorate CS 2018/19Function variation description Staff Expense Income Capital TotalLevel 2 Adopted funding $ $ $ $

2.1 Land information systems officer 1.0 76,800 0 0 76,800Funding to employ a new land information services officer to maintain and update property ownership details.

2.2 Additional funds for software and licence costs 0.0 91,000 15,000 0 76,000Additional funding required for our annual software costs and increased licencing costs for desktop applications due to increased staff numbers requiring access to a PC. Increased cost to be partly funded from the Section 7.11 administration levy.

2.3 Additional funds for maintenance and support costs 0.0 175,000 0 0 175,000

Increased funding for annual maintenance and support costs associated with Council's new corporate business system and adopted funding strategy (report FC330229, 11/12/2013).

Total 1.0 342,800 15,000 0 327,800

Business technology


8 – City designFunctional area 2018/19DirectorateOperational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 2,603,900 2,948,983 115,000 3,063,983Materials and contracts 206,799 206,799 0 206,799Depreciation 13,383 16,415 0 16,415Other expenses 1,000 1,000 0 1,000Total operating expenditure 2,825,082 3,173,197 112% 115,000 3,288,197 116%Operatational result - (surplus)/deficit 2,825,082 3,173,197 112% 115,000 3,288,197 116%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 5,339,960 864,400 0 864,400Dedicated assets 0 0 0 0Total capital expenditure 5,339,960 864,400 0 864,400Capital result - (surplus)/deficit 5,339,960 864,400 0 864,400Funding and internal costingTransfers from reserve (5,556,380) (1,415,110) 0 (1,415,110)Add back depreciation (non-cash item) (13,383) (16,415) 0 (16,415)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 414,700 414,700 0 414,700Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (5,155,063) (1,016,825) 0 (1,016,825)Net result - (surplus)/deficit 3,009,979 3,020,772 115,000 3,135,772 104%Staffing resources 41.0 41.0 1.0 42.0

City designCity architect and transformation Budget levelCADT)

8.1 – City design

Directorate CADT 2018/19Function variation description Staff Expense Income Capital TotalLevel 2 Adopted funding $ $ $ $

2.1 Gateway engineer 1.0 115,000 0 0 115,000

Conversion of an existing temporary position to a full-time permanent engineer. This role will assist with the delivery of engineering advice and assessment of development applications. Duties extend the provision of service to customers at the start of the development application process in order to identify and solve engineering issues at either the lodgement meetings or prior to development application lodgement. To be funded from increased subdivision certificate fee income.

Total 1.0 115,000 0 0 115,000

City design


9 – City events and partnershipsFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (42,500) (42,500) 0 (42,500)Interest received 0 0 0 0Other revenues (45,000) (45,000) 0 (45,000)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (87,500) (87,500) 100% 0 (87,500) 100%ExpenseEmployee costs 1,170,728 1,221,260 72,000 1,293,260Materials and contracts 1,471,899 1,535,495 49,000 1,584,495Depreciation 0 0 0 0Other expenses 177,507 177,507 19,000 196,507Total operating expenditure 2,820,134 2,934,262 104% 140,000 3,074,262 109%Operatational result - (surplus)/deficit 2,732,634 2,846,762 104% 140,000 2,986,762 109%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 8,000 8,000Dedicated assets 0 0 0 0Total capital expenditure 0 0 8,000 8,000Capital result - (surplus)/deficit 0 0 8,000 8,000Funding and internal costingTransfers from reserve 0 0 (8,000) (8,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 104,000 104,000 0 104,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 104,000 104,000 (8,000) 96,000Net result - (surplus)/deficit 2,836,634 2,950,762 140,000 3,090,762 109%Staffing resources 9.6 9.6 1.0 10.6

City events and partnershipsBudget level

9.1 – City events and partnerships


2.1 CBD activation and events officer 1.0 140,000 8,000 8,000 140,000

Funding to employ a new full-time permanent CBD activation and events officer and to provide additional funding for the development of programs and cost of materials. This position will continue to enhance our activation strategy seeking out further opportunities such as the night markets to provide other forms of CBD activation at various times throughout the year.

Total 1.0 140,000 8,000 8,000 140,000



10 – City marketing and promotionsFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 1,032,279 1,076,843 0 1,076,843Materials and contracts 1,001,192 1,009,760 100,000 1,109,760Depreciation 0 0 0 0Other expenses 78,000 78,000 0 78,000Total operating expenditure 2,111,471 2,164,603 103% 100,000 2,264,603 107%Operatational result - (surplus)/deficit 2,111,471 2,164,603 103% 100,000 2,264,603 107%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 0 0 0 0Capital result - (surplus)/deficit 0 0 0 0Funding and internal costingTransfers from reserve 0 0 0 0Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 64,500 76,000 0 76,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 64,500 76,000 0 76,000Net result - (surplus)/deficit 2,175,971 2,240,603 100,000 2,340,603 108%Staffing resources 9.2 9.2 - 9.2

City marketing and promotionsBudget level

10.1 – City marketing and promotions


2.1 Additional advertising costs 0.0 100,000 0 0 100,000

Additional funding for advertising costs in local papers. The current budget is not adequate to cover costs for advertising mandated by NSW Government (development applications, tenders, various required public exhibitions) and additional promotion of events and other Council content (job advertisements and Mayoral Message) via local newspapers.

Total 0.0 100,000 0 0 100,000



11 – Community developmentFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (18,000) (18,000) 0 (18,000)Interest received 0 0 0 0Other revenues (9,000) (9,000) 0 (9,000)Grants and contributions (205,828) (205,828) 115,056 (90,772)Net gains from the disposal of assets 0 0 0 0Total operating income (232,828) (232,828) 100% 115,056 (117,772) 51%ExpenseEmployee costs 1,602,912 1,678,327 50,000 1,728,327Materials and contracts 149,888 149,888 0 149,888Depreciation 203,200 206,229 0 206,229Other expenses 237,268 237,268 0 237,268Total operating expenditure 2,193,268 2,271,712 104% 50,000 2,321,712 106%Operatational result - (surplus)/deficit 1,960,440 2,038,884 104% 165,056 2,203,940 112%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 8,000 60,000 0 60,000Dedicated assets 0 0 0 0Total capital expenditure 8,000 60,000 0 60,000Capital result - (surplus)/deficit 8,000 60,000 0 60,000Funding and internal costingTransfers from reserve 0 (60,000) 0 (60,000)Add back depreciation (non-cash item) (203,200) (206,229) 0 (206,229)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 102,000 90,000 0 90,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (101,200) (176,229) 0 (176,229)Net result - (surplus)/deficit 1,867,240 1,922,655 165,056 2,087,711 112%Staffing resources 15.6 15.6 0.6 16.2

Community DevelopmentBudget level

11.1 – Community development


2.1 Loss of NSW government funding for 1.6 positions 0.0 0 (115,056) 0 115,056

The responsibility for Aged and Disability funding has transferred from the State Government to the Federal Government, which means the NSW State Government will no longer fund salary subsidy grants to Council. This will result in the loss of funding for 1.6 existing positions (Aged Planner and Social Planning Officer) in this service function. This funding allocation will allow these positions to be converted to be funded 100% by Council in 2018/19 and to be further reviewed as part of the current Better Practice Review (BPR) of the community section for future funding consideration (Reported to Finance and Resources committee CL380018 on the 21 March 2018).

2.2 New women's project officer 2 year fixed term 0.6 50,000 0 0 50,000

This will fund a Women's project officer for 2 years fixed term and includes a program budget to support our Women's Advisory Committee. No other Western Sydney Council has a women’s only focussed community development staff position. This would be a first and reinforce the leadership of Blacktown City Council in this area (report CL370044).

Total 0.6 50,000 (115,056) 0 165,056



12 – Community facility construction and maintenanceFunctional area 2018/19Directorate City assets (CA), City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (578,500) (578,500) 0 (578,500)Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions (53,500) (48,000) 48,000 0Net gains from the disposal of assets 0 0 0 0Total operating income (632,000) (626,500) 99% 48,000 (578,500) 92%ExpenseEmployee costs 489,850 508,857 0 508,857Materials and contracts 212,109 212,109 0 212,109Depreciation 1,864,195 1,915,710 0 1,915,710Other expenses 188,350 188,350 0 188,350Total operating expenditure 2,754,504 2,825,026 103% 0 2,825,026 103%Operatational result - (surplus)/deficit 2,122,504 2,198,526 104% 48,000 2,246,526 106%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 1,277,700 607,000 0 607,000Dedicated assets 0 0 0 0Total capital expenditure 1,277,700 607,000 0 607,000Capital result - (surplus)/deficit 1,277,700 607,000 0 607,000Funding and internal costingTransfers from reserve (626,400) (147,000) 0 (147,000)Add back depreciation (non-cash item) (1,864,195) (1,915,710) 0 (1,915,710)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 2,500 2,500 0 2,500Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (2,488,095) (2,060,210) 0 (2,060,210)Net result - (surplus)/deficit 912,109 745,316 48,000 793,316 87%Staffing resources 6.0 6.0 - 6.0

Community facility construction and maintenanceBudget level

12.1 – Community facility construction and maintenance


2.1 Loss of NSW government funding for 1 position 0.0 0 (48,000) 0 48,000

The responsibility for Aged and Disability funding has transferred from the State Government to the Federal Government, which means the NSW State Government will no longer fund salary subsidy grants to Council. This will result in the loss of funding for 1 existing position (Receptionist at the Mount Druitt Hub) in this service function. This funding allocation will allow this positions to be converted to be funded 100% by Council in 2018/19 and to be further reviewed as part of the current Better Practice Review (BPR) of the community section for future funding consideration (Reported to Finance and Resources committee CL380018 on the 21 March 2018).

Total 0.0 0 (48,000) 0 48,000



13 – Community regulationFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues (2,284,000) (2,294,000) 0 (2,294,000)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (2,284,000) (2,294,000) 100% 0 (2,294,000) 100%ExpenseEmployee costs 1,591,815 1,653,105 0 1,653,105Materials and contracts 31,314 31,314 0 31,314Depreciation 1,000 400 0 400Other expenses 322,843 322,843 0 322,843Total operating expenditure 1,946,972 2,007,662 103% 0 2,007,662 103%Operatational result - (surplus)/deficit (337,028) (286,338) 85% 0 (286,338) 85%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 0 0 0 0Capital result - (surplus)/deficit 0 0 0 0Funding and internal costingTransfers from reserve 0 0 0 0Add back depreciation (non-cash item) (1,000) (400) 0 (400)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 190,000 190,000 0 190,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 189,000 189,600 0 189,600Net result - (surplus)/deficit (148,028) (96,738) 0 (96,738) 65%Staffing resources 19.5 19.5 - 19.5

Community regulationBudget level

14 – Corporate buildings construction and maintenanceFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (5,000) (5,000) 0 (5,000)Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (5,000) (5,000) 100% 0 (5,000) 100%ExpenseEmployee costs 919,756 1,003,583 0 1,003,583Materials and contracts 570,564 624,564 0 624,564Depreciation 2,335,665 2,488,605 0 2,488,605Other expenses 189,649 123,498 0 123,498Total operating expenditure 4,015,634 4,240,250 106% 0 4,240,250 106%Operatational result - (surplus)/deficit 4,010,634 4,235,250 106% 0 4,235,250 106%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 881,000 1,082,600 0 1,082,600Dedicated assets 0 0 0 0Total capital expenditure 881,000 1,082,600 0 1,082,600Capital result - (surplus)/deficit 881,000 1,082,600 0 1,082,600Funding and internal costingTransfers from reserve (700,000) (698,600) 0 (698,600)Add back depreciation (non-cash item) (2,335,665) (2,488,605) 0 (2,488,605)Transfer to reserve 0 0 0 0Internal income (382,066) (19,000) 0 (19,000)Internal expenses 81,900 54,500 0 54,500Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (3,335,831) (3,151,705) 0 (3,151,705)Net result - (surplus)/deficit 1,555,803 2,166,145 0 2,166,145 139%Staffing resources 10.5 10.5 - 10.5

Corporate buildings construction and maintenanceBudget level


15 – Corporate financeFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges (159,232,000) (160,986,000) (6,700,000) (167,686,000)Fees and charges 0 0 0 0Interest received (10,767,177) (11,028,695) 0 (11,028,695)Other revenues (50,000) (50,000) 0 (50,000)Grants and contributions (18,638,000) (18,638,000) 1,500,000 (17,138,000)Net gains from the disposal of assets 0 0 0 0Total operating income (188,687,177) (190,702,695) 101% (5,200,000) (195,902,695) 104%ExpenseEmployee costs 4,691,193 4,781,377 0 4,781,377Materials and contracts 5,000 5,000 0 5,000Depreciation 0 0 0 0Other expenses 178,000 178,000 0 178,000Total operating expenditure 4,874,193 4,964,377 102% 0 4,964,377 102%Operatational result - (surplus)/deficit (183,812,984) (185,738,318) 101% (5,200,000) (190,938,318) 104%CapitalIncomeGrants and contributions (271,164,000) (204,401,000) 0 (204,401,000)Total capital income (271,164,000) (204,401,000) 0 (204,401,000)ExpenseTotal capital expenditure 32,135,000 5,000,000 0 5,000,000Dedicated assets 95,000,000 110,000,000 0 110,000,000Total capital expenditure 127,135,000 115,000,000 0 115,000,000Capital result - (surplus)/deficit (144,029,000) (89,401,000) 0 (89,401,000)Funding and internal costingTransfers from reserve (34,500,000) (7,365,000) 0 (7,365,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 218,318,000 137,073,000 0 137,073,000Internal income (31,250) (35,000) 0 (35,000)Internal expenses 0 0 0 0Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 183,786,750 129,673,000 0 129,673,000Net result - (surplus)/deficit (144,055,234) (145,466,318) (5,200,000) (150,666,318) 105%Staffing resources - - - -

Corporate financeBudget level

15.1 – Corporate finance


2.1 Reduction in Commonwealth Government funding - Financial Assistance Grant (FAG) 0.0 0 (1,500,000) 0 1,500,000

The grants commission has been reducing our Financial Assistance Grant entitlement for the past 5 years which is anticipated to continue in 2018/19. The impact of this will be that our Financial Assistance Grant entitlement for 18/19 is likely to be reduced by $1.5 million to around $15.7 million.

Total 0.0 0 (1,500,000) 0 1,500,000

Corporate finance


16 – Corporate strategyFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 791,190 844,934 28,000 872,934Materials and contracts 172,430 180,166 0 180,166Depreciation 0 0 0 0Other expenses 35,000 35,000 0 35,000Total operating expenditure 998,620 1,060,100 106% 28,000 1,088,100 109%Operatational result - (surplus)/deficit 998,620 1,060,100 106% 28,000 1,088,100 109%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 8,000 8,000Dedicated assets 0 0 0 0Total capital expenditure 0 0 8,000 8,000Capital result - (surplus)/deficit 0 0 8,000 8,000Funding and internal costingTransfers from reserve 0 0 (8,000) (8,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 32,000 32,000 0 32,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 32,000 32,000 (8,000) 24,000Net result - (surplus)/deficit 1,030,620 1,092,100 28,000 1,120,100 109%Staffing resources 7.0 7.0 0.6 7.6

Corporate strategyBudget level

16.1 – Corporate strategy


2.1 New administrative support position - corporate strategy and economic development section 0.6 28,000 8,000 8,000 28,000

Funding to employ a part time permanent administrative support position in the corporate strategy and economic development section. To provide an administrative support for these sections of Council and efficiency of the full Better Practice Review (BPR) program.

Total 0.6 28,000 8,000 8,000 28,000

Corporate strategy


17 – Drainage, catchment and stormwater managementFunctional area Drainage, catchment and stormwater management 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 629,823 648,029 95,000 743,029Materials and contracts 560,877 514,640 0 514,640Depreciation 0 0 0 0Other expenses 0 0 0 0Total operating expenditure 1,190,700 1,162,669 98% 95,000 1,257,669 106%Operatational result - (surplus)/deficit 1,190,700 1,162,669 98% 95,000 1,257,669 106%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 37,099,550 100,576,500 0 100,576,500Dedicated assets 0 0 0 0Total capital expenditure 37,099,550 100,576,500 0 100,576,500Capital result - (surplus)/deficit 37,099,550 100,576,500 0 100,576,500Funding and internal costingTransfers from reserve (37,099,550) (99,670,500) (95,000) (99,765,500)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 173,704 173,704 0 173,704Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (36,925,846) (99,496,796) (95,000) (99,591,796)Net result - (surplus)/deficit 1,364,404 2,242,373 0 2,242,373 164%Staffing resources 9.0 9.0 1.0 10.0

Budget level

17.1 – Drainage, catchment and stormwater management


2.1 New stormwater harvesting officer position 1.0 95,000 95,000 0 0

New 2 year temporary officer position to oversee and review design, implementation and maintenance of our stormwater harvesting systems to ensure they operating correctly.

Total 1.0 95,000 95,000 0 0



18 – Economic developmentFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues (5,000) (5,000) 0 (5,000)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (5,000) (5,000) 100% 0 (5,000) 100%ExpenseEmployee costs 298,272 307,544 50,000 357,544Materials and contracts 60,684 60,684 0 60,684Depreciation 0 0 0 0Other expenses 33,000 33,000 0 33,000Total operating expenditure 391,956 401,228 102% 50,000 451,228 115%Operatational result - (surplus)/deficit 386,956 396,228 102% 50,000 446,228 115%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 8,000 8,000Dedicated assets 0 0 0 0Total capital expenditure 0 0 8,000 8,000Capital result - (surplus)/deficit 0 0 8,000 8,000Funding and internal costingTransfers from reserve 0 0 (8,000) (8,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 25,500 25,500 0 25,500Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 25,500 25,500 (8,000) 17,500Net result - (surplus)/deficit 412,456 421,728 50,000 471,728 114%Staffing resources 3.0 3.0 1.0 4.0

Economic developmentBudget level

18.1 – Economic development


2.1 New economic development officer 1.0 50,000 8,000 8,000 50,000

Adopted outcome of Better Practice Review (BPR) - Economic Development (report CS370162) to redesign and upgrade an existing vacant position to support the economic development function at Council.

Total 1.0 50,000 8,000 8,000 50,000



19 – Emergency services supportFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions (260,000) (260,000) 0 (260,000)Net gains from the disposal of assets 0 0 0 0Total operating income (260,000) (260,000) 100% 0 (260,000) 100%ExpenseEmployee costs 0 0 0 0Materials and contracts 72,000 72,000 0 72,000Depreciation 3,325,600 4,052,504 0 4,052,504Other expenses 3,087,576 3,037,576 100,000 3,137,576Total operating expenditure 6,485,176 7,162,080 110% 100,000 7,262,080 112%Operatational result - (surplus)/deficit 6,225,176 6,902,080 111% 100,000 7,002,080 112%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 0 0 0 0Capital result - (surplus)/deficit 0 0 0 0Funding and internal costingTransfers from reserve 0 0 0 0Add back depreciation (non-cash item) (3,325,600) (4,052,504) 0 (4,052,504)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 68,000 68,000 0 68,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (3,257,600) (3,984,504) 0 (3,984,504)Net result - (surplus)/deficit 2,967,576 2,917,576 100,000 3,017,576 102%Staffing resources - - - -

Emergency services supportBudget level

19.1 – Emergency services support


2.1 Additional funding emergency services 0.0 100,000 0 0 100,000

Additional funding required to meet the annual contribution towards the cost of emergency services.

Total 0.0 100,000 0 0 100,000



20 – Environmental protectionFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 965,638 997,569 0 997,569Materials and contracts 11,140 11,140 0 11,140Depreciation 0 0 0 0Other expenses 148,190 140,190 0 140,190Total operating expenditure 1,124,968 1,148,899 102% 0 1,148,899 102%Operatational result - (surplus)/deficit 1,124,968 1,148,899 102% 0 1,148,899 102%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 0 0 0 0Capital result - (surplus)/deficit 0 0 0 0Funding and internal costingTransfers from reserve 0 0 0 0Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 88,000 88,000 0 88,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 88,000 88,000 0 88,000Net result - (surplus)/deficit 1,212,968 1,236,899 0 1,236,899 102%Staffing resources 9.0 9.0 - 9.0

Environmental protectionBudget level

21 – Financial managementFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (460,000) (470,000) 0 (470,000)Interest received 0 0 0 0Other revenues (305,700) (305,700) 0 (305,700)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (765,700) (775,700) 101% 0 (775,700) 101%ExpenseEmployee costs 4,585,828 4,892,011 228,000 5,120,011Materials and contracts 678,261 615,210 235,000 850,210Depreciation 0 0 0 0Other expenses 1,612,505 1,669,505 153,000 1,822,505Total operating expenditure 6,876,594 7,176,726 104% 616,000 7,792,726 113%Operatational result - (surplus)/deficit 6,110,894 6,401,026 105% 616,000 7,017,026 115%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 16,000 0 24,000 24,000Dedicated assets 0 0 0 0Total capital expenditure 16,000 0 24,000 24,000Capital result - (surplus)/deficit 16,000 0 24,000 24,000Funding and internal costingTransfers from reserve (614,102) (678,281) (377,000) (1,055,281)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income (388,979) (421,400) 0 (421,400)Internal expenses 131,250 136,250 0 136,250Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (871,831) (963,431) (377,000) (1,340,431)Net result - (surplus)/deficit 5,255,063 5,437,595 263,000 5,700,595 108%Staffing resources 51.0 51.0 3.0 54.0

Financial managementBudget level


21.1 – Financial management


2.1 External audit fees 0.0 50,000 0 0 50,000

Additional funding for the cost 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 2018/19.

2.2 Valuer General's fees 0.0 15,000 0 0 15,000Additional funding required due to the increased costs associated with the NSW Valuer General's fees for land valuations.

2.3 Additional funding for postage costs for rates notices 0.0 58,000 0 0 58,000

Additional funding for the cost of postage which has increased as a result of the number of rates notices being issued and increases in the unit rates being charged.

2.4 New finance officer position 1.0 60,000 8,000 8,000 60,000Funding to employ a permanent finance officer position in order for Council to take on the account keeping for Section 355 committees. The account keeping model that suits most committees is based on the committee still running the facility with Council managing the financial record keeping for the facilities. This position is required to compliment the 0.5 FTE already allocated to this role in order to take on as many committees that would like to take up the service. The account keeping service to be provided requires the reconciliation of all income and expenditure transactions to be performed monthly. The payment of all expenditure transactions and issuing of invoices for hire of the facilities. The role is also required to prepare a set of financial statements and arrange the audit of the accounts annually.

2.5 Additional funding bank fees 0.0 80,000 0 0 80,000Additional funding for the cost of bank charges which have increased as a result of increases in the number of transactions and unit rates being charged.

Financial management Directorate CS 2018/19Function variation description Staff Expense Income Capital TotalFinancial management

2.6 2 new Section 7.11 officers to calculate all Section 7.11 contributions for development applications 2.0 168,000 184,000 16,000 0

Employ 2 permanent Section 7.11 officer positions to undertake and check all Section 7.11 calculations. Presently, development services unit staff do this. However, with the phase out of the Section 7.11 cap there will be an increase in the number of applications we receive with a greater amount of checking work involved. These positions will be funded from the Section 7.11 administration levy.

2.7 Additional Section 7.11 consultant and valuer costs 0.0 85,000 85,000 0 0

Additional funding from Section 7.11 developer contributions to cover consultant and valuer costs associated with contributions plans.

2.8 Additional Section 7.11 legal costs 0.0 100,000 100,000 0 0Additional funding for legal expenses from Section 7.11 developer contributions for legal advice and preparation of legal documents related to relevant contributions plans.

Total 3.0 616,000 377,000 24,000 263,000


22 – Fleet managementFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues (1,260,000) (1,460,000) 0 (1,460,000)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (1,260,000) (1,460,000) 116% 0 (1,460,000) 116%ExpenseEmployee costs 3,652,909 3,722,608 62,000 3,784,608Materials and contracts 4,670,298 4,946,798 0 4,946,798Depreciation 248,500 305,000 0 305,000Other expenses 540,000 540,000 0 540,000Total operating expenditure 9,111,707 9,514,406 104% 62,000 9,576,406 105%Operatational result - (surplus)/deficit 7,851,707 8,054,406 103% 62,000 8,116,406 103%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 5,835,000 5,901,000 0 5,901,000Dedicated assets 0 0 0 0Total capital expenditure 5,835,000 5,901,000 0 5,901,000Capital result - (surplus)/deficit 5,835,000 5,901,000 0 5,901,000Funding and internal costingTransfers from reserve (1,560,000) (1,538,000) (62,000) (1,600,000)Add back depreciation (non-cash item) (248,500) (305,000) 0 (305,000)Transfer to reserve 1,497,498 1,497,498 0 1,497,498Internal income (12,500,594) (12,750,573) 0 (12,750,573)Internal expenses 692,666 292,000 0 292,000Add back book value of assets disposed (non-cash item) (2,338,000) (2,338,000) 0 (2,338,000)Total funding and internal costing (14,456,930) (15,142,075) (62,000) (15,204,075)Net result - (surplus)/deficit (770,223) (1,186,669) 0 (1,186,669) 154%Staffing resources 42.5 41.5 1.0 42.5

Fleet managementBudget level

22.1 – Fleet management


2.1 Extension of temporary driver educator 1.0 62,000 62,000 0 0

Extension of the temporary driver educator to continue the driver education program and introduction of the requirements under the Chain of Responsibility legislation. Both of these elements assist in reducing motor vehicle accidents, resulting in lowered repair costs and less injuries being caused to staff as a result of an accident. As this is a safety initiative, it is to be funded from the internally restricted CivicRisk West reserve.

Total 1.0 62,000 62,000 0 0

Fleet management


23 – Governance and corporate support servicesFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues (26,200) (26,200) 0 (26,200)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (26,200) (26,200) 100% 0 (26,200) 100%ExpenseEmployee costs 10,148,579 10,535,647 318,000 10,853,647Materials and contracts 1,276,012 1,185,837 (40,000) 1,145,837Depreciation 95,000 118,000 0 118,000Other expenses 4,069,732 4,099,637 200,000 4,299,637Total operating expenditure 15,589,323 15,939,121 102% 478,000 16,417,121 105%Operatational result - (surplus)/deficit 15,563,123 15,912,921 102% 478,000 16,390,921 105%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 24,000 24,000Dedicated assets 0 0 0 0Total capital expenditure 0 0 24,000 24,000Capital result - (surplus)/deficit 0 0 24,000 24,000Funding and internal costingTransfers from reserve (126,365) (126,365) (306,000) (432,365)Add back depreciation (non-cash item) (95,000) (118,000) 0 (118,000)Transfer to reserve 356,058 356,058 85,000 441,058Internal income (1,484,500) (1,342,088) 0 (1,342,088)Internal expenses 251,100 251,100 0 251,100Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (1,098,707) (979,295) (221,000) (1,200,295)Net result - (surplus)/deficit 14,464,416 14,933,626 281,000 15,214,626 105%Staffing resources 74.0 74.0 3.0 77.0

Governance and corporate support servicesBudget level

23.1 – Governance and corporate support services


2.1 New solicitor position 1.0 160,000 168,000 8,000 0Funding to employ a new permanent solicitor position to provide legal advice and advocacy to minimise legal risk to Council. This position will work with Council's external legal providers and provide legal advice on property and development services. The position will also assist our Corporate Counsel with organisation-wide legislative compliance, conduct research for legal matters, provide internal legal advice to Council officers and act as a contact for legal matters referred to Council's external solicitors and/or other legal service providers. The cost of this position will be offset by savings on existing expenditure on legal costs through land projects and Section 7.11.

2.2 New paralegal position 1.0 60,000 50,000 8,000 18,000Funding to employ a new permanent paralegal position for the preparation of standard letters from precedents. This position will be responsible for the preparation of correspondence on legal matters, preparation of various forms and negotiations tables, documentation of negotiated amendments, verification of condition precedents, performing research and the provision of general administrative support. This position will be funded from legal costs savings within the development services section.

2.3 Increase WSROC membership subscription 0.0 40,000 0 0 40,000

Additional funding required to meet the annual contribution towards the membership subscription to Western Sydney Regional Organisation of Councils (WSROC).

2.4 New safety systems administrative officer 1.0 58,000 8,000 8,000 58,000Funding to employ a permanent safety systems administrative officer position to provide support within the insurance unit and business assurance and safety systems, assisting with a range of general duties.

Governance and corporate support services


23.1 – Governance and corporate support services

Directorate CS 2018/19Function variation description Staff Expense Income Capital TotalGovernance and corporate support services

2.5 Election reserve funding increase 0.0 85,000 0 0 85,000

Additional funding required for our annual contribution to Council's election reserve in order to be able to meet the cost of running the Local Government election every 4 years. The election is conducted by the NSW electoral commission and Council is charged on a cost recovery basis. This allocation increases the annual amount allocated to the reserve to $342,000 annually.

2.6 Insurance premium increases 0.0 160,000 80,000 0 80,000

Additional funding required to meet the annual insurance costs of Council. This increase is to be partly offset by an allocation of funding from the CivicRisk West internally restricted reserve.

Total 3.0 563,000 306,000 24,000 281,000

24 – Health regulationFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (734,800) (696,800) 0 (696,800)Interest received 0 0 0 0Other revenues (40,000) (40,000) 0 (40,000)Grants and contributions (20,000) (20,000) 0 (20,000)Net gains from the disposal of assets 0 0 0 0Total operating income (794,800) (756,800) 95% 0 (756,800) 95%ExpenseEmployee costs 937,081 976,008 0 976,008Materials and contracts 67,365 67,365 0 67,365Depreciation 0 0 0 0Other expenses 400 400 0 400Total operating expenditure 1,004,846 1,043,773 104% 0 1,043,773 104%Operatational result - (surplus)/deficit 210,046 286,973 137% 0 286,973 137%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 38,000 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 38,000 0 0 0Capital result - (surplus)/deficit 38,000 0 0 0Funding and internal costingTransfers from reserve 0 0 0 0Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 106,500 106,500 0 106,500Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 106,500 106,500 0 106,500Net result - (surplus)/deficit 354,546 393,473 0 393,473 111%Staffing resources 12.0 12.0 - 12.0

Health regulationBudget level


25 – Human resourcesFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions (30,800) (30,800) 0 (30,800)Net gains from the disposal of assets 0 0 0 0Total operating income (30,800) (30,800) 100% 0 (30,800) 100%ExpenseEmployee costs 2,808,306 2,918,897 234,000 3,152,897Materials and contracts 466,900 463,333 0 463,333Depreciation 0 0 0 0Other expenses 6,500 6,500 0 6,500Total operating expenditure 3,281,706 3,388,730 103% 234,000 3,622,730 110%Operatational result - (surplus)/deficit 3,250,906 3,357,930 103% 234,000 3,591,930 110%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 8,000 0 16,000 16,000Dedicated assets 0 0 0 0Total capital expenditure 8,000 0 16,000 16,000Capital result - (surplus)/deficit 8,000 0 16,000 16,000Funding and internal costingTransfers from reserve (100,000) (100,000) (16,000) (116,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income (99,330) (111,000) 0 (111,000)Internal expenses 46,000 46,000 0 46,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (153,330) (165,000) (16,000) (181,000)Net result - (surplus)/deficit 3,105,576 3,192,930 234,000 3,426,930 110%Staffing resources 25.0 25.0 3.0 28.0

Human resourcesBudget level

25.1 – Human resources


2.1 Human resources information system analyst 1.0 100,000 0 0 100,000Employ a permanent human resources information systems analyst to coordinate the centralisation of data and information in the people and culture section. This role will focus on system development and integration of our electronic employment systems for human resource management, learning and development, performance management, recruitment and employee self service.

2.2 New human resources business partner 1.0 84,000 8,000 8,000 84,000Employ 1 permanent human resources business partner in the people and culture section. This position will provide, develop and enhance current human resource management programs for Council and its employees.

2.3 New human resources officer 1.0 50,000 8,000 8,000 50,000Employ 1 permanent human resources officer in the people and culture section. This position is required to improve and maintain current recruitment and operational practices as a result of the increase in the number of fulltime equivalent staff at Council.

Total 3.0 234,000 16,000 16,000 234,000

Human resources


26 – Kids’ Early LearningFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (14,454,769) (15,338,188) (125,000) (15,463,188)Interest received 0 0 0 0Other revenues (730,000) (730,000) 0 (730,000)Grants and contributions (3,566,280) (3,566,280) 0 (3,566,280)Net gains from the disposal of assets 0 0 0 0Total operating income (18,751,049) (19,634,468) 105% (125,000) (19,759,468) 105%ExpenseEmployee costs 15,673,053 16,469,634 0 16,469,634Materials and contracts 1,266,797 1,264,797 0 1,264,797Depreciation 1,001,199 1,037,761 0 1,037,761Other expenses 2,233,559 2,277,736 0 2,277,736Total operating expenditure 20,174,608 21,049,928 104% 0 21,049,928 104%Operatational result - (surplus)/deficit 1,423,559 1,415,460 99% (125,000) 1,290,460 91%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 356,000 455,000 0 455,000Dedicated assets 0 0 0 0Total capital expenditure 356,000 455,000 0 455,000Capital result - (surplus)/deficit 356,000 455,000 0 455,000Funding and internal costingTransfers from reserve (276,000) (200,000) 0 (200,000)Add back depreciation (non-cash item) (1,001,199) (1,037,761) 0 (1,037,761)Transfer to reserve 0 0 0 0Internal income (1,307,566) (1,307,566) 0 (1,307,566)Internal expenses 2,136,058 2,084,381 0 2,084,381Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (448,707) (460,946) 0 (460,946)Net result - (surplus)/deficit 1,330,852 1,409,514 (125,000) 1,284,514 97%Staffing resources 231.6 231.6 - 231.6

Kids' Early LearningBudget level

26.1 – Kids’ Early Learning


2.1 Improved long day care operating result 0.0 0 125,000 0 (125,000)

Ongoing operational improvements implemented at Council's long day care centres have resulted in an improved operating result for this service (report CL380008).

Total 0.0 0 125,000 0 (125,000)

Kids' Early Learning


27 – LibrariesFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (149,700) (149,700) 0 (149,700)Interest received 0 0 0 0Other revenues (1,750) (1,750) 0 (1,750)Grants and contributions (780,000) (780,000) 0 (780,000)Net gains from the disposal of assets 0 0 0 0Total operating income (931,450) (931,450) 100% 0 (931,450) 100%ExpenseEmployee costs 5,818,682 5,988,818 0 5,988,818Materials and contracts 794,796 793,796 0 793,796Depreciation 2,314,804 2,330,203 0 2,330,203Other expenses 515,441 515,441 0 515,441Total operating expenditure 9,443,723 9,628,258 102% 0 9,628,258 102%Operatational result - (surplus)/deficit 8,512,273 8,696,808 102% 0 8,696,808 102%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 956,731 1,613,031 0 1,613,031Dedicated assets 0 0 0 0Total capital expenditure 956,731 1,613,031 0 1,613,031Capital result - (surplus)/deficit 956,731 1,613,031 0 1,613,031Funding and internal costingTransfers from reserve (120,000) (820,000) 0 (820,000)Add back depreciation (non-cash item) (2,314,804) (2,330,203) 0 (2,330,203)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 101,580 101,580 0 101,580Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (2,333,224) (3,048,623) 0 (3,048,623)Net result - (surplus)/deficit 7,135,780 7,261,216 0 7,261,216 102%Staffing resources 72.4 72.4 - 72.4

LibrariesBudget level

28 – Open space improvements and maintenanceFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (154,991) (171,646) 0 (171,646)Interest received 0 0 0 0Other revenues (50,000) (65,000) 0 (65,000)Grants and contributions (1,400) (1,400) 0 (1,400)Net gains from the disposal of assets 0 0 0 0Total operating income (206,391) (238,046) 115% 0 (238,046) 115%ExpenseEmployee costs 15,771,080 16,512,797 479,000 16,991,797Materials and contracts 5,718,821 5,804,821 303,500 6,108,321Depreciation 5,160,757 6,307,323 0 6,307,323Other expenses 1,307,072 1,297,072 102,500 1,399,572Total operating expenditure 27,957,730 29,922,013 107% 885,000 30,807,013 110%Operatational result - (surplus)/deficit 27,751,339 29,683,967 107% 885,000 30,568,967 110%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 22,326,588 12,864,900 310,000 13,174,900Dedicated assets 0 0 0 0Total capital expenditure 25,381,457 12,864,900 310,000 13,174,900Capital result - (surplus)/deficit 25,381,457 12,864,900 310,000 13,174,900Funding and internal costingTransfers from reserve (21,620,962) (8,697,998) (310,000) (9,007,998)Add back depreciation (non-cash item) (5,160,757) (6,307,323) 0 (6,307,323)Transfer to reserve 0 0 0 0Internal income (254,000) (254,000) 0 (254,000)Internal expenses 2,223,907 2,291,907 56,000 2,347,907Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (24,811,812) (12,967,414) (254,000) (13,221,414)Net result - (surplus)/deficit 28,320,984 29,581,453 941,000 30,522,453 108%Staffing resources 212.2 212.2 7.0 219.2

Open space improvements and maintenanceBudget level


28.1 – Open space improvements and maintenance


2.1 New park supervisor position 1.0 116,500 40,000 40,000 116,500Funding to employ a new permanent park supervisor position as existing resources are stretched due to the rapid expansion of growth area and additional staff employed in recent years. Consequently one additional supervisor is required to inspect and supervise staff in the high profile areas such as the Blacktown Showground, Blacktown CBD, Nurragingy Reserve to maintain acceptable standards.

2.2 Additional funding for sportsfields operational maintenance 0.0 120,000 0 0 120,000

Additional funding for sites that are coming on line including Federation Forest and Reserve 811 that will require operational maintenance for irrigation and general turf maintenance.

2.3 2 new playgrounds maintenance positions for parks, Kids Early Learning and community buildings 2.0 136,000 68,000 68,000 136,000

Funding to employ 2 new permanent playground maintenance staff to assess, investigate and repair playground items in parks, Kids Early Learning (KEL) and community buildings. We currently undertake an annual audit once a year and our maintenance crews inspect and maintain playgrounds on an annual basis. It is recommended that 2 additional staff be employed to reduce our Work health and Safety (WHS) risk and allow inspections and repairs on playgrounds on a quarterly basis to meet Australian standards and WHS obligations. The capital expenditure includes a truck with tailgate lifter, generator and storage boxes.

2.4 3 new tree maintenance positions 3.0 190,000 170,000 170,000 190,000Funding to employ 3 new permanent tree maintenance staff to increase service levels to maintain tree asset network as a cyclic service. There is a backlog of over 700 requests and we are receiving 2,400 requests and removing 2,000 trees annually. Capital expenditure includes a 5 tonne truck, stump grinder and minor plant.

2.5 Additional funding tree maintenance contract work 0.0 176,000 0 0 176,000

Additional funding for contractors to carry out urgent works on the existing aging tree network. The age of the network directly attributes to the maintenance cost. Currently we receive about 3,000 work requests a year for maintaining trees. Our current resources allow us to attend to 60% of work requests. Contractors are engaged for urgent, high priority, difficult location or whole of the streets works (works that take longer time to complete in a street).

Open space improvements and maintenance Directorate CA 2018/19Function variation description Staff Expense Income Capital TotalOpen space improvements and maintenance

2.6 Funding for water usage 0.0 100,000 0 0 100,000Additional funding to meet the cost of increased water usage with additional sites coming on line.

2.7 New natural areas supervisor position 1.0 87,500 32,000 32,000 87,500Funding for a permanent natural areas supervisor position required to supervise outdoor staff and undertake inspections.

2.8 Additional funding for maintenance of newly acquired Council sites 0.0 15,000 0 0 15,000

Additional maintenance funding due to 12.4 hectares of land which is expected to be acquired by Council in the 2018/19 financial year.

Total 7.0 941,000 310,000 310,000 941,000


29 – Property maintenanceFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (70,000) (70,000) 0 (70,000)Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions (110,095) (110,095) 0 (110,095)Net gains from the disposal of assets 0 0 0 0Total operating income (180,095) (180,095) 100% 0 (180,095) 100%ExpenseEmployee costs 9,223,420 9,405,852 0 9,405,852Materials and contracts 3,893,928 3,991,928 500,000 4,491,928Depreciation 0 0 0 0Other expenses 424,235 431,735 48,000 479,735Total operating expenditure 13,541,583 13,829,515 102% 548,000 14,377,515 106%Operatational result - (surplus)/deficit 13,361,488 13,649,420 102% 548,000 14,197,420 106%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 150,000 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 150,000 0 0 0Capital result - (surplus)/deficit 150,000 0 0 0Funding and internal costingTransfers from reserve (150,000) 0 0 0Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income (613,353) (501,123) 0 (501,123)Internal expenses 755,145 660,145 0 660,145Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (8,208) 159,022 0 159,022Net result - (surplus)/deficit 13,503,280 13,808,442 548,000 14,356,442 106%Staffing resources 101.0 101.0 - 101.0

Property maintenanceBudget level

29.1 – Property maintenance


2.1 Increased cleaning contract costs of Council buildings 0.0 500,000 0 0 500,000

Additional funding for the cleaning of Council buildings due to higher rates being charged under our new contract to clean community centres, neighbourhood centres, libraries and Kid’s Early Learning centres. Part of the increased cost is also attributed to additional buildings coming on line and the cost of providing a higher cleaning standard for our high profile buildings due to the finishes and frequency of use.

2.2 Increased electricity costs 0.0 48,000 0 0 48,000Additional electricity funding required for CPI increase of 2% across Council.

Total 0.0 548,000 0 0 548,000



30 – Property management and developmentFunctional area 2018/19Directorate Corporate services (CS)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (317,661) (428,636) 0 (428,636)Interest received 0 0 0 0Other revenues (7,153,762) (6,510,522) 0 (6,510,522)Grants and contributions (120,500) (120,500) 0 (120,500)Net gains from the disposal of assets (40,079,000) (30,296,363) 0 (30,296,363)Total operating income (47,670,923) (37,356,021) 78% 0 (37,356,021) 78%ExpenseEmployee costs 1,052,708 1,092,259 0 1,092,259Materials and contracts 1,519,524 1,929,130 0 1,929,130Depreciation 503,050 504,232 0 504,232Other expenses 506,179 490,946 0 490,946Total operating expenditure 3,581,461 4,016,567 112% 0 4,016,567 112%Operational result - (surplus)/deficit (44,089,462) (33,339,454) 76% 0 (33,339,454) 76%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 70,128,800 16,256,132 0 16,256,132Dedicated assets 0 0 0 0Total capital expenditure 70,128,800 16,256,132 0 16,256,132Capital result - (surplus)/deficit 70,128,800 16,256,132 0 16,256,132Funding and internal costingTransfers from reserve (69,753,722) (15,883,646) 0 (15,883,646)Add back depreciation (non-cash item) (503,050) (504,232) 0 (504,232)Transfer to reserve 65,168,062 41,917,067 0 41,917,067Internal income 0 (497,480) 0 (497,480)Internal expenses 40,500 489,950 0 489,950Add back book value of assets disposed (non-cash item) (22,161,800) (9,819,000) 0 (9,819,000)Total funding and internal costing (27,210,010) 15,702,659 0 15,702,659Net result - (surplus)/deficit (1,170,672) (1,380,663) 0 (1,380,663) 118%Staffing resources 12.6 12.6 - 12.6

Budget levelProperty management

31 – Recreational planningFunctional area 2018/19Directorate City architect and transformation Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 731,960 757,447 0 757,447Materials and contracts 22,645 22,645 0 22,645Depreciation 13,300 16,000 0 16,000Other expenses 40,000 40,000 0 40,000Total operating expenditure 807,905 836,092 103% 0 836,092 103%Operatational result - (surplus)/deficit 807,905 836,092 103% 0 836,092 103%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 40,600 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 40,600 0 0 0Capital result - (surplus)/deficit 40,600 0 0 0Funding and internal costingTransfers from reserve (40,600) 0 0 0Add back depreciation (non-cash item) (13,300) (16,000) 0 (16,000)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 85,500 85,500 0 85,500Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 31,600 69,500 0 69,500Net result - (surplus)/deficit 880,105 905,592 0 905,592 103%Staffing resources 12.0 12.0 - 12.0

Recreation planningBudget level


32 – Strategic planningFunctional area 2018/19Directorate Planning and development (PD)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (378,225) (378,225) 0 (378,225)Interest received 0 0 0 0Other revenues (75,000) (75,000) 0 (75,000)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (453,225) (453,225) 100% 0 (453,225) 100%ExpenseEmployee costs 1,947,141 2,093,366 0 2,093,366Materials and contracts 612,692 602,692 0 602,692Depreciation 0 0 0 0Other expenses 258,468 273,468 0 273,468Total operating expenditure 2,818,301 2,969,526 105% 0 2,969,526 105%Operatational result - (surplus)/deficit 2,365,076 2,516,301 106% 0 2,516,301 106%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 45,000 0 0 0Dedicated assets 0 0 0 0Total capital expenditure 45,000 0 0 0Capital result - (surplus)/deficit 45,000 0 0 0Funding and internal costingTransfers from reserve (45,000) 0 0 0Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 189,030 200,530 0 200,530Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 144,030 200,530 0 200,530Net result - (surplus)/deficit 2,554,106 2,716,831 0 2,716,831 106%Staffing resources 20.0 20.0 - 20.0

Strategic planningBudget level

33 – Street cleaningFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income 0 0 0% 0 0 0%ExpenseEmployee costs 3,693,169 3,854,224 230,000 4,084,224Materials and contracts 1,056,581 1,055,581 (52,000) 1,003,581Depreciation 120,000 147,500 0 147,500Other expenses 0 0 0 0Total operating expenditure 4,869,750 5,057,305 104% 178,000 5,235,305 108%Operatational result - (surplus)/deficit 4,869,750 5,057,305 104% 178,000 5,235,305 108%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 0 0 32,000 32,000Dedicated assets 0 0 0 0Total capital expenditure 0 0 32,000 32,000Capital result - (surplus)/deficit 0 0 32,000 32,000Funding and internal costingTransfers from reserve 0 0 (32,000) (32,000)Add back depreciation (non-cash item) (120,000) (147,500) 0 (147,500)Transfer to reserve 0 0 0 0Internal income (20,000) (18,000) 0 (18,000)Internal expenses 1,103,640 1,043,640 23,000 1,066,640Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 963,640 878,140 (9,000) 869,140Net result - (surplus)/deficit 5,833,390 5,935,445 201,000 6,136,445 105%Staffing resources 41.0 41.0 3.0 44.0

Street cleaningBudget level


33.1 – Street cleaning


2.1 New street cleaning clerk position 1.0 0 0 0 0Conversion of an existing temporary clerical position to permanent full-time. This position assists in various administration tasks such as creating work orders and converting customer request work orders and provides other necessary administrative support to the section.

2.2 New street cleaning team leader 1.0 94,500 0 0 94,500Funding to employ a permanent street cleaning team leader position. The staff levels have remained stable for a number of years while the size of our road network has continued to increase in the growth areas. This position is required to co-ordinate the day shift.

2.3 New street cleaning supervisor 1.0 106,500 32,000 32,000 106,500Funding to employ a permanent street cleaning supervisor position. The staff levels have remained stable for a number of years while the size of our road network has continued to increases in the growth areas. This position is required to share supervision responsibility for 37 staff over an 18 hour day and night shift.

Total 3.0 201,000 32,000 32,000 201,000

Street cleaning

34 – Transport infrastructure, construction and maintenanceFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (273,811) (323,811) (124,500) (448,311)Interest received 0 0 0 0Other revenues (1,868,678) (1,868,678) 0 (1,868,678)Grants and contributions 0 0 0 0Net gains from the disposal of assets 0 0 0 0Total operating income (2,142,489) (2,192,489) 102% (124,500) (2,316,989) 108%ExpenseEmployee costs 6,686,020 7,607,864 78,000 7,685,864Materials and contracts 4,677,626 4,736,114 0 4,736,114Depreciation 37,583,972 46,753,880 0 46,753,880Other expenses 307,585 311,966 0 311,966Total operating expenditure 49,255,203 59,409,824 121% 78,000 59,487,824 121%Operatational result - (surplus)/deficit 47,112,714 57,217,335 121% (46,500) 57,170,835 121%CapitalIncomeGrants and contributions (807,555) 0 0 0Total capital income (807,555) 0 0 0ExpenseTotal capital expenditure 33,314,520 24,721,766 35,000 24,756,766Dedicated assets 0 0 0 0Total capital expenditure 33,314,520 24,721,766 35,000 24,756,766Capital result - (surplus)/deficit 32,506,965 24,721,766 35,000 24,756,766Funding and internal costingTransfers from reserve (28,736,643) (22,791,603) 0 (22,791,603)Add back depreciation (non-cash item) (37,583,972) (46,753,880) 0 (46,753,880)Transfer to reserve 0 0 0 0Internal income (5,679,957) (6,129,462) 0 (6,129,462)Internal expenses 8,064,118 8,193,118 11,500 8,204,618Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (63,936,454) (67,481,827) 11,500 (67,470,327)Net result - (surplus)/deficit 15,683,225 14,457,274 0 14,457,274 92%Staffing resources 126.0 126.0 1.0 127.0

Budget levelTransport infrastructure construction and maintenance


34.1 – Transport infrastructure, construction and maintenance


2.1 New inspector position - Riverstone Area 1.0 89,500 124,500 35,000 0Funding to employ a new permanent inspector position to assess damage and repair of Council's civil assets in the Riverstone area. Riverstone Area is expanding rapidly, with new suburbs being added. This position is required to assist in managing the increased workload in the developing areas of the City with more inspections required as new houses are constructed, building applications received and customer action requests submitted to maintain service levels to residents and developers.

Total 1.0 89,500 124,500 35,000 0


35 – Transport planningFunctional area 2018/19Directorate City assets (CA)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges 0 0 0 0Interest received 0 0 0 0Other revenues 0 0 0 0Grants and contributions (1,217,000) (1,317,000) 0 (1,317,000)Net gains from the disposal of assets 0 0 0 0Total operating income (1,217,000) (1,317,000) 108% 0 (1,317,000) 108%ExpenseEmployee costs 1,000,409 1,120,693 0 1,120,693Materials and contracts 44,300 44,300 0 44,300Depreciation 0 0 0 0Other expenses 6,539,500 5,960,352 0 5,960,352Total operating expenditure 7,584,209 7,125,345 94% 0 7,125,345 94%Operatational result - (surplus)/deficit 6,367,209 5,808,345 91% 0 5,808,345 91%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 1,285,900 981,000 0 981,000Dedicated assets 0 0 0 0Total capital expenditure 1,285,900 981,000 0 981,000Capital result - (surplus)/deficit 1,285,900 981,000 0 981,000Funding and internal costingTransfers from reserve (914,900) (460,000) 0 (460,000)Add back depreciation (non-cash item) 0 0 0 0Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 90,554 102,054 0 102,054Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (824,346) (357,946) 0 (357,946)Net result - (surplus)/deficit 6,828,763 6,431,399 0 6,431,399 94%Staffing resources 10.0 10.0 - 10.0

Transport planningBudget level


36 – Urban animal managementFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges 0 0 0 0Fees and charges (394,000) (394,000) 0 (394,000)Interest received 0 0 0 0Other revenues (428,800) (428,800) 0 (428,800)Grants and contributions (372,500) (372,500) 0 (372,500)Net gains from the disposal of assets 0 0 0 0Total operating income (1,195,300) (1,195,300) 100% 0 (1,195,300) 100%ExpenseEmployee costs 1,641,659 1,835,295 0 1,835,295Materials and contracts 503,899 489,899 0 489,899Depreciation 51,900 52,809 0 52,809Other expenses 105,215 90,215 0 90,215Total operating expenditure 2,302,673 2,468,218 107% 0 2,468,218 107%Operatational result - (surplus)/deficit 1,107,373 1,272,918 115% 0 1,272,918 115%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 8,303,000 4,575,833 0 4,575,833Dedicated assets 0 0 0 0Total capital expenditure 8,303,000 4,575,833 0 4,575,833Capital result - (surplus)/deficit 8,303,000 4,575,833 0 4,575,833Funding and internal costingTransfers from reserve (8,303,000) (4,575,833) 0 (4,575,833)Add back depreciation (non-cash item) (51,900) (52,809) 0 (52,809)Transfer to reserve 0 0 0 0Internal income 0 0 0 0Internal expenses 92,883 127,383 0 127,383Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing (8,262,017) (4,501,259) 0 (4,501,259)Net result - (surplus)/deficit 1,148,356 1,347,492 0 1,347,492 117%Staffing resources 20.0 20.0 - 20.0

Urban animal managementBudget level

37 – Waste managementFunctional area 2018/19Directorate City living (CL)Operational Prior year Current year Current Level 2 Total TotalIncome $ $ % $ $ %Rates and annual charges (48,717,228) (52,770,055) 0 (52,770,055)Fees and charges (132,000) (132,000) 0 (132,000)Interest received 0 0 0 0Other revenues (75,000) (75,000) 0 (75,000)Grants and contributions (450,000) (650,000) 0 (650,000)Net gains from the disposal of assets 0 0 0 0Total operating income (49,374,228) (53,627,055) 109% 0 (53,627,055) 109%ExpenseEmployee costs 6,021,274 6,667,101 0 6,667,101Materials and contracts 28,723,727 30,385,727 0 30,385,727Depreciation 413,100 506,558 0 506,558Other expenses 8,894,975 8,894,975 0 8,894,975Total operating expenditure 44,053,076 46,454,361 105% 0 46,454,361 105%Operational result - (surplus)/deficit (5,321,152) (7,172,694) 135% 0 (7,172,694) 135%CapitalIncomeGrants and contributions 0 0 0 0Total capital income 0 0 0 0ExpenseTotal capital expenditure 3,143,000 4,650,000 0 4,650,000Dedicated assets 0 0 0 0Total capital expenditure 3,143,000 4,650,000 0 4,650,000Capital result - (surplus)/deficit 3,143,000 4,650,000 0 4,650,000Funding and internal costingTransfers from reserve (3,124,940) (3,293,751) 0 (3,293,751)Add back depreciation (non-cash item) (413,100) (506,558) 0 (506,558)Transfer to reserve 1,238,666 1,488,666 0 1,488,666Internal income (385,765) (423,000) 0 (423,000)Internal expenses 5,145,000 5,495,000 0 5,495,000Add back book value of assets disposed (non-cash item) 0 0 0 0Total funding and internal costing 2,459,861 2,760,357 0 2,760,357Net result - (surplus)/deficit 281,709 237,663 0 237,663 84%Staffing resources 62.0 62.0 - 62.0

Budget levelWaste management


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.

The following pages are a series of statements that explain each major area of Council’s revenue base.

In summary these statements are as follows:

• 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 onprivate land

• Statement of borrowings.

Statement of rating structureRates are Council’s major source of funding, representing almost half of all Council’s operating revenue. In NSW council rates are levied based on land valuations supplied by the Valuer General’s Department. These valuations are reviewed every three 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 2018/19 rating structure Council considered the three options available under the Local Government Act. These are as follows:

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 2018/19 year Council will maintain its existing rating structure, being an ad valorem plus minimum rate structure.

CategorisationSection 514 of the Local Government Act 1993 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 Local Government Act 1993 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 2018/19 due dates for these instalments are as follows:

1st instalment or payment in full – 31 August 2018 2nd instalment – 30 November 2018 3rd instalment – 28 February 2019 4th instalment – 31 May 2019

Interest chargeCouncil may charge interest on overdue rates and charges. The maximum interest rate set by the Minister for Local Government for the 2018/19 rating year is 7.5%.

Council will apply the maximum interest rate for the 2018/19 year.

RIVERSTONE

MARSDEN PARK

PROSPECT

BLACKTOWN

EASTERN CREEK

VINEYARD

SCHOFIELDS

ST MARYS

ROUSE HILL

SEVEN HILLS

QUAKERS HILL

SHANES PARK

ROOTY HILL

DOONSIDE

GLENWOOD

MOUNT DRUITT

THE PONDS

TOONGABBIE

COLEBEE

MINCHINBURY

WHALAN

PLUMPTON

ROPES CROSSING

GLENDENNING

BUNGARRIBEE

MARAYONGKINGS LANGLEY

KINGS PARK

LALOR PARK

OAKHURST

BIDWILL

SHALVEY

TREGEAR

KELLYVILLE RIDGE

STANHOPE GARDENS

HEBERSHAM

ARNDELL PARK

WOODCROFT

DEAN PARK

PARKLEA

HUNTINGWOOD

BLACKETT

WILLMOT

DHARRUK

EMERTON

LETHBRIDGE PARK

HASSALL GROVEACACIA GARDENS

ROOTY HILL

BUNGARRIBEE

Ward 1

Ward 4

Ward 5

Ward 3

Ward 2

M4 Corridor

Marsden Park

Seven Hills

Blacktown North

Rooty Hill & Glendenning

Riverstone

Mount Druitt

LegendRate Areas

Blacktown LGA

Motorways and Major Roads

Railways

0 1,500 3,000750

MetresMap Prepared by Land Information Unit

Date: 27/01/2015

Scale 1: 25,000 @ A0

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.

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 to a maximum of $200 is provided for residents who have been ratepayers in the City for five 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 Local Government Act 1993.

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 Valuer General of NSW. The Valuation of Land Act requires Council to levy rates using the most recent land values supplied to Council. Revised land valuations are usually supplied to Council every three years as part of a process termed ‘General Revaluation’.

The 2018/19 rates have been determined using property values with a Base Date of 1st July 2016.

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 0.2182 Non-vacant land 952.00 Vacant land 430.00

117,052

Ordinary Residential Scheduled Lands 0.1091 Non-vacant land 952.00 Vacant land 215.00

329

Ordinary Farmland General 0.0727 Non-vacant land 952.00 Vacant land 430.00

373

Ordinary Business General 0.5472 Non-vacant land 952.00 Vacant land 430.00

7,386

Ordinary Business Blacktown North 0.9355 Non-vacant land 1,115.00 Vacant land 504.00

5,289

Ordinary Business M4 Corridor 0.9355 Non-vacant land 1,115.00 Vacant land 504.00

20,704

Ordinary Business Marsden Park 0.9355 Non-vacant land 1,115.00 Vacant land 504.00

3,563

Ordinary Business Mount Druitt 0.9355 Non-vacant land 1,115.00 Vacant land 504.00

978

Ordinary Business Riverstone 0.9355 Non-vacant land 1,115.00 Vacant land 504.00

1,320

Ordinary Business Rooty Hill & Glendenning

0.9355 Non-vacant land 1,115.00 Vacant land 504.00

3,581

Ordinary Business Seven Hills 0.9355 Non-vacant land 1,115.00 Vacant land 504.00

5,479

Total 166,054

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 2018/19.

Charge typeSection of Local Government Act Charge $

Estimated total income to be collected $'000

Domestic

Administration vacant land (per annum) S.496 22 50

Domestic service availability

240 Litre bin (per annum) S.496 492 47,812

140 Litre bin (per annum) S.496 332 2,975

Eligible pensioners 140 litre bin (per annum) S.496 246 717

Commercial/industrial service availability

240 litre bin (per annum including GST) S.501 542.20 1,214

Additional recycling service

Domestic 240 litre bin (per annum) S.496 73 1

Non-domestic 240 litre bin (per annum including GST) s.501 80 1

Total 52,770


Sanitary chargesCouncil provides a pan service to those areas of the City yet to be connected to sewer. In setting these charges, Council has considered not only the cost of providing the service but also the wider community benefit of ensuring an environment free from disease and pollution. Details of the charges for 2018/19 are provided below:

Charge type Unit Charge $Estimated total income to

be collected $'000

Sanitary service Single service charge 42 0

Annual charge (i.e one (1) service per week) 2,100 17

Sullage chargesCouncil provides an effluent removal service for those residents using septic tank systems. In setting this charge, Council has considered not only the cost of providing the service but, as with sanitary charges, the wider community benefit of ensuring an environment free from disease and pollution. Details of the charges for 2018/19 are provided below:


be collected $'000

Sullage removal Per 1,000 litres removed 43 105

In addition, for sullage disposal at Council’s sullage depot, other than disposal of effluent collected as part of Council’s sullage service, the following charge under Section 502 of the Local Government Act, 1993 will apply.


be collected $'000

Sullage removal Per 1,000 litres disposed 15 10

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 $15.75 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 2020/21.

The following table details the charges for the Environmental Stormwater Management Program for 2018/19.

Stormwater management levy typeProposed charge

$Estimated total stormwater income

(to be collected $’000)

Residential dwellings 25 1,760

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 (capped @ $5,000)

1,031

Business strata property charge $25 per 350sqm or part thereof for business land (capped @ $5,000)

19

Total 3,250


Charges under Section 611 of the Local Government Act, 1993Council resolves to make charges on all persons during the year from 1 July 2018 to 30 June 2019 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.

As to gas and oil companiesAGL possesses, occupies or enjoys structures located on public land in the Blacktown Local Government Area. 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 Local Government Area.

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 Local Government Act, 1993 (NSW).

As to Australia PostAustralia Post possesses, occupies or enjoys structures located on public land in the Blacktown Local Government Area. 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 the Blacktown Local Government Area.

The Council resolves to make a charge based on the revenue benefit derived from the structures by Australia Post.

The Council resolves to make a charge based on the revenue referable to letters posted at post boxes located on public land in the Blacktown Local Government Area.

The 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 Local Government Act, 1993 (NSW).

As to street advertisersBusinesses use public places to advertise on and above public land in the Blacktown Local Government Area. These businesses will obtain revenue benefits from the presence of the advertising in public places and ordinarily would pay a price for such advertising.

The 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 Local Government Act, 1993 (NSW).

As to 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 the Blacktown Local Government Area.

The 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 Local Government Act, 1993 (NSW).

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 2018/19 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 General Manager.

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 clarified 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 CouncilCode Pricing principle for service Pricing basis

A 1 Public good – service provides a broad community benefit. Inconceivable or impractical to charge for service on a user basis

Zero cost recovery

B 2 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 3 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 4 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 5 Evasion – charging prices to recover full cost may result in widespread evasion Partial cost recovery

F 6 Equity – the service is targeted to low income users Partial cost recovery

G 7 Economic – service promotes or encourages local economic activity Partial cost recovery

H 8 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 9 Monopoly – council has a monopoly over provision of the service and there are no community service or equity obligations

Full cost recovery

J 10 Developmental – fee set will enable Council to develop and/or maintain a service Full cost recovery

K 11 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 12 Regulatory – non-fixed – fee charged to cover cost incurred by legislative requirements where no community service obligation exists

Full cost recovery

M 13 Regulatory – fixed – fee fixed by legislation Regulatory

N 14 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 15 In-House – service provided is predominantly for Council use but sale to external markets will defray costs

Reference pricing

P 16 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 17 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 2018/19 Goods and services pricing schedule, which highlights the pricing principle and basis for each item. A copy of Council’s 2018/19 Goods and services pricing schedule is available on request.

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 works.

Any proposal for such works would first be reported to Council.

Statement of borrowingsCouncil may consider borrowing money in 2018/19.

Become part of Our Blacktown 2036Your 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. Talking to our staff at Council events and other places around your suburb

3. 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


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: I love Blacktown Twitter: @blacktowncc Flickr: Blacktown City Council YouTube: Blacktown City Council Instagram: SeeBlacktown

fcs our blacktown 2036 2018 edits book · 2018-09-28 · 2.lean, sustainable and healthya c...

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