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Brief Statistics for 2013/2014 …………………………………………………

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Community Strategic Plan …………………………………..........................

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Principal Activities by City Direction………………………………………….

Liveable …………………………………………………………………..

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Connected ……………………………………………………………….

Green …………………………………………………………………….

Lead …………………………………………………….........................

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List of Projects completed by 30 June 2014 …………………………….....

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List of Projects in progress at 30 June 2014 …………………………….....

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Awards and Citations ………………………………………….......................

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Supplementary Information ……………………………………….................

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Executive Summary ……………………………………………….................

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Council Name Bankstown City Council

Council Address PO Box 8 Bankstown NSW 1885

Contact Person Alia Karaman

Email [email protected]

Telephone 02 9707 9615

Fax 02 9707 9495

Mayor Clr Khal Asfour

General Manager Matthew Stewart

mailto:[email protected]

Total Population – Council Area: (Source: ABS – Regional Population Growth Table)

190,637

Population – Urban 190,637

Population – Rural N/A

Council Area (sq km) 78 km2

No. of Staff (Full-time equivalent staff at the end of the reporting period)

715.32

Date of the most recent organisation structure review (Sec 333 LG Act)

27 August 2013

Previous Integrated Planning & Reporting Category (1, 2 or 3)

3

Remuneration Tribunal Category Metropolitan Centre

Link to Council’s website: http://www.bankstown.nsw.gov.au/index.aspx?NID=235

http://www.bankstown.nsw.gov.au/index.aspx?NID=235

The Bankstown Community Plan is built around five City Directions which set out a strategic vision for the City to 2023 - Liveable, Invest, Green, Connected and Lead.

Council’s integrated planning activities reflect the City Directions to ensure that community needs and aspirations are captured and that key challenges in Bankstown’s future are achieved.

Bankstown City Council encourages and supports opportunities for collaboration to achieve the Goals outlined in our Community Strategic Plan and we recognise that this often means that we need to embrace new ideas to get the best results.

Bankstown City Council has identified 18 core services that underpin over 100 activities that are undertakes on a daily basis. The priorities reflected in each service link to the Directions of our Bankstown Community Plan and the 27 Term Achievements we have integrated into our Delivery Program for this Council Term.

Link to Council’s website: www.bankstown.nsw.gov.au/CommunityStrategicPlan

http://www.bankstown.nsw.gov.au/CommunityStrategicPlan

PRINCIPAL ACTIVITY PRIORITY

LINKS TO COMMUNITY

STRATEGIC PLAN

Arts and Culture To provide a range of facilities, projects, programs, events and ceremonies which promote artistic expression, a sense of place and identity, cultural development and community connectedness.

City Planning To provide for the physical landscape of Bankstown, aiming to create a liveable environment for all residents through equitable and sustainable local planning.

Communications and Economic Development

To enhance and promote the positive image of the City and the Council to the Community, business and other stakeholders.

Community Services

To promote access, equity, social justice and community well-being for residents, workers and visitors of the City including those with specific needs.

Corporate Support

To provide resourcing for Council’s effective and efficient operations. The corporate support service assists the organisation in its day to day activities.

Development Services

To deliver quality, compliant development through efficient and effective asset management practices in accordance with relevant legislation and Council policies.

Emergency Management

To provide and maintain a safe, secure and protected City which is able to effectively respond to and recover from a disaster or emergency.

Environment and Sustainability

To protect, preserve and promote the biodiversity of living spaces and the natural environment.

Governance and Strategy

To ensure effective leadership, efficient operations and good governance.

Leisure & Aquatics Services

To provide leisure and aquatic facilities and programs that give enjoyment to and improves the wellbeing of our Community.

Library Services To provide equal access to information, ideas and knowledge through the provision of physical and virtual environments.

Parks & Recreation Services

To provide a broad range of recreational, sporting and leisure opportunities with accessible parks and open spaces that caters for all ages and cultures.

Property Services To properly manage Council Owned assets and property.

Regulatory Compliance

To improve the health, safety and amenity of our Community and our environment by promoting and enforcing local laws, regulations, policies, controls and guidelines.

Roads & Traffic

To provide vehicles and pedestrians with well maintained, safe, and integrated transportation networks.

Stormwater Management

To mitigate the impact of stormwater on the community and the environment.

Town Centres Management

To provide well planned, attractive and sustainable Town Centres which cater for wide ranging community and economic needs.

Waste & City Cleaning Services

To provide a clean, attractive and usable City, free of litter, graffiti, pollution and other materials, while managing recycling and waste reduction.

Delivery

Program 2013-17

Liveable places have good access to public transport, local services and leisure facilities. They are clean, safe and attractive for users.

Of course, you can live there too with appropriate and affordable housing meets the diverse needs of residents.

High quality community assets, attractive town centres and balanced development continue to support these strong communities. The City’s unique Town Centres continue to be strong focal points for community life and encourage a sense of belonging. Built heritage, natural assets and valued open spaces and public areas are preserved providing a sense of identity, pride and history. Future growth is balanced with the Community’s needs.

Principal Activities (Services)

Arts and Culture Communications & Economic Development Leisure & Aquatics Services Parks & Recreation Services Library Services

Twisting Traditions in:

Modernisation of Council’s Libraries Leisure and Aquatics Services Social Media Platform and Public Wi-Fi

Link to Council’s website: www.bankstown.nsw.gov.au/Liveable

http://www.bankstown.nsw.gov.au/Liveable

MODERNISATION OF COUNCIL’S LIBRARIES

Libraries have always been places of knowledge and learning. The modern library is increasingly being sought as a technology hub, meeting venue and space to promote exhibitions and community displays.

Our library service has always been highly valued by our community. This is demonstrated by its consistent high placement in Council’s community satisfaction surveys. In order to maintain this high rating, Council knew that it had to keep up with the times and modernise the service to reflect new and emerging community needs. This led to the development of Council’s Modernisation of the City’s Libraries Strategy and a review of the entire service against the NSW State Library benchmarks in 2011.

Our first step was to rebrand all facilities as “Library and Knowledge Centres” and to commence an ambitious Improvement Program which emphasised a strong commitment to community education and providing first class facilities for Bankstown’s residents.

In 2013-14 our focus was on completion of the Bankstown Library and Knowledge Centre (BLaKC) and modernisation of our facility in Chester Hill. The Chester Hill works included construction of four new group study rooms, installation of 12 public computers with Internet access, a dedicated children’s library, installation of the latest library technology, new public amenities, and a courtyard area upgrade. The $1.6 million Chester Hill Library and Knowledge Centre was officially opened on 30 September 2013.

Our community loved it! Statistics for the first 3 months following its opening reflect increased use and interest over previous visitations on the same time in 2012.

Running parallel to the Chester Hill project, Council completed the final stages of the redevelopment of the existing Bankstown Town Hall into the ‘jewel in the crown’ - Bankstown Library and Knowledge Centre.

The Bankstown Library and Knowledge Centre (BLaKC) is a mirror to the growth of our City. As Bankstown has modernised, rejuvenated and diversified, so has our principal place of public learning. The $22 million facility officially opened on 5 April 2014 and now serves as a premier facility which will benefit our community for generations to come.

The adaptive reuse of the former Town Hall site was the largest single capital project undertaken by Council since its construction of the Civic Tower offices in the mid 1980’s. The result is a modern 3 level facility comprising:

A 5,000sqm state-of-the-art National standard Library with: A dedicated Children’s Library area; A local history section; An outdoor reading area; State of the art technology; An iconic floor-to-ceiling ‘Green Wall’ full of living plants

300-seat Bryan Brown Theatre; Public function and conference rooms and exhibition areas; and A café.

It was Council’s vision that the new, larger, more welcoming library would stimulate and increase demand, and encourage new users to realise the benefits local libraries provides. Our vision was realised! Patronage at the new facility has increased dramatically. In the month following its opening, 47,610 visited, an increase of 76% on May 2012. Council welcomed over 1300 new members, with a further 440 joining Council’s other library services. Word spread quickly and total membership for our other Library and Knowledge Centres is edging past 80,000, almost double the 42,668 we had at the same time last year.

The modern library of Bankstown is no longer the traditional secluded and quiet building, but a vital heart of interaction and activity, serving the people of our City and surrounding areas.

LEISURE AND AQUATICS SERVICES

During 2013-14, the Bankstown City Council Leisure & Aquatics Service experienced unprecedented growth in visitation and income, as well as a notable reduction in its annual operating subsidy. This significant improvement is directly attributable to Council’s commitment to improving the delivery of this service.

In 2009, Council made the important decision to adopt a programmed management model for the Leisure and Aquatics Service which incorporated investment into the facilities and expansion of the variety of services on offer to the community. This decision and the achievements to date provided a solid platform for the sustainable management of Leisure and Aquatics facilities and services well into the future. A key aspect was that Council discontinued use of contracted Learn to Swim Programs and brought the entire service in-house.

Some important milestones for the new service model include: A $1.5 million reduction in Council’s annual operating subsidy of the service; A 45% increase in visitation; Investment of $4.5 million into the facilities which includes an award winning spray park, a new

indoor pool building at Birrong, façade and front of house upgrades and, landscape andconcourse refurbishment;

The direct ownership and management of the Learn to Swim program; A 70% growth in Swim School income as a result of a 450% increase in enrolments; The successful implementation of energy saving projects; The introduction of fitness classes, swim squads, physiotherapy and school programs; The introduction of a new Kiosk and merchandise range; and Significant improvement in Leisure and Aquatic staff culture as highlighted in the latest Employee

Opinion Survey results

The willingness to take on new challenges and a commitment to a complete rethink of service delivery, from the Executive level right through to the coal face of the service, was the critical factor in Council’s ability to achieve such success. Key elements of the new service model include:

Staff leadership and team development workshops and training to gain the “buy-in” of the team; Challenging the status-quo. Identifying and believing that the way we have always done it, does

not mean it is the best way; A shift in the recruitment process to a focus on attitude and leadership rather than years or

experience in the industry – you can teach the skills but you cannot teach leadership; The introduction of new revenue streams; and A review of all expense lines to achieve operational efficiencies

Council’s approach differs from the traditional Local Government approach to the management of Leisure and Aquatics management as it has used Business Excellence principles to completely reinvent the way our Service was delivered locally. When many other councils in the Sector were looking to outsource, Bankstown City Council ‘changed lanes’ and took back control.

SOCIAL MEDIA PLATFORM AND PUBLIC WIFI

The entire Local Government Sector knows that an important part of Civic Leadership is an engaged community. But that is not always easy, and with a community as diverse as Bankstown, it is one of the most difficult challenges we face. Becoming part of the digital environment is critical to any council hoping to effectively engage with its people.

In 2014, Council embraced this principle and dramatically increased its digital media footprint to engage and stimulate local awareness and discussion. Our approach called for a presence on a variety of platforms including Facebook, Twitter, YouTube and Instagram. In addition to this, Council developed a dynamic and integrated mobile App – Our Bankstown – to make it easier for residents to stay in touch with Council. We complemented this increased digital presence with a heavy investment in the infrastructure to provide free Wi-Fi coverage across the Bankstown CBD.

The basis of our communication and awareness campaign is Our Bankstown – Smart.Connected.Informed. The slogan captures the direction in which Council is heading and our plan to take the community on the same ride.

Smart – Council is getting smarter and understands there are more than the traditional methodsresidents are obtaining information. People are busier today than ever before and have limitedtime to find out what they need to know from Council;

Connected – The digital world provides an avenue for Council to connect with its community. Byestablishing a Facebook page and Twitter account, residents can obtain information about theservices Council offers and events it organises. Information is instant and two-way; found at thesimple touch of a button on a computer, tablet or smartphone;

Informed – Through Council’s Facebook and Twitter Account, residents can receive regularupdates of upcoming events, projects and initiatives.

Residents can use – Our Bankstown – to find information on a range of key topics such as library opening times, the progress of their Development Application, the nearest parks and reserves, what’s on and rubbish collections days.

An innovative teaser campaign captured community interest for the launch of the App. Enigmatic stickers were strategically placed around the entire CBD in the lead-up to the opening of the Bankstown Library and Knowledge Centre on 5 April 2014. Residents were curious as to what the signs and stickers were about and so maximum coverage was achieved for both events. Initial interest saw more than 400 residents downloading Council’s App on their smartphones and tablets, 250 liking our Facebook, 132 following Council on Twitter and 160 liking photos posted on Council’s Instagram account.

Council also created a new position for a Digital Media Officer to drive the new venture and keep momentum alive. This role has enabled Council to raise awareness of its digital platforms not only through successful engagement with the community, but also within the organisation where ‘champions’ were identified and provided with training on how to use the platforms for their respective departments and initiatives.

Council continues to expand communication with residents through cutting-edge digital media platforms, ensuring Bankstown remains a liveable City and connected with its community. If you want to find out what’s happening in Bankstown, you don’t have to wait for the traditional column in the local paper or for a Council newsletter – just pick up your phone and stay Smart.Connected.Informed

The City is an attractive and vibrant City with a strong economy that attracts new businesses and skilled workers. Our local competitive advantage is maximised, capitalising on our strengths and using them to drive local economic growth.

Our community enjoys a range of education opportunities to increase the wellbeing and capacity of residents which includes quality library and information services. Retailing in our town centres is supported by improved urban design and amenity for those who shop there, and the branding of Bankstown City offers a unique selling point attracting further investment. Council works with the support of local businesses and residents to achieve and encourage investment.


Arts and Culture Development Services Governance and Strategy Communications & Economic Development Waste and City Cleaning


Bankstown Business Advisory Service Bankstown Bites Development Assessment Processing Food Premises Inspections and Food Handling Courses Wheelie Good Compost and Mulch Program

Link to Council’s website: www.bankstown.nsw.gov.au/Invest

http://www.bankstown.nsw.gov.au/Invest

BANKSTOWN BUSINESS ADVISORY SERVICE

Thriving businesses are integral to the Bankstown Local Government Area, contributing to our local economy and providing increased employment opportunities for our residents.

Bankstown provides for enterprise and employment, built upon the region's proximity to the Sydney CBD, access to local, national and international markets, and infrastructure with capacity to support entrepreneurial growth. Bankstown City Council plays a significant role in supporting business development, investment and jobs growth.

In 2009, as part of targeted approach to promote economic development, Council established the Bankstown Business Advisory Service (BBAS) which has, since inception, set a benchmark for the Sector in supporting the City’s small to medium sized local businesses.

The BBAS has continued to grow and evolve, providing local business owners with assistance and information on owning, operating and growing a business, along with valuable networking, workshop and training opportunities.

In 2013, Council took the decision to revamp the traditional BBAS service to include the provision of industry specific forums. The forums were insightful and informative, and local businesses flocked to them. They provided relevant, timely and evidenced-based information on subject matters specific to Bankstown’s biggest industries – Building and Construction, Manufacturing and Retail.

The Building and Construction Forum ‘Building a Better Bankstown’ attracted 120 business representatives and assisted business to better understand changes to the New South Wales Planning Laws.

Following this, a 2nd series of ‘Preparing for the Future’ Forums was held for the local manufacturing industry at the home of three of our major businesses – Selleys Yates, Planet Press and Tip Top. The forums proved extremely successful in assisting local manufacturing businesses to:

Identify innovation opportunities; Access Government support programs; Promote collaboration; and Network with local manufacturers.

The third forum focused on the City’s retail sector with more than 80 local businesses attending the ‘Keep those tills ringing Cha Ching’ Forum, aimed at helping local retailers to remain competitive and thrive in a challenging market.

In order to keep providing the businesses of Bankstown with the support they need, Council will keep considering new ways to increase the value of our service. By using the BBAS brand to deliver industry specific forums, Council was able to increase the profile of the BBAS and multiply opportunities for investment and growth.

Our service improvements have seen local businesses throw in their support for Council by becoming fully fledged BBAS members. While membership entails a fee, its 75% growth shows that local businesses agree that it’s a value-for-money investment which provides them opportunities to grow their business, and Council with further resources to devote to this popular and innovative service. It also shows that councils should not consider commercialism to be the hallowed ground of the private sector – we must be willing to adapt and change our thinking if we can bring better outcomes to local communities.

BANKSTOWN BITES

If ever there was a Council event that has twisted itself throughout the years, it would be the Bankstown Bites Food Festival.

The festival is synonymous with food lovers across New South Wales who descend to Bankstown every year to sample the best authentic cuisines on offer.

Bankstown Bites has come a long way from its humble beginnings of having a handful of stalls and taking up an unobtrusive spot in the Bankstown’s CBD to attracting more than 15,000 visitors and dozens of stallholders each year.

In 2013, Bankstown Bites confirmed its status as a premier event for avid food lovers.

The popular guided food tours attracted hundreds of participants in the 30 tours offered on the day. Unlike other food tours, Bankstown Bites takes participants all over the CBD to some of Bankstown’s finest dining establishments and suppliers.

While other food festivals bring in visitors to one particular area, Bankstown Bites encourages visitors to explore neighbouring shops and find out for themselves what locals have known for some time – that when it comes to authentic dining, Bankstown is the place to be.

The food festival is not only popular with visitors but also with Council staff who band together as volunteers to help make the day a success.

Organisers always attract more volunteers than is needed with staff pitching in to run the tour guides, acting as ambassadors, helping out in the food area and promoting all the wonders Bankstown has to offer.

Bankstown Bites highlights how the different areas within Council can successfully collaborate and contribute to success. Cleverly integrating the food festival with activities at the nearby Bankstown Arts Centre enriched the 2013 event and promoted this local venue and local art. The 2013 event also tied in with Council’s NAIDOC celebration in nearby Paul Keating Park where visitors were able to sample ‘bush tucker’ as well as view the traditional arts and crafts displayed by our local Aboriginal and Torres Strait Islander community.

Bankstown Bites has proven to be one of the most popular events on the local and metropolitan calendar. It attracts widespread media attention featuring in the pages of local media, Sydney Morning Herald, Weekend Telegraph, Feast Magazine and on ABC.

DEVELOPMENT ASSESSMENT PROCESSING

The growth and development of a city is a significant component in its economic growth and prosperity. More development applications (DAs) mean a more active economy, new people, new jobs and new businesses.

The timely processing of development applications is crucial to driving that continued growth.

Bankstown City Council was confirmed again this year as one of Sydney’s leading councils when it comes to handling development applications. Bankstown’s processing times are 30% faster than the average of other large Councils in Sydney and we are ranked second of the 17 councils grouped in the annual Department of Planning Performance Monitoring Report. Figures release by the Department show that Bankstown took, on average, 36 days to approve DAs.

This achievement is the result of our innovative customer service approach to handling development assessments and to the streamling of internal processes to focus on helping applicants get their development applications in order prior to lodgement.

Council’s ranking is all the more impressive given the high volume of development applications lodged with it and which it subsequently assesses. In the past 12 months, Council has assessed 958 DAs with a total value of $420 million, an increase of almost $100 million on the previous year. Proving again that despite some misconceptions about our City, people and businesses continue to flock to Bankstown.

Another critical factor to this outstanding result was Council’s new e-planning tool. Launched in 2013, the “My Development” portal gives developers and the community easy access to vital information on planning and development processes. It’s a one-stop-shop that provides users with information on individual properties, types of developments and requisite planning controls. Complete with interactive property maps, sophisticated search functions, and innovative application tracking, the My Development portal saves users hours of time and money.

Bankstown’s approach to excellence in processing development applications is well recognised throughout the Sector. We continue to take a leading role throughout our region and currently assist neighbouring Councils including Canterbury, Botany and Holroyd by outsourcing our Development Services staff, sharing our strengths with them. We are capitalising on one of our best skills, sharing the knowledge, and making money as well!

FOOD PREMISES INSPECTIONS AND FOOD HANDLING COURSES

Outside of the City of Sydney, Bankstown has one of the highest number of food handling businesses with more than 900 premises across our Local Government Area.

Council makes no excuses for cracking down on food handling businesses which don’t do the right thing by its residents. However, with such a large number, inspection can often be time consuming and complex.

Using our Business Excellence approach, staff recognised the opportunity to create more efficient work processes for Environmental Health Officers (EHOs) when performing field inspections and quickly set about a program of moving from a paper based process system to an in-field electronic system for health and compliance inspections.

Staff researched best practice and found that the NSW Food Authority implemented a system using iPad/tablets to undertake inspections. In 2013-14, Council EHOs collaborated with the NSW Food Authority to implement this innovative idea for health and compliance inspections within Bankstown City Council’s jurisdiction.

Council identified that improving the process would not only reduce costs but also save time, enabling EHO’s to focus on their core tasks. Furthermore, transferring to an electronic system is an environmentally sustainable initiative which integrates with two of Council’s Organisational Values - Sustainability and Service.

The move towards technology based inspections has meant paper based files can be stored in a single device, with information being uploaded directly to Council’s electronic file management system and accessed by EHOs at anytime.

The increased efficiency resulting from this initiative has saved officers approximately 60 minutes per inspection, equating to three hours per day.

A further outcome is that our EHOs have been able to devote more time to develop preventative programs, such as free Introductory Food Handler Training for all food handlers and food business proprietors within the Bankstown LGA. The workshops help businesses manage food safety and improve compliance with food safety legislation. Proprietors and their staff attend the sessions at no cost to their business. To reflect Bankstown’s cultural diversity, the training is presented in five languages; English, Vietnamese, Arabic, Cantonese and Mandarin with the help of interpreters and translated educational material such as fact sheets. In a further twist to service provision, this training is now available as a free on-line webinar. Yes that’s right, Bansktown Council has entered the world of high-end education. The innovative training webinar ensures that all food proprietors – even those outside the Bankstown Local Government Area – now have access to free training in safe food handling practices. It will soon be available in 4 more languages to increase our reach amongst the diverse communities the world.

The response to the workshops has been enormous and in less than 12 months, more than 100 businesses have taken the opportunity to learn food safety techniques. Council’s call to maintain high food handling standards has also resulted in a dramatic increase in compliance.

Bankstown Council was recognised for its innovative approach to food safety, being awarded the NSW Food Authority – Food Surveillance Champion Award in 2013.

Council will continue to pioneer new, innovative and proactive initiatives in the area of food safety as part of its vision to be A Culture, Place and City of Excellence.

WHEELIE GOOD COMPOST AND MULCH PROGRAM

In 2012, Bankstown Council launched an innovative ‘Wheelie Good®’ Compost and Mulch Program, capitalising on an untapped resource to provide economic and environmental benefits to the community and Council.

As households increasingly rely on their bin service to dispose of garden organics, there has been a decline in home composting systems and the link between what they put in their bin and the benefit it can bring to their backyard.

We developed a new Garden Organics Processing Tender which included a buy-back component, committing Council to close the loop on some of the 20,000 tonnes of organic material collected from household garden waste bins.

This initiative aimed to address two issues (i) rising processing costs of garden waste, which increased by 107% over three years (2008-2011), and (ii) a growing detachment between people and their natural environment.

So we developed a Garden Waste Processing Contract ‘with a twist’, and invested in a Bankstown Council branded product for the community - “Wheelie Good” Compost and “Wheelie Good” Mulch - made from the product in Bankstown Council’s Green Bins. This initiative has assisted in finding new markets for the saturated compost market in Sydney and has saved Council and the community over $1.5 million annually in processing costs for the life of the contract.

Prior to contract development, extensive consultation with internal stakeholders on how to gain maximum benefit for the community and Council was conducted. The outcomes drove the tender specifications and the program plan including the market demands and target audiences.

Council worked with stakeholders to design the branding especially for the community. The products meet Australian Standard, is bagged and branded ‘Wheelie Good®’ compost and mulch with a tag line of ‘Made from the product in Bankstown Council’s Green Bins’. This specifically assists residents make the connection between their bin and end product. ‘Wheelie Good®’ was trademarked in 2013.

Community evaluation was an integral component of the program design with survey results (49% return rate) guiding the future market opportunities and program expansion.

Since the launch, 11 ‘Wheelie Good®’ giveaway events have been held with nearly 400 tonnes of product returned for reuse to over 6,000 local backyards. New local markets have been created as 25% of residents attending events revealed they don’t usually buy products. Most participants also reported that they recalled the products were recycled from their green bins.

In late 2013, the program expanded with internal stakeholders using the product on Council’s assets. Today, over 100 tonnes has been used in garden beds with benefits of “stronger plant growth” and “flower beds blooming really well” reported by the Parks Coordinator.

This Australian first demonstrates that councils are in a strong position to close the loop and create local markets for their garden waste and save money in the process. It has attracted a number of awards for its innovation and community-reach, and prompted major market players to investigate similar innovative arrangements with their customers. Once again, Bankstown Council leads the way.

Accessible transport supports all users in commuting safety. There is convenient parking close to businesses which is properly enforced. Our integrated, multimodal transport networks reduce reliance on private vehicles and fossil fuels.

Designated bike and pedestrian paths connect key locations around the city and provide practical and sustainable transport options. Services are conveniently placed in a local context will encourage active transport and community life.


Parks & Recreation Roads & Traffic Governance and Strategy Community Services


The Happiness Cycle Grant Funding – The Bankstown Way Engaging with our Youth

Link to Council’s website: www.bankstown.nsw.gov.au/Connected

http://www.bankstown.nsw.gov.au/Connected

THE HAPPINESS CYCLE – ACTIVE BANKSTOWN STRATEGY

The Happiness Cycle is a partnership between Bicycle Network, Coca-Cola South Pacific and Bankstown City Council. The initiative aims to increase and sustain physical activity amongst teenagers through cycling. As well, the program promotes awareness and usage of the network of cycleways throughout the City, and along the beautiful Georges River. The focus on improving teenager’s attitudes towards physical fitness and enhancing the physical and emotional health benefits also aligns with Council’s Active Bankstown Strategy.

Once again we put our hands up to be chosen as the first city in New South Wales to take part in the Happiness Cycle program.

After engaging with local high schools Council recruited 300 students between the ages of 15 and 16 to participate in the program and attend the launch on 6 March 2014 at our celebrated Olympic Venue - the Dunc Gray Velodrome at Bass Hill.

Selection was targeted towards students with leadership potential and the capacity to influence their peers to 'get active.' Upon making a commitment to physical activity goals, students were educated about safe cycling and where to find the local cycling paths, parks and tracks around Bankstown.

Each of the 300 students was then provided with a bicycle which they, themselves had to assemble. To enforce commitment to living a safe, active lifestyle, each student was permitted to keep their bicycle and was provided with a helmet, lock and lights for their own personal use.

All students gained access to the Happiness Cycle App which allowed them to set and track goals, engage with friends, and interact with the program’s ambassador – BMX Champion – Sam Willoughby.

While our traditionally run youth activities tended to have one-off participants, Council has found that this initiative provided leverage to engage and retain interest with our most difficult to reach group - young people in Bankstown.

The Program highlights Council’s focus to work innovatively with future generations by encouraging participation in fresh, active lifestyle programs. The digital capacity and increased use of our local, bike path connections were two bonus elements of the initiative which meet additional outcomes in the Bankstown Community Plan.

Council took a leap of faith to become the first City in NSW to host a Happiness Cycle program - only the second event held in Australia at that time.

GRANT FUNDING – THE BANKSTOWN WAY

Council is committed to actively identifying and pursuing grant funding opportunities which provide outcomes for the City and organisation. We work in partnership and collaboration to ensure that our processes are connected and integrated.

Grant applications can consume Council and community resources, sometimes without benefit, and so it was important that our approach to grant funding focus only on proposals that have a potential for success, and that align with the goals outlined in the Bankstown Community Plan.

Our successes have been achieved through a more integrated, strategic approach which has seen employment of a full-time Grants Officer with an increased mandate to secure funds, raise awareness about grant opportunities, coordinate funding submissions, and manage relationships with funding bodies.

It was key to locate the new position in the Office of the General Manager, inside the Integrated Planning Team, where the flow of high-level and strategic information is more accessible. Working within the Integrated Planning Team, the Grants Officer can be involved and informed of long-term asset and operational projects at the planning, and even concept stage.

Our approach has assisted the organisation to better align with the Community Plan Vision, to improve the financial sustainability of Council, to employ economies of scale, and to enhance the capacity of the organisation to deliver services, maintain assets, and ultimately improve the wellbeing and connectedness of the wider community.

Our 2013-14 record for grant funding demonstrates our success of our grants process model:

Acceptance of a funding model for $2M for our ground-breaking Tri-generation project; Collaboration of local, state and community organisations to secure funding of $3.9M for the

upgrade of our premier cricket facility at Memorial Oval; Securing funding from Infrastructure NSW to upgrade “the last mile” of Stacey St to the Chullora

Intermodal Terminal – a transport corridor of national significance; Bankstown being the only Council in NSW to secure funding from the Multicultural Youth

Participation Program; and Success in obtaining $600,000 for a bio-banking scheme - one of only the five available grants

offered by the Office of Environment and Heritage.

Council has found that the grant applications being submitted under the new model are of a higher standard, with better background information and justification for projects, and earlier commencement dates for delivery of projects. In one quarter alone in 2013, Bankstown was successful in securing over of $1.3M of grant funding over four separate projects.

Successful applications now complement Council strategic goals and as a result, our initiatives are more effective at meeting community needs. The focused approach means that Council can better leverage its resources to meet the needs of the community.

Bankstown City Council’s ‘tradition with a twist’ has been recognised by the NSW Grants Network with Bankstown Council being invited to present their approach at the 2013 NSW Grants Conference.

ENGAGING WITH OUR YOUTH

Comprising 18.1% of our local population, the approximately 32,000 young people aged 12-24 years in the Bankstown LGA, represent the 5th highest population of young people in the State.

They are an investment in the future of the City and an important part of what makes Bankstown a vibrant, diverse and dynamic place. It is also true to say that young people everywhere are facing more challenges than ever in terms of employment, health, safety and isolation.

Midnight Basketball is national brand, and Midnight Basketball Bankstown (MBB) is our version of this social inclusion program aimed at helping young people embrace positive opportunities, connect with their local community, and use local facilities to become more physically active and healthy.

Now in its seventh tournament, it has over 500 participants, over 150 volunteers and more than 15 support organisations which include local youth services, health services, local police, churches, TAFE, NRMA, Commonwealth Bank and sporting associations. It allows our local young people to connect with vital services in safe, night-time events that take place in the streets and parks of the City.

Each MBB tournament runs for 8 consecutive Saturday nights, and the model ensures young people receive a nutritious meal, participate in a life skills workshop, play 3 tournament basketball games and have safe transport home.

A community committee coordinates MBB and consists of local residents and service providers. Committee members assume various roles (e.g. managing catering, finances, media, transport, youth workers and volunteers), and share the running the tournament. They have developed strong partnerships and have achieved diverse outcomes including increased volunteer rates and engagement of young people.

In 2013, Midnight Basketball Bankstown became the largest Midnight Basketball program in Australia.

And its success has led Council to develop a similar product based on the model called Twilight Soccer. This program runs for 6 weeks and attracts a different group of young people whose interest and passion is soccer. Running from our brand new indoor sports complex at Memorial Oval, it is restricted to young people 12-16 years.

The three inaugural tournaments held in the winter of 2013 involved over 180 young people and 50 volunteers. The program is unique to Bankstown City Council and receives strong support from the NRMA, Bankstown District Cricket Club and NSW Department of Sport & Recreation. Council is receiving strong interest from other councils keen to adopt our formula for success.

Our willingness to adapt the model to new markets has resulted in better outcomes for the City. One of the most pleasing aspects of the programs is that players who have become too old to play in the tournaments are returning as team coaches, managers and volunteers.

We certainly are “taking it to the streets” and our efforts were recognised in 2013-14 when Bankstown was the only local government body in NSW to receive funding through the Multicultural Youth Sports Participation Program funded by the Australian Sports Commission for our twist on Midnight Basketball – Twilight Soccer.

Bankstown is a clean and attractive City which successfully balances development and the built environment with green living spaces. Sustainable growth protects, preserves and enhances the natural environment.

Waste is reduced and recycling promoted. Council’s own corporate sustainability programs lead by example and regional initiatives ensure that environmental programs are coordinated across local government boundaries.


Governance and Strategy Environment & Sustainability Waste and City Cleaning


Bankstown Library and Knowledge Centre Bio-Banking Inner West Regional Illegal Dumping Tri-Generation Project

Link to Council’s website: www.bankstown.nsw.gov.au/Green

http://www.bankstown.nsw.gov.au/Green

BANKSTOWN LIBRARY AND KNOWLEDGE CENTRE

The new $22 million Bankstown Library and Knowledge Centre is the City’s jewel in the crown.

Standing on the site of the former Bankstown Town Hall, the Bankstown Library and Knowledge Centre is an adaptive reuse of the building which had been the Town Hall since its construction in 1973.

When Council embarked on the project, it put conservation of the environment and reduced energy use at ‘front and centre’ in the list of expected outcomes.

Consequently, the Bankstown Library and Knowledge Centre isn’t your typical municipal building. It was designed by internationally renowned architects, Francis-Jones Morehen Thorp and boasts many innovative sustainable systems not seen in a public building in Western Sydney.

The Green Wall is a key feature of the building, providing clean filtered air for visitors. Spanning across all three levels at nine and a half metres tall and nine metres wide, it features 10 different plant species and an amazing 4,352 individual plants.

The facility is temperature controlled by one of the most technologically advanced systems in the world, with 14 geothermal bores that aid in cooling and heating. This green investment will see electricity use and corresponding emissions drop by up to 50 per cent. A water storage tank holding 220,000 litres has also been installed underground.

In a further indication of the facility’s sustainability, the original Tasmanian Kauri timber flooring and steel joinery from the old Bankstown Town Hall was incorporated and reused in the development.

The Bankstown Library and Knowledge Centre also features: Treatment and re-use of rainwater for watering plants and flushing toilets; Timber products sourced from sustainable forests; Louvres that minimise glare and helps insulate the building; and Mixed-mode ventilation.

Council predicts significant energy savings and emissions from the project equal to powering the building for 15 years, equivalent to taking 1,365 cars off our roads.

The sustainable elements incorporated into the Bankstown Library and Knowledge act as a blueprint for future Council developments. It is a landmark development not only for Bankstown but NSW and Australia. Our willingness to explore new and innovative technologies has sparked the interest of many other councils and organisations and made us a finalist in the United Nations of Australia World Environment Day Awards and in the running for numerous accolades including the National Electrical and Communications Association (NECA) NSW Excellence Award.

BIO-BANKING

Council has over recent years been investigating and considering various options to implement a Bio-Banking scheme within our LGA. Bio-Banking is a market-based scheme, which enables new development to offset the loss of natural vegetation on their site, through the protection of other land, via a streamlined offsetting program of biodiversity assessment. This type of program enables ‘biodiversity credits’ to be generated by landowners (public or private) who commit to enable and protect biodiversity values on their land through a biodiversity agreement. Bankstown City Council has pursued this and in this case have worked with the NSW Office of Environment and Heritage (OEH) who are taking bio-banking on as a philanthropic exercise whereby the credits will be retired without the loss of vegetation.

In 2008, ‘Linking Landscapes’ was set up by the OEH, who were offering grant funding to offset sites for bio-banking. In 2013 when Bankstown City Council was investigating options for such a scheme, The OEH released another round of grant funding opportunities to Councils to protect existing bushland areas. Council then applied for one of five grants coming from a $5 million fund, which would result in in-perpetuity protection of the natural area.

Throughout 2013, Council’s Environmental Officers undertook detailed research into how a bio-banking scheme would actually work and benefit Council and its community. This research involved working across Council’s Parks, Assets and Property Units to investigate potential sites for a scheme, and identifying the benefits and impacts on both Council and the land itself to ensure a scheme could be suitably implemented.

Once Council identified a suitable site, within Lansdowne Reserve, in the northern sector of the LGA, detailed analysis of the site occurred. One of the complications of this site was that almost half a century ago the land was subdivided into housing sized lots, however remained as one consolidated parkland, untouched and never developed. Ongoing risks to its conservation status resulted. Within the parklands, scattered individual lots were owned by various state government authorities (due to historical reasons), including the Office of Strategic Lands, and the Roads and Maritime Service. Council has been successful in incorporating many of these allotments into the biodiversity area. This also triggered the Office of Strategic Lands to return $10 million worth of land back into Council ownership, which will allow Council to potentially activate more bio-banking sites.

Throughout 2013 and 2014, Council considered numerous reports detailing and discussing the concepts of bio-banking and how it can significantly benefit natural areas of the LGA, not to mention the financial windfall. Once Council was convinced of these benefits, it endorsed the proposal to lodge an Application for OEH Grant Funding. Council has since been advised that it has been successful in obtaining one of only the five available grants, estimated at $600,000. This money will be stored in a NSW Treasury managed fund where it will earn a growth of approximately 5% p.a., resulting in over $30,000 per year to manage the bio-banked site.

Noting Council has been successful in receiving this significant grant, Council is now exhibiting the Estate Proposal, to ensure the Bankstown Community and its residents can have their say on this project. The community has already approved the Plan of Management upgrade to include bio-banking.

By taking the initiative to investigate opportunities for bio-banking in the LGA, Council was able to successfully apply for the Grant, which will, in the long term, provide Council with a significant cost savings in Council’s maintenance of the site, provide income to further expand bio-banking or other conservation works within the LGA, and meet the Green goals outlined in our Community Strategic Plan.

INNER WEST REGIONAL ILLEGAL DUMPING SQUAD

Bankstown City Council has always placed a strong emphasis on tackling illegal dumping, supporting both local and regional programs and serving as an active member of the Western Sydney Regional Illegal Dumping Squad (RID) for a number of years.

However, increased tipping fees and growth in multi-residential living has led to a significant rise in incidents of illegal dumping. To combat this, Bankstown Council has lead the way, taking a tough approach to illegal dumping, and successfully prosecuting some of the worst serial dumpers in NSW.

In 2013, there was a surge in community sentiment against illegal dumping. Many were concerned with the lenient sentencing for significant dumping offences. Due to a number of high profile cases in our Local Government Area, Bankstown City Council took a strong role, successfully advocating on the issue and forcing the NSW Government to introduce new legislation and improved guidelines for the courts to impose custodial sentences for repeat illegal dumping offenders.

Recognising the need for a multi-jurisdictional approach to combat the problem, Bankstown Council put up its hand and actively lobbied the EPA to establish a new RID Squad in Bankstown as a matter of urgency. We argued that we had the skills, knowledge and attitude needed to drive the service for the region.

As a result in 2014, Bankstown was selected as the base for Sydney’s newest RID Squad. Using Bankstown as a central base, RID Squad operations will be extended beyond the current service in Western Sydney to councils in the inner west including a number of our neighbours in Ashfield, Auburn, Canada Bay, Canterbury and Strathfield.

The strategic alliance amongst the five councils received endorsement from the Environment Protection Agency (EPA) and is based on an initial three year commitment from all parties and funding from member Councils and the EPA.

Bankstown Council also gained six new Inner West RID Squad officers, based at Bankstown, who hold delegation from participating councils to discharge regulatory functions relating to illegal dumping of waste.

Bankstown City Council is resolute in its efforts and in its pursuit of excellence. It is proud to be recognised in initiating the Inner West RID Squad so that jointly Local Government can have even greater success in fighting the established incidents of illegal dumping that we have in our streets, industrial areas, parks and along our waterways.

In taking the lead on this initiative, Council has looked beyond the traditional ranger role and moved towards pooling resources between like-minded Local Government Areas with similar demographics and compliance issues. We have bought regionalism to the heart of Sydney!

The approach is endorsed by IPART in their Draft Report on Local Government Compliance and Enforcement for Council’s efforts towards collaboration and shared regulatory services.

TRI-GENERATION PROJECT

The Bankstown Community Plan 2023 identifies the community aspiration for Bankstown be a leader in environmental protection and produce a smaller environmental footprint.

In order to achieve this, Council embarked on an ambitious, once-in-a-generation opportunity to place Bankstown at the forefront in innovation and sustainability.

It was determined that the project would specifically target the energy requirements and opportunities for one of the largest Council owned facilities - the Bankstown Civic Tower.

The project is called The Bankstown Generation Project.

In 2012, Council successfully lobbied for grant funding under the Clean Energy Futures Initiative. A total of $42 million was allocated to 63 projects across Australia with Bankstown receiving the 4th highest funding behind ACT Government, Brisbane and Sydney City Councils. Of the 63 submissions there were 5 tri-generation and 4 co-generation projects. Bankstown Council was now in a unique position to capitalise on this important funding.

Tri-generation is a proven and advanced technology involving the on-site generation of electricity using much cleaner natural gas, compared to coal-based generation. The waste heat from the process is then almost-completely utilised to provide air-conditioning, hot water and/or heating, as required, at little or no extra cost, thereby maximising energy efficiency and reducing greenhouse gas.

During 2013 Council made critical and significant progress to scope the project and assess feasibility in order firmly secure the project. And in November 2013, Council was able to officially award the tender to undertake the design and documentation for the Civic Tower Tri-generation Project.

On implementation, the Bankstown Generation Project will substantially reduce carbon emissions produced by Council operations, increase energy efficiency by reducing the operational costs, ensure secured power supply, increase Civic Tower environmental credentials and improve business competitiveness.

It is estimated to be twice as efficient as buying electricity produced from coal, at the same time reducing the building’s demand on the power grid by around 40%. Not only is this more cost-effective, but it will also reduce greenhouse gas emissions and enable Council to be more sustainable in the long term.

The Bankstown Generation Project will also include the installation of energy efficient lighting in the Civic Tower Car Park, common areas and Council offices. Using this project as an example, Council is aiming to take a proactive approach and work with our local business owners and community groups to help them adopt more energy efficiency practices as well.

Indeed, community engagement is an important component of the generation project. At its core, Council is aiming to engage the community, developing a range of programs that target a cross section of our stakeholders – businesses, students, Civic Tower tenants and the broader community.

Council anticipates that all components of the Bankstown Generation Project will be completed in November 2015.

This initiative will provide another example of Bankstown City Council being acknowledged as leader in sustainability including energy efficiency, ensuring Council can achieve its City Directions of Green, Lead and Invest. It confirms, once again, doing what we do well, and building on that ability, can achieve good and multiple outcomes for Council and the Community.

Council makes positive strategic decisions for the Community and advocates on its behalf.

Council has a key role in ensuring that all members of the community have an opportunity to take part in decision making processes and are supported with accessible information, resources and services. The needs and priorities of our community are understood and incorporated in our operations and strategic planning.


Arts and Culture Development Services Governance and Strategy Communications & Economic

Development Waste and City Cleaning


5 Point Advocacy Plan Culture, Leadership, Excellence Financial Management

Link to Council’s website: www.bankstown.nsw.gov.au/Lead

http://www.bankstown.nsw.gov.au/Lead

5 POINT ADVOCACY PLAN

While Bankstown Council has not ever been inactive in terms of lobbying and representations; we recognised that our advocacy efforts were sometimes uncoordinated, under-resourced, too ‘late in the day’, and often reactive rather than proactive. Our 2012 incoming Council was concerned that the Bankstown Local Government Area (LGA) was being overlooked in regional and state thinking and that a ‘stronger voice’ was required to ensure that the City and our residents were better engaged and that Councillors were better supported and resourced in their civic leadership role. Sound civic leadership is underpinned by strong representation and advocacy efforts which are proactive, sufficiently resourced and exist in a culture of participation and healthy, frank debate. Our 5-Point Advocacy Plan involved:

1. Conscious modification of Council’s structure to reflect the priority given to policy and advocacy2. Allocation of support and resources for advocacy and policy research3. Recognition of the advocacy role in Council’s Integrated Planning and Reporting Framework4. A stronger presence in the early stages of significant projects/issues for the Council and Sector5. Improved networking

The 5-Point Advocacy Plan yielded the following results:

Structure and Resources: Establishment of a Strategy Policy and Governance Business Unit with 2 dedicated Policy Analysts. Council’s Delivery Program acknowledges the important role of advocacy as one of only 27 Term

Achievements for the Council Term.Representation: Council’s Mayor, Clr Khal Asfour was appointed to the inaugural Board of Local Government NSW. Council staff was recognised for outstanding contributions and achievements of women in local

government at the sixth annual Ministers’ Awards for Women in Local Government. Bankstown Council is represented on the Public Value Project Working Party, led by the Local

Government Business Excellence Network (LGBEN) with support from the Australian Centre ofExcellence Local Government (ACELG).

Community Concerns/Projects: Conscientious lobbying resulted in the receipt of funds from Infrastructure Australia to upgrade “the

last mile” to the Chullora Intermodal Terminal. Failure to undertake this work would cost the economyand freight operators millions of dollars, and so this work was considered a significant advocacysuccess. Council was the only local government in Australia to receive funding from this body.

Unwavering efforts with TCorp resulted in a standardised approach to the calculation of depreciationand the life expectancy of Council assets and a vast improvement to Council’s projected financialperformance for 2014-15 and beyond.

Bankstown was successful in receiving funding from the Australian Federal Government to install thefirst tri-generation system for local government in South Western Sydney reducing demand on theelectricity grid by an estimated 40% and realising a Beacon Project highlighted in Bankstown’s firstCommunity Plan published in 2011.

Council was instrumental in legislative changes to crack down on illegal waste and dumpingoperations by introducing jail terms for repeat offenders. Taking the lead on this issue also led theEPA to base the new Inner West RID Squad in Bankstown.

Our approach to advocacy represents and conscious, coordinated and directed utilisation of resources. Rather than resting on traditional reactive advocacy processes our award winning 5 Point Advocacy Plan ensures that: Bankstown City Council, its residents, local businesses and agencies have a stronger, more

coordinated influence on issues that impact our community; We remain a ‘player’, with an early, strong, legitimate voice; Our results are tracked and reported upon to capitalise upon and improve civic leadership outcomes

and the advocacy process.

CULTURE, LEADERSHIP, EXCELLENCE

Bankstown City Council has been recognised as an award winning organisation because of our strong culture and shared purpose.

The driver behind this is the concept of Leadership at all levels. Leadership at all levels is not about having lots of employees at the ready to take on a leadership role. What it is about is having all employees’ take ownership, responsibility and initiative within their own roles, understanding how their role effects others employees, and how each individual employee plays a vital role in delivering on the Community Strategic Plan.

Leadership at all levels drives many of the key activities that Bankstown City Council undertakes to become an excellent organisation, including:

Our annual Employee Opinion Survey (EOS), which allows honest feedback from all employees up to our leaders. This encourages improvement and innovation within the organisation that in turn, benefits the community. Accountability to take action on survey results then falls back on our leaders and employees alike, to make the changes they want to see in the workplace. This plays a big part in trying new ideas, which is what helps us to keep moving towards the vision we want to achieve.

What sets our Employee Opinion Survey apart from the rest is the transparency in sharing the detailed results of the survey with all employees, as well as the honest commitment from our organisation’s leaders to act on survey responses. For example, Safety at Work rated as a high priority for staff in latest surveys and so a targeted campaign was conducted to dramatically improve safety in the workplace. We hoped to achieve a 20% reduction on, what was then, our best ever results. The final results for 2013-14 were outstanding! We achieved a 64% reduction in LTI’s from the previous year and a 50% reduction of the targeted figure.

Our Leadership Development Program, which develops our existing leaders as well as employees who display the drive to enhance their leadership skills with a range of development activities. This includes undertaking a Diploma of Management, 360 degree feedback and most importantly participation in a corporate project – a cross functional project team tackling organisational improvements. Our existing leaders also undertake extensive training and development activities to further enhance their leadership skills, ensuring people management and service delivery remain at the forefront of our their agendas. All of this training encompasses the very best learning & development activities.

Exceed@BCC, is our organisation’s performance development and review process, which was designed in heavy consultation with employees to ensure the process and relating software matched their needs. Three times a year, supervisors and employees meet to discuss employee progress and performance relating to their individual work objectives. This new process allows for better two-way feedback between employees and supervisors and ensures employee objectives, which all relate (directly or indirectly) to our Community Strategic plan, continue to stay front of mind.

All of these activities contribute to our organisation achieving its recently developed Corporate Vision of being A Culture, Place and City of Excellence. With a strong focus on our culture of leadership, it was our organisation’s leaders that developed our Vision because it is up to them to guide their people along this journey. Our new Vision created excitement amongst employees because it made it easier for them to understand and be proud of what our organisation was achieving. The Vision has centred our workforce, and our leaders - it is something that we are striving for, together. It has allowed us to apply our shared Culture, Values and Vision, to truly make a difference to the people of Bankstown.

FINANCIAL MANAGEMENT

Councils are essentially mechanisms to deliver the collective will of the community through the services they provide. Bankstown City Council understands that the delivery of service is dependent on sound financial management.

In 2013-14 Bankstown Council was selected to be on the Office of Local Government Working Group which developed a framework to measure and compare the financial performance of councils. Bankstown Council firmly believes that understanding a council’s financial position is necessary to a stable and confident community. The community wants to be assured that long term, sustainable service delivery will not be affected the financial position of their local government.

Council has approached financial suitability through the lens of efficient financial management and service delivery rather than the lens of increased income. Our approach has proved valid. Bankstown City Council has never applied for a special rate variation above those automatically approved by IPART. While the Sector is looking at charging their community more to provide them the services to which they are accustomed, Bankstown Council is committed to lifting its own financial sustainability burden and ‘twisting tradition’ in the ways it journeys to financial independence.

Council projects that by 2018, it will be debt free. The funds currently diverted to interest and principal repayments will be redirected to capital programs and maintaining service levels. Further to saving funds by reallocating resources, Council is committed to increasing is own source funding which stands well above the industry average at over 70%.

During the 2013-14 financial year, Council continued to meet or exceed benchmarks. The table of strategic indicators and ratios below demonstrates Council’s financial management achievements.

Income Target 2013/2014 Strategic Indicators

Unrestricted Current Ratio Measures Council’s ability to meet debt payments as they fall due >150% 209%

Debt Service Ratio Measures the proportion of revenue required to service the cost of debt

<10% 2.82%

Own Source Operating Revenue Ratio Measures the degree of reliance on funding from external sources > 60% 72%

Operating Surplus/(Deficit) Ratio Measures ability to contain operating expenditure within operating revenues

>(4.0%) (2.7%)

Capital Expenditure Ratio Measures level of annual capital expenditure compared to depreciation

>1.0% 1.9%

Bankstown Council’s record of financial performance is particularly remarkable in light of a 2013-14 capital works budget of well over $60 million dollars, a record in our City’s history, and the opening of a $22 million Library and Knowledge Centre.

Nature of Project Date Completed

Total Cost ($000)

% Council Funds (incl S94)

Source of Council Funds (eg reserves, loans, revenue)

Principal Activity

Liveable

Leisure and Aquatics

Plant Replacement Mar 2014 150 100 Revenue Leisure and Aquatics

Sefton Golf Shop May 2014 80 38 Revenue, Grants

Parks and Recreational Services

Golf Course Improvement Jun 2014 140 100 Revenue Parks and Recreational Services

Tennis Court Resurfacing Mar 2014 120 100 Revenue Parks and Recreational Services

Roof and Gutter Replacement Dec 2013 170 100 Revenue Leisure and Aquatics

Water and Energy Efficiency Planning

Dec 2013 70 100 Revenue Leisure and Aquatics

Pool Fencing Audit Jun 2014 135 100 Revenue Leisure and Aquatics

Learn to Swim Jun 2014 953 100 Revenue Leisure and Aquatics

Accessibility

Bus Stops Jun 2014 50 100 Revenue Roads and Traffic

Kerb Ramp Construction Jun 2014 30 100 Revenue Roads and Traffic

Equal access upgrade at Council Facilities

Dec 2013 50 100 Revenue Parks and Recreational Services

Community Facilities

Public Toilet Refurbishment May 2014 135 93 Revenue, Grants


BCA Compliance Jun 2014 50 100 Revenue Regulatory Compliance


Total Cost ($000)



Principal Activity

Liveable Graffiti Management Jun 2014 400 100 Revenue Waste and

City Cleaning Services

Parks and Sportsfields

Kiosk Refurbishment Apr 2014 80 100 Revenue Parks and Recreational Services

Sportsfield Reconstruction May 2014 500 100 Revenue, Reserves


Playground Refurbishment May 2014 250 100 Revenue Parks and Recreational Services

Community Wellbeing

Meals on Wheels Jun 2014 966 100 Revenue Community Services

Immunisation Program Jun 2014 113 100 Revenue Community Services

Family Activities Mar 2014 120 100 Revenue Community Services

Food Education Compliance Program

Jun 2014 150 100 Revenue Regulatory Compliance

Community Grants Sponsorship Jun 2014 610 100 Revenue Community Services

Youth Plan Jun 2014 18 100 Revenue Community Services

Midnight basketball Jun 2014 35 100 Revenue Community Services

Bankstown Cultural Promotion Jun 2014 40 100 Revenue Arts and Cultural Services

Support SES Jun 2014 170 100 Revenue Emergency Management


Total Cost ($000)



Principal Activity

Invest

Town Centre Improvements

Revesby Mar 2014 350 100 Revenue, S94, Reserves

Town Centre Management

Panania Dec 2013 300 100 Reserves Town Centre Management

Birrong Jun 2014 1000 100 S94, SW Levy, Reserves


Chester Hill Jun 2014 50 100 S94 Town Centre Management


Knowledge Centre Asset Management Plan Development

Jun 2014 60 100 Revenue Library Services

Chester Hill Library Asset Management Plan

Apr 2014 60 100 Revenue Library Services

Traffic Management Industrial Centre Improvements Jun 2014 150 100 S94 Roads and

Traffic

Technological Enhancement State of the Art Technology at the Library and Knowledge Centre

Mar 2014 360 100 Revenue Corporate Support

Bankstown Digital Branding Jun 2014 180 100 Revenue Communications and Economic Development

E-Planning Initiatives Jun 2014 100 100 Revenue Development Services


Total Cost ($000)



Principal Activity

Invest

Economic Development Business Advisory Services Jun 2014 320 100 Revenue Communicati

ons and Economic Development

Employment Opportunity Education

Jun 2014 90 100 Revenue Corporate Support

Community Safety

Scores on Doors Jun 2014 125 100 Revenue Regulatory Compliance

Libraries

Resource Replacement Jun 2014 500 100 Revenue Library Services

CBD Domain Improvements

CBD Car Park Lighting program Jun 2014 373 18 Revenue, Grants, Reserves

Roads and Traffic

Parkland Embellishment Jun 2014 50 100 Reserves Town Centre Management

General Streetscape Works Mar 2014 1050 100 S94, Reserves


Bankstown Knowledge Centre adjacent Car Park

Mar 2014 300 100 Reserves Property Services


Total Cost ($000)



Principal Activity

Green

Bushland Regeneration

Bush Regeneration and Revegetation Programme

Jun 2014 250 100 Revenue Environment and Sustainability

Kelso Waste Management Facility

Jun 2014 160 100 Reserves Environment and Sustainability

Drainage Improvement Christina Road Open Channel Jun 2014 60 100 Revenue, SW

Levy Stormwater Management

Marion Street Jun 2014 175 100 SW Levy Stormwater Management

Emery Street Rain Garden Jun 2014 130 100 Revenue, SW Levy


Georges River Bank Stabilisation

Apr 2014 80 100 SW Levy Stormwater Management

Green Infrastructure Design Jun 2014 200 100 Revenue,S94, SW Levy


Sefton Golf Course Water Harvesting

Jun 2014 600 100 Revenue, SW Levy


Stormwater harvesting Jun 2014 20 100 SW levy Stormwater Management

Sportsfields Mar 2014 20 100 Revenue Stormwater Management

Community Sustainability Initiatives

Backyard Biodiversity Program Jun 2014 28 100 Revenue Environment and Sustainability

Community Sustainability Education

Mar 2014 1 100 Revenue Environment and Sustainability

Business Sustainability Partnerships

Feb 2014 2 100 Revenue Environment and Sustainability

Wheelie Good Program Jun 2014 77 50 Domestic Waste Charge



Total Cost ($000)



Principal Activity

Green

Corporate Sustainability Initiatives

Environmental Tracking Jun 2014 20 0 Grant Environment and Sustainability

Environmental Enhancement Lake Gillawarna Jan 2014 885 100 Section 94,

Stormwater Levy



Total Cost ($000)



Principal Activity

Connected

Black Spot Program

Brunker Road - Ferrier Road - Intersection Treatments

Jun 2014 393 0 Grants Roads and Traffic

Chapel Road Intersections Treatments

Feb 2014 320 0 Grants Roads and Traffic

Glassop Street - Islands at Dutton Street

May 2014 60 0 Grants Roads and Traffic

Boardwalk Improvement Program

Boardwalk Upgrade & Replacement

Jul 2013 40 100 Revenue Roads and Traffic

Footpath Maintenance

Trip Grinding Program Jun 2014 150 100 Revenue Roads and Traffic

Kitchener Parade Jun 2014 157 100 Revenue Roads and Traffic

Rickard Road Apr 2014 70 100 Revenue Roads and Traffic

Gibson Avenue Sep 2013 70 100 Revenue Roads and Traffic

Hume Highway Mar 2014 43 100 Revenue Roads and Traffic

Rose Street May 2014 20 100 Revenue Roads and Traffic

Kerb and Gutter

Lawson Street Oct 2013 157 100 Revenue Roads and Traffic

Malvern street Nov 2013 125 100 Revenue Roads and Traffic

Footpath Construction

Mons Street May 2014 80 100 Revenue Roads and Traffic

Buist street May 2014 77 100 Revenue Roads and Traffic

Sinai Avenue May 2014 60 100 Revenue Roads and Traffic


Total Cost ($000)



Principal Activity

Connected Barkl Avenue Apr 2014 53 100 Revenue Roads and

Traffic Chaseling Street May 2014 50 100 Revenue Roads and

Traffic Elliott Street Jun 2014 45 100 Revenue Roads and

Traffic Heindrich Avenue May 2014 35 100 Revenue Roads and

Traffic Chertsey Avenue Dec 2013 32 100 Revenue Roads and

Traffic Lambeth Street June 2014 28 100 Revenue Roads and

Traffic Chertsey Avenue Dec 2013 27 100 Revenue Roads and

Traffic Scott Street Mar 2014 19 100 Revenue Roads and

Traffic

Pavement Maintenance Wollongbar Avenue Rehabilitation

Jan 2014 430 100 Revenue Roads and Traffic

Bertram Street Rehabilitation Jul 2013 393 100 Revenue Roads and Traffic

Ian Crescent Rehabilitation Jul 2013 38 9 Revenue, Grants

Roads and Traffic

Brancourt Avenue Rehabilitation Jan 2014 251 100 Revenue Roads and Traffic

Iluka Street Rehabilitation Aug 2014 246 100 Revenue Roads and Traffic

Emery Avenue Rehabilitation Mar 2014 180 100 Revenue Roads and Traffic

Shackleton Avenue Resurfacing Jun 2014 116 100 Revenue Roads and Traffic

Pavement Resurfacing – Heavy Patching

Jun 2014 900 100 Revenue, S94 Roads and Traffic

Tower Street Resurfacing May 2014 280 4 Revenue, Grants

Roads and Traffic


Total Cost ($000)



Principal Activity

Connected Ryan Road Resurfacing Aug 2013 250 100 Revenue Roads and

Traffic Uranus Road Resurfacing Oct 2013 237 100 Revenue Roads and

Traffic Tempe Street Resurfacing Aug 2013 236 100 Revenue Roads and

Traffic Nockolds Street Resurfacing Aug 2013 209 100 Revenue Roads and

Traffic North Terrace Resurfacing Jul 2013 194 100 Revenue Roads and

Traffic Amaroo Ave Resurfacing Oct 2013 182 100 Revenue Roads and

Traffic Needlewood Grove Resurfacing Apr 2014 128 100 Revenue Roads and

Traffic Blanc Avenue Resurfacing Jul 2013 116 100 Revenue Roads and

Traffic

Blamey Place Resurfacing Feb 2014 70 100 Revenue Roads and Traffic

Park Signage

Corporate Sign Replacements Jun 2014 100 100 Revenue Parks and Recreational Services

Traffic Calming

Memorial Drive Oct 2013 80 100 Revenue Roads and Traffic

Rose Street May 2014 62 100 Revenue Roads and Traffic

Punchbowl LATM Jun 2014 60 100 Revenue Roads and Traffic

Revesby Central LATM May 2014 50 100 Revenue Roads and Traffic

Clancy Street Apr 2014 46 100 Revenue Roads and Traffic

Koala Road Nov 2013 35 100 Revenue Roads and Traffic


Total Cost ($000)



Principal Activity

Connected Orchard Road Apr 2014 30 100 Revenue Roads and

Traffic NE Greenacre LATM Nov 2013 30 100 Revenue Roads and

Traffic Condell Park LATM Nov 2013 30 100 Revenue Roads and

Traffic Manahan Street May 2014 30 100 Revenue Roads and

Traffic Greenacre Schools Study Nov 2013 25 100 Revenue Roads and

Traffic Doyle Road Nov 2013 24 100 Revenue Roads and

Traffic Rodd Street Apr 2014 20 100 Revenue Roads and

Traffic Killara Avenue Oct 2013 20 100 Revenue Roads and

Traffic

Simmons Street Mar 2014 20 100 Revenue Roads and Traffic

Buist Street May 2014 13 100 Revenue Roads and Traffic

William Street Guardrail Feb 2014 100 100 Revenue Roads and Traffic

Car Park Improvements

Vale of Ah Feb 2014 50 100 Revenue Roads and Traffic


Total Cost ($000)



Principal Activity

Lead

Business Improvement Business Excellence Jun 2014 205 100 Revenue Governance

and Strategy

Integrated Planning Jun 2014 200 100 Revenue Governance and Strategy

Asset Management Strategy Jun 2014 90 100 Revenue Governance and Strategy

Workforce Strategy Jun 2014 110 100 Revenue Corporate Support

Risk Management Strategy Jun 2014 120 100 Revenue Corporate Support

Community Engagement Jun 2014 441 100 Revenue Governance and Strategy

Advocacy

Bankstown Airport Taskforce Jun 2014 30 100 Revenue Governance and Strategy

Public Transport and Traffic Flow Jun 2014 25 100 Revenue Roads and Traffic

Bankstown Strategic Interests Jun 2014 120 100 Revenue Governance and Strategy

Financial Sustainability

Pricing Policy Review Jun 2014 50 100 Revenue Corporate Support

Community Education

Civic Education Program Jun 2014 23 100 Revenue Arts and Culture

Corporate Infrastructure

Civic Tower Improvements Mar 2014 650 60 Grants, Reserves

Property Services

Corporate Information Infrastructure

Jun 2014 1700 100 Revenue, Reserves

Property Services


Total Cost ($000)



Principal Activity

Lead Plant and vehicle Jun 2014 7200 100 Reserves Corporate

Support

Communications Infrastructure Jun 2014 8 100 Reserves Property Services

Depot Works Jun 2014 75 100 Reserves Property Services

Nature of Project % Completed 30 June 2014

Total Cost ($000)



Principal Activity

Liveable

Leisure and Aquatics Birrong Pool Upgrade 10 400 100 Revenue Leisure and

Aquatics

Community Planning

Local Area Plans 30 800 100 Revenue City Planning

Environmental Plan 80 200 100 Revenue Environment and Sustainability

S94a Contributions Plan 10 200 100 Revenue Development Services

City Lights Master Plan 70 465 100 Revenue Town Centre Management


Installation of Residual Current Devices

67 170 100 Revenue Property Services

Public Toilet Vandal Proofing 50 50 100 Revenue Parks and Recreation Services

Parks and Sportsfields

Lighting Upgrades 80 350 100 Revenue Parks and Recreation Services

Jensen Oval Grandstand 95 550 90 Revenue, Grant

Parks and Recreation Services

Bogabilla Reserve Amenities Building

40 370 100 Revenue, Sec 94


Bankstown Memorial Gardens 25 528 100 Reserves, Sec 94


Invest

Libraries

Panania Library upgrade 45 150 100 Reserves Library Services


Total Cost ($000)



Principal Activity

Economic Development UWS- BCC Partnership Agreement

60 8 100 Revenue Communications and Economic Development

Economic Development Strategy 90 25 100 Revenue Communications and Economic Development

Green

Environmental Enhancement Maluga Passive Parks Environmental Enhancement

10 1200 100 Revenue, Stormwater Levy


Drainage Improvement Bennett Street Upgrade 30 98 100 Stormwater

Levy Environment and Sustainability

Community Sustainability Initiatives Public Place Bin Policy 15 1 100 Revenue Waste and City

Cleaning Services

Corporate Sustainability Initiatives

Waste and Sustainability Improvement Plan

85 160 90 Revenue, Grants


Trigeneration 10 4,245 33 Reserves, Grants


Kelso Waste Precinct 45 217 100 Reserves Waste and City Cleaning Services

Connected

Traffic Calming

Old Kent Roundabout 90 100 100 Revenue Roads and Traffic

Boardwalk Maintenance Program

Boardwalk and Park Bridges 15 40 100 Revenue Roads and Traffic


Total Cost ($000)



Principal Activity

Car Park Improvements

Greenfield Parade 80 150 100 Reserves Roads and Traffic

Footpath Construction

Fenwick Street 50 175 100 Revenue Roads and Traffic

Pavement Maintenance

Marion Street Rehabilitation 50 1400 50 Revenue, Grants

Roads and Traffic

Transport Planning

Transport Strategy – Parking review, cycling and pedestrian movements

50 200 100 Revenue Roads and Traffic

Road Safety Planning

Road Safety Strategic Plan 90 55 100 Revenue Roads and Traffic

Lead

Business Improvement Service Reviews 30 60 100 Revenue Governance and

Strategy

Asset Management Improvement Plan


Asset Management System Upgrade


Cultural Strategy 15 10 100 Revenue Community Services

Facilities Booking System 40 100 100 Revenue Corporate Support

Information Management Strategy

35 40 100 Revenue Corporate Support

Innovative Ideas Program 80 20 100 Revenue Governance and Strategy

2014 Australian Institute of Public Administration (IPAA) Young Leader Award (NSW Division) Winner

2014 LGMA Management Challenge – NSW 3rd place

2014 LGMA NSW Excellence Awards Highly Commended - Wheel Good Compost and Mulch Program Highly Commended – Workforce Management – Exceed@BCC

2014 Local Government Arts and Culture Awards - Community Participation in Arts and Culture: Multicultural Arts Award Winner – Bankstown Arts Centre CrossCurrents: Stories of Water program

2014 Government Communications Australia - Awards for Excellence Winner - Bankstown 5-Point Advocacy Plan

2014 United Nations of Australia World Environment Day Awards Finalist – Bankstown Library and Knowledge Centre

2014 Ministers Award for Women in Local Government - Non senior staff member in a Metro Council Highly Commended

2013 NSW Food Authority’s Food Surveillance Champion’s Award – Group: City Joint Winner with City of Sydney

2013 Green Globe Award – Waste and Recycling Category Winner – Wheelie Good Compost and Mulch Program

2013 Mayor elected to serve as a Director on the first LGNSW Board

2013 Australian Trainee Awards – Winner - Australian Apprentice (Trainee) of the Year Winner – NSW Trainee of the Year Winner - South Western Sydney Institute Trainee of the Year

2013 National Awards for Local Government – Women in the Community Category Winner - Bankstown Children and Families Hub

2013 Ministers Award for Women in Local Government - Non senior staff member in a Metro Council Highly Commended

2013 Australian Organics Recycling Association – Community Education Highly Commended - Wheelie Good Compost and Mulch Program

2013 Australian Institute of Landscape Architects (AILA) National Conference Field Trip to Gazzard Park Yagoona. This venue was selected as a great example of an

economically responsible and achievable, socially inclusive playground which was deliveredafter an extensive consultation process

1. Income Statement and Statement of Comprehensive Income2. Statement of Financial Position3. Statement of Changes in Equity4. Statement of Cash Flows5. Note 6(a) Cash and Cash Equivalents6. Note 6(b) Investments and Note 6(c) Restricted Cash, Cash Equivalents and Investments7. Note 13 Statement of Financial Performance Measures8. Special Purpose Financial Statement – Statement of Financial Performance by Business

Activities – Not Applicable to Bankstown9. Special Schedules 3,4,5 & 6 – Not Applicable to Bankstown

Weblink to latest Quarterly Review: www.bankstown.nsw.gov.au/MeasuringPerformance

http://www.bankstown.nsw.gov.au/MeasuringPerformance

Bankstown City CouncilIncome Statementfor the year ended 30 June 2013

OriginalBudget* Notes Actual Actual

2013 2013 2012

($'000) ($'000) ($'000)

Income from Continuing Operations

Revenue101,674 Rates and Annual Charges 3a 101,888 97,29610,103 User Charges and Fees 3b 10,396 9,9305,835 Interest and Investment Revenue 3c 5,132 5,9999,079 Other Revenues 3d 9,840 8,723

11,132 Grants & Contributions Provided for Operating Purposes 3e,f 11,717 14,1524,063 Grants & Contributions Provided for Capital Purposes 3e,f 8,182 8,478

Other Income- Net Gain from the Disposal of Assets 5 350 -

Shares of Interest in Joint Ventures and Associates- Using the Equity Method 19 - -

141,886 Total Income from Continuing Operations 147,505 144,578

Expenses from Continuing Operations

59,451 Employee Benefits and On-costs 4a 57,511 55,722933 Borrowing Costs 4b 1,291 1,531

23,538 Materials and Contracts 4c 22,986 23,43837,854 Depreciation and Amortisation 4d 33,672 38,429

- Impairment 4d - -29,713 Other Expenses 4e 31,437 28,417

- Interest and Investment Losses 3c - -- Net Loss from the Disposal of assets 5 - 103

Net Shares of Interest in Joint Ventures and Associates- Using the Equity Method 19 - -

151,489 Total Expenses from Continuing Operations 146,897 147,640

(9,603) Operating Result from Continuing Operations 608 (3,062)

Attributable to:(9,603) - Council 608 (3,062)

- - Non-Controlling Interests - -

Net Operating Result for the Year Before Grants and (13,666) Contributions Provided for Capital Purposes (7,574) (11,540)

*Original Budget as approved by Council - refer Note 16

The above Income Statement should be read in conjunction with the accompanying notes.

Bankstown City CouncilStatement of Comprehensive Incomefor the year ended 30 June 2013

Notes Actual Actual2013 2012

($'000) ($'000)

Net Operating Result for the Year - from Income Statement 608 (3,062)

Other Comprehensive Income - Amounts which will not be reclassified subsequently to

operating result

Gain (loss) on revaluation of infrastructure, property, plant andequipment 20b 272,614 -Adjustments to correct prior period errors 20d 3,051 -De-recognition of land under roads 20f - -

Adjustment due to Voluntary Changes in Accounting Policies 20e - 3,386 - Amounts which will be reclassified subsequently to operating

result when specific conditions are met

Gain (loss) on revaluation of available for-sale investments 20b - -Realised available-for-sale investment gains recognised in revenue 20b - -

Total Other Comprehensive Income for the Year 275,665 3,386

Total Comprehensive Income for the Year 276,273 324

Attributable to:- Council 276,273 324- Non-Controlling Interests - -

The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Bankstown City CouncilStatement of Financial Positionas at 30 June 2013

Notes Actual Actual2013 2012

($'000) ($'000)

ASSETS

Current AssetsCash and Cash Equivalents 6a 17,159 19,792Investments 6b 32,368 46,065Receivables 7 9,777 8,675Inventories 8 420 397Other 8 1,042 1,016Non-Current Assets Classified As Held For Resale 21 85 -

Total Current Assets 60,851 75,945

Non-Current AssetsInvestments 6b 30,500 25,000Receivables 7 1,691 1,679Inventories 8 - -Infrastructure, Property, Plant and Equipment 9 2,078,507 1,790,846Investments Accounted for Using Equity Method 19 - -Investment Properties 14 4,320 4,130Other 8 - -

Total Non-Current Assets 2,115,018 1,821,655

Total Assets 2,175,869 1,897,600

LIABILITIES

Current LiabilitiesPayables 10 14,985 10,223Borrowings 10 3,297 3,834Provisions 10 32,833 32,022

Total Current Liabilities 51,115 46,079

Non-Current LiabilitiesPayables 10 91 -Borrowings 10 7,465 10,761Provisions 10 7,950 7,785

Total Non-Current Liabilities 15,506 18,546

Total Liabilities 66,621 64,625

Net Assets 2,109,248 1,832,975

EQUITY

Retained Earnings 20 1,147,329 1,134,547Revaluation Reserves 20 961,919 698,428Council Equity Interest - -Non-Controlling Equity Interest - -

Total Equity 2,109,248 1,832,975

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

Bankstown City CouncilStatement of Changes in Equityfor the year ended 30 June 2013

Actual Actual2013 2012

($'000) ($'000)

Notes Ref.

Retained Earnings

Asset Revaluation

Reserve

Other Reserves

Council Equity

Interest

Minority Interest

Total Equity

Retained Earnings

Asset Revaluation

Reserve

Other Reserves

Council Equity

Interest

Minority Interest

Total Equity

Opening Balance 20 1,134,547 698,428 - 1,832,975 - 1,832,975 1,133,920 698,731 - 1,832,651 - 1,832,651

Correction of Errors - - - - - - - - - - - -Changes in Accounting Policies - - - - - - - - - - - -Restated Opening Balance 20 1,134,547 698,428 - 1,832,975 - 1,832,975 1,133,920 698,731 - 1,832,651 - 1,832,651

Net Operating Result for the Year 20 608 - - 608 - 608 (3,062) - - (3,062) - (3,062)Other Comprehensive Income 20 12,174 263,491 - 275,665 - 275,665 3,689 (303) - 3,386 - 3,386Total Comprehensive Income 20 12,782 263,491 - 276,273 - 276,273 627 (303) - 324 - 324

Closing Balance 20 1,147,329 961,919 - 2,109,248 - 2,109,248 1,134,547 698,428 - 1,832,975 - 1,832,975

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Bankstown City CouncilStatement of Cash Flowsfor the year ended 30 June 2013

Budget Notes Actual Actual2013 2013 2012

($'000) ($'000) ($'000)

Cash Flows from Operating Activities

Receipts101,674 Rates and Annual Charges 101,609 97,393

10,103 User Charges and Fees 10,066 9,6565,835 Investment Revenue and Interest 5,176 7,393

15,195 Grants and Contributions 20,010 21,4849,079 Other 9,078 10,667

Payments57,270 Employee Benefits and On-costs 56,761 54,61523,538 Materials and Contracts 18,858 24,619

933 Borrowing Costs 942 1,215Bonds, Deposits & Retention Amounts Refunded - 178

29,713 Other 30,972 29,178

30,432 Net Cash Provided by (or Used in) Operating Activities 11b 38,406 36,788

Cash Flows from Investing Activities

Receipts- Sale of Investments 73,351 107,000- Sale of Investment Property - -- Sale of Real Estate Assets - -

3,053 Sale of Infrastructure, Property, Plant & Equipment 2,840 2,253- Sale of Interest in Joint Ventures/Associates - -- Proceeds from Boundary Adjustments - -- Other - -

Payments- Purchase of Investments 65,000 89,021- Purchase of Investment Property - -

33,134 Purchase of Infrastructure, Property, Plant & Equipment 48,397 36,749- Purchase of Real Estate - -- Purchase of Interest in Joint Ventures/Associates - -

Other - -

(30,081) Net Cash Provided by (or Used in) Investing Activities (37,206) (16,517)

Cash Flows from Financing Activities

Receipts- Borrowings and Advances - -- Other - -

Payments3,833 Borrowings and Advances 3,833 4,656

- Lease Liabilities - -- Other - -

(3,833) Net Cash Provided by (or Used In) Financing Activities (3,833) (4,656)

(3,482) Net Increase/(Decrease) in Cash and Cash Equivalents (2,633) 15,61519,792 Cash and Cash Equivalents at Beginning of Reporting Period 11(a) 19,792 4,17716,310 Cash and Cash Equivalents at End of Reporting Period 11(a) 17,159 19,792

The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

Note 6(a)Cash and Cash Equivalents

Actual Actual2013 2012

($'000) ($'000)

Cash at Bank and on Hand 1,254 1,239Deposits at Call 15,905 18,553

Total Cash and Cash Equivalents 17,159 19,792

Note 6(b)Investments

The following financial assets are held as investments:

Actual Actual Actual Actual

Current Non Current Current Non Current

2013 2013 2012 2012($'000) ($'000) ($'000) ($'000)

Financial Assets at Fair Value Through Profit and Loss - Held for Trading* - - - -Held to Maturity Investments 32,368 30,500 46,065 25,000Available for Sale Financial Assets - - - -

Total 32,368 30,500 46,065 25,000

Financial Assets at Fair Value ThroughProfit and Loss - Held for TradingAt Beginning of Year - - - -Revaluation to Income Statement - - - -Additions - - - -Disposals (Sale/Redemption) - - - -

At End of Year - - - -

Comprising of: - Managed Funds - - - - - CDO's - - - - - FRN's - - - - - Listed Equity Securities - - - -

Total - - - -

Held to Maturity InvestmentsAt Beginning of Year 46,065 25,000 78,044 11,000Amortisation of Discounts and Premiums - - - -Additions 41,500 23,500 75,021 14,000Disposals (66,697) (6,500) (107,000) -Transfers to Current at end of year 11,500 (11,500) - -At End of Year 32,368 30,500 46,065 25,000

Comprising of: - Government Bonds - - - 3,000 - Term Deposits 32,368 27,500 46,065 20,500 - FRN - 3,000 - 1,500

Total 32,368 30,500 46,065 25,000

Available for Sale Financial AssetsAt Beginning of Year - - - -Additions - - - -Disposals - - - -Revaluation to Equity - - - -At End of Year - - - -

Comprising of: - Equity Linked Notes - - - -Total - - - -

* Fair values for all investments in this Category are determined by quoted prices in active markets for identical investments.

Note 6(c)Restricted Cash, Cash Equivalents and Investments

Actual Actual Actual ActualCurrent Non Current Current Non Current

2013 2013 2012 2012($'000) ($'000) ($'000) ($'000)

Total Cash, Cash Equivalents and Investments 49,527 30,500 65,857 25,000

External Restrictions 11,714 17,536 12,046 25,000 Internal Restrictions 30,604 12,964 49,151 - Unrestricted 7,209 - 4,660 -

Total 49,527 30,500 65,857 25,000

Note 6(c)Restricted Cash, Cash Equivalents and Investments (continued)

NotesClosing Balance 30/06/12

Transfers to

Restrictions

Transfers from

Restrictions

Closing Balance 30/06/13

$,000 $,000 $,000 $,000 EXTERNAL RESTRICTIONS Included in Liabilities Self Insurance Claims [A] 3,565 - 1,697 1,868

3,565 - 1,697 1,868 Other Specific Purpose Unexpended Grants [B] 6,937 17,565 19,548 4,954 Contributions - Developer - Sec 94A [C] 4,757 2,588 2,588 4,757 Contributions - Developer - Sec 94A - Library [C] 6,740 404 6,114 1,030 Contributions - Developer - Sec 93F Planning Agreements [C] 400 - 40 360 Town Centre Improvement Rate - Special Rate [D] 820 560 8 1,372 Domestic Waste Management [E] 11,199 13 - 11,212 Storm Water Levy 2,628 2,024 955 3,697 Total 33,481 23,154 29,253 27,382

Total External Restrictions 37,046 23,154 30,950 29,250

INTERNAL RESTRICTIONS Liabilities - Employee Leave Entitlements 8,500 - - 8,500 Liabilities - Holding Deposits 819 31 - 850 Liabilities - Loan Repayment Reserve 1,735 - - 1,735 Liabilities - Public Reserves Management Fund 113 - - 113 Asset Replacement Reserve - Depot 358 50 60 348 Asset Replacement Reserve - General 11,489 - 1,786 9,703 Asset Replacement Reserve - Civic Tower 256 964 291 929 Asset Replacement Reserve - Motor Vehicles 1,233 3,264 3,433 1,064 Asset Replacement Reserve - Information Technology 1,285 900 1,114 1,071 Asset Replacement Reserve - Plant & Equipment 2,804 2,302 3,072 2,034 Asset Replacement Reserve - Veledrome 220 20 - 240 Asset Replacement Reserve - Deepwater Park 436 - 436 - Asset Replacement Reserve - District Libraries 676 750 621 805 Asset Replacement Reserve - Central Library 4,196 1,000 4,000 1,196 Asset Replacement Reserve - All Tennis Courts 21 - - 21 Asset Replacement Reserve - Future Fund 425 1,839 - 2,264 Asset Replacement Reserve - Deferred Projects (GF) - 550 - 550 Town Centres - CBD - Improvement Programme 1,198 - 376 822 Town Centres - CBD - Maintenance Reserve 253 500 426 327 Town Centres - Other - Improvement Programme 1,654 800 1,232 1,222 Community Services - Yagoona Senior Citizens 1 - - 1 Community Services - Bill Lovelee Community Hall 12 - - 12 Community Services - Chester Hill Senior Citizens 18 - - 18 Community Services - Bankstown Senior Citizens 33 - - 33 Community Services - Georges Hall Community Centre 19 - - 19 Councillor Reserve - North - 15 7 8 Councillor Reserve - South - 15 8 7 Councillor Reserve - East 13 15 14 14 Councillor Reserve - West 23 15 32 6 Other - Animal Control Reserve 202 - - 202 Other - Grants Program 206 - 74 132 Other - Land Investment Fund - General 4,408 13 256 4,165 Other - Land Investment Fund - Community 705 - - 705 Other - Council Elections 650 150 710 90 Other - Contingent Insurance Reserve 700 - - 700 Other - Georges River Footbridge Maintenance Reserve 26 13 - 39 Other - Energy Efficiency Reserve 26 50 - 76 Other - Carryover Works 4,438 3,547 4,438 3,547 Total Internal Restrictions 49,151 16,803 22,386 43,568

TOTAL RESTRICTIONS 86,197 39,957 53,336 72,818

[A] Self Insurance Liability resulting fom reported claims or incurred claims not yet reported[B] Grants which are not yet expended for the purposes for which the grants were obtained.[C] Development Contributions which are not yet expended for the provision of services and amenities in accordance with contribution plans.[D] Town Centre Improvement Rate - (Special Rate) levied on specific properties in the CBD for embellishing infrastructure assets .[E] Domestic Waste Management Fund (DWM) are externallly restricted assets which must be applied for the purposes for which they are raised.

Note 13(a)Statement of Performance Measures - Consolidated Result

Amounts Current 2012 2011Year

($,000) Indicators Indicators Indicators

1. UNRESTRICTED CURRENT RATIO

Current Assets less all External Restrictions (1) 47,040 186% 296% 284%Current Liabilities less Specific Purpose Liabilities (2),(3) 25,235

2. DEBT SERVICE RATIO

Net Debt Service Cost 4,760 3.5% 4.4% 5.7%Revenue from Continuing Operations excluding 136,068Capital Items and Specific Purpose Grants / Contributions

3. RATE COVERAGE RATIO

Rates and Annual Charges 101,888 69.1% 67.3% 67.8%Revenue from Continuing Operations 147,505

4. RATES & ANNUAL CHARGEOUTSTANDING PERCENTAGE

Rates and Annual Charges Outstanding 5,131 4.8% 4.7% 5.0%Rates and Annual Charges Collectable 107,522

Rates and Annual Charges Outstanding (4) 3,376 3.1% 3.0% 3.3%Rates and Annual Charges Collectable 107,522

5. BUILDING AND INFRASTRUCTURERENEWALS RATIO (5)

Asset Renewals (Building and Infrastructure) 15,135 71.7% 60.4% 78.4%Depreciation, Amortisation and Impairment 21,102(Building and Infrastructure)

(1) Refer to Notes 6 -8 inclusive(2) Refer to Note 10(a)(3) In total, $24.3M of ELE has been transferred out in determining Council's Current Liabilities as they are not expected to be paid within 12 months.(4) Adjusted for Council & Legislative Requirements (ie. oustanding pensioner related rates and annual charges)(5) Refer Note 9(a) & Notes 3

2013-14 was a great year for Bankstown. Our successes are being talked about amongst our staff, within the City and across the Local Government Sector as we have shown ourselves to be leaders, innovators, and changemakers by the twisting of traditions.

We are in demand!

If you want : a DA processed in one of the fastest times in NSW; to play Midnight Basketball in the biggest program in Australia; to visit a new $22M state-of-the-art Library and Knowledge Centre; a key speaker for the National Best Practice in Local Government Conference; to be at the forefront of sustainability projects like tri-generation, biobanking or sustainability

bonuses; to know how to complete a $60M capital works program (the largest in Council’s history) while

not increasing rates beyond that approved by the Minister; to discuss the fastest growing learn-to-swim program in local government to connect with new and innovative digital media platforms; to learn about a trademarked recycling program; to talk to a 2013 Food Surveillance Champion or one of the inaugural members of the Local

Government Board; to lead the way in continuous improvement or smash WHS targets by a massive 65% to eat at one of Sydney’s premier food festivals; or to meet the Australian Institute of Public Administration’s Young Leader of the Year and the

Australian Apprentice /Trainee of the Year;

then come to Bankstown.

We achieved so much success in 2013-14 because we do an honest job, working hard, and telling it straight. And we are not afraid to do things differently. Whether it be using LEAN learning (traditionally a process improvement method for the manufacturing industry) to achieve operational savings; or by challenging accepted systems to achieve better outcomes in advocacy, grant acquisition, prosecution of illegal dumping, inspection of food premises, financial sustainability and, asset management; Bankstown Council recognises that it must be open to change, flexible in approach and willing accept and promote new ways of thinking.

Bankstown has always respected Local Government as the best and only Sector to provide some of the most critical services required by local communities. We do not make change just for the sake of it, recognising the traditional practices have yielded great results for more than a century. Our Sector however is facing numerous pressures which mean we have to take a good thing and make it even better. And at Bankstown we are not afraid of that. We demonstrate in this submission that we squeeze the most out of every project to gain multiple outcomes for the City and Council.

The projects in this submission shine the light on the main, but certainly not all, the great achievements of Bankstown Council in 2013-14. Our strong work over such a diverse range of services places us in an enviable position for the challenging times facing our Sector.

As a “Culture, Place and City of Excellence, we hope that our staff, our community and Sector continue to see us as a leader, an achiever and a twister of traditions for positive change and progress.

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