4 YEAR DELIVERY PROGRAM DRAFT - ANNUAL OPERATIONAL …€¦ · Your voice is the key to our region’s future. 2020 2021. 2 ABOUT THIS PLAN THE DELIVERY PROGRAM ... are built by vision,

KEYCHANGE 2017 - 2027 4 YEAR DELIVERY PROGRAM

DRAFT - ANNUAL OPERATIONAL PLAN 2020/21

LOVE WHERE YOU LIVE!Your voice is the key to our region’s future.

20202021

2

ABOUT THIS PLANTHE DELIVERY PROGRAM

The Delivery Program sits between the Community Strategic Plan (CSP) and Annual Operational Plan (AOP) and outlines what Council will focus on during the elected Councillors’ four-year term of office. It provides more detail than the CSP but less detail than the AOP and is the single point of reference for all activities.

ANNUAL OPERATIONAL PLANThe Annual Operational Plan is a sub-component of the Delivery Program. Simply, it provides greater detail on the activities, projects and services planned for the current financial year. Financial information included in the Operational Plan includes a detailed annual budget, Council’s Revenue Policy (rates, fees and charges) and estimates of income and expenditure.

ACKNOWLEDGEMENT TO COUNTRY

Tamworth Regional Council acknowledges the Gamilaroi/Kamilaroi people, who are the Traditional Custodians of this land. Council would like to pay respect to Elders past and present, and extend that respect to other Aboriginal and Torres Strait Islander peoples living in and visiting our region.

ACKNOWLEDGEMENT TO OUR COMMUNITY

Thank you to all the inspired and responsive members of our community who attended meetings, participated in workshops and forums, completed surveys, and/or logged comments online – your contributions are highly valued.

FEEDBACK

We want to hear from you. Please direct any feedback or suggestions about the Delivery Program or Annual Operational Plan to Council by calling (02) 6767 5555, emailing [email protected] or visiting www.tamworth.nsw.gov.au.

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CONTENTSForeword 4

Our strategic direction 5

How we will measure our success 7

Our strategic framework 8

Financial sustainability 9

Key performance indicators 15

Expenditure by theme 17

AOP - Basic Budget by Delivery Program 18

Capital Works 22

Services – A Spirit of Community 29

Services – A Prosperous Region 38

Services - An Accessible Region 41

Services – A Region for the Future 44

Services – A Region of Progressive Leadership 48

Events 53

Community engagement activities 57

Glossary 58

Acronyms 61

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FOREWORD Council understands that good places to live don’t just happen. Rather, they are built by vision, ideas and a shared commitment for improvement. In 2012 we embarked on an ambitious journey toward a sustainable future through a community-wide plan called Keychange 2013-2023. This was Tamworth Regional Council’s first real strategy that analysed what was important to us as a community and acknowledged the role that both the community and Council play as leaders and stewards in building a better and more sustainable future for our region.

Since then, Council has been working hard on achieving the goals set out by Keychange 2013. With the election of a new Council in September 2016, it was seen as an opportune time to take stock and review the Community Strategic Plan to ensure that it is still relevant and meets with your expectations.

With this in mind, in 2017, we literally took to the streets and asked the community to be bold, to share their hopes, aspirations and vision for our region - our goal being to once again work in partnership to co-create a world-class regional centre that is a great place to live, work, study and visit. And the response we received to this particular engagement project was our most successful to date.

It is widely acknowledged that our region is in transition and this is evidenced by our steady rate of growth and the continued support of the State and Federal Governments in co-funding some major infrastructure projects. We are resilient, have a big heart and take great pride in our towns and villages, and the achievements of our people.

Revitalising Keychange 2017-2027 brought together many individuals from different sectors of our community. Over 1300 clever, creative and civic-minded people interested in and passionate about our future, joined together to share their thoughts, dreams and ideas about what the future should hold for generations to come. Recognising the need to continue to plan for the future, Council has this year embarked on a new journey to develop the strategy needed for the years ahead as we move towards a population of 100,000. This plan is

known as Tamworth Regional Blueprint 100. Extensive community consultation is underway as part of the process to develop the Blueprint and, once completed, it will underpin upcoming Council plans and strategies. While the Blueprint will continue to embody the key aspects of this plan it will also place increased focus on the decisions and plans that need to be made now to ensure a well planned sustainable region in the future with the quality lifestyle we all look for.

We would like to take this opportunity to genuinely thank each of you involved in helping us reshape the Keychange plan. Thank you for your passion, commitment, honesty, time and valuable contribution. The hard work is underway and we would be delighted if you would continue with us on this inspiring journey.

We hope you enjoy reading this plan and its accompanying framework, and we challenge you to identify one area in which you can play an active role in facilitating change. We are excited about the future of our region. Are you?

Back L to R - Cr Russell Webb, Cr Jim Maxwell, Cr Phil Betts (Deputy Mayor), Cr Glenn Inglis, Cr Mark RoddaFront L to R - Cr Charles Impey, Cr Helen Tickle, Cr Col Murray (Mayor) and Cr Juanita Wilson

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KEYCHANGE 2017-2027

Keychange 2017-2027, our revitalised Community Strategic Plan (CSP), articulates the community vision for what our region should be like in 2027 and outlines five interlinked and interdependent key directions under which all planning will occur. Under the five key directions, 14 strategies have been developed providing the operational mechanism—vision, objectives and measures—to achieve the objectives of this plan.

The revitalisation of our Community Strategic Plan will see us move forward together and strongly influence our future, while continuing to recognise and protect our past and the rural landscape in which we live.

OUR STRATEGIC DIRECTION – OVERVIEW

A SPIRIT OF COMMUNITY

Active healthy communities

Promote our region’s heritage, character and culture

Safe places to live, work, play and visit

A strong and diverse economic base

Promote “Destination Tamworth” as a great place to visit, a great place to live

Quality, affordable lifelong education and learning opportunities

Make Tamworth the next major freight distribution centre in Regional NSW

AN ACCESSIBLE REGION

Safe and efficient transport network

Improve choice, availability and quality of transport options for our region

Functional communications and technology for the region

A REGION FOR THE FUTURE

Sound asset and land planning to facilitate future community needs

Promote sustainable living to protect and support our environment, heritage and resources

A REGION OF PROGRESSIVE LEADERSHIP

Community feel well informed, heard, valued and involved in the future of the region

Our region is well led and managed

OUR VISION

KEY THEMES

STRATEGY

A region of opportunity and prosperity, a place to call home

A PROSPEROUS REGION

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TAMWORTH REGIONAL COUNCIL’S DELIVERY PROGRAM

Council’s Delivery Program commenced in 2017/18. The 2020/21 Annual Operational Plan flows on from Keychange 2017-2027 and provides Council with a delivery program to achieve the community’s vision.

Under the normal integrated planning and reporting (IP&R) cycle the Delivery Program would cover a four year period however due to COVID-19 the Local Government Act 1993 has been amended to allow the Local Government Minister a time-limited power to postpone council elections. The postponement of elections will have implications for the current and next IP&R cycle. The current IP&R cycle will be extended for 12 months with the next cycle to be truncated to 3 years. The Office of Local Government will be providing further detailed guidance on this and other changes to statutory timeframes that may become necessary as a result of deferring elections.

The Delivery Program follows the same strategic framework of the Community Strategic Plan, along with the 14 strategies under the five key themes. A number of strategies relate to more than one key direction, but for the purpose of the Delivery Program, strategies have been placed under the key theme that they predominantly contribute to.

The Delivery Program identifies CSP objectives that have been prioritised and these are then translated into yearly actions in the form of the 2020/21 Annual Operational Plan. The Delivery Plan also outlines the budget allocated to each key direction and the strategy and how we will measure our progress.

INTEGRATED PLANNING & REPORTING FRAMEWORK

Council’s planning is governed by the Integrated Planning and Reporting Framework set down by the Office of Local Government.

The planning framework integrates and streamlines our statutory planning and reporting, strengthens our strategic focus and ensures accountability and responsiveness to our community. Underpinned by the Delivery Program and Budget, Keychange 2017-2027 is also supported by a strong resourcing strategy, which includes workforce, long-term financial and asset plans.

KEYCHANGE 2017 - 2027 ASSET MANAGEMENT STRATEGY


KEYCHANGE 2023 REVIEW COMMUNITY ENGAGEMENT STRATEGY 2017


KEYCHANGE 2017 - 2027 LONG-TERM FINANCIAL PLAN


KEYCHANGE 2017 - 2027WORKFORCE MANAGEMENT PLAN


20202021

KEYCHANGE 2017 - 2027 ANNUAL OPERATIONAL PLAN 2020/21 – REVENUE POLICY


KEYCHANGE 2017 - 2027 DRAFT FEES & CHARGES 2020/21


20202021

COMMUNITY STRATEGIC PLAN

Known as Keychange 2017-2027, the CSP is Council’s key planning document for the future. It describes the things that Council stands for, our objectives, the main activities we will complete and how these activities are going to be resourced. Importantly, it also explains how our performance will be measured and reported.

KEYCHANGE 2017 - 2027 COMMUNITY STRATEGIC PLAN


AOP REVENUE POLICY

The Revenue Policy forms part of the Annual Operational Plan for 2020/21 and provides the principles, policies and details of the sources of revenue and funding to be adopted and applied for the year. It also encompasses the detailed budget of income and expenditure for the year.

ASSET MANAGEMENT STRATEGY

Council’s Asset Management Strategy outlines how Council will manage community assets such as roads, footpaths, recreational facilities and parks, buildings and equipment to ensure that it continues to meet the needs of the community — both short and long-term.

COMMUNITY ENGAGEMENT STRATEGY

The Community Engagement Strategy demonstrates Council’s commitment to actively engage the local community through best-practise consultation methods. It sets out clear guidance about how Council will engage with the community and outlines Council’s approach to community engagement including the methodologies, tools and techniques.

2020/21 FEES & CHARGES

Council’s 2020/21 Fees and Charges Schedule details the fee and charge types for all of Council’s services and facilities. This includes but is not limited to animal control fees, camping fees, cemeteries, child care, development applications, library, halls and community centres, sporting facilities, sewerage, waste and water.

LONG-TERM FINANCIAL PLAN

Council’s Long-Term Financial Plan (LTFP) forecasts the financial capacity of the organisation to meet the objectives adopted in the Community Strategic Plan. It is vital for informing both Council and our community about the long-term financial position of our organisation. Council’s Long-Term Financial Plan covers a period of 10 years and will be updated annually following the adoption of each of Council’s Annual Operational Plans.

WORKFORCE MANAGEMENT PLAN

The Workforce Management Plan forms a critical part of Council’s Resourcing Strategy and provides a framework for aligning decisions about human resources (such as recruitment, development, internal deployment, career paths etc.) with outcomes, goals and strategies in the Community Strategic Plan.

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HOW WE WILL MEASURE OUR SUCCESSThe 2020/21 Annual Operational Plan provides Council and the community a view of the services, events and capital works planned for the year ahead.

The Annual Operational Plan is broken into four components, to allow Council to further refine the services delivered and identify ways in which Council can best deliver services to our community.

The four components and their specific Key Performance Indicators (KPIs) are listed below:

Component Key Performance Indicators (KPIs)

Capital works Annual Programs and one-off projects: delivered on time delivered within budget community satisfaction with delivery

Services Metrics defined by service offering: KPIs achieved targets met data gathered to set realistic KPIs

EventsManaged or supported by Council

Annual events and one-off events: delivered on time delivered within budget community satisfaction with events

Engagement activities Engagement activities: responses received from community

Participant, Tamworth Pop-Up Stall

It would be beneficial to see Council’s governance activities as a separate theme, e.g. decision-making, reporting, performance management

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OUR STRATEGIC FRAMEWORK

COMMUNITY STRATEGIC PLAN

DELIVERY PROGRAM AND

ANNUAL OPERATIONAL

PLAN

SERVICES & PROJECTS

REVENUE POLICY

FEES & CHARGES

OTHER PLANS & STRATEGIES

RESO

URC

ING

STR

ATEG

Y ASSET MANAGEMENT STRATEGY - 10 YEARS

WORKFORCE MANAGEMENT PLAN

LONG TERM FINANCIAL PLAN (LTFP) - 10 YEARS

CSP SCORECARD

DP/AOPPROGRESS

REPORT

SCORECARD

ASSET SCORECARD

WORKFORCESCORECARD

QBRS

FINANCE SCORECARD

2017-2021END OF TERM

REPORT

ANNUALREPORT

ANNUALAUDITED

FINANCIAL REPORTS

QUARTERLYCOMMUNITY

SCORE

• the need to close the asset maintenance and renewal ‘funding gap’ (the difference between what should be spent and what is currently spent on asset maintenance and renewal);

• no deterioration in current service;

• disposal of surplus community assets must be converted into acquisition of, and investment into, new community assets;

• Council is open to the exploration of public/private partnerships for major capital projects;

• infrastructure investment decisions will be made on a ‘whole-of-life’ costing basis;

• Council is open to the consideration of ‘special rates’ for individual projects;

• loans will only be considered for new assets; and

• advanced innovation and business improvement in the way Council goes about its business.

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FINANCIAL SUSTAINABILITY In order to optimise long-term financial sustainability, the following principles have guided Council’s decision-making process for determining priorities and inclusions in Council’s Delivery Program. These principles will, in turn, influence the development of Council’s Operational Plan prepared annually:

A beautiful country city - with all the amenity of its cosmopolitan cousins but none of the hectic pressure. A leader in renewable energy and sustainable practises, leafy green areas, walking/cycling paths, ponds, sporting fields, playgrounds, cafes and theatres, diverse recreational activities, good road links, attractive housing developments, a community that pulls together because it believes in itself. Somewhere everyone wants to come - whether for a day, a month or a lifetime. I’d love a university too - but I know I’m being cheeky now!

Participant, Peel Street Markets Pop-Up Stall

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FORECAST BUDGET SUMMARY 2020-2024

The tables below show the budget summary by fund:

General Fund

GENERAL FUND 2020/21 2021/22 2022/23 2023/24

Operating Expenditure 101,403,203 103,498,017 104,330,908 105,780,041

Operating Income (101,024,147) (103,906,076) (105,702,535) (107,570,946)

379,056 (408,059) (1,371,627) (1,790,905)Operating Result before Capital

Capital Income (32,830,824) (6,393,438) (2,616,837) (2,645,654)

Operating Result (32,451,768) (6,801,497) (3,988,464) (4,436,559)

Less: Non-Cash Expenses (24,744,476) (25,512,287) (25,739,375) (25,941,306)

Add: Non-Operating Cash Transactions 3,859,661 (601,201) 4,184,385 3,804,742

Capital Expenditure 59,656,945 25,945,359 22,606,350 19,110,375

Net Cash Result 6,320,362 (6,969,626) (2,937,104) (7,462,748)

Breakup of Cash Result

Current Cash (138,623) (231,444) (204,157) (183,752)

Grants Received (28,000) 24,000 (2,000) (2,000)

Reserves 7,123,562 (5,339,395) (662,148) (4,899,380)

Developer Contributions (636,577) (1,422,787) (2,068,799) (2,377,616)

Loans 0 0 0 0

Net Cash Result 6,320,362 (6,969,626) (2,937,104) (7,462,748)

1110

Water Fund

WATER FUND 2020/21 2021/22 2022/23 2023/24



561,967 (1,090,314) (945,946) (1,633,877)Operating Result before Capital

Capital Income (5,596,047) (1,864,608) (1,901,900) (1,939,937)



Add: Non-Operating Cash Transactions 1,192,760 (6,753,654) 1,302,732 1,413,277


Net Cash Result 16,144,915 (11,110,853) (4,964,417) (5,523,554)


Current Cash (146,606) (374,263) (347,168) (394,773)

Grants Received 0 0 0 0

Reserves 6,416,021 (8,752,740) (2,566,322) (3,010,036)

Developer Contributions 9,875,500 (1,983,850) (2,050,927) (2,118,745)

Loans 0 0 0 0

Net Cash Result 16,144,915 (11,110,853) (4,964,417) (5,523,554)

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Sewer Fund

Please ensure community infrastructure is planned to support our growing region

Participant, Kootingal Pop-Up consultation

SEWER FUND 2020/21 2021/22 2022/23 2023/24



(6,276,970) (7,452,355) (7,359,510) (6,920,902)Operating Result before Capital

Capital Income (943,000) (961,860) (981,097) (1,000,720)



Add: Non-Operating Cash Transactions 2,759,086 (11,280,264) (1,346,123) 3,575,043


Net Cash Result (4,826,949) (6,344,168) (55,496) (1,159,773)


Current Cash (328,075) (477,588) (271,562) (263,246)

Grants Received 0 0 0 0

Reserves (5,961,627) (12,130,920) 486,067 (1,840,892)

Developer Contributions 1,462,753 5,686,540 (962,663) 551,418

Loans 0 577,800 692,662 392,947

Net Cash Result (4,826,949) (6,344,168) (55,496) (1,159,773)

1312

Consolidated Fund

CONSOLIDATED FUND 2020/21 2021/22 2022/23 2023/24



(5,335,947) (8,950,728) (9,677,083) (10,345,684)Operating Result before Capital

Capital Income (39,369,871) (9,219,906) (5,499,834) (5,586,311)



Add: Non-Operating Cash Transactions 7,811,507 (18,635,119) 4,140,994 8,793,062


Net Cash Result 17,638,328 (24,424,647) (7,957,017) (14,146,075)


Current Cash (613,304) (1,083,295) (822,887) (841,771)

Grants Received (28,000) 24,000 (2,000) (2,000)

Reserves 7,577,956 (26,223,055) (2,742,403) (9,750,308)

Developer Contributions 10,701,676 2,279,903 (5,082,389) (3,944,943)

Loans 0 577,800 692,662 392,947

Net Cash Result 17,638,328 (24,424,647) (7,957,017) (14,146,075)

CASH RESERVE BALANCES

These tables show for 2020/21 the net movements to and from cash reserves per fund and the forecast balances:

• Minimum levels of Current Cash reserves are required for short term liquidity;

• Grants, Developer Contributions and Loans must be used for the purpose they were received; and

• Reserves are needed for future commitments mostly related to asset renewals.

General Fund Forecast Opening Balance Forecast Net Movements Closing Balance

Current Cash 5,974,018 138,623 6,112,641

Unexpended Grants 1,113,247 28,000 1,141,247

Reserves 44,468,843 (7,123,562) 37,345,281

Developer Contributions 6,976,896 636,577 7,613,473

Loans 351,067 0 351,067

Water Fund Forecast Opening Balance Forecast Net Movements Closing Balance

Current Cash 2,375,854 146,606 2,522,460

Unexpended Grants 0 0 0

Reserves 15,498,752 (6,416,021) 9,082,731

Developer Contributions 18,655,398 (9,875,500) 8,779,898

Loans 492,125 0 492,125

Sewer Fund Forecast Opening Balance Forecast Net Movements Closing Balance

Current Cash 2,791,381 328,075 3,119,456

Unexpended Grants 469,409 0 469,409

Reserves 40,344,338 5,961,627 46,305,965

Developer Contributions 11,784,389 (1,462,753) 10,321,636

Loans 1,663,683 0 1,663,683

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KEY PERFORMANCE INDICATORS – 2020-2024This table shows industry standard measures of financial performance and position by fund:

Performance Indicator (ratio) Description

Operating Performance Shows the degree that income is below or above the amount required to achieve a balanced budget. The benchmark is greater than 0%.

Debt Service Shows the % of discretionary revenue required to repay the principal and interest on loans.

• Satisfactory – a ratio of less than 10%;• Fair – a ratio between 10% and 20%; and• Of concern – a ratio greater than 20%.

Debt Cover Shows the availability of operating cash to repay the principal and interest on loans. The benchmark is greater than 2.

Own Source Revenue Shows the degree of dependence on external funding sources such as grants. The benchmark is greater than 60%.

Buildings and Infrastructure Renewals

Shows the rate that assets are being renewed compared to the estimated annualised rate of decline. The benchmark is expected to be 100% over time, but will vary year to year depending on the schedule of works required.

GENERAL FUND 2020/21 2021/22 2022/23 2023/24

Operating Performance -0.37% 0.39% 1.30% 1.66%

Debt Service Ratio* 5.57% 21.92% 4.83% 4.18%

Debt Cover Ratio 5.00 1.27 5.82 6.72

Own Source Operating Revenue Ratio 78.98% 80.66% 80.76% 80.86%

Buildings and Infrastructure Renewals 80.30% 71.56% 71.61% 72.75%

*The debt indicators for 2021/22 are affected by the one-off principal repayment of a $16m internal loan.

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WATER FUND 2020/21 2021/22 2022/23 2023/24

Operating Performance -2.79% 4.95% 4.23% 7.16%

Debt Service Ratio 9.66% 8.83% 8.70% 8.73%

Debt Cover Ratio 2.91 3.85 3.75 3.97

Own Source Revenue Ratio 98.96% 99.03% 99.03% 99.03%


SEWER FUND 2020/21 2021/22 2022/23 2023/24

Operating Performance 25.26% 29.53% 28.84% 26.60%

Debt Service Ratio* 19.48% 18.69% 19.97% 20.76%

Debt Cover Ratio 2.96 3.25 3.03 2.78

Own Source Revenue Ratio 99.25% 99.24% 99.24% 99.24%


*Debt levels in the Sewer Fund are high due to loan funding for major network upgrades. This is sufficiently covered by the operating results.

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EXPENDITURE BY THEME

DIRECT NET EXPENDITURE PER THEME

(excluding major capital works)

BREAKDOWN OFOPERATING REVENUE

A SPIRIT OF COMMUNITY 18%

AN ACCESSIBLE REGION 15%

A REGION FOR THE FUTURE 43%

A REGION OF PROGRESSIVE

LEADERSHIP 5%

A PROSPEROUS REGION 19%RATES 25%

ANNUAL CHARGES 25%

OPERATING GRANTS &CONTRIBUTIONS 15%

OTHER REVENUES 5%

INTEREST ON INVESTMENTS 2%

USER CHARGES AND FEES 28%

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COLUMN HEADING DESCRIPTION

Operating Expenses All costs to provide services and operate facilities including depreciation.

Operating Income All income received that is not specifically for asset acquisitions.

Net Operating Result Shows the reliance on General Purpose Income to cover expenses.

Capital Income Income received specifically for asset acquisitions.

Capital Expenditure Costs associated with the renewal, upgrade or acquisition of assets.

Operating Expenditure and Income Includes internal charges which are eliminated in the Forecast report.

ANNUAL OPERATIONAL PLAN – BASIC BUDGET

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Delivery Program

Delivery Program Description Operating Expenses

Operating Income

Net Operating Result

Capital Income

Capital Expenses

Loan Principal Repayments

A1101 Sealed Roads 20,825,680 (12,436,352) 8,389,328 (927,551) 10,255,249 0

A1102 Unsealed Roads 5,107,878 (12,000) 5,095,878 0 2,200,000 0

A1103 Cycleways and Footpaths 251,589 0 251,589 (1,100,000) 1,190,000 0

A1104 Bridges 1,705,658 (48,962) 1,656,696 (6,058,656) 6,731,843 951,409

A1105 Safe, Convenient Car Parking 696,151 (764,430) (68,279) 0 300,000 0

A2101 Expand Airport Services and the Aviation Industry

4,802,724 (5,526,886) (724,162) (405,000) 892,094 166,168

A2201 Public and Community Transport Services 41,873 (3,000) 38,873 0 0 0

A2301 Traffic Management 588,604 0 588,604 0 0 0

C1101 Quality Parks, Gardens, Reserves, Showgrounds and Open Spaces

4,767,446 (34,000) 4,733,446 0 222,626 0

C1102 Public Amenities 325,304 0 325,304 0 0 84,026

C1201 Active Sporting Facilities and Grounds 4,112,639 (618,810) 3,493,829 0 0 212,088

C1202 Active Aquatic Facilities 2,333,542 (559,930) 1,773,612 0 122,801 0

C1302 Australian Equine and Livestock Events Centre (AELEC)

3,494,699 (1,855,570) 1,639,129 0 80,000 644,254

C1402 Youth Services 565,238 (44,525) 520,713 0 0 0

C1403 Community Care and Development 110,475 0 110,475 0 18,638 0

C1404 Year Round Care 796,900 (885,048) (88,148) 0 0 0

C2101 Donations Program 142,650 0 142,650 0 0 0

C2102 Community Events 70,000 (17,000) 53,000 0 0 0

C2103 Cultural Services 146,773 0 146,773 0 0 0

C2104 Aboriginal Liaison 1,046 0 1,046 0 0 0

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Delivery Program


Operating Income


Capital Income

Capital Expenses


C2105 Heritage Programs 86,700 (16,000) 70,700 0 0 0

C2106 Streetscapes 2,828,340 (29,000) 2,799,340 0 0 0

C2107 Public Affairs (4,000) (750) (4,750) 0 0 0

C2108 Cemetery Services 583,013 (330,000) 253,013 0 0 66,828

C2201 Entertainment Venues 3,683,230 (1,210,750) 2,472,480 0 71,500 136,407

C2202 Library Services 4,478,603 (1,925,551) 2,553,052 0 337,593 0

C2203 Art Gallery and Powerstation Museum 1,520,467 (264,216) 1,256,251 0 32,000 0

C3101 Community Safety and Crime Prevention 781,932 (169,500) 612,432 0 0 190,078

C3102 Companion Animals 71,415 (56,955) 14,460 0 0 0

C3103 Environment and Health Services 2,114,004 (831,531) 1,282,473 0 0 0

C3201 Floodplain Management 149,996 (94,183) 55,813 0 0 167,936

C3202 Emergency Services 1,636,993 (316,250) 1,320,743 0 0 0

F1101 Maintain, upgrade and renew Stormwater Infrastructure

3,670,669 (641,296) 3,029,373 0 1,270,000 225,369

F1102 Asset Management 1,454,791 (1,613,939) (159,148) 0 1,159,625 484,707

F1103 Strategic Planning 89,445 0 89,445 0 0 91,360

F1104 Plant and Fleet (1,773,075) (73,000) (1,846,075) 0 5,731,364 0

F2101 Biosecurity 356,930 (97,502) 259,428 0 0 0

F2201 Environmental Laboratory Services 1,490,628 (1,661,500) (170,872) 0 89,000 0

F2202 Sustainability (70,000) 0 (70,000) 0 70,000 0

F2203 Waste Management and Resource Recovery 15,755,575 (15,549,823) 205,752 0 3,955,000 0

F2204 Plan, construct, maintain and manage the Wastewater Infrastructure

18,369,056 (24,466,026) (6,096,970) 0 5,593,753 2,759,086

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GRAND TOTAL 130,356,203 (134,651,795) (4,295,592) (25,254,151) 82,088,744

Delivery Program


Operating Income


Capital Income

Capital Expenses


F2205 Plan, construct, maintain and manage the Water Infrastructure

20,594,538 (19,752,571) 841,967 (3,778,547) 25,463,165 1,192,760

L1101 Regulatory Development and Approval Services 3,191,403 (1,551,780) 1,639,623 0 0 0

L1102 Customer Service Centre 71,333 (71,333) 0 0 0 0

L1301 Informed Communities 1,196,207 0 1,196,207 0 0 0

L1302 Empowered Communities 526,393 (6,750) 519,643 0 0 0

L2101 Legal Services and Property Management 1,086,167 (339,632) 746,535 0 0 0

L2102 Governance 3,868,695 0 3,868,695 0 0 0

L2103 Financial Services 189,400 (149,400) 40,000 0 0 0

L2105 Business Systems and Solutions 159,381 (261,000) (101,619) 0 100,000 0

L2106 People and Culture 188,264 (170,000) 18,264 0 0 0

L2201 Leadership (659,240) 0 (659,240) 0 0 0

P1101 Tamworth Regional Economic Development 583,107 0 583,107 0 0 0

P1102 Land use and infrastructure planning to support future development

793,646 (18,500) 775,146 0 0 0

P1103 Pilot Training Facility 3,552,007 (2,891,640) 660,367 (2,850,000) 2,850,000 371,306

P2101 Promotion of the region as a destination for relocation

4,160 0 4,160 0 0 0

P2102 Promotion of the region as a tourism destination 4,746,153 (2,539,286) 2,206,867 0 0 0

P4101 Intermodal Facility in Tamworth 0 0 0 (19,728,612) 21,977,612 0

General Purpose Income and Reserve Transfers (3,278,257) (50,404,708) (53,682,965) (4,521,505) 0 (482,275)

Grand Total 144,974,938 (150,310,885) (5,335,947) (39,369,871) 90,713,863 7,261,507

22

AOP Code Description of works2020/21 Planned Expenditure

Funding Source Renewal New/Upgrade Budget

A1101.CW.001 Pavement Renewal Program - Northern Reserves 600,000 0 600,000

A1101.CW.002 Asset Data Improvement Program Reserves 150,000 0 150,000

A1101.CW.002 Pavement Renewal Program - Southern Reserves/DevCont/Grant

3,007,023 0 3,007,023

A1101.CW.003 Sealed Road Reseals Program Reserves 1,700,000 0 1,700,000

A1101.CW.004 Regional Road - Reseal Program Grant 847,770 0 847,770

A1101.CW.005 Quarry Upgrade Reserves 0 150,000 150,000

A1101.CW.006 Classified Roads - Repair Projects Grant 866,076 0 866,076

A1101.CW.007 Bylong Rd/Warwick Rd Intersection Upgrade Reserves/DevCont 0 313,600 313,600

A1101.CW.007 Kerb and Gutter Program Reserves 0 160,000 160,000

A1101.CW.007 Road Upgrades - Various Grant 663,134 663,133 1,326,267

A1101.CW.007 Garoo Road Upgrade - Expenditure Grant 49,451 445,062 494,513

A1101.CW.007 Campbell Road/Calala Lane roundabout - Construction DevCont 160,000 640,000 800,000

A1101.CW.007 Campbell Road Kerb and Gutter DevCont 0 50,000 50,000

A1102.CW.001 Gravel Renewal Program - Northern Grant 900,000 0 900,000

A1102.CW.002 Gravel Renewal Program - Southern Grant 1,300,000 0 1,300,000

A1103.CW.001 Pedestrian Improvement Works Reserves 0 30,000 30,000

A1103.CW.001 Tamworth Shared Paths and Cycleways - Expenditure Grant 0 1,000,000 1,000,000

A1103.CW.002 Footpath Construction Program Reserves 0 60,000 60,000

A1103.CW.002 Tamworth Regional Footpath Construction - Expenditure Grant 0 100,000 100,000

A1104.CW.003 Manilla Low Level Bridge - Expenditure Reserves 0 6,731,843 6,731,843

CAPITAL WORKSThe table below provides a list of the capital works planned for 2020/21:

23



A1105.CW.001 Car Park Equipment Upgrade Reserves 0 50,000 50,000

A1105.CW.001 Car Parks - Capital Reserves 0 250,000 250,000

A2101.CW.001 Airport - Landside Renewal Works Reserves 58,451 0 58,451

A2101.CW.001 Airport - Airside Renewal Works Reserves 58,451 0 58,451

A2101.CW.001 Airport - Building - Renewal Works Reserves 58,451 0 58,451

A2101.CW.001 Airport - New Security Body scanner x 2 Grant 0 405,000 405,000

A2101.CW.001 Airport - Code B taxiway SEST (TWY B3 & D) Reserves 64,946 0 64,946

A2101.CW.001 Airport - Reseal TWY D Reserves 70,358 0 70,358

A2101.CW.001 Airport - Grass Runway Stub SEST Reserves 46,545 0 46,545

A2101.CW.001 Airport - CCTV Camera Renewal Reserves 29,226 0 29,226

A2101.CW.001 Airport - Access Control System Renewal Reserves 64,946 0 64,946

A2101.CW.001 Airport - Tower Road Renewal Reserves 5,412 0 5,412

A2101.CW.001 Airport - Upgrade ELCB Protection Reserves 30,308 0 30,308

C1101.CW.001 Water Efficiency Projects - Control Reserves 0 50,000 50,000

C1101.CW.002 Parks and Recreation Asset Renewal - Control Reserves 172,626 0 172,626

C1202.CW.001 Aquatic Facilities - Asset Renewal Budget - Control Reserves 122,801 0 122,801

C1302.CW.001 AELEC - Cattle Yard Panels Renewal Reserves 20,000 0 20,000

C1302.CW.001 AELEC - Fire Doors Reserves 60,000 0 60,000

C1403.CW.001 Disability Action Plan - Capital Works Reserves 9,319 9,319 18,638

C2201.CW.001 Capitol Theatre - Hazer Reserves 3,500 0 3,500

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C2201.CW.001 Capitol Theatre - Audio Monitors Reserves 10,000 0 10,000

C2201.CW.002 Town Hall - Stage Lighting Reserves 21,000 0 21,000

C2201.CW.003 TRECC - Side Door Renewal - Stage 1 Reserves 30,000 0 30,000

C2201.CW.003 TRECC - Vision Equipment Reserves 5,000 0 5,000

C2201.CW.003 TRECC - Drapes Reserves 2,000 0 2,000

C2202.CW.001 Tamworth City Library Equipment DevCont 0 10,000 10,000

C2202.CW.002 CNRL - Library Materials Reserves 266,593 0 266,593

C2202.CW.002 CNRL - Computer Equipment Reserves 53,000 0 53,000

C2202.CW.002 Makerspace Resources Reserves 0 8,000 8,000

C2203.CW.001 Public Art Work DevCont 0 24,000 24,000

C2203.CW.001 Tamworth Regional Gallery - External Signage & Acquisitions DevCont 0 3,000 3,000

C2203.CW.002 Tamworth Powerstation Museum - Exhibition Display DevCont 0 5,000 5,000

F1101.CW.001 Drainage Renewal - Northern Reserves 190,000 0 190,000

F1101.CW.001 Drainage Renewal - Southern Reserves 370,000 0 370,000

F1101.CW.002 West Tamworth Drainage Reserves 0 500,000 500,000

F1102.CW.001 RWH Building - Lift Refurbishment Reserves 175,571 0 175,571

F1102.CW.001 Manilla Office/Library - Replace Roof and Internal Ceiling Reserves 148,198 0 148,198

F1102.CW.001 Limbri Hall - Toilet Renewal Reserves 13,994 0 13,994

F1102.CW.001 Buildings Asset Renewal Program - SRV Funded Works Reserves 771,862 0 771,862

F1102.CW.002 Regional Halls & Facility Improvements Reserves 0 50,000 50,000

F1104.CW.001 Plant Replacement (Large) Reserves 4,012,245 211,171 4,223,416

F1104.CW.002 Plant Replacement (Small) Reserves 164,530 8,659 173,189

24 25



F1104.CW.003 Replace Sedans/Light Commercial Reserves 1,112,221 58,538 1,170,759

F1104.CW.004 Upgrade Depots/Workshops Reserves 155,800 8,200 164,000

F2201.CW.001 Lab - Update/expansion of Micro Room Reserves 0 30,000 30,000

F2201.CW.001 Lab - Chemistry - TOC Analyser Reserves 0 47,000 47,000

F2201.CW.001 Lab - Replace Laboratory Fridges Reserves 0 12,000 12,000

F2202.CW.001 Waste Efficiency Projects Reserves 0 20,000 20,000

F2202.CW.002 Water Efficiency Projects Reserves 0 50,000 50,000

F2203.CW.001 Forest Road Landfill - Outbound Weighbridge Reserves 0 600,000 600,000

F2203.CW.001 Forest Road Landfill - Excavation Western Void Reserves 0 130,000 130,000

F2203.CW.001 Forest Road Landfill - Perimeter Liftwall Reserves 0 200,000 200,000

F2203.CW.001 Forest Road Landfill - Litter Fencing Reserves 0 20,000 20,000

F2203.CW.001 225 Forest Road - Property Remediation Reserves 100,000 0 100,000

F2203.CW.001 Forest Road Landfill - Site Access Road Installation Reserves 0 1,130,000 1,130,000

F2203.CW.001 Forest Road Landfill - Stormwater Upgrades Reserves 0 150,000 150,000

F2203.CW.002 Barraba Landfill - CRC Facility Reserves 0 75,000 75,000

F2203.CW.002 Bendemeer Landfill - Capping Reserves 0 730,000 730,000

F2203.CW.002 Bendemeer Landfill - Road Sealing Reserves 0 100,000 100,000

F2203.CW.002 Dungowan Landfill - Road Sealing Reserves 0 100,000 100,000

F2203.CW.002 Nundle Landfill - Road Sealing Reserves 0 120,000 120,000

F2203.CW.002 Nundle Landfill - Small Vehicle Transfer Station Reserves 0 300,000 300,000

F2203.CW.002 Manilla Landfill - New Domestic Cell (Cell Floor Base) Reserves 0 100,000 100,000

F2203.CW.002 Bendemeer Landfill - CRC Facility Reserves 0 50,000 50,000



F2203.CW.002 Dungowan Landfill - CRC Facility Reserves 0 50,000 50,000

F2204.CW.001 Barraba Sewer - Reuse Augmentation - Prelim/Design Reserves 168,000 0 168,000

F2204.CW.002 Sewer - Regional Junction Rehabilitation Reserves 150,000 0 150,000

F2204.CW.002 Tamworth Sewer - Construct New Rising Main SPS8 to Westdale DevCont 0 180,000 180,000

F2204.CW.002 Tamworth Sewer - SPS Oxley Vale - Rising main to Westdale WWTP Design

DevCont 0 40,000 40,000

F2204.CW.003 Barraba Sewer - Cooper St Pump Upgrades - Design Reserves 164,000 0 164,000

F2204.CW.003 Tamworth Sewer - SPS8 Construct Storm Flow Station DevCont 0 125,000 125,000

F2204.CW.003 Tamworth Sewer - SPS3C - Upgrade Pump Station/Add Storage DevCont 375,000 375,000 750,000

F2204.CW.003 Tamworth Sewer - SPS3C Parallel Main/Pump Station Upgrade DevCont 185,000 185,000 370,000

F2204.CW.003 Tamworth Sewer - Oxley Vale - New Pump Station/Pipe Design DevCont 0 65,000 65,000

F2204.CW.004 Kootingal Sewer - SPS14 Additional 38m3 Emergency storage Reserves 82,000 82,000 164,000

F2204.CW.004 Tamworth Sewer - Pump Station Improvements Reserves 50,000 0 50,000

F2204.CW.004 Tamworth Sewer - SPS Swan St - Upgrade to 440L/s at 19m DevCont 527,877 527,876 1,055,753

F2204.CW.005 Sewer - Mains Reconstruction Reserves 550,000 0 550,000

F2204.CW.005 Sewer Mains Rehabilitation Reserves 1,500,000 0 1,500,000

F2204.CW.006 Tamworth Sewer - Westdale Replace Inlet Pumps Reserves 262,000 0 262,000

F2205.CW.001 Tamworth Water - Pump Station - Hills Plain (Victoria Park) Design DevCont 0 20,000 20,000

F2205.CW.001 Tamworth Water - Hills Plain Bournes Lane Reservoir Design DevCont 0 210,000 210,000

F2205.CW.001 Tamworth Water - OTH 24ML Reservoir Design Reserves 0 100,000 100,000

F2205.CW.002 Manilla Water - North Manilla 2nd Feed Line Design Reserves 0 38,000 38,000

F2205.CW.002 Kootingal Water - Modify Kootingal High Zone Reticulation Reserves 218,000 0 218,000

F2205.CW.002 Tamworth Water - New Lead in Mains for Warwick/Bylong Design Reserves 0 80,000 80,000

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F2205.CW.005 Tamworth Water - Water Main - Bournes Lane to New Reservoir DevCont 0 293,000 293,000

F2205.CW.005 Tamworth Water - Main Renewal - Control Reserves 2,400,000 0 2,400,000

F2205.CW.006 Nundle Water - Reservoir Improvements Reserves 20,000 0 20,000

F2205.CW.006 Tamworth Water - Reservoir - Oxley Vale Reserves 30,000 0 30,000

F2205.CW.006 Tamworth Water - Paradise Wells & Pump Station Reserves 120,000 0 120,000

F2205.CW.006 Tamworth Water - Calala Booster Pump Station - Backup Generator Reserves 0 150,000 150,000

F2205.CW.006 Tamworth Water - Hills Plain Bournes Lane Reservoir - Construction DevCont 0 4,610,000 4,610,000

F2205.CW.006 Tamworth Water - OTH 24ML Reservoir - Construction DevCont 0 6,450,000 6,450,000

F2205.CW.006 Tamworth Water - Pump Station - Hills Plain (Victoria Park) - Construction DevCont 0 390,000 390,000

F2205.CW.007 Tamworth Water - Dungowan Dam Improvements Reserves 145,000 0 145,000

F2205.CW.008 Bendemeer Water - Process/Treatment Improvements Reserves 25,000 0 25,000

F2205.CW.008 Tamworth Water - Pump Station - Backwash at Calala Treatment Reserves 40,000 0 40,000

F2205.CW.008 Tamworth Water - Treatment Plant-Renewal Works Reserves 1,050,000 0 1,050,000

F2205.CW.009 Bendemeer Water - Pump Station Upgrades Reserves 100,000 0 100,000

F2205.CW.010 Barraba Water - Connors Creek Dam Renewal Works Reserves 50,000 0 50,000

F2205.CW.010 Barraba Water - Pipeline Telemetry Improvements Reserves 0 55,394 55,394

F2205.CW.010 Barraba Water - Connors Creek Dam - Concrete Protection Abutment Reserves 0 25,771 25,771

F2205.CW.010 Barraba Water - Connors Creek Dam Downstream Channel Mods Reserves 0 15,000 15,000

F2205.CW.010 Barraba Water - Connors Creek Dam Install Rain Gauges Reserves 0 50,000 50,000

F2205.CW.010 Barraba Water - Connors Creek Dam Install Dam Level Gauge Reserves 0 60,000 60,000

F2205.CW.010 Tamworth Water - Peel Raw Water Pump Station Improvements Reserves 50,000 0 50,000

F2205.CW.012 Manilla Water - New 4ML/d Water Treatment Plant Reserves/Grant 0 5,668,000 5,668,000

F2205.CW.012 Manilla Water - Water Treatment Plan - Renewal Works Reserves 3,000,000 0 3,000,000

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L2105.CW.001 IT Renewals and Upgrades Reserves 80,000 20,000 100,000

P1103.CW.001 Pilot Training - Refurb Grant - Air Conditioning Upgrade Grant 0 750,000 750,000

P1103.CW.001 Pilot Training - Refurb Grant - Install Solar Panels - Expenditure Grant 0 750,000 750,000

P1103.CW.001 Pilot Training - Refurb Grant - LED Building Lighting - Expenditure Grant 0 500,000 500,000

P1103.CW.001 Pilot Training - Refurb Grant - Security - Door Locks - Expenditure Grant 0 44,000 44,000

P1103.CW.001 Pilot Training - Refurb Grant - Major Building Maint - Expenditure Grant 20,000 80,000 100,000

P1103.CW.001 Pilot Training - Refurb Grant - Residence Upgrade - Expenditure Grant 14,400 21,600 36,000

P1103.CW.001 Pilot Training - Refurb Grant - Apron Surface Improve - Expenditure Grant 100,000 400,000 500,000

P1103.CW.001 Pilot Training - Refurb Grant - Commercial kitchen replacement items Grant 0 20,000 20,000

P1103.CW.001 Pilot Training - Refurb Grant - Expand Apron for Parking -Expenditure Grant 0 150,000 150,000

P4101.CW.001 Oxley Highway/Country Road 5 leg Roundabout - Expenditure Reserves/Grant 0 8,029,612 8,029,612

P4101.CW.001 Taminda Ring Road (Jewry Street) Extension - Expenditure Reserves/Grant 0 3,000,000 3,000,000

P4101.CW.001 Trunk Stormwater Main - Expenditure Reserves/Grant 0 10,948,000 10,948,000

Grand Total 30,197,085 60,516,778 90,713,863

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SERVICESThis section contains the service by theme and provides specific Key Performance Indicators (KPIs) against the individual service offering. As Council undergoes a review of the KPIs across all services, Year 1 and Year 2 provided an opportunity to start collecting data for the creation of new metrics. In most cases this has identified a metric, with others the data capture process will continue into Year 3, with the goal to set realistic KPIs for 2021/22 AOP and onwards.

If a ‘#’ is presented, this represents where ‘actual’ data will be captured for information purposes only.

If an * is presented, ‘actual’ data will be captured for the purpose of setting a future target .

There is also a significant increase in the amount of community satisfaction metrics, which will enable Council to set a baseline for the current level of service and determine how to maintain and improve our delivery.

The tables below provide the Services and associated metrics, these are assigned to a Director within Council as a key deliverable.

A SPIRIT OF COMMUNITY OBJECTIVE C1 Active Healthy Communities

STRATEGY C11 Provide high-quality open spaces, parks and reserves suitable and accessible to all

PARTNERS Barraba Tree Committee, Trade and Investment Crown Lands Division, Work for the Dole and Green Army Providers

PROGRAM C1101 Quality Parks, Gardens, Reserves, Showgrounds and Open Spaces

OWNER Peter Resch / Director Regional Services

ACTION Our promise How we will measure QTR 1 QTR 2 QTR 3 QTR 4

C1101.01 Undertake regular inspections of Council’s parks infrastructure to identify defects.Prioritise, schedule, and complete maintenance activities to address high risk defects identified in Council’s parks inspections within the available budget

Number of inspections undertaken 270 270 270 270

Number of high priority service defects identified # # # #

Number of high risk defects identified # # # #

Number of high priority service defects addressed # # # #

Number of high risk defects addressed # # # #

C1101.02 Provide Public Space that satisfies the community’s need

Community Satisfaction - Annual Survey 1

PROGRAM C1102 Public Amenities



C1102.01 Delivery of Public Amenities Program Of the 91 public amenitiies, 70% to be condition rating 3 and above 70% 70% 70% 70%

29

30

OBJECTIVE C1 Active Healthy Communities

STRATEGY C13 Provide high-quality specialised sporting facilities to drive sporting excellence for the region and state

PARTNERS Sporting groups and organisations, State and National Government Departments, Destination NSW, local registered clubs and corporate sponsors

PROGRAM C1301 Northern Inland Centre of Sporting Excellence



C1301.01 Delivery to program schedule and an informed community

Provision of regular updates to community on progress against program 1 1 1 1

PROGRAM C1302 Australian Equine and Livestock Events Centre (AELEC)

OWNER John Sommerlad / Director Business and Community


C1302.01 To provide a state-of-the-art facility for local, state, national and international events

Number of local events - Annual Target 15

Number of state events - Annual Target 4

Number of national events - Annual Target 15

Number of international events - Annual Target 1


STRATEGY C12 Provide high-quality sporting facilities to meet the diverse needs of the community

PARTNERS Community groups and organisations, sporting associations - local and state, schools and local registered clubs

PROGRAM C1201 Active Sporting Facilities and Grounds



C1201.01 Provide quality sporting fields and facilities that satisfy the community’s need

Community satisfaction with Sporting Fields - Annual Survey 1

Community satisfaction with Sports Dome - Annual Survey 1

Coordinate operational meetings with sporting groups 6

C1201.02 Increase participation and utilisation at Sports Dome Utilisation of the Sports Dome (booked hours) * * * *PROGRAM C1202 Active Aquatic Facilities



C1202.01 Provide quality aquatic facilities that meet the community’s need and increase participation and utilisation at aquatic facilities

Advocate for the development of a newAquatics Centre

Community satisfaction with Aquatic Facilities - Survey 1

Visitation at aquatic facilities in Tamworth region * * * *TRC will advocate for this facility with updates to be provided on a quarterly basis 1 1 1 1C1202.02

31


STRATEGY C14 Meet social justice principles through the provision of accessible and inclusive high-quality, integrated community services that meet current and emerging needs

PARTNERS State and Federal Government Agencies, community groups and organisations, Disability Access Working Group and Disability Council, Section 355 Committees, Hunter New England Health Service, Oxley Community Transport, Gunnedah Shire Council, Arts North West Arts and Disability Program – Heading West, Tamworth Regional Tidy Towns Committee, Keep Australia Beautiful NSW, City Centre Working Group, 10X and Tamworth Regional Youth Council.

PROGRAM C1401 Volunteers Program



C1401.01 Develop and implement a Regional Volunteer Strategy

Increase participation amongst the under 30s - % Annual Increase %

Encouraging volunteering among all community members - % Annual Increase %

Number of initiatives recognising and rewarding volunteers * * * *C1401.02 To increase volunteer participation in the Tamworth

regionThe number of registered volunteers and projects undertaken will be reported quarterly 1 1 1 1

PROGRAM C1402 Youth Services



C1402.01

To deliver programs that all Youth can access in the Tamworth region

Attendance numbers for The Youthie Drop-in service * * * *Number of programs with educational or social outcomes delivered at theTamworth Regional Youth Centre * * * *Number of youth outreach programs delivered throughout the Tamworth region * * * *

PROGRAM C1403 Community Care and Development



C1403.02 Provision and management of Community Centres for the Tamworth Regional Community

Tamworth Community Centre number of bookings received 150 150 150 150

PROGRAM C1404 Year Round Care



C1404.01 Provide quality and affordable year round care in Tamworth

Weekly Before school care enrolmentEast TamworthSouth Tamworth

4530

4530

4530

4530

Weekly After school care enrolments - average daily attendanceEast Tamworth South Tamworth

10060

10060

10060

10060

Weekly Vacation care enrolments - average daily attendanceEast Tamworth South Tamworth

6060

6060

6060

6060

32

OBJECTIVE C2 Promote our region’s heritage, character and culture

STRATEGY C21 Preserve and celebrate the character, heritage and culture of our city, towns and villages

PARTNERS Community groups, artists, Friends of the Gallery, local museums and galleries, Tamworth Regional Arts and Cultural Advisory Committee Tamworth City Centre Working Group, Arts North West, Tamworth Business Chamber , Multicultural Tamworth, Aboriginal Community, Arts North West Aboriginal Support Program, Youth Opportunities Working Group, TRYC Executive management Group, TRYC Consortium and Youth inter-agencies

PROGRAM C2101 Donations Program



C2101.01 To deliver the Annual Donations program to the Tamworth region

Number of community groups assisted #

Total value of donations $

Donations to Tamworth Regional Schools, Preschools and Daycare centres $

Total value donated to recurring community groups #

PROGRAM C2102 Community Events



Multiple Please refer to www.destinationtamworth.com.au

PROGRAM C2103 Cultural Services



C2103.01 Undertake cultural development and cultural planning to support cultural diversity

Implement Cultural Plan actions for 2020/21 100%

Evaluation of events conducted 2

PROGRAM C2104 Aboriginal Liaison



C2104.01 Progress actions against Tamworth Regional Council’s “Innovate” Reconciliation Action Plan to ensure Council’s operations are just, equitable and productive

Support the establishment of an Aboriginal and Torres Strait Islander Cultural Centre

100%

PROGRAM C2105 Heritage Programs

OWNER Director Planning and Compliance


C2105.01 Deliver the Heritage Advisory Service for the region Number of current heritage listed items added to LEP # # # #

Heritage working group meetings attended 1 1 1 1

Council heritage fund for 2020/21 allocated 100%

33


STRATEGY C21 Preserve and celebrate the character, heritage and culture of our city, towns and villages

PARTNERS Community groups and organisations, artists, Friends of the Gallery, commercial galleries, local museums, Tamworth Regional Arts and Cultural Advisory Committee TRACAC, Tamworth City Centre Working Group, Arts North West, Tamworth Business Chamber and Multicultural Tamworth.

PROGRAM C2106 Streetscapes



C2106.01 Manage Council’s streetscape to improve the visual appeal of our CBD and neighbourhoods

Investigate and report to Council on the establishment of a comprehensive Tree Management Plan 100%

Number of requests for maintenance of residential, rural and open spaces maintenance received # # # #

PROGRAM C2107 Public Affairs

OWNER Chris Weber / Director Corporate and Governance


C2107.01 Citizenship ceremonies conducted Number of ceremonies planned per quarter 1 1 1 1

Number of new citizens per quarter # # # #

PROGRAM C2108 Cemetery Services

OWNER Chris Weber / Director Corporate and Governance and Peter Resch / Director Regional Services


C2108.01 Deliver burial services at Tamworth, Barraba and Moonbi Lawn Cemeteries, Tamworth Columbarium – including May Garden and ten operational cemeteries in the region

Guidelines/regulations met

100% 100% 100% 100%

I would like to see a vigorous, diverse, art and cultural life that involves our youth, our Aboriginal and Multicultural communities

Participant, Community Workshop

34


STRATEGY C22 Provide accessible, functional, multi-purpose facilities and spaces suitable for cultural, recreational, learning and information services and activities

PARTNERS Artists, Friends of the Gallery, commercial galleries, local museums, Tamworth Regional Arts and Cultural Advisory Committee TRACAC, Tamworth City Centre Working Group, Arts North West, Tamworth Musical Society, Tamworth Dramatic Society, Conservatorium, Schools, Community Groups, Northern Settlement Services, U3a, Friends of Tamworth Libraries, Joblink Plus, Departmentof Broadband Communication and Digital Economy, CNRL Member Councils and State Library of NSW

PROGRAM C2201 Entertainment Venues



C2201.01 To present local, regional, state, national and international productions throughout the year

Deliver the annual program of events for Council’s Entertainment Venues100%

C2201.02 To establish a cultural precinct in Tamworth CBD TRC will advocate for this facility with updates to be provided on a quarterly basis 1 1 1 1

PROGRAM C2202 Library Services



C2202.01 Deliver library services and collections to the Tamworth Region, including the management ofthe Central North regional Libraries (CNRL).

Number of visitors to the library per quarter in the Tamworth region 40,000 40,000 40,000 40,000

Number new members per quarter in the Tamworth region 300 300 300 300

Number of loans (electronic and physical) in the Tamworth region 50,000 50,000 50,000 50,000

Number of people attending library programs (Adults and Children) in the Tamworth region 6,000 6,000 6,000 6,000

New Items added to CNRL 4,000 4,000 4,000 4,000

Loans managed in CNRL region 80,000 80,000 80,000 80,000

35


STRATEGY C22 Provide accessible, functional, multi-purpose facilities and spaces suitable for cultural, recreational, learning and information services and activities

PARTNERS Artists, Friends of the Gallery, commercial galleries, local museums, Tamworth Regional Arts and Cultural Advisory Committee TRACAC, Tamworth City Centre Working Group, Arts North West, Tamworth Musical Society, Tamworth Dramatic Society, Conservatorium, Schools, Community Groups, Northern Settlement Services, U3a, Friends of Tamworth Libraries, Joblink Plus, Departmentof Broadband Communication and Digital Economy, CNRL Member Councils and State Library of NSW

PROGRAM C2203 Art Gallery and Powerstation Museum



C2203.01 To deliver a diverse range of Art Gallery events and programs that are accessible and relevant to the community

Gallery attendance 5,500 5,500 5,500 5,500

Number of Gallery events and public programs 10 10 10 10

Art Gallery Exhibitions 5 5 5 5

Exhibitions by local and regional artists 3 3 3 3

Number of new artwork acquisitions to the Tamworth Regional Gallery collection # # # #

Documentation of Council-owned Gallery collections including cataloguing and digitisation recorded # # # #

Delivery of outreach art programme * * * *C2203.03 To deliver a diverse range of Museum events and

programs that are accessible and relevant to the community

Implementation of Tamworth Regional Museum Engagement Strategy 100%

Overall Museum attendance * * * *Documentation of Council owned museum collections including cataloguing and digitisation recorded # # # #

Education and public programs held * * * *Participants and volunteers in programs # # # #

C2203.04 To deliver a diverse range of public artworks across the Tamworth region

Implementation of the Tamworth Regional Council Public Art engagement strategy 100%

Number of new public artwork acquisitions to the Tamworth region # # # #

Documentation of Council-owned public art including cataloguing and digitisation recorded # # # #

36

OBJECTIVE C3 Safe places to live, work, play and visit

STRATEGY C31 Create safe environments to live, work and play

PARTNERS Numerous community groups and organisations, numerous state agencies, Oxley Local Area Command Police and Accord members, industry

PROGRAM C3101 Community Safety and Crime Prevention



C3101.01 Respond and take action on community-raisedrequests regarding the safety of the community

Implementation of Crime Prevention Plan’s priority actions 25% 50% 75% 100%

Number of CCTV Requests received from Police # # # #

Implementation of Graffiti Management Plan scheduled Actions 25% 50% 75% 100%

Percentage of requests responded to within 3 business days(Animals, Overgrown Blocks, Illegal Activities) 80% 80% 80% 80%

C3101.02 Enforce parking regulations in accordance with theAustralian road rules

Number of school zones patrolled per period# # # #

C3101.03 Respond to regulatory requests regarding abandoned vehicles

Number of abandoned vehicles reported per quarter# # # #

PROGRAM C3102 Companion Animals



C3102.01 Maintain the TRC Animal Pound 70% of all dogs taken to the pound are returned or rehomed 80% 80% 80% 80%

50% of all domestic cats (not including ferals and strays) taken to the pound are returned or rehomed 50% 50% 50% 50%

PROGRAM C3103 Environment and Health Services



C3103.01 To ensure local food premises through inspections are meeting their legal food safety requirements

All food premises located in the Tamworth region requiring an inspection will be inspected at least annually 100%

37

The community needs to feel safe and we need proactive crime prevention measures in place for our town to grow and prosper

Participant, Manilla Show

OBJECTIVE C3 Safe places to live, work, play and visit

STRATEGY C32 Provide responsive, effective emergency management and emergency prevention services

PARTNERS Local Emergency Management Committee, Emergency Services Liaison Committee, Combat Agencies, SES, Rural Fire Service, NSW Water

PROGRAM C3201 Floodplain management



C3201.01 Management of flood liable land Provision of management plans identifying urban floodplain risks: Tamworth Floodplain Risk Management Strategy & Plan 1

PROGRAM C3202 Emergency Services



C3202.01 Coordinate Council response and assist combat agencies during emergencies and disasters

Meet statutory requirements of Local Emergency Management Officer (LEMO) requirements 100% 100% 100% 100%

OBJECTIVE P1 A strong and diverse economic base

STRATEGY P11 Support and facilitate economic development and employment opportunities

PARTNERS Local Business Chambers, NSW Business Chamber, RDA, RAI, State Government, Commonwealth Government, Destination NSW, AVIC

PROGRAM P1101 Tamworth Regional Economic Development



P1101.01 To implement actions and report on Council’s Regional Economic Development Strategy ”Tamworth Tomorrow”

Complete annual review of Council’s Regional Economic Development Strategy “Tamworth Tomorrow” 100%

P1101.02 To build relationships with local businesses and facilitate opportunities for growth

Business satisfaction with services offered by Council – annual industry survey 1

Monthly newsletter to industry outlining opportunities and economic activity of the region 3 3 3 3

PROGRAM P1102 Land use and infrastructure planning will support future development at appropriate sites



P1102.01 Maintain and update strategic land use plans Number of planning proposals prepared and submitted to the Department of Planning & Environment # # # #

Number of amendments to the Development Control Plan prepared # # # #

PROGRAM P1103 Tamworth Pilot Training Facility



P1103.01 To provide a sustainable and nationally-recognised Pilot Training Facility which services the training needs of airlines through engagement with Registered Training Organisations

Quarterly progress updates

1 1 1 1

A PROSPEROUS REGION

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OBJECTIVE P2 Promote region as a great place to visit a great place to live

STRATEGY P21 Utilise the Destination Tamworth brand to market the region as a destination for living, working and leisure

PARTNERS Destination NSW, Local, National and International businesses, Community groups and organisations, AVIC, Regional Cities NSW

PROGRAM P2101 Promote the region as a destination for relocation



P2101.02 Advocate, as part of membership of Regional Cities NSW, for growth, regional infrastructure and investment

Quarterly update of Regional Cities NSW activities1 1 1 1

PROGRAM P2102 Promotion of the region as a tourist destination



P2102.01 To promote the region as a destination to visit Visitation numbers to the Tamworth Visitor Information Centre 25,000 25,000 25,000 25,000

Implementation of Destination Tamworth Marketing actions for 2020/21 25% 50% 75% 100%

Update and maintain the Regional Events Calendar 100%

Visitor satisfaction with Tourist Information Centres in our region Surveys completed throughout the year 1 1

Community satisfaction with Council-run/supported local eventsSurveys completed throughout the year 1 1

P2102.02 To deliver a successful Tamworth Country Music Festival (TCMF) and identify opportunities to grow the TCMF brand all year round, locally, nationally and internationally

Implementation of the Tamworth Country Music Festival strategy actions for 2020/21 25% 50% 75% 100%

Regular updates to Tamworth TV 6 6 6 6

Establish a committee to assist with the planning of the 50th Festival - 2022 100%

Engage Local stakeholders in the music industry through Country Connect 100%

OBJECTIVE P3 Quality, affordable lifelong education and learning opportunities

STRATEGY P31 Provide quality and choice in education and vocation pathways including University options

PARTNERS

PROGRAM P3101 A Region for Education and Training



P3101.01 Council will support and advocate for a university campus in the region and the delivery of face-to-face tertiary courses

TRC will advocate for this service, updates to be provided on a quarterly basis 1 1 1 1

OBJECTIVE P4 To develop Tamworth as the next major freight distribution centre in regional NSW

STRATEGY P41 To establish rail, air, land connections to enable local, national and international trade

PARTNERS

PROGRAM P4101 Intermodal facility in Tamworth



P4101.01 To establish an intermodal facility in Tamworth TRC will actively pursue for this facility in Tamworth, updates to be provided on a quarterly basis 1 1 1 1

PROGRAM P4102 Tamworth will pursue a place as a freight entry and exit port for NSW



P4102.01 To facilitate the Airport Master Plan to enable direct landing and departure of international movements

TRC will advocate for this service, updates to be provided on a quarterly basis 1 1 1 1

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OBJECTIVE A1 Safe and efficient transport network

STRATEGY A11 To maintain the current levels of service across the region’s transport infrastructure

PARTNERS Roads and Maritime Services (RMS), Namoi Councils

PROGRAM A1101 Sealed Roads



A1101.01 Undertake regular inspections to identify defects and prioritise, schedule, and complete maintenance activities to address high risk defects identified within the available budget




PROGRAM A1102 Unsealed Roads



A1102.01 Undertake regular inspections to identify defectsand prioritise, schedule, and complete maintenance activities to address high risk defects identified within the available budget




PROGRAM A1103 Cycleways and Footpaths







AN ACCESSIBLE REGION

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OBJECTIVE A1 Safe and efficient transport network

STRATEGY A11 To maintain the current levels of service across the region’s transport infrastructure

PARTNERS Roads and Maritime Services (RMS), Namoi Councils

PROGRAM A1104 Bridges







PROGRAM A1105 Car Parking



A1105.01 Provide adequate on- and off-street car parks in Tamworth CBD

Implementation of the Car parking Strategy Year One actions 100%

Increase utilisation of long stay carparks (% utilised) % % % %

OBJECTIVE A2 Improve choice, availability and quality of transport options in our region, intra and interstate

STRATEGY A21 Improve connections with capital cities, other regions and within the region

PARTNERS Civil Aviation Safety Authority (CASA), NSW State Rail, Destination NSW

PROGRAM A2101 Expand Airport Services and the Aviation Industry



A2101.01 To deliver a regional airport with a reputation for safety, comfort and reliability

Operate Airport in accordance with Civil Aviation Safety Authority (CASA) rules and regulations and Office of Transport Security Act and Regulations

100% 100% 100% 100%

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STRATEGY A22 Improve and expand the region’s public and community transport services

PARTNERS Hunter New England Health Service, Oxley Community Transport, Gunnedah Shire Council, Disability Working Group, and numerous community groups and organisations

PROGRAM A2201 Public and Community Transport Services



A2201.01 Advocate for improved and expanded public and community transport within the region

TRC will perform an advocacy role and liaise with government departments and private transport operators on a needs basis with updates to be provided on a quarterly basis

1 1 1 1

A2201.02 Advocating for an extension of the rail servicebetween Tamworth and Newcastle

TRC will advocate for this service through dialogue with government departments and representatives with updates to be provided on a quarterly basis

1 1 1 1


STRATEGY A23 Traffic management and traffic safety planning

PARTNERS Roads and Maritime Services (RMS), Police and State Members of Parliament, local Schools

PROGRAM A2301 Traffic Management



A2301.01 Facilitate the meeting of the Local Traffic Committee to discuss and recommend solutions for identified road safety and traffic planning issues

Recommendations completed within 6 weeks of Council endorsement100% 100% 100% 100%

OBJECTIVE A3 Functional communications and technology for the region

STRATEGY A31 Facilitate access to state-of-the-art technology and communications for all residents and businesses living in the region

PARTNERS Local, State and National Government and local business

PROGRAM A3101



A3101.01 To advocate for improved communication technologies which assist business and the lifestyle of residents in the community

TRC will advocate for these services, updates to be provided on a quar-terly basis 1 1 1 1

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OBJECTIVE F1 Sound asset and land planning to facilitate future community needs

STRATEGY F11 Sound asset management planning

PARTNERS Development Industry, Building Industry, Department of Planning and Environment, External Consultants , Numerous community groups and organisations

PROGRAM F1101 Maintain, upgrade and renew stormwater infrastructure



F1101.01 Maintain, upgrade and renew stormwater infrastructure

Number of inspections undertaken on assets >50 years age 20 20 20 20

Number of high risk defects identified on assets >50 years age # # # #

Number of high risk defects addressed on assets >50 years age # # # #

PROGRAM F1102 Asset Management

OWNER Bruce Logan / Director Water and Waste and Peter Resch / Director Regional Services


F1102.01 Coordinate and assist the actions of Asset Owners to ensure continued improvement of asset management across the organisation

Facilitate the completion of schedlued actions from the Asset Management Strategy in accordance with an agreed program 25% 50% 75% 100%

Asset Management Reference Group (AMRG) Meetings 3 3 3 3

PROGRAM F1103 Strategic Planning



F1103.01 To support potential industrial, residential and commercial land expansion in the region

Preparation of the Blueprint 100 (100k Plan)25% 50% 75% 100%

F1103.02 To ensure effective use of development contributions Value of section 7.11 and section 7.12 development contributions received $ $ $ $

A REGION FOR THE FUTURE

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OBJECTIVE F1 Sound asset and land planning to facilitate future community needs

STRATEGY F11 Sound asset management planning

PARTNERS Development Industry, Building Industry, Department of Planning and Environment, External Consultants , Numerous community groups and organisations

PROGRAM F1104 Plant and Fleet



F1104.01 Effectively manage Council’s Stores Operation and its Plant and Fleet

The average of all large plant utilisation is at least 90% of benchmark >90% >90% >90% >90%

The result of random stocktakes has an error rate of less than 5% <5% <5% <5% <5%

Replace Plant and Fleet items in line with endorsed program 100% 100% 100% 100%

By replacing with more efficient vehicles ADR81/01 is reduced 1% 1% 1% 1%

OBJECTIVE F2 To promote sustainable living to protect and support our environment, heritage and resources

STRATEGY F21 Protect our natural environment

PARTNERS Department of Agriculture and Water Resources, Northern Inland Weeds Advisory Committee (NIWAC), Gunnedah, Narrabri and Gwydir Shires, Local Lands Services, Property Owners and Numerous community groups and organisations

PROGRAM F2101 Biosecurity



F2101.01 To ensure that our planning and operational processes consider the impacts to biosecurity and our natural environment

Number of KMs roadside sprayed # # # #

Number of 'area' reserves sprayed # # # #

Number of Inspections – High Risk 45 45 45 45

Compliance with the Biosecurity Act 100% 100% 100% 100%

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I support methane generation from waste disposal and local renewable energy systems to make the region energy self sufficient

Online survey participants


STRATEGY F22 Encourage efficient use of resources to improve environmental sustainability

PARTNERS Department of Agriculture and Water Resources, Northern Inland Weeds Advisory Committee (NIWAC), Gunnedah, Narrabri and Gwydir Shires, Local Lands Services, Property Owners, Community and Business Groups, Schools, Sustainable Northwest, TPI Cleanaway and NSW EPA

PROGRAM F2201 Environmental Laboratory Services

OWNER Bruce Logan / Director Water and Waste


F2201.01 Effective and efficient Laboratory operations that comply with National Association of Testing Authorities (NATA)

Maintain NATA Accreditation 100%

Issue reports to clients within specified reporting period of 7 working days % % % 100%

F2201.02 Grow the laboratory business "Revenue" as shown by the difference between income and expenditure across all services should increase by 5% per annum 5%

PROGRAM F2202 Sustainability



F2202.01 To implement community programs to improve environmental sustainability

Facility tours, school visits, early childhood visits and community events 3 3 3 3

Promotional campaigns run 6

F2202.02 To improve environmental sustainability Increase % of material diverted from landfill by 2% %

Recycling contamination from kerbside collection >15% % % % %

Number of water saving rebates granted and projected water savings #

F2202.03 Monitor and report on Council’s environmental performance

Energy consumption for all TRC assets (kWh) # # # #

Energy produced from on-site solar photovoltaic (PV) and dollars saved (kWh/$) # # # #

Energy efficiency savings in kWh and dollars saved (kWh/$) # # # #

Installed solar capacity across Council assets (kWh) # # # #

Reduce treated water consumption for TRC assets by 2% per annum %

Water efficiency savings in kL and dollars saved (kL/$) #

Carbon emissions from energy (T) # # # #

F2202.04 To participate in local, regional and state initiatives to improve Council’s awareness of sustainability in the region

Participation in projects or initiatives undertaken by NIRW; Sustainability Advantage Council Cluster meetings and other regional activities 100% 100% 100% 100%

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STRATEGY F22 Encourage efficient use of resources to improve environmental sustainability

PARTNERS Department of Agriculture and Water Resources, Northern Inland Weeds Advisory Committee (NIWAC), Gunnedah, Narrabri and Gwydir Shires, Local Lands Services, Property Owners, Community and Business Groups, Schools, Sustainable Northwest, TPI Cleanaway and NSW EPA

PROGRAM F2203 Waste management and resource recovery



F2203.01 To provide Waste Management Services Ensure all condition and measures of waste collection contract are achieved 100% 100% 100% 100%

F2203.02 Provide Landfill Waste Operations Compliance with Environmental Protection Licence 100% 100% 100% 100%

PROGRAM F2204 Plan, construct, maintain and manage the Wastewater Infrastructure Network in the region



F2204.01 Plan, construct, maintain and manage the Sewer Infrastructure Network in the region

EPA Annual return Wastewater compliance100% 100% 100% 100%

PROGRAM F2205 Plan, construct, maintain and manage the Water Infrastructure Network in the region



F2205.01 Plan, construct, maintain and manage the Water Infrastructure Network in the region

Repair small diameter water main less than 200mm within 5 continuous hours 100% 100% 100% 100%

No more than 10 properties experience 3 or more unplanned water interruptions that each lasts more than 1 hour 100% 100% 100% 100%

Ensure water supply quality compliance with Australian Drinking Water Guidelines 100% 100% 100% 100%

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OBJECTIVE L1 Our community feel well informed, heard, valued and involved in the future of the region

STRATEGY L11 Provide quality customer servicePARTNERS Local Government technology providers,PROGRAM L1101 Regulatory Development and Approval Services



L1101.01 Assess and determine planning and development applications to foster a growing community

Development applications (incl. modifications) determined # # # #

Estimated value of development (not including subdivisions) # # # #

Median processing time (days) <40 days <40 days <40 days <40 days

Development Applications (incl. modifications) Lodged # # # #

L1101.02 Promote and Encourage Fast Track Development Applications

Fast Track Development Application Lodged # # # #

Fast Track Development Application Determined # # # #

Median Processing Time (days) <10 days <10 days <10 days <10 days

Estimated value of fast track developments # # # #

L1101.03 Enhance the user experience and promote the Online Development Hub

Percentage of Planning and Building related applications lodged via the Online Development Hub >50% >50% >50% >50%

Percentage of Planning and Building related applications lodged over the counter <50% <50% <50% <50%

PROGRAM L1102 Customer Service Centre



L1102.01Provide quality customer service from the Customer Service Centre

Average speed of answer less than 3 minutes 1 min 1 min 1 min 1 min

Abandonment rate 7.5% 7.5% 7.5% 7.5%

A REGION OF PROGRESSIVE LEADERSHIP

OBJECTIVE L1 Our community feel well informed, heard, valued and involved in the future of the Region

STRATEGY L12 Represent and advocate community needs

PARTNERS Namoi Region of Councils (Namoi ROC), Numerous community groups and organisations, numerous state and commonwealth ministers an agencies, numerous industry, business and non-government groups and organisations

PROGRAM L1201 Community advocacy

OWNER Paul Bennett / General Manager


L1201.01 Successfully manage and maintain strong relationships with all levels of government

TRC is able to access Government Ministers and senior officials at request. Quarterly updates on access provided 1 1 1 1

L1201.02 To promote positive growth in regional GDP Outcomes from programs and activities are reflected by an increase in externally measured GDP and reported annually $b

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OBJECTIVE L1 Our community feel well informed, heard, valued and involved in the future of the Region

STRATEGY L13 Provide inclusive opportunities for the community to get actively involved in decision-making

PARTNERS Section 355 Committees, Council Committees and Working Groups, Local Media, State and Federal Members and sporting and community groups

PROGRAM L1301 Informed communities



L1301.01 To develop and implement a communication plan that allows council to inform the region on Council’s progress

Development of a communications plan100%

L1301.02 Increase digital communication engagement Increase social and digital engagement # # # #

L1301.03 Increase online community engagement Increase social and digital engagement 100%

L1301.04 Respond to media and community enquiries within Council’s customer service charter guidelines

Respond in <72 hours # # # #

L1301.06 Undertake and implement a brand audit for Tamworth Regional Council and it’s many sub brands

Complete the Audit of Tamworth Regional Council brand and sub brands 100%

PROGRAM L1302 Empowered communities



L1302.01 To support Section 355 Committees and encourage the development of services and facilities in our communities

Continue to develop online resources to streamline processes and two-way conversation 100%

To monitor and review s355 Committee sustainability and longevity 100%

L1302.02 To encourage community participation in making decisions that affect our community

Number of engagement activities# # # #

L1302.03 Develop Place Activation Plans for Manilla, Barraba and Nundle and encourage activation of all regional towns and villages as opportunity arises

Plans developed and published with community input100%

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OBJECTIVE L2 Our region is well led and managed.

STRATEGY L21 Transparency and accountability of government

PARTNERS State and Federal Government, TRC Audit & Risk Business Improvement Committee

PROGRAM L2101 Legal services and Property Management



L2101.01 Administer leasing and licensing of Council-owned or Council-controlled property

Properties will be publicly advertised by Council by way of an EOI process100%

PROGRAM L2102 Governance



L2102.01 Facilitate a legislatively compliant open access information - Government Information

Formal applications responded to within 20 working days 100% 100% 100% 100%

Informal applications responded to within 25 working days 100% 100% 100% 100%

L2102.02 Facilitate Ordinary Council and Standing Committee meeting processes

Percentage of agendas available on Council's website 4 calendar days prior to the meeting 100% 100% 100% 100%

Percentage of minutes posted to Council's website within 5 working days 100% 100% 100% 100%

Review and update as required Council's Code of Conduct and Meeting Practice 100%

Review and update as required Council's Policy Register 100%

L2102.03 To provide support to the external audit and risk committee Support and facilitate the quarterly review of audit and risk agreed actions 100% 100% 100% 100%

PROGRAM L2103 Financial Services



L2103.01 Guide and control Council's financial position and performance

Long Term Financial Plan review completed 100% 100% 100% 100%

Complete the 2019/20 Financial Statements 100%

Unqualified audit report received 100%

Budget variation reports (number of reports per quarter) 3 3 3 3

Financial performance reports submitted to Council (number of reports per quarter) 1 1 1 1

L2103.02 To manage Council’s income and expenditure inline with Treasury guidelines

Rates and annual charges are levied in accordance with statutory limits and requirements target 100%

Arrears outstanding ratio. Benchmark for Regional Councils <10% <10%

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OBJECTIVE L2 Our region is well led and managed


PARTNERS State and Federal Government, TRC Audit & Risk Business Improvement Committee and insurers

PROGRAM L2104 Risk and Compliance



L2104.01 Implement Council's Governance and Risk Management Framework and Action Plan

Facilitate review of Council’s organisational risk register 100% 100%

Review and implement insurance renewal 100%

Critical issues reviewed by Executive Management Team and Audit and Risk Committees - quarterly reports 1 1 1 1

L2104.02 Implementation of Council’s Corporate Business Continuity Plan including coordination of the IT Disaster Recovery Plan and Divisional Sub Plans

Annual test and review of Business Continuity Plan100%

L2104.03 Maintain Integrated Management System (IMS) Undertake 10 workplace inspections per month 30 30 30 30

Improve parity between near misses and incidents 100% 100% 100% 100%

Ensure internal and external audits are conducted on a yearly basis 100%

Undertake random drug & alcohol testing across Council sites * * * *Ensure all Officers met their obligations under Council’s Due Diligence Framework 100%

L2104.04 Facilitate the annual accreditation process to maintain RMS contracts

Annual review and accreditation maintained 100%

PROGRAM L2105 Business Systems and Solutions



L2105.01 To develop, maintain, improve and support Council’s corporate systems including CCTV network

>95% uptime of CCTV network# # # #

L2105.02 To provide IT Services and Support as a third party provider to NSW LG Councils

Number of customers outsourced to 3 3 3 3

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PARTNERS TRC Health & Safety Committee, TRC Consultative Committee

PROGRAM L2106 People and Culture



L2106.01 Review and implement the Workforce Plan Implement planned actions for 2020/21 from the Workforce Action Plan 25% 50% 75% 100%

L2106.02 To ensure all employees have read and understood the most recent Code of Conduct policies and Customer Service Charter

Employees to understand and accept Council’s Code of Conduct through the delivery and completion of an online learning module 25% 50% 75% 100%

Each council employee to complete Council’s Respectful Behaviours in the Workplace training 25% 50% 75% 100%

L2106.03 Ensure Council’s injury management is best practice Reduce lost time injuries by 10% - Annual Target 10%

Reduce lost time days by 10% - Annual Target 10%

L2106.04 To ensure Council recruitment timeframes are in line with industry standard

Timeframe from advertisement to letter of offer to be less than six (6) weeks 90% 90% 90% 90%


STRATEGY L22 To be a leader in best practice for local government

PARTNERS Office of Local Government, TRC Audit Committee

PROGRAM L2201 Leadership

OWNER Paul Bennett / General Manager


L2201.01 To be a leader in best practice and be recognised as a council that leads

Delivery of our Integrated Planning and Reporting framework100% 100% 100% 100%

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EVENTSOne of the 2020/2021 deliverables is to produce an annual program of events, detailing the festivals and events that are delivered or supported by Council. The table below will be available online for our community and visitors to our region and will be updated when events are made available.

Disclaimer: Events may be rescheduled or postponed as a result of Government regulations in place to contain COVID-19.

*Event has been postponed due to COVID-19, with a rescheduled date yet be announced.For Entertainment Venues events, visit www.entertainmentvenues.com.au

Month held Event Directorate/Division responsible

July Citizenship Ceremony Corporate & Governance

July NAIDOC Week* Business and Community

July Hats Off to Country Festival Business and Community

July National Reined Cow Horse Association of Australia AELEC

July Independent Miniature Horse Registry National Show AELEC

July Tamworth International Eventing AELEC

August Tension(s) 2020 - 4th Tamworth Textile Triennial Tamworth Regional Gallery and Museums

August Montages: The Full Cut, 1999 – 2015 Tamworth Regional Gallery and Museums

August Local Government Week Corporate & Governance

August National Book Week Tamworth Regional Library

August Chemical Collection Sustainability

August Young Drivers Expo Business and Community

August Tamworth Reining Horse Association AELEC

August Cloverleaf Cruisers Barrel Racing AELEC

August Reining Australia National Championships AELEC

August NSW State Dressage Championships AELEC

September Citizenship Ceremony Corporate & Governance

September Kootingal Country Fair Planning & Compliance

September Tamworth Show AELEC

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September Australian Stock Horse Society National Championships AELEC

September Australian Barrel Horse Association National Finals AELEC

September Australian Dog Association of Australian National Grand Prix AELEC

October Fiesta La Peel Multicultural Street Festival Business and Community

October National Thunder Motorcycle Rally Business and Community

October SUNNY Tamworth Regional Gallery and Museums

October Garage Sale Trail Sustainability

October National Water Week Water & Waste

October Ellen Howell - Indian Residency Tamworth Regional Gallery and Museums

October Yinarr Maramali Weavers Tamworth Regional Gallery and Museums

October North and North West Show Jumping AELEC

October Australian Quarter Horse Association Championships AELEC

October Australian National Working Equitation AELEC

October International Horse Driving Trials AELEC

October National Cutting Horse Association Futurity AELEC

November National Recycling Week Sustainability

November Amazing Enviro Race Sustainability

November Opening of Tamworth Regional Astronomy and Science Centre Tamworth Regional Gallery and Museums

November One Way or Another Tamworth Regional Gallery and Museums

November For the Love of Art Tamworth Regional Gallery and Museums

November City of Light Anniversary Tamworth Regional Gallery and Museums

November Professional Bull Riders Iron Cowboy AELEC

November Inter-School Horse Extravaganza AELEC

November Northern NSW RPG Welsh Pony Show AELEC

November Urban Landscape Tamworth Regional Gallery and Museums

December Lighting of the Community Christmas Tree Business and Community

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December Manilla Community Carols Planning & Compliance

December Gomeroi Culture Academy Tamworth Regional Gallery and Museums

December Midawarr – Harvest: The Art of Mulkun Wirrpanda and John Wolsey Tamworth Regional Gallery and Museums

December Gift of Time Business and Community

January Tamworth Country Music Festival Business and Community

January International Roundup (during TCMF) Business and Community

January Country Music Hands of Fame Imprinting Tamworth Regional Gallery and Museums

January Australia Day Civic Ceremony and Morning Tea Corporate & Governance

January Australia Day Nundle, Barraba, Bendemeer, Manilla and Kootingal Planning & Compliance

January Australia Day Concert Business and Community

January Citizenship Ceremony Corporate & Governance

January Xtreme Bulls AELEC

January Australian Bushmen’s Campdraft and Rodeo Association National Finals Rodeo and Campdraft

AELEC

February Backyard – Responding to our Environment Tamworth Regional Gallery and Museums

February BLINDSPOT Tamworth Regional Gallery and Museums

February Seed Stitch Contemporary Textile Awards Tamworth Regional Gallery and Museums

February Nutrien Classic Campdraft and Sale AELEC

February Tamworth Dressage Club Championships AELEC

February Australian Miniature Horse Society National Show AELEC

March Citizenship Ceremony Corporate & Governance

March Seniors Week Business and Community

March Grey Fergie Tractor Muster Planning & Compliance

March Clean Up Australia Day Sustainability

March Clean Up Australia Day Sustainability

March North and North West Show Jumping Club Peel River Produce Show Jumping Championship

AELEC

March Independent Miniature Horse National Show AELEC

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March Collection Conversion Tamworth Regional Gallery and Museums

April Tamworth Regional Heritage Festival Planning & Compliance

April Haunting Tamworth Regional Gallery and Museums

April Nundle Go For Gold Chinese Easter Festival Planning & Compliance

April Taste Tamworth Festival Business and Community

April Youth Week Business and Community

April Australian Quarter Horse Association National Championships AELEC

April Australian Stock Horse Society National Championships AELEC

May Citizenship Ceremony Corporate & Governance

May International Museums Day Tamworth Regional Gallery and Museums

May Paint Horse Association of Australia AELEC

May Tamworth Dressage Club AELEC

May Yinaar – Women’s Business Tamworth Regional Gallery and Museums

May National Cutting Horse Association Futurity AELEC

May Reconciliation Week Business and Community

June Bulky Household Waste Collection Water & Waste

June The Dressmaker Costume Exhibition Tamworth Regional Gallery and Museums

June Waste Warriors Expo* Sustainability

As required Section 355 Committee Events Planning & Compliance

As required Ad-hoc Events Business and Community

As required Infrastructure Openings Business and Community

Every 2 years Overseas Delegations – Gore NZ Corporate & Governance

Every 4 years Overseas Delegation – Nashville Corporate & Governance

As advised Overseas Delegation - China/Japan Corporate & Governance

As required Mayoral Receptions Corporate & Governance

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COMMUNITY ENGAGEMENT ACTIVITIES Council is fortunate to have at its disposal a range of current resources, generated from community feedback, to reference against the thoughts and ideas collected during the formal CSP consultation process.

Here is a snapshot of the additional data and insights that can be used inform our Plan.

Recent Consultation Projects Customer Insights Recent Plans & Strategies

Annual Operational Plan (2020)Bicentennial Park Masterplan (2019)Tamworth CBD Beautification (2019)Tamworth CBD Parking Strategy (2020)Centenary Park Outdoor Youth Space (2019)Chaffey Park Masterplan - Manilla (2020)Country Road Roundabout (2020)Tamworth Regional Cycling Strategy (2020)Destination New South Wales Vistation Survey (2020)Duri Landfill Upgrade (2019-2020)Finishing Fitzroy (2019-2020)Forest Road Landfill Gas Project (2019-2020)Gipps Street Carpark Upgrade (2020)Jewry Street Precinct (2019-2020)Living with Flying Foxes (2019)Manilla Road (Peel Street) Upgrade (2019-2020)Manilla Low Level Bridge (2019-2020)Manilla Water Supply Upgrade (2019-2020)Moore Creek Intersection Upgrade (2019)Northern Inland Centre of Sporting Excellence (2019-2020)Public Amenities Replacement program (2019)Smoke-Free Environment Policy (2020)Somerton Landfill Upgrade (2019)Sport and Recreation Strategic Plan (2020)Tamworth Regional Astromony and Science Centre (2019-2020)Tamworth Organic Recycling Facility (2019-2020)Tamworth Regional Blueprint 100 (2019-2020)Tamworth Region Town Water Supplies (2019-2020)Tourism surveys (ongoing)Treloar Park Tennis Redevelopment (2020)Viaduct Park Masterplan (2020)Viaduct Park Youth Hub (2019)Waste Voucher Trial (2019-2020)Woolomin Community Playground (2020)

Council Customer Satisfaction data

Web analytics

Social media monitoring & listening tools

Engagement Portal participation

ABS Data & Statistics

DA Online profile data

Local Government Comparative Data

DNSW Visitor Data

Live data collection

Media Monitoring Service Analysis

Recreation and Open Space Plan

Tamworth Regional Council Aquatic Management Plan

Tamworth Regional Youth Strategy

Disability Inclusion Action Plan (2017-2021)

Tamworth Regional Social Plan (2006)

Tamworth Regional Council Cultural Plan

Tamworth Regional Council Reconciliation Action Plan

King George Avenue Management Plan

Develop a Regional Tree Management Plan

Tamworth Powerhouse Museum Strategic Plan

Public Art Engagement Strategy (2016-2021)

Tamworth Regional Council Crime Prevention Management Plan

Graffiti Management Plan (2017-2022)

Strategic Companion Animal Management Plan (SCAMP) (2012-2015)

Tamworth Regional Council Economic Development Strategy - Tamworth Tomorrow

Tamworth Regional Bike Plan (2014)

Tamworth Regional Pedestrian Access and Mobility Plan

Car Parking Strategy

Tamworth Regional Airport Master Plan

Asset Management Strategy (2017-2027)

Tamworth Regional Local Environmental Plan (2010)

Tamworth Regional Development Control Plan (2010)

Tamworth Regional Council Drought Management Plan

Tamworth Regional Council Demand Management Plan

Tamworth Regional Council Water Sustainability Strategy

Tamworth Regional Museum Engagement Strategy (2019)

Request to Amend Drought Management Plan (2019)

Natural Resources Commission – Review of the Peel Water Sharing Plan (2019)

Bicentennial Park Masterplan (2019)

Namoi Joint Organisational Plans (2019) Not Council’s Plan but NSW Government

Tamworth Regional Council Community Participation Plan (2019)

Tamworth Regional Blueprint 100 Part 1 (2019)

Tamworth Regional Blueprint 100 Part 2 – Local Strategic Planning Statement 2020 (2019)

Emergency Water Supply Plan (2020)

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GLOSSARYTerm Definition

AELEC Australian Equine and Livestock Events Centre

Annual budget Council’s annual budget identifies the planned expenditure and revenue approved by Council for a financial year. This includes any specific activities identified as a priority under the Operational Plan

Annual Operating Plan (AOP) This annual operating plan provides details of projects and activities contained in the Delivery Program

Asset An economic resource owned or controlled by Council that enables services to be provided and that has a used life of greater than 12 months

Asset management A systematic approach through which Council optimally and sustainably manages its assets and asset systems, their associated performance, risks and expenditures over all phases of their life cycles

Balance Sheet This discloses the assets, liabilities and equity of Council

Biodiversity The variety of life in all its forms, levels and combinations

Capital income This shows the degree to which operating revenues can cover commitments for operating costs and asset renewals

Capital Works Program Council’s major works program assigned to ‘capital’ budgets (usually achieved over a four year period). It should be noted that not all expenditure within Council’s Capital Works Program is capitalised Corporate Finance

Cash Flow Statement This statement presents the cash flows associated with Council’s operating, financing and investing activities

Catchment Area of land that drains rainfall into a river or lake

Community engagement Refers to the level of public participation in the development of the Community Strategic Plan. Council is required to adopt a community engagement strategy prior to preparation of the Plan to ensure that, at a minimum, Council has worked directly with the community and that community concerns and aspirations have been consistently understood and considered

Community Strategic Plan (CSP) Identifies the community’s main priorities and aspirations for the future and sets out strategies to achieve them. Council’s role is to initiate, prepare and maintain the Plan on behalf of the area but other partners such as state agencies and community groups also play a role in delivering the long term objectives of the plan

Debt servicing ratio Principal and interest on debt divided by available revenue to fund debt

Delivery Program This is a statement of a commitment to the community. It outlines what Council intends to do towards achieving its long term objectives and priorities

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Term Definition

Destination Tamworth Is a brand developed by Council to promote the region as a destination to live, work, play & invest.

Fair Value This is a rational and unbiased estimate of the potential market price of a good, service, or asset. It takes into account such objective factors as: acquisition/production/distribution costs, replacement costs, or costs of close substitutes

Goals Statement detailing what Council would like to achieve

Governance Governance comprises the traditions, institutions and processes that determine how power is exercised, how citizens are given a voice, and how decisions are made on issues of public concern

Heritage Refers to the extensive aboriginal, natural, social and built history of the Tamworth Region. It consists of those places and objects, including houses, public and commercial buildings, parks and monuments, that we as a community have inherited from the past and want to hand on to future generations. In a planning context, heritage refers to things in our built and natural environment that we want to preserve for future generations to enjoy

Income Statement This statement shows the operating result and change in net assets from operations for the year

Infrastructure Roads, buildings, bridges, pavements, cycle ways and other constructions

Intangible assets Acquisitions that provide long term benefits but do not have a physical form, e.g. licences

IP&R Framework All councils in NSW work within the framework specified in the Office of Local Government’s (OLG’s) Integrated Planning and Reporting (IP&R) Manual. It addresses the minimum requirements to meet the intent of the Act and outlines processes and activities to achieve an integrated strategic plan at the individual local government level

IPART Independent Pricing and Regulatory Tribunal of NSW. The tribunal sets the local government rate peg and assesses applications for special rate variations and council contributions plans

Issue A key area of concern or priority identified by the community and Council that needs to be addressed

Key strategies/plans Key documents developed to articulate what steps will be taken to achieve the goals

Local Environmental Plan (LEP) An environmental planning instrument that contains legally binding provisions relating to development

Mission A brief description of organisation’s fundamental purpose

Namoi Joint Regional Organisation Comprising the Councils of Gwydir Shire, Gunnedah Shire, Liverpool Plains Shire, Tamworth Regional, Walcha Councilof Councils (NROC)

Net financial liabilities ratio Liabilities less assets divided by operating revenue

Operating surplus ratio Operating result divided by total operating revenue excluding capital items

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Term Definition

Performance measures A set of measurements to help the organisation reach its goals

Performance statement The Performance Statement outlines the Key Strategic Activities and how the organisation has performed against the set performance targets. This statement is independently audited and printed in the Annual Report

Program A program is an endeavour to deliver a particular strategic outcome and related benefits, and in doing so, coordinates a group of related projects, activities and work streams. Programs of services are natural groupings of services e.g. Waste Management Program includes waste collection, waste disposal, waste recycling and city cleaning services

Resourcing Strategy Identifies who is responsible for the issues determined in the Community Strategic Plan. Some will be the responsibility of Council, some will be other levels of Government and some will be community groups or individuals. The Resourcing Strategy consists of three components: • Long Term Financial Plan • Workforce Management Plan • Asset Management Plan

Risk management Good management which operates to minimise the incidence of injury, damage, or loss to persons or property and to the good reputation of Council

Section 64 Contributions Cash contributions towards network assets from developers for water and sewer funds

Section 94 contributions Cash contributions towards community assets from developers for general fund

Service charges Annual charges for availability of waste, water and sewer services

Social justice principles Measures that decrease or eliminate inequity; promoting inclusiveness of diversity; and establishing environments that is supportive of all people

Stakeholder Any individual or group having a particular interest in a project or action

Tamworth Tomorrow Council’s Economic Development Strategy to 2021

The Long Term Financial Plan Is one of the three components which make up the Resourcing Strategy that informs the Community Strategic Plan and Delivery (LTFP) Program

Themes Recurring priorities guiding Council’s strategic planning into a common area

TRECC Tamworth Regional Entertainment and Conference Centre

Values A principle, standard, or quality considered worthwhile or desirable

Vision An aspirational description of what an organisation would like to achieve or accomplish in the mid-term or long-term future

Workforce Management Plan This strategy enables Council to plan its future workforce needs against the CSP and DP

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ACRONYMS

AOP Annual Operating Plan

ABS Australian Bureau Statistics

AELEC Australian Equine and Livestock Events Centre

AMP Asset Management Plan

AOP Annual Operating Plan

BAE Business Name - BAE Systems

CBD Central Business District

CCTV Closed Circuit Television

CNRL Central Northern Regional Library

CPI Consumer Price Index

CSP Community Strategic Plan

CRC Community Recycling Centre

DP Development Plan

EMT Council’s Executive Management Team

EPA Environment Protection Authority

GA General Aviation

IDAL Intermittently Decanted Aerated Lagoon

IP&R Integrated planning & reporting framework

IPART Independent Pricing and Regulatory Authority

LEP Local Environmental Plan

LG Local Government

LTFP Long Term Financial Plan

ML Megalitre

NAIDOC National Aborigines and Islanders Day Observance Committee

NICSE Northern Inland Centre for Sporting Excellence

RMS Roads and Maritime Services

SES State Emergency Service

SEST Surface Enrichment Spray Treatment

SPS Sewer Pump Station

TRECC Tamworth Regional Entertainment and Conference Centre

TRC Tamworth Regional Council

WWTP Wastewater Treatment Plant

WFP Work Force Plan

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PO Box 555, Tamworth NSW 2340 � [email protected]

Phone: (02) 6767 5555, or 1300 733 625 within the Tamworth region during office hours.

www.tamworth.nsw.gov.au www.facebook.com/TamworthRegionalCouncil

Documents

4 YEAR DELIVERY PROGRAM DRAFT - ANNUAL OPERATIONAL …€¦ · Your voice is the key to our region’s future. 2020 2021. 2 ABOUT THIS PLAN THE DELIVERY PROGRAM ... are built by vision,