JUNEE SHIRE COUNCIL
AGENDA AND BUSINESS PAPER
Ordinary Meeting of Council
Tuesday, 17 March 2020
@ 4.30pm
at the ILLABO TENNIS COMPLEX
In accordance with Council’s Code of Meeting Practice, this Council Meeting is being recorded and will be placed on Council’s webpage for public information.
All present at the meeting are reminded that by speaking you are agreeing to your view and comments being recorded and published.
You are also reminded that, if or when speaking, you are to be respectful to others and use appropriate language.
Junee Shire Council accepts no liability for any defamatory or offensive remarks or gestures during this Council Meeting. ACKNOWLEDGEMENT OF COUNTRY
I would like to acknowledge the Wiradjuri people who are the traditional custodians of this land. I would also like to pay respect to the Elders both past and present of the Wiradjuri Nation and extend that respect to other community members present.
OATH
I swear that I will undertake the duties of the office of councillor in the best interests of the people of Junee and the Junee Shire Council and that I will faithfully and impartially carry out the functions, powers, authorities and discretions vested in me under the Local Government Act 1993 or any other Act to the best of my ability and judgment.
OUR VISION
“Junee will be a great place to live, with a healthy civic pride. That will come about because the amenity of the Shire – social, recreational, cultural, environmental and visual – is the best quality possible given our circumstances. There will be an increase in population because of this, with the increase made up of people who are net contributors to the community.
“Junee will be prosperous and existing services and businesses will have been preserved and grown. The Shire will have economic development strategies recognising the different circumstances of urban and rural areas.
“Junee will be a place where innovative, responsive leadership and management occurs in all facets of community life.
“It will be an independent Local Government area with a strong sense of identity.”
OUR MISSION
The community and Junee Shire Council are to Make Tracks systematically and with determination towards the Shire Vision.”
OUR COMMUNITY VALUES
Proud and welcoming – we are proud of our Shire and as a friendly community we encourage and support new residents and business owners.
Innovative and progressive – we welcome new ideas and we seek to make changes that will improve the lifestyle of our community.
Inclusive – we have a perspective broader than the Shire boundary; our regional focus means we are tuned to the opportunities available through co-operation and partnerships.
Leadership and wisdom – we listen and act; we are prepared to take tough decisions in the best interests of the future of our people, our place and our economy. AGENDA – 17 MARCH 2020
PRESENTATION BY CINDY CASSIDY, FARMLINK
CONFIRMATION OF MINUTES ORDINARY MEETING 18 FEBRUARY 2020
MATTERS ARISING OUT OF MINUTES
DECLARATIONS OF INTEREST
MAYORAL MINUTE
GENERAL MANAGER’S REPORT 1. AUDIT OFFICE OF NSW – REPORT ON LOCAL GOVERNMENT 2018 2. OFFICE OF LOCAL GOVERNMENT – SUPERANNUATION DISCUSSION PAPER 3. COUNCIL INVESTMENTS AND BANK BALANCES 4. STORYTIME POD AT JUNEE LIBRARY 5. JUNEE LIBRARY FUNDING 6. STRONGER COUNTRY COMMUNITIES FUND – ROUND 3 7. DEVELOPMENT APPLICATION 2020/10 - ERECT NEW COLORBOND SHED 8. SAFER ROADS PROGRAM FUNDING 9. CAPITAL WORKS AND PARKS PROGRESS REPORT 2019-20
CORRESPONDENCE
COUNCIL COMMITTEE REPORTS Internal Audit Committee Village and Rural Improvement Committee
DELEGATES REPORTS Riverina Regional Library Half Yearly Progress Reports
NOTICES OF MOTION
LATE BUSINESS (MATTERS OF URGENCY)
QUESTIONS/STATEMENTS WITH NOTICE
INFORMATION BOOKLET – TABLED FOR THE INFORMATION OF COUNCILLORS
GENERAL MANAGER’S CONFIDENTIAL REPORT – RECOMMENDATIONS OF COMMITTEE OF A WHOLE MEETING
CLOSE
JUNEE SHIRE COUNCIL
CONFIRMATION OF MINUTES ORDINARY MEETING
MINUTES OF THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON TUESDAY, 18 FEBRUARY 2020.
PRESENT
Councillors N Smith, R Asmus, M Austin, D Carter, R Callow, M Cook, P Halliburton, M Holmes and K Walker.
STAFF
General Manager, Acting Director Finance and Administration, Director Community and Business, Manager Engineering Services and Executive Assistant.
______
PUBLIC FORUM
N/A ______
The meeting opened at 4.30pm.
ADDRESS BY JAMES BOLTON, DIRECTOR, RIVERINA MURRAY, REGIONAL NSW
Mr James Bolton from Riverina Murray, Regional NSW addressed the Council and gave an overview on the Riverina Murray Regional Plan 2036.
CONFIRMATION OF MINUTES – ORDINARY MEETING 17 DECEMBER 2019
01.02.20 RESOLVED on the motion of Cr R Asmus seconded Cr M Cook that the minutes of the Ordinary Meeting held on 17 December 2019, copies of which had been supplied to each Councillor, be confirmed.
CONFIRMATION OF MINUTES – EXTRAORDINARY MEETING 21 JANUARY 2020
02.02.20 RESOLVED on the motion of Cr R Asmus seconded Cr R Callow that the minutes of the Extraordinary Meeting held on 21 January 2020, copies of which had been supplied to each Councillor, be confirmed.
BUSINESS ARISING
Councillor Carter asked a question in relation to Minute 14.12.19 – Ongoing Management of Crown Land and if letters had been sent to stakeholders. He was advised the matter would be taken on notice.
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 1 of 6 MINUTES OF THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON TUESDAY, 18 FEBRUARY 2020.
DECLARATIONS OF INTEREST
Councillors were invited to disclose any Declarations of Interest related to the items of business in the report.
Councillor Matt Austin declared a non-pecuniary, non-significant interest in Item 6 of the General Manager’s report as he is a friend of one of the neighbouring property owners.
MAYORAL MINUTE
Nil
GENERAL MANAGER’S REPORT
The General Manager presented a report which dealt with Items 1 to 9, and the following action was taken:
1[ADFA] QUARTERLY BUDGET REVIEW STATEMENT – DECEMBER 2019
03.02.20 RESOLVED on the motion of Cr R Callow seconded Cr R Asmus that:
1. The Quarterly Budget Review Report as at 31 December 2019 be received and noted; and
2. The Council approve the variations in budgets at 31 December 2019.
2[FM] COUNCIL INVESTMENTS AND BANK BALANCES
04.02.20 RESOLVED on the motion of Cr M Austin seconded Cr P Halliburton that:
1. That the Monthly Investment Reports as at 31 December 2019 and 31 January 2020 be received and noted.
2. That the Certificate of the Responsible Accounting Officer be noted and the report adopted.
3[DCB] DELIVERY PROGRAM / OPERATIONAL PLAN - HALF YEAR PROGRESS REPORT
05.02.20 RESOLVED on the motion of Cr R Asmus seconded Cr R Callow that the Council receive the Combined Delivery Program / Operational Plan Half Year Progress Report and endorse its publication to the community.
Councillor David Carter and Councillor Pam Halliburton voted against the Motion and asked that this be recorded.
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 2 of 6 MINUTES OF THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON TUESDAY, 18 FEBRUARY 2020.
4[DCB] PLANNING PROPOSAL LEP20/01 – ADDITIONAL CLAUSE ADDED TO JUNEE LEP 2012 TO ENABLE EXCEPTIONS TO THE MINIMUM LOT SIZE IN RURAL ZONES
06.02.20 RESOLVED on the motion of Cr R Callow seconded Cr M Austin that:
1. Council support the planning proposal LEP20/01 prepared to amend the Junee Local Environmental Plan 2012.
2. Submit the planning proposal to the Department of Planning and Environment for Gateway Determination.
3. Receive a further report after the public exhibition period:
a) Addressing any submissions made in respect of the planning proposal.
b) Proposing adoption of the planning proposal unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period.
As required under Section 375A of the Local Government Act, the following is the record of voting for this planning matter.
FOR: Councillors N Smith, R Asmus, M Austin, R Callow, D Carter, M Cook, P Halliburton, M Holmes and K Walker.
AGAINST: Nil
5[DCB] STAGE 8 OF JOHN POTTS DRIVE SUBDIVISION – REQUIREMENT OF OPEN SPACE/COMMUNITY LAND
07.02.20 RESOLVED on the motion of Cr M Austin seconded Cr R Asmus that Council support the current classification of the subject land as Operational Land and divest the proposed lots for sale.
As required under Section 375A of the Local Government Act, the following is the record of voting for this planning matter.
FOR: Councillors N Smith, R Asmus, M Austin, R Callow, D Carter, M Cook, P Halliburton, M Holmes and K Walker.
AGAINST: Nil
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 3 of 6 MINUTES OF THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON TUESDAY, 18 FEBRUARY 2020.
6[DCB] DEVELOPMENT APPLICATION 2019/72 - CONSTRUCTION OF STORAGE PREMISES
Councillor Matt Austin declared a non-pecuniary, non-significant interest in this item.
08.02.20 RESOLVED on the motion of Cr D Carter seconded Cr R Callow that the Development Application No. 2019/2 from Jose Oliveira for the construction of a storage premises located on Lot: 8 Section: 7 DP: 758533 known as 1 Howell Street, Illabo be REFUSED CONSENT based on the following reasons:
1. The application, as submitted, does not adequately satisfy the objectives or numerical controls of the Residential Development Controls under the Junee Development Control Plan 2015.
2. The application as submitted does not adequately satisfy relevant matters for consideration under Section 4.15(b) of the Environmental Planning and Assessment Act 1979 (as amended).
As required under Section 375A of the Local Government Act, the following is the record of voting for this planning matter.
FOR: Councillors N Smith, R Asmus, R Callow, D Carter, M Cook, P Halliburton, M Holmes and K Walker.
AGAINST: Nil
7[DCB] JUNEE COMMUNITY TRANSPORT CLIENT SURVEY
09.02.20 RESOLVED on the motion of Cr R Asmus seconded Cr K Walker that:
1. Council receives and notes the report on the Junee Community Transport Client Service.
2. Council write to the volunteers and staff of Community Transport thanking them for their dedication to the service.
8[EHBS] ADVENTURE PLAYGROUND SITE
10.02.20 RESOLVED on the motion of Cr D Carter seconded Cr R Callow that the Council suspend Standing Orders; the time being 5.50pm.
11.02.20 RESOLVED on the motion of Cr K Walker seconded Cr M Holmes that Standing Orders be resumed the time being 6.15pm.
12.02.20 RESOLVED on the motion of Cr M Austin seconded Cr K Walker that the final site for the construction of the Junee Adventure Playground under the My Community Project Program be Site 1 - West and North of the newly resurfaced carpark at Park Dam.
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 4 of 6 MINUTES OF THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON TUESDAY, 18 FEBRUARY 2020.
Councillor Pam Halliburton voted against the Motion and asked that this be recorded.
9[DCB] ROAD NAMING
13.02.20 RESOLVED on the motion of Cr P Halliburton seconded Cr R Callow that the names Loftus Lane, Library Lane, Danswans Road, and Illabo Showground Road, as identified in this report, be formalised by published Notice in the Government Gazette.
COMMITTEE REPORTS
Nil
DELEGATES’ REPORTS
• Riverina Regional Library Committee • Inland Rail • Weeds Committee • Draft Riverina Joint Organisation • Draft REROC Board Meeting • Sports Committee – Cr M Holmes – verbal • Local Health Advisory Committee – Cr M Holmes – verbal • Seniors Week – Cr P Halliburton - verbal
NOTICE OF MOTION
Nil
LATE BUSINESS
Letter from Junee Diesels Rugby League Club Inc.
14.02.20 RESOLVED on the motion of Cr D Carter seconded Cr R Asmus that the new building at Laurie Daley Oval be named in honour of the late Mr Bill Deacon.
QUESTIONS ON NOTICE
1. Could a report/plans be available for the changes to DA/CDC No: 10/2018/07/02 – Modification for staged Development, 37 Waratah St. What is the nature of the modification?
This modification involved a change to the development description only – no other changes to the original development have occurred. The original development description read “Multi-Dwelling Housing & Ten Lot Community Title Subdivision” it turned out this description caused some issues for the developer in obtaining the required Home Building Compensation Fund (former Home Owner Warrantee Insurance) policies. The developer wants to erect each dwelling as they are sold under a house and land type package. Under the Home Building Compensation Fund regulations, multi- dwelling development must obtain a single policy and would require the developer/builder to erect all dwellings at once as a single multi-dwelling type project.
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 5 of 6 MINUTES OF THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON TUESDAY, 18 FEBRUARY 2020.
The Developer requested a minor modification to the Consent to change the developments description to read “Staged Development – 9 New Individual Dwelling Houses & 10 Lot Community Title Subdivision” this has removed the Multi-Dwelling description and will now allow him to obtain multiple policies to cover each individual dwelling houses.
The modification was very minor and made no changes to the physical design, layout or use of the land from that which was originally approved – therefore the application was not neighbour notified and determined under delegated authority.
2. Could a report/plans be available for the changes to DA/CDC No: 10/2018/52/04 – Modification to allow 24hr public access etc and creation of a new crossover for traffic etc, 56 Lord St. Was it neighbour notified at each modification?
The original development application was neighbour notified to adjoining and adjacent landowners, as such each of the subsequent modification applications were also notified to the same landowners. Council did not receive submissions to the development application or subsequent applications to modify the consent.
This original development consent was for the erection of an unmanned diesel refuelling station, two bay truck wash and driver amenities. Since the original consents issue on the 15th January 2019 there have been three modifications.
The initial application sought that the new facility was for use for business to business purposes and wouldn’t be available for general public use and this was reflected in the consent conditions with limited hours of operation. The first modification requested that these conditions be relaxed to allow general public use with 24-hour access. This modification was granted 19th August 2019. The second modification requested the addition of a “Caltex” advertising sign to be erected in association with the unmanned refuelling station; this modification was granted 4th November 2019. The third and most recent modification requested that the two bay truck wash also be opened for general public use with 24-hour access. This modification requested minor change to the location of the truck wash onsite and vehicle access and exit locations. This modification was granted 14th January 2020.
3. Could a report/plans be available for the changes to DA/CDC No: 10/2019/77 – two-lot subdivision, 5 McDonalds Lane Wantabadgery. ‘How does this affect the current DA that applies to this address’. How does this affect the current DA that applies to this address?
The application for a subdivision does not materially impact the approval or conditions of approval for the dog breeding facility currently being undertaken on the site.
INFORMATION BOOKLET
The information booklet was received and noted.
There being no further business, the meeting closed at 6.21pm.
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 6 of 6
JUNEE SHIRE COUNCIL
GENERAL MANAGER’S REPORT
GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Item No: 1 AUDIT OFFICE OF NSW – REPORT ON LOCAL GOVERNMENT 2018
Reporting Officer: Acting Director Finance and Administration
Key CSP strategic theme: Sustainable - Strategy 6.1 – Council is accountable and financially sustainable Collaborative - Strategy 8.3 – Provide representative, responsive and accountable community governance and leadership
Attachments: Yes – Audit Office Annual Report
RECOMMENDATION:
That the contents of the NSW Audit Office report on Local Government finances 2018 be noted. ______
EXECUTIVE SUMMARY
The Audit Office (AO) has released its annual report on the state of Local Government financial audits for 2018. A copy of this report is attached. There are 138 councils in NSW and 135 financial statements were submitted for audit. One council had its audit disclaimed. The AO identified seven high risk and 85 moderate risk findings on financial reporting processes.
Almost half the high-risk findings were due to information technology IT issues and the AO noted that as a growing number of councils are outsourcing their IT functions, there is a growing need in the sector for greater accountability and management of the process. They go on to make a series of recommendations in this area for councils to consider.
The other major categories of high-risk findings relate to asset management and financial reporting. Three councils, including Junee, have overcome qualified audit opinions from the previous year and are now resolved.
The implementation of the new accounting standards is still causing issue with many councils and the AO notes that the Office of Local Government (OLG) are running training courses to assist in this change. The AO has noted a general improvement in overall compliance across the sector and that the improvement trend is continuing however the challenges are still to be overcome.
The report makes a series of conclusions and several recommendations on the areas of:
• Financial reporting • Governance • Information technology • Asset management • Financial performance and sustainability
These will be implemented during the upgrade of the financial software that is currently underway and the implementation of the new records management system and the creation of the asset Page 1 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020. management system that will occur over the next couple of months. There is of course an ever- increasing financial burden that is being placed on council by these and other changes being implemented by the State Government.
Junee Council is not alone in meeting these requirements as the report shows that many rural councils are experiencing difficulties in implementing these changes.
Page 2 JUNEE SHIRE COUNCIL
ATTACHMENT TO GENERAL MANAGER’S REPORT
2020
Item No. Subject
1[ADFA] AUDIT OFFICE OF NSW - REPORT ON LOCAL
GOVERNMENT 2018
Report on Local Government 2018
28 FEBRUARY 2019
NEW SOUTH WALES AUDITOR-GENERAL’S REPORT SECTOR REPORT THE ROLE OF THE AUDITOR-GENERAL
The roles and responsibilities of the Auditor- General, and hence the Audit Office, are set out in the Public Finance and Audit Act 1983 and the Local Government Act 1993. We conduct financial or ‘attest’ audits of GPO Box 12 State public sector and local government Sydney NSW 2001 entities’ financial statements. We also audit the Total State Sector Accounts, a consolidation of all agencies’ accounts. Financial audits are designed to add The Legislative Assembly The Legislative Council credibility to financial statements, enhancing Parliament House Parliament House their value to end-users. Also, the existence Sydney NSW 2000 Sydney NSW 2000 of such audits provides a constant stimulus to entities to ensure sound financial management. In accordance with section 421D of the Local Following a financial audit the Audit Office Government Act 1993, I present a report titled issues a variety of reports to entities and ‘Report on Local Government 2018’. reports periodically to parliament. In combination these reports give opinions on the truth and fairness of financial statements, and comment on entity compliance with certain laws, regulations and government directives. They may comment on financial prudence, probity and waste, and recommend operational improvements. Margaret Crawford Auditor-General We also conduct performance audits. 28 February 2019 These examine whether an entity is carrying out its activities effectively and doing so economically and efficiently and in compliance with relevant laws. Audits may cover all or parts of an entity’s operations, or consider particular issues across a number of entities. As well as financial and performance audits, the Auditor-General carries out special reviews and compliance engagements. Performance audits are reported separately, with all other audits included in one of the regular volumes of the Auditor-General’s Reports to Parliament – Financial Audits.
© Copyright reserved by the Audit Office of New South Wales. All rights reserved. No part of this publication may be reproduced without prior consent of the Audit Office of New South Wales. The Audit Office does not accept responsibility for loss or damage suffered by any person acting on or refraining from action as a result of any of this material.
audit.nsw.gov.au
contents
Report on Local Government 2018
Section one – Report on Local Government 2018 Executive summary 1 Introduction 4 Financial reporting 11 Governance and internal controls 21 Information technology 33 Asset management 41 Financial performance and sustainability 51
Section two – Appendices Appendix one – Response from the Office of Local Government 59 Appendix two – List of 2018 recommendations 61 Appendix three – Status of 2017 recommendations 62 Appendix four – Sources of information and council classifications 64 Appendix five – Financial data 67 Appendix six – Status of audits 71 Appendix seven – List of Joint Organisations and their member councils 76 Appendix eight – Council spending by function – Definitions from the Local Government Code of Accounting Practice and Financial Reporting 77 Appendix nine – OLG’s performance indicators from the audited financial statement - Descriptions 78 Appendix ten – OLG’s performance indicators from the unaudited Special Schedule 7 - Descriptions 79 Appendix eleven – OLG’s performance indicators 80 Appendix twelve – NSW Crown Solicitor’s advice 89
Section one Report on Local Government 2018
This report analyses the results of the financial statement audits of New South Wales councils in 2017–18.
Executive summary
This report analyses the results of our audits of financial statements of local councils for the year ended 30 June 2018. The table below summarises our key observations and recommendations.
1. Introduction Local Government sector New South Wales has 138 councils: 128 local councils serving a geographical area and ten county councils formed for a specific purpose. This report includes the 2017–18 financial audit results of 135 out of 138 councils and the result of the 2016–17 financial audit of Bayside Council. Joint Organisations On 30 November 2017, the NSW Government amended the Local Government Act 1993 (the Act) to allow councils in regional NSW to form Joint Organisations (JOs). The Act makes the Auditor-General the auditor of JOs from 2018–19 onwards. Service delivery Each council provides a range of services, influenced by its population density, demographics, economy, geographic and climatic characteristics. These differences influence the financial profile of councils.
2. Financial reporting Quality of financial reporting Unqualified audit opinions were issued for 135 out of 138 council’s 2017–18 financial statements. The audits of three councils are in progress. Next year's Report to Parliament will include the outcome of these incomplete audits. We disclaimed the audit opinion for Bayside Council’s 2016–17 financial statements as management were unable to confirm that the financial statements present fairly the performance and position of the Council. The overall quality of the financial statements needs to improve. Across the sector, our audits identified: • 7 high-risk and 85 moderate-risk findings on financial reporting processes • 60 prior period errors totalling $2.4 billion that required adjustment to the financial statements • 512 corrected and uncorrected errors with a total value of $1.4 billion. Timeliness of financial reporting The timeliness of financial reporting improved, with 111 councils (100 councils in 30 June 2017) submitting their financial statements before the 31 October 2018 statutory reporting deadline. However, more councils submitted their financial statements during the last week of October.
1 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Executive summary
3. Governance and internal controls Internal controls We reported 83 high-risk findings in our management letters. Recommendation: Councils should reduce risk by addressing high-risk findings as a priority. Governance There has been an increase in the number of councils with an audit, risk and improvement committee or an internal audit function compared with the prior year. Seventy per cent of councils have an audit, risk and improvement committee (62 per cent at 30 June 2017) and 67 per cent of councils have an internal audit function (62 per cent at 30 June 2017). Councils can strengthen policies and practices for procurement, contract management, risk management and legislative compliance. Councils can improve internal controls over revenue, purchasing, payroll, Treasury, manual journals and reconciliations. 4. Information technology
High-risk issues We reported 39 high-risk findings relating to information technology.
Governance Ninety-four councils have not formalised all policies which manage key information technology (IT) processes. Where policies are formalised, 78 councils are not reviewing the policies to ensure they are up to date. Sixty-five councils do not register their IT risks and 44 councils do not regularly report IT risks to management and those charged with governance. IT general controls Our audits identified: • user access management to IT systems need to be improved • privileged access is not adequately restricted and monitored • control weaknesses over changes to IT systems. Managing service providers Seventy-two councils outsource at least one IT function to a third-party service provider. Of these: • 26 councils do not have a complete and accurate inventory of IT service providers engaged, along with corresponding services provided • 49 councils did not perform an adequate risk assessment before engaging the IT service provider • 51 councils do not have clearly defined key performance indicators (KPI) in the Service Level Agreements (SLA) with the IT service provider • 36 councils do not periodically assess the performance of the IT service provider.
2 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Executive summary
5. Asset management High-risk issues We reported 21 high-risk findings relating to councils' asset management and accounting practices. Asset management planning Most councils comply with the requirement to prepare an asset management strategy, policy and plan. However, the quality of these critical planning documents could be improved. Recommendation: Councils’ asset management policy, strategy and plan should comply with the Local Government Act 1993 and the Integrated Planning and Reporting Guidelines issued by the Office of Local Government. Asset valuation process We noted deficiencies in the asset valuation processes resulting in significant errors to the financial statements of $2.6 billion, including $1.9 billion of prior period errors. Our audits found: • 63 councils did not formally re-assess the remaining useful lives of infrastructure assets • useful lives of similar assets varied across councils • 16 councils recorded residual values for road assets, which did not comply with the requirements of Australian Accounting Standards. Asset management systems The accuracy and completeness of councils’ asset register data can improve. We found discrepancies between councils' Crown land asset records and the Crown Land Information Database (CLID) managed by the Department of Industry. Five councils recorded $225 million of previously unrecorded Crown land assets.
6. Financial performance and sustainability Operating performance and revenue Operating expenses of 33 councils exceeded operating revenue. Forty-six councils did not meet OLG's target of 60 per cent for own source operating revenue. Liquidity and working capital Most councils met the liquidity and working capital performance measures over the last two years.
3 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Executive summary
1. Introduction
1.1 The Local Government sector Local Government is the third tier of government. It is established under state legislation, which defines the powers and geographical areas each council is responsible for. There are 128 local councils and ten county councils in New South Wales.
Each council is a statutory corporation. Elected councillors form the governing body to direct council affairs in line with the Local Government Act 1993 and Local Government (General) Regulations 2005.
Local councils provide services and infrastructure for a geographical area. County councils are formed for specific purposes such as to supply water, manage flood plains or eradicate noxious weeds.
This report details the results of 2017–18 financial audits of 135 out of 138 councils. It also includes the result of the 2016–17 financial audit of Bayside Council which was completed this year.
In preparing this report, the comments and analysis are drawn from:
• audited financial statements • our performance audit reports • data collected from councils • audit findings reported to councils • data from the Office of Local Government and the Australian Bureau of Statistics, including population, kilometres of roads and council area.
In NSW, councils are classified into four groups – metropolitan, regional, rural and county. Further details are provided in Appendix four.
Metropolitan councils
Regional councils
Rural councils
County councils
4
NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Introduction
1.2 Joint Organisations On 30 November 2017, the NSW Government amended the Local Government Act 1993 (the Act) allowing councils in regional NSW to form Joint Organisations (JOs). The JOs will be required to prepare financial statements for audit by the Auditor-General from 2018–19 onwards.
Eighty-five councils in regional NSW are members of 13 Joint Organisations.
Northern Rivers
Far North West New England
Mid North Coast
Namoi
Orana
Hunter
Far South West
Central New South Wales
Riverina Riverina and Murray Illawara Shoalhaven
ACT
Canberra Region
Notes: 1 Metropolitan councils are excluded for Joint Organisations. 2 Refer to Appendix seven for a list of the 13 Joint Organisations and their member councils.
The core activities of JOs include regional strategic planning and priority setting, regional advocacy and collaboration with the State and Australian Governments. In addition, JOs can also engage in shared services with neighbouring councils.
Our recent audit 'Shared Services in Local Government’ found most councils are not efficiently and effectively engaging in shared services. This is due to three main factors:
• some councils do not have the skills and capability required to establish and manage shared arrangements • not all councils assess the performance of their current services before deciding on the best service delivery model • existing governance models used by councils to share services are not subject to the same checks and balances, risking transparency and accountability.
There are opportunities under the Joint Organisation model for councils to engage more efficiently and effectively in shared services.
5 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Introduction
1.3 Service delivery Councils invest significant resources to deliver a wide range of services to the community. These include waste collection, planning, child and family day care, and recreational services. Councils also build and maintain infrastructure, including roads, footpaths and drains, and enforce various laws.
Council services vary depending on community needs
While core functions, such as waste collection, are similar across councils, the range of services each council provides is variable. The mix is influenced by population density, demographics, the local economy, climate and geographic characteristics.
The following graphic shows councils’ expenditure by function in 2017–18.
Note: Appendix eight provides further information on council expenditure by function.
6
NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Introduction
In 2017–18, councils collectively reported expenditure of $11.4 billion. A large proportion of these funds was spent on the following:
• $2.2 billion on transport and communications, including sealed and unsealed roads, bridges, footpaths, parking areas and aerodromes • $2.0 billion for governance and administration, including corporate and support services, engineering works, council elections, meetings and policy-making committees, members’ fees and expenses, subscriptions, public disclosures and legislative compliance • $1.9 billion on the environment, including waste management, sanitation and garbage, street cleaning, drainage and stormwater management, and environmental protection • $1.8 billion on recreation and culture, including public libraries, museums, art galleries, community centres, public halls and performing arts venues, sporting grounds and venues, swimming pools, parks, gardens and lakes. 1.4 Audit Office Annual Work Program In addition to forming an opinion on the financial statements of councils, our audits examine a small number of specific topics across councils. We determine which topics to consider by looking for opportunities to improve public-sector accountability, governance and administration. We also consider the risks and challenges to the Local Government sector and how these may be addressed during our audits.
This year, our 2017–18 financial audits focused on:
• Procurement practices and contract management (see Chapter 3) • Controls over IT systems (see Chapter 4) • Valuation of infrastructure, property, plant and equipment (see Chapter 5).
The following performance audits are also underway and due to be completed this year:
• Amalgamation: Managing staffing implications • Waste management in Local Government • Council's management of development assessments. 1.5 Interactive data tool We have summarised key financial information included in all council audited financial statements into an interactive data tool.
This is designed to assist users of council financial statements to better understand and compare financial information across councils. It is available on our website and includes the following information for each council:
• revenue, expenditure, operating result, asset and liability data • key financial performance and sustainability indicators • minimum, median and maximum values within selected council groupings.
While this information can assist users to compare and understand a council’s financial performance and position, a conclusion on good or bad performance cannot be drawn from this data alone.
The 2017–18 financial statement data used in the tool is summarised in Appendix five of this report. It excludes financial statement data for three councils as the audits have not been completed.
The Office of Local Government advised that the Minister for Local Government will consider releasing a website for councils to compare and benchmark council information. This may form part of the Office of Local Government’s future performance management framework.
7 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Introduction
Financial reporting
2. Financial reporting
Financial reporting is an important element of good governance. Confidence and transparency in Local Government decision making is enhanced when financial reporting is accurate and timely.
This chapter outlines our financial reporting audit observations across councils for 2018.
Observation Conclusions and recommendations
2.1 Quality of financial reporting
Unqualified audit opinions were issued for 135 out of Sufficient audit evidence was obtained to conclude 138 council's financial statements. The audits of the financial statements for 135 councils were free of three councils are in progress. material misstatement. Three councils, with previously qualified audit opinions, resolved those issues during 2017–18. A disclaimed audit opinion was issued for Bayside Bayside Council did not resolve all issues related to Council’s 30 June 2017 financial statements as the former councils, resulting in a disclaimed audit management were unable to confirm that the opinion. financial statements present fairly the performance and position of the Council. We were unable to obtain enough evidence to support the financial results reported. The 30 June 2018 financial audits reported: Our audits continue to identify opportunities to • 7 high-risk and 85 moderate-risk findings on improve the quality of councils’ financial reporting. financial reporting processes • financial statement adjustments for 60 prior period errors totalling $2.4 billion • 512 corrected and uncorrected errors totalling $1.4 billion. Most of these errors related to infrastructure, property, plant and equipment (IPPE). We reported 95 instances in our management letters To help councils implement the new standards, the where councils could be better prepared for the Office of Local Government is running workshops, upcoming changes to accounting standards. developing guidance and mandating options with the new standards for councils to adopt on transition.
2.2 Timeliness of financial reporting
One hundred and eleven councils lodged their Eleven more councils submitted financial statements 30 June 2018 audited financial statements to the on-time compared with the prior year. Office of Local Government by the statutory deadline. Almost half of councils performed early financial Councils performing early financial reporting reporting procedures including valuing IPPE before procedures improved the timeliness of their financial 30 June 2018. reporting.
11 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Financial reporting
2.1 Quality of financial reporting The Auditor-General is required under the Local Government Act 1993 to issue an audit opinion on the following reports prepared by Councils.
Special purpose General Special financial purpose schedule 2 statements for financial 'Permissible declared statements Income' business activities
General purpose financial statements include the financial position and performance for overall Council operations. Special purpose financial statements for declared business activities are required when councils provide services that compete with market participants. Special schedule 2 details the amount councils can levy for rates in the next financial year. This amount is capped by the rate-peg limit set by the Independent Pricing and Regulatory Tribunal NSW.
Indicators of quality financial reporting include:
• unqualified audit opinions • low number of errors in the financial statements • low number of reportable matters in our management letters • an effective project plan to complete the financial statements.
Unqualified opinions issued for 135 councils
One hundred and thirty-five councils received unqualified audit opinions for their 30 June 2018 financial statements. An unqualified opinion means sufficient audit evidence was obtained to conclude the financial statements were free of material misstatement and users can rely on them to make informed decisions.
The unqualified audit opinion for Central Darling Shire Council's 30 June 2018 financial statements included an emphasis of matter because of material uncertainty about the Council’s ability to continue operating in the foreseeable future. Council used restricted funds for its general operations throughout the year, but received Ministerial approval to do so in June 2018.
Qualified audit opinions resolved for three councils
The table below details how issues resulting in qualified audit opinions for 30 June 2017 financial statements were resolved during 2017–18.
Council Resolved qualified audit opinions
Junee Shire Council Fair value of roads, bridges, footpaths and bulk earthworks was adjusted at 30 June 2017 to incorporate revaluation results.
The Hills Shire Council Fair value of land under roads was adjusted from 1 July 2016 to account for restricted land use. Yass Valley Council Prior period error was corrected by recognising financial assistance grants on receipt for 30 June 2017 and 30 June 2018.
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Financial reporting
Audit opinion for 30 June 2017 financial statements of Bayside Council was disclaimed
A disclaimed audit opinion was issued for the 30 June 2017 financial statements of Bayside Council.
Management were unable to confirm that the financial statements present fairly the financial performance and position of the Council due to the control deficiencies in the Council's financial accounting systems.
We were unable to obtain enough evidence to support the financial results reported.
Seven high-risk findings on financial reporting processes
Our audits identified 133 issues related to financial reporting processes.
Source: Interim and final management letters for 30 June 2018 audits.
The high-risk issues related to:
• lack of reporting timetables, work plans, and quality assurance process for preparing the financial statements, which resulted in significant errors in the financial statements • insufficient resources and/or inexperienced staff involved with the financial statement process • incorrect accounting treatment of a joint operation which led to a prior period adjustment.
Some of the common issues include:
• inadequate financial statement close process which led to submitting poor quality financial statements • not assessing the impact of the new accounting standards.
These findings typically impact on the quality of financial reporting.
13 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Financial reporting
High number of errors continue to be identified
The table below shows the number and dollar value of errors identified in financial statements across NSW councils.
Year ended 30 June 2018
Less than $5 million 181 283 28 $5 million to $15 million 21 12 18 $15 million to $30 million 7 1 4 $30 million to $50 million 2 1 3 $50 million and greater 4 0 7
Total number of errors 215 297 60 Total value of errors $1.0 billion $0.4 billion $2.4 billion
Key Corrected errors Uncorrected errors Prior period errors Source: Engagement Closing Reports issued to councils by the Audit Office.
The errors identified this year were the result of:
• deficiencies in determining the fair value of infrastructure, property, plant and equipment • inappropriate and inaccurate assumptions used to measure liabilities and other accounting estimates • recognising assets for the first time • derecognising duplicate assets • incorrectly applying Australian Accounting Standards.
Councils corrected all identified material misstatements.
Councils need to implement five new accounting standards over the next two years
We reported 95 instances, in our management letters, where councils could be better prepared for the upcoming changes to accounting standards.
Changes in accounting standards can materially impact a council's financial statements. It is important councils review the impact of upcoming changes and have appropriate systems, processes and resources to prepare for them.
To help councils implement the new standards, the Office of Local Government is running workshops, developing guidance and mandating options for councils to adopt on transition.
KEY DATES
30 JUNE 2018 30 JUNE 2019 30 JUNE 2020
AASB 9 ‘Financial Instruments’ AASB 16 ‘Leases’ AASB 15 ‘Revenue from AASB 15 ‘Revenue from Contracts with Customers’ Contracts with Customers’ (for-profit agencies) (not-for-profit agencies)
AASB 1058 ‘Income of Not-for-Profit Entities’
AASB 9 ‘Financial Instruments’ introduces a simplified model for classifying and valuing financial assets. It also introduces a new method for calculating impairment (decreases in asset values), which may result in councils recognising impairment losses earlier. 14
NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Financial reporting
AASB 15 ‘Revenue from Contracts with Customers’ will change the timing and pattern for recognising revenue and increase related financial reporting disclosures.
AASB 1058 ‘Income of Not-for-Profit Entities’ provides guidance to help not-for-profit entities account for:
• transactions conducted on non-commercial terms • the receipt of volunteer services.
AASB 15 and AASB 1058 may significantly impact council’s financial statements, particularly when recognising grant income.
AASB 16 ‘Leases’ will change the way lessees recognise, account for and report operating leases in financial statements. With a few exceptions, such as low value and short-term leases, existing operating leases will need to be recognised as ‘right of use’ assets with corresponding liabilities recorded and disclosed in the Statement of Financial Position.
Implementing the new accounting standards will take significant time and effort. Councils will need to:
• review current contracts with customers, grant agreements, lease agreements and arrangements with private sector operators • ensure contracts and lease registers are complete • assess whether existing systems can capture the necessary information • train staff and ensure guidance is given to those who oversee financial reporting • consider the impact on stakeholders.
This will be an area of focus for our 30 June 2019 financial audits.
Improving presentation and relevance of financial reporting information
Accounting standard setters are moving towards simplifying and rationalising financial reporting disclosures. The 2017–18 Local Government Code (the Code) made some key improvements towards this objective, including:
• allowing financial statement line items and notes with nil balances in the current and prior year to be removed • moving the accounting policies note from Note 1 to the relevant notes • repositioning and renumbering notes to be more user friendly • focusing disclosures on restrictions to cash and investments.
There are further opportunities to declutter the financial statements of councils. For example, the information on developer contributions and performance measures included in the Code are not required by Australian Accounting Standards.
The Audit Office performs an annual review of the Code and provides feedback to the Office of Local Government on where financial disclosures can be further streamlined or removed. 2.2 Timeliness of financial reporting The Local Government Act 1993 requires councils to submit audited financial statements to OLG by 31 October or apply for an extension.
More councils submitted financial statements on-time
One hundred and eleven councils (2016–17: 100 councils) submitted their 30 June 2018 audited financial statements by the statutory deadline. This improved by 11 per cent compared with the prior year. More amalgamated councils met the statutory deadline this year.
15 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Financial reporting
The graph below shows the lodgement dates of councils' financial statements.
Timeliness of financial reports lodgement with OLG Statutory Deadline: 31 October 2018
80 77
70
60
50
40
30 23
Number of of Number councils 20 6 6 10 5 3 3 3 1 1 0 1 2 0 1 1 1 2 2 0 5/09/2018 3/10/2018 7/11/2018 5/12/2018 Incomplete 12/09/2018 19/09/2018 26/09/2018 10/10/2018 17/10/2018 24/10/2018 31/10/2018 14/11/2018 21/11/2018 28/11/2018 12/12/2018 19/12/2018 26/12/2018 31/12/2018
Week ended Number of councils
While more councils lodged on-time, 77 councils submitted audited financial statements to OLG during the last week of October 2018. Submitting the financial statements close to the statutory deadline can be risky as there is no contingency in the event of late and unforeseen issues. Three councils missed the statutory deadline without an approved extension from the Office of Local Government.
The Office of Local Government approved a reporting extension for 24 councils. The common reasons include challenges with resourcing, lack of financial records, delayed valuations and moving to new application systems. These issues had flow on impacts to audit resourcing and the ability to complete audits on time.
We are yet to issue an audit opinion on the 30 June 2018 financial statements of the following councils.
Approved lodgement Council Reason for extension extension date
Bayside Council 28 February 2019 Incomplete financial records of the former City of Botany Bay Council.
Hilltops Council 28 February 2019 The delay arose from consolidating and migrating financial data from 3 legacy systems into one new system for single entity reporting. Maitland City Council 30 April 2019 Issues associated with the transition to a new corporate financial management system and rating module, valuation complexities associated with operational and community buildings and the revision of rehabilitation provisions for a landfill site with recently expanded capacity.
Next year's Report to Parliament will include the outcome of these incomplete audits.
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Sixty-one councils performed early financial reporting procedures
This year, 61 councils brought forward some procedures, including:
• completing infrastructure, property, plant and equipment valuations before 30 June • preparing proforma financial statements and associated disclosures • assessing the impact of complex and one-off significant transactions.
Eighty-five per cent of councils who performed some early close procedures submitted their financial statements within the statutory deadline. For the remaining 15 per cent, most did not prepare proforma financial statements.
It is important councils appropriately plan the financial reporting process to ensure statutory deadlines are met. We have included some better practice guidance below to assist councils to improve the quality and timeliness of their financial reporting.
Better practice financial reporting Have a project timetable to effectively Reconcile key general ledger accounts to plan resources, assign key tasks and set subsidiary ledgers and other information timeframes. such as fixed asset registers. Prepare proforma financial statements to Engage the audit, risk and improvement enable early review of the format, Committee early to consider the financial adequacy of accounting policies and note statements, key accounting estimates disclosures, and declutter and remove and significant changes in accounting unnecessary notes. policies. Revisit the project plan regularly to Assess the impact of new and revised identify and manage delays and key accounting standards effective in the issues. current and future years. Analyse budget variances and Document proposed action plan to movements from prior year. resolve prior year audit issues. Organise and manage information Document key assumptions and requirements from internal and external judgements used for estimates and parties, including valuation experts. financial statement preparation. Engaging early and openly with the Assess the impact of material, complex auditors. and one-off significant transactions. Have a clear plan to ensure valuations are managed and documented appropriately. Conduct comprehensive revaluation of Infrastructure, property, plant and equipment (IPPE) by 30 June, including review of the outcomes for quality and reasonableness and resolving any queries. Assess the fair value of IPPE not subject to a comprehensive revaluation by 30 June.
One of the focus areas for the 2018–19 audits will be to encourage councils to complete financial statements earlier in the reporting period.
17 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Financial reporting
Governance and Internal Controls
3. Governance and internal controls
Strong governance systems and internal controls reduce risks associated with managing finances, compliance and delivering services to ratepayers.
This chapter outlines the overall trends for council controls and governance issues, including the number of findings, level of risk and the most common deficiencies. Our audits do not review all aspects of internal controls and governance every year. We select a range of measures, and report on those that present heightened risks for councils to address.
Observation Conclusion or recommendation
3.1 Internal controls
The 30 June 2018 financial audits reported 83 Recommendation: Councils should reduce risk by high-risk findings. addressing high-risk findings as a priority. Thirty-nine of these high-risk findings related to Control weaknesses in information systems may information technology. See Chapter 4. compromise the integrity and security of financial data used for decision making and financial reporting. Several internal control findings were common There may be opportunities for councils to work across councils. together to address common findings through Joint Organisations or other avenues.
3.2 Governance
Ninety-seven councils have an audit, risk and Proposed legislative changes will require councils to improvement committee (85 at 30 June 2017). establish an audit, risk and improvement committee by March 2021. Ninety-two councils have an internal audit function It is envisaged that the Local Government Act 1993 (86 at 30 June 2017). will require the establishment of an internal audit function in each council to support the work of the audit, risk and improvement committee. Eighty-three councils do not have a legislative Councils can improve their monitoring of compliance compliance policy and 94 councils do not have a with key laws and regulations. legislative compliance register. Eighteen councils do not have a risk management Risk is better managed when there is a policy and 38 councils do not have a risk register. fit-for-purpose risk management framework, register and policy to outline how risks are identified and managed. Most councils have a procurement policy, a manual, Councils with effective procurement and contract and are providing training to relevant staff. Only management reduce risks of error and fraud and 34 per cent of councils have a contract management achieve better outcomes for ratepayers. policy.
21 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Governance and internal controls
3.1 Internal controls Our financial audits focus on key internal controls that underpin the financial statements councils prepare each year. They assess whether key internal controls are designed, implemented and operating effectively to manage the risk of material error in the financial statements.
We report control deficiencies identified to management and those charged with governance of a council through our audit management letters. The issues are rated as extreme, high, moderate or low risk in accordance with the risk management framework in TPP 12-03 ‘Risk Management Toolkit for the NSW Public Sector’.
Source: Interim and final management letters for 30 June 2018 audits.
High-risk findings Our 30 June 2018 financial audits identified 83 high-risk findings.
The deficiencies were assessed as high-risk if they could significantly affect the councils' financial statements.
The high-risk findings are in the following areas:
• financial reporting (see Chapter 2) • information technology (see Chapter 4) • asset management (see Chapter 5) • revenue process • purchasing process • payroll process • treasury process • financial accounting • governance.
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Governance and internal controls
Revenue process Our audits identified 126 internal control weaknesses related to revenue processes.
Risk rating
5 High risk
43 Moderate risk
78 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
The high-risk issues include:
• multiple control deficiencies identified at one council in the rates process • council displaying the previous year’s rates in the operational plan, which is a breach of the Local Government Act 1993 • lack of controls over revenue received at a council-owned caravan park • not reconciling the rates system to the Valuer-General’s valuation report, increasing the risk of levying rates on incorrect land values.
Some of the common control weaknesses include:
• outdated revenue policies and procedures • exception reports to detect irregular or unusual changes were not reviewed • inadequate segregation of duties in the revenue process • lack of review of changes to details in the rates master file • reconciliations not prepared or reviewed.
Purchasing process Our audits identified 206 internal control weaknesses related to purchasing processes.
Risk rating
5 High risk
139 Moderate risk
62 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
The high-risk issues include:
• inadequate controls over credit card usage, including the lack of a credit card policy, sharing of credit cards among staff and no formal review to acquit credit card expenditure • outdated delegation limits in the finance system • no formal procurement manual.
23 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Governance and internal controls
Some of the common control weaknesses include:
• no review of credit card purchases • inappropriate use of purchase orders and/or not using purchase orders • deficiencies in the tendering process • inadequate segregation of duties in purchase and payables processes • reconciliations not prepared or reviewed.
The Minister for Local Government requested we conduct a performance audit over credit card usage at local councils given the alleged misuse of a corporate credit card at a rural council. This will be a key area of focus for our 2018–19 financial audits. Payroll process Our audits identified 123 control weaknesses related to payroll processes.
Risk rating
1 High risk
70 Moderate risk
52 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
The high-risk issue related to not approving employee termination payments.
Some of the common control weaknesses include:
• no review of changes made to the employee masterfile • no review of payroll reports and timesheets • reconciliations not prepared or reviewed • lack of processes in place to reduce excessive leave balances.
Treasury process Our audits identified 123 internal control weaknesses related to treasury processes.
Risk rating
1 High risk
47 Moderate risk
75 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
The high-risk issue was a council breaching the Local Government Act 1993 by using restricted funds for an alternate purpose without Ministerial approval.
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Governance and internal controls
Some of the common control weaknesses include:
• no review of bank reconciliations and long outstanding reconciling items • no review of daily cash receipts • outdated bank signatories.
Financial accounting Our audits identified 104 internal control weaknesses related to financial accounting processes.
Risk rating
2 High risk
73 Moderate risk
29 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
Both high-risk issues were due to councils not reconciling key accounts.
Some of the common control weaknesses include:
• no review of reconciliations • manual journals not being reviewed by an independent officer • the finance system not preventing the same officer from posting and approving manual journals • inadequate supporting documents for manual journals. 3.2 Governance Our audits identified 174 control weaknesses related to corporate governance.
Risk rating
2 High risk
127 Moderate risk
45 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
The high-risk issues related to:
• a restructure that significantly impacted the efficiency and effectiveness of council operations • over reliance on a single staff member at a rural council to ensure due process and controls are in place.
25 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Governance and internal controls
The common governance issues can be grouped into the following areas, and are explained further below:
• audit, risk and improvement committees • internal audit • legislative compliance frameworks • procurement and contract management • risk management • fraud controls.
More councils have established audit, risk and improvement committees
An effective audit, risk and improvement committee is an important part of good governance. An effective committee helps councils to build community confidence, meet legislative and other requirements and meet standards of probity, accountability and transparency.
Twelve more councils established audit, risk and improvement committees during 2017–18 resulting in 97 councils having committees.
Changes outlined in Section 428A of the Local Government Amendment (Governance and Planning) Act 2016 will require the remaining councils to establish an audit, risk and improvement committee by March 2021.
For those councils with an audit, risk and improvement committee, we assessed their performance against better practice. The table below summarises our observations.
Audit, risk and improvement committee Percentage (%)
Committee has a charter 98 Chair of the committee is independent 94 Committee is advised of significant, complex or contentious financial reporting issues 90 Committee monitors progress in addressing internal and external audit recommendations 87 Majority of the committee members are independent 83 Committee reviews the enterprise risk register 81 Committee performs an annual self-assessment of its performance 48
More councils have established internal audit functions
Internal audit is another important element of an effective governance framework as it supports a risk and compliance culture. Internal audit provides assurance over council's governance practices and internal control environment and identifies where performance can improve.
Six more councils established an internal audit function during 2017–18 resulting in 92 councils having an internal audit function.
The Office of Local Government (OLG) intends to release a new internal audit framework for Local Government. It is envisaged the Local Government Act 1993 will require the establishment of an internal audit function in each council to support the work of the audit, risk and improvement committee. Before this guidance is released, councils can refer to Treasury Policy Paper 15-03 Internal Audit and Risk Management Policy for the NSW Public Sector.
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For those councils with an internal audit function, we assessed their performance against better practice. The table below summarises our observations.
Internal audit functions Percentage (%)
Internal audit plan is documented 95 Audit, risk and improvement committee reviews the internal audit plan 90 Internal audit plan aligns with the enterprise risk register 85 Audit, risk and improvement committee assesses the performance of internal audit 61
The following graph shows the percentage of councils without an audit, risk and improvement committee and internal audit function by council type.
Audit, risk and improvement committee and internal audit 80
70 60 60 60 55 51 50
% 40 32 30 30 21 20 18
10 6 0 0 No audit, risk and improvement committee No internal audit function
County Metropolitan Regional Rural Total
The councils yet to establish an audit, risk and improvement committee and internal audit function are mainly rural and county councils. Most metropolitan councils have an audit, risk and improvement committee and all have an internal audit function.
Councils need to improve practices to comply with key laws and regulations A legislative compliance framework assists councils to capture and monitor compliance with key laws and regulations.
Our audits found:
• 83 councils do not have a legislative compliance policy • 94 councils do not have a legislative compliance register.
Ineffective legislative compliance frameworks increase the risk of councils breaching legislation. This can attract penalties, affect service delivery and cause significant reputational damage.
A compliance framework should be tailored to the size and risk profile of a council.
27 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Governance and internal controls
The following graph shows the percentage of councils without a legislative compliance policy and register by council type.
Legislative compliance policy and register 80 80 80 73 71 70 68 64 65 62 63 60 60
50
% 40
30
20
10
0 No legislative compliance policy No legislative compliance register
County Metropolitan Regional Rural Total
This finding is prevalent across all council types. As councils have common legislation there is an opportunity to have common policies and share registers to reduce cost of implementing legislative compliance frameworks.
Some councils can improve risk management practices
Our audits identified:
• 18 councils do not have a risk management policy • 38 councils do not have an enterprise risk register • 12 councils' risk registers do not align with their strategic objectives.
A risk management policy helps to provide a framework for managing risks. A risk register, aligned to strategic objectives, can be an effective tool to support decision-making.
Councils may find it useful to assess risk management practices using the Audit Office's Risk Maturity Toolkit. The toolkit is based on the principles and guidance of International Standards on Risk Management AS/NZS ISO 31000:2009 Risk Management. The risk management toolkit needs to be applied in a way that is fit for purpose, considering the size and complexity of each council.
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Most councils have a procurement policy, manual and train relevant staff
As outlined in the Audit Office Annual Work Program, a key focus area of our 2017–18 audits was to review councils’ procurement and contract management practices.
Councils spend substantial funds each year to procure goods and services. It is important there is appropriate probity, accountability and transparency in procurement to reduce the risk of unauthorised purchases, corrupt and fraudulent behaviour and value for money not being achieved.
Our audits identified:
• 96 per cent of councils maintain a procurement policy • 69 per cent of councils have a documented procurement manual • 78 per cent of councils provide training to staff with procurement responsibilities.
We selected a contract over $150,000 for each council to assess procurement practices and the common findings are in the table below.
Procurement practices Percentage (%)
Tender evaluation panel members with incomplete conflict of interest declarations 33
Tenderers not disclosing conflicts of interest as part of the tender process 22 No evidence recorded on file to support the tender process 7
Most councils have a centralised contract register, but only 34 per cent have a contract management policy
Councils enter into numerous contracts which vary in nature, size and complexity.
Our audits identified:
• 34 per cent of councils have a contract management policy • 78 per cent of councils maintain a centralised contract register.
The table below summarises our findings for council contract management practices based on the same selection of contracts over $150,000 for each council.
Contract management Percentage (%)
No contract management plan 67 Contract performance evaluation not performed 63 No risk assessment performed before entering into significant contracts 53
Contract variation not evaluated based on value for money grounds 50 Contract variations not approved by an officer with appropriate delegation 48 No key performance indicators to measure the contract performance 32 Contract payments are not linked to satisfactory contract performance 28 Non-action on unsatisfactory performance by contractors 24 Contract not entered into the contract register in a timely manner 23
29 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Governance and internal controls
Councils need to improve their fraud controls systems
The Audit Office of New South Wales’ recent performance audit ‘Fraud controls in local councils’ highlighted that councils often have fraud control procedures and systems in place, but are not ensuring people understand them and how they work. There is also significant variation between councils in the quality of their fraud controls.
Common weaknesses in councils’ fraud controls include:
• not regularly reviewing their fraud control approach and tailoring it to their fraud risks • providing only limited information and training to staff on their responsibilities and how to report suspected frauds • providing limited information to the community on how they can report fraud in their councils.
The report recommended the Office of Local Government work with other state agencies to better use the data they collect on fraud to provide a clearer picture of fraud within councils.
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Information Technology
4. Information technology
Councils increasingly rely on information technology (IT) to deliver services and manage information. While IT delivers considerable benefits, it also presents risks that council needs to address.
Our audits reviewed whether councils have effective governance and controls in place to manage key financial systems and IT service providers. This chapter summarises the following IT findings:
• governance • IT general controls • managing service providers.
Observation Conclusion or recommendation
4.1 Governance
Ninety-four councils have not formalised all policies A lack of IT policies increases the risk of which manage key information technology (IT) inappropriate and inconsistent practices. processes. Of those policies that are formalised, 78 are not reviewed to ensure they are up to date. Sixty-five councils do not register their IT risks and Risks that are not communicated to senior 44 councils do not regularly report IT risks to management and those charged with governance management and those charged with governance. may not be assessed and managed appropriately.
4.2 IT general controls
Most internal control deficiencies related to Control weaknesses in information systems may information technology processes and control compromise the integrity and security of financial environment. data used for decision making and financial reporting.
4.3 Managing service providers
Seventy-two councils outsource at least one IT Councils can more effectively manage IT service function to a third-party service provider. Of these: provider by: • 26 councils did not have a complete and • maintaining inventory of IT service providers and accurate list of IT service providers engaged, services they provide along with the corresponding services provided • identifying and addressing risks • 49 councils did not perform an adequate risk • including KPIs in SLAs assessment before engaging the IT service • monitoring performance. provider
• 51 councils did not have clearly defined key performance indicators (KPI) in the Service Level Agreements (SLA) with the IT service provider • 36 councils did not periodically assess the performance of the IT service provider.
33 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Information technology
4.1 Governance IT governance refers to the strategies and frameworks, polices and processes used to oversee and manage IT risks.
IT policies need to be formalised and kept up-to-date
Ninety-four councils do not have IT policies over one or more of the following critical areas:
• IT security • IT change management • IT incident and problem management • disaster recovery • business continuity.
For the councils with established IT policies, we found 78 policies are not reviewed in line with the council’s scheduled review date to ensure they are up to date.
It is important key IT policies are formalised and regularly reviewed to ensure emerging risks are considered and policies are reflective of changes to the IT environment.
Half of the councils do not identify, monitor or report on IT risks Sixty-five councils do not have an IT risk register, and 44 councils do not regularly communicate IT risks to management and those charged with governance.
It is important IT risks are identified and appropriately managed as councils rely heavily on IT for service delivery and financial reporting. 4.2 IT general controls IT general controls relate to the procedures and activities designed to ensure confidentiality and integrity of systems and data. These systems underpin the integrity of financial reporting.
As outlined in the Audit Office Annual Work Program, a key focus area for our 30 June 2018 audits was to review IT general controls relating to key financial systems supporting the preparation of council financial statements. In particular, those addressing:
• user access management • privileged user access restriction and monitoring • system software acquisition, change and maintenance.
Our financial audits did not review all council IT systems. For example, IT systems used to support service delivery are generally outside the scope of our financial audit. However, councils should consider the relevance of our findings below to these systems.
Our audits identified 448 control weaknesses related to information technology.
Risk rating
39 High risk
364 Moderate risk
45 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Information technology
The high‑risk issues relate to privileged user access not being adequately restricted and monitored to identify suspicious or unauthorised activity.
The other issues identified can be grouped into the following areas:
• managing user access to IT systems • controls over changes to IT systems.
We assessed the impact of the IT issues on our audits and alternate procedures were undertaken to provide assurance over the integrity of financial reporting.
Privileged access is not adequately restricted and monitored
Privileged access occurs when a person can change key system configurations and has wide access to system data, files and accounts. It is therefore essential that privileged access is restricted to only those who require it to perform their role and monitored to detect suspicious activity. The access should be protected with strong password controls to minimise the risk of the account being compromised. Issues found in this area contributed to the number of high-risk IT issues reported in our management letters.
We found:
• 43 per cent of councils not appropriately restricting privileged access • 71 per cent of councils not appropriately monitoring privileged user account activities.
The graph below shows the percentage of councils with inadequate controls for managing privileged access to IT systems.
Privileged access issues found by council type
90 84
80 71 70 65 60 62 60 50 51 50 43 % 38 40 32 30
20
10
0 Privileged user access is not restricted Privileged user activities are not monitored
County Metropolitan Regional Rural Total
35 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Information technology
User access management to IT systems need to be improved
Information technology is often at the core of how councils deliver services. While IT can improve service delivery, the growing dependency on technology means councils face risks of unauthorised access and misuse.
Key areas of effective user access management are:
• appropriate approval for new access and changes of access to IT systems • timely removal of access to IT systems • strong password controls to avoid user access being compromised.
The graph below shows the number of councils that do not have adequate controls over user access management.
We found:
• 47 per cent of councils without appropriate controls for adding new users • 43 per cent of councils without appropriate user access removal controls • 43 per cent of councils without appropriate password controls • county councils had more issues across the three areas of user management.
The graph below shows the percentage of councils with inadequate user access management controls by council type.
User access management issues 80 70 70 70 60 60 57
49 49 50 47 43 43 41 38 40 35 % 32 32 29 30
20
10
0 Inappropriate access approval Access removal is not timely Insufficient password configuration County Metropolitan Regional Rural Total
Controls over IT system changes need to be improved
Changes to IT programs and related infrastructure components need to be appropriately authorised, performed and tested prior to implementation. This ensures changes are appropriate and in line with business requirements.
Weak system change controls expose councils to the risk of:
• unauthorised and/or inaccurate changes to systems or programs • issues with data accuracy and integrity • inappropriately accepting contractual terms.
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We found:
• 23 per cent of councils implementing changes without appropriate approval • 36 per cent of councils without appropriate segregation of duties between the developer and the implementer of the change.
The graph below shows the percentage of councils with ineffective controls to manage changes to IT systems by council type.
Change management
70 60 60 50 50 41 38 40 36 % 32 30 27 23 21 20 12 10
0 Inappropriate approval of system changes prior Lack of segregation of duties when to implementation implementing system changes
County Metropolitan Regional Rural Total
4.3 Managing service providers Councils are increasingly contracting out the delivery of key IT services to private sector providers. IT systems are increasingly complex, and the risks are often best mitigated by seeking specialist skills to enhance the council’s capability and capacity. However, even when the service is outsourced, the council remains accountable for risks, including:
• interruptions caused by system outages • loss of confidential information caused by cyber security attacks and data security breaches • threats to business continuity from failures in core infrastructure • compliance threats where responsibilities between the council and service provider have not been clearly defined.
37 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Information technology
Councils need to improve the management of IT service providers
Effectively monitoring and measuring critical IT service provider performance ensures contracted services are being provided and value for money is obtained.
Our observations are summarised in the diagram below.
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Asset Management
5. Asset management
Councils are responsible for planning and managing a significant range of assets on behalf of the community. This chapter outlines our asset management observations across councils for 2018.
Observation Conclusion or recommendation
5.1 Asset management planning
All but six councils have an asset management Recommendation: Councils’ asset management strategy, policy and plan. However, 11 councils have policy, strategy and plan should comply with the not reviewed their asset management strategy, requirements of the Local Government Act 1993 and policy and plan in the last five years. the Integrated Planning and Reporting Guidelines issued by the Office of Local Government. We found 86 instances where asset management strategies, policies and plans do not comply with the essential elements in the Integrated Planning and Reporting Guidelines released by the Office of Local Government.
5.2 Asset valuation process
Our audits found: Deficiencies in the asset valuation process can result • 38 instances where councils did not reassess in significant errors to the financial statements. the fair value of assets with sufficient regularity • 24 instances where councils did not review valuation results.
The deficiencies in the asset valuation process resulted in errors in financial statements of $2.6 billion, including $1.9 billion of prior period errors.
We also identified: Depreciation may not be accurately recorded in the • 63 councils did not perform an annual review of financial statements. It may also impact key the useful lives of their assets as required by sustainability indicators reported by the council. Australian Accounting Standards • considerable variability in the useful lives of asset classes, such as road across councils • 16 councils with residual values for assets that are not expected to attract sales proceeds upon disposal, which is contrary with Australian Accounting Standards.
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Observation Conclusion or recommendation
5.3 Asset management systems
Our audits identified 64 instances where councils: Weaknesses in asset management systems can • maintained multiple asset registers impact the accuracy and completeness of asset data, resulting in errors to the financial statements. • had inaccurate or incomplete registers on uncontrolled manual spreadsheets • did not reconcile asset registers with the general ledger.
Our audits identified discrepancies between the Councils should regularly reconcile asset registers to Councils' Crown land asset records and the Crown the CLID and investigate discrepancies to ensure Land Information Database (CLID) managed by the Crown land under their care and control is captured. NSW Department of Industry. Five councils corrected $225 million of previously unrecorded Crown land assets.
5.4 Rural fire-fighting equipment
Inconsistent practices remain across the Local The Office of Local Government should continue to Government sector in accounting for rural address the different practices across the Local fire-fighting equipment. Government sector in accounting for rural A number of councils do not record rural fire-fighting fire-fighting equipment. In doing so, the Office of equipment, meaning that a significant portion of rural Local Government should continue to work with fire-fighting equipment continues to not be recorded NSW Treasury to ensure there is a in either State or council financial records. whole-of-government approach.
Asset overview Councils own and manage a diverse range of assets to deliver services to the community. As at 30 June 2018, the combined carrying value of NSW council assets was $140 billion.
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Asset management Our audits identified 291 control weaknesses related to asset management processes.
Risk rating
21 High risk
192 Moderate risk
78 Low risk
Source: Interim and final management letters for 30 June 2018 audits.
The high-risk issues related to:
• non-compliance with Australian Accounting standards such as: − failing to assess the fair value of infrastructure assets with sufficient regularity − recording residual values for certain infrastructure assets that cannot be sold • lack of quality assurance review of the asset valuation outcomes resulting in significant errors in the financial statements • multiple control deficiencies in the asset management process increasing the overall risk assessment, such as: − numerous errors when reconciling valuation reports to the general ledger − non-timely transfer of assets from work-in-progress to the fixed assets register − lack of an asset management strategy, policy or plan − reliance on manual asset registers, resulting in numerous errors requiring adjustment to the financial statements.
The common issues can be grouped into the following areas:
• asset management planning • asset valuation • asset management systems. 5.1 Asset management planning Asset management planning is important as it helps councils to manage assets appropriately over their life cycle and to make informed decisions on the allocation of resources.
Councils are required under Section 403 of the Local Government Act 1993 to incorporate asset management planning in its long-term resourcing strategy. This involves preparing an asset management strategy, policy and plan.
Most councils have an asset management strategy, policy and plan, but some require review
We found:
• 6 councils without an asset management strategy, policy and plan (13 in 2016–17). • 11 councils have not reviewed their asset management policy, strategy and plan in the last five years. This increases the risk that these documents may not reflect councils’ current asset management practices.
The Integrated Planning and Reporting Guidelines issued by the Office of Local Government prescribes essential elements to be included in councils' asset management policy, strategy and plan.
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We assessed councils' compliance against the essential elements for asset management planning.
Number of councils Essential elements of asset management planning not complying
1.1 The asset management strategy and plan must be for a minimum period of 13 ten years.
1.2 The asset management strategy must include an overarching council 10 endorsed asset management policy. 1.3 The asset management strategy must identify assets that are critical to the council’s operations and outline the risk management strategies for these 15 assets. 1.4 The asset management strategy must include specific actions required to improve the council’s asset management capability and projected resource 5 requirements and timeframes. 1.5 The asset management plan must encompass all the assets under a 17 council’s control. 1.6 The asset management plan must identify asset service standards. 12 1.7 The asset management plan must contain long term projections of asset 14 maintenance, rehabilitation and replacement costs. 1.8 Councils must report on the condition of their assets in their annual financial statements in line with the Local Government Code of Accounting -- Practice and Financial Reporting.
Total instances of non-compliance 86
Source: Integrated Planning and Reporting Manual for Local Government in NSW and Financial statement audits for the year end 30 June 2018.
More than half of these breaches were identified at rural councils. We reported all identified breaches to management of relevant councils recommending they improve the quality of their asset management strategy, policy and plan. 5.2 Asset valuation process
Asset valuation processes can improve
The Code and Australian Accounting Standards require councils to re-assess the carrying value of infrastructure assets with sufficient regularity to ensure it does not differ materially from fair value. Councils are required to comprehensively value each asset class at least every five years. If carrying values are not regularly assessed, it may result in significant errors in the financial statements.
The Audit Office Annual Work Program identified asset valuations as a key focus area for 30 June 2018 audits. We assessed the effectiveness of asset valuation process and the reasonableness of asset values reported in the financial statements.
Our audits identified:
• 38 councils did not formally re-assess the carrying value of infrastructure assets with sufficient regularity • 24 councils did not undertake a quality assurance review over the asset valuation outcomes.
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Deficiencies in the asset valuation process resulted in errors totalling $2.6 billion in the financial statements, including $1.9 billion of prior period errors. These were corrected prior to finalising the financial statements. A more robust asset valuation process may prevent errors caused by:
• inaccurate information provided to the valuers • acceptance of key inputs and assumptions applied by the valuers, which were not supported • calculation errors in the valuation reports.
Valuing infrastructure assets is a complex process. It is important councils start the process early and ensure there is a clear plan to ensure valuations are managed and documented appropriately.
Councils may find it useful to assess their asset valuation practices against guidance released by NSW Treasury TPP 14-01 ‘Accounting Policy: Valuation of Physical Non-Current Assets at Fair Value’ and TPP 18-17 ‘FY18–19 Timetable for Agency Asset Valuations’. The guidance takes into account the unique nature of the not-for-profit public sector in New South Wales.
Useful lives of assets are not being reviewed annually
Our audits identified 63 councils that did not formally re-assess the remaining useful lives of infrastructure assets.
Australian Accounting Standards require the remaining useful lives of assets to be reviewed on an annual basis. This requires councils to assess the physical condition of its assets.
If a physical condition assessment is not performed with sufficient regularity, useful lives may not be reasonable, resulting in errors in the depreciation recorded in the financial statements. Regular condition assessments help to identify maintenance requirements and minimise service interruptions.
The useful lives of road assets vary across councils
The useful life of an asset is the length of time it should be available for use. The remaining useful life is the time left for a council to use an asset, largely influenced by its physical condition. The useful life estimates determine the amount of depreciation expense reported in councils’ financial statements.
Our audits found a lot of variability in the useful lives for roads reported by councils.
Some variability in the useful lives of roads can be expected due to different soil types, methods of construction, geography and the environment. However, these differences do not fully explain the large variation in the useful lives of similar assets across councils. This variability impacts the depreciation expense reported in the financial statements. This in turn may affect the key sustainability indicators reported by councils.
45 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Asset management
Sixteen councils recorded residual values for road and stormwater drainage assets
Australian Accounting Standards permit the recording of residual values for infrastructure assets only if the council expects to receive sales proceeds for the asset at the end of its useful life.
Sixteen councils are recording residual values for infrastructure assets, such as roads and stormwater drainage that are not expected to be sold at the end of their useful lives. This may understate the depreciation recorded for these assets and impact the key sustainability indicators reported by councils. 5.3 Asset management systems
Accuracy and completeness of asset data can be improved Asset registers record key data on councils’ infrastructure, property, plant and equipment. Maintaining accurate asset records is important as it enables councils to have appropriate information to make decisions around asset management.
We have summarised the common issues reported in our management letters.
Number of issues Asset management systems reported
Non-timely recording of asset movements in the asset register 24 Spreadsheets storing asset data outside asset management systems without any 16 controls to protect the data integrity Completed works-in-progress not capitalised as assets on a timely basis 9 Asset registers not being reconciled with the asset management system 6 Assets recorded in incorrect asset classes in the asset registers 6 Asset registers with the same asset being recorded twice 5
Total number of instances 66
It is important councils regularly update asset registers, reconcile their asset registers with asset management systems and have suitable controls in place to ensure the integrity of manual spreadsheets.
Councils may not be recording all Crown land assets they control
The Department of Industry is responsible for overseeing the management of NSW Crown land under the Crown Lands Act 1989. The Department maintains the Crown Land Information Database (CLID) containing records of Crown land and the respective Crown land manager. Crown land includes parks, reserves, roads and cemeteries. Councils manage Crown land legally transferred to them and are responsible for its care and maintenance to meet community needs and protect reserves for future generations.
There are discrepancies between the CLID and council Crown land asset records. Nine councils fixed asset registers did not have a separate identifier for Crown land assets. We compared Crown land asset records at local councils with CLID and identified:
• 43 per cent of councils had instances where one or more parcels were recorded in CLID as council managed, but the land was not recorded in the council’s register • 31 per cent of councils had one or more parcel recorded in the council register, but the land was not recorded in CLID as being managed by that council • 15 per cent of council’s records of Crown land were inconsistent with CLID for land size or description • 2 councils had not recognised any Crown land they manage and control.
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Our 2018 Industry Report to Parliament recommended the Department of Industry confirm the completeness and accuracy of the CLID with Crown land managers to improve the reliability of its records.
During 2017–18 audits, five councils identified $225 million of previously unrecorded Crown land under their care and control. These land parcels were identified when reconciling asset registers with the CLID and operational asset management systems.
Councils should periodically reconcile asset registers to the CLID and investigate discrepancies to ensure Crown land under their care and control is captured.
This will continue to be a key area of focus for our 2018–19 audits.
From 1 July 2018, there were changes to the Crown Land Management Act 2016. Crown land managed by councils will be treated as community land, meaning councils will be required to have plans of management in place for these land assets. There is a transition period of three years. Therefore, it is important Crown land records are accurate and complete.
The OLG has released guidance materials and training programs to support councils transition to these new requirements.
47 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Asset management
Financial performance and sustainability
6. Financial performance and sustainability
Strong and sustainable financial performance provides the platform for councils to deliver services and respond to community needs.
This chapter outlines our audit observations on the performance of councils against the Office of Local Government's (OLG) performance indicators.
Observation Conclusions and recommendations
6.1 Operating performance and revenue measures
Nineteen amalgamated councils received significant The overall operating performance and revenue one-off grant funding in 2016–17. In 2017–18: measures in 2017–18 for amalgamated councils • 8 amalgamated councils reported a negative were impacted by lower operational grant income. operating performance (three in 2016–17) • 14 amalgamated councils met the own source revenue benchmark (eight in 2016–17).
Thirty-five of the 56 rural councils did not meet the The ability to generate own source revenue remains benchmark for own source revenue (41 in 2016–17). a challenge for rural councils. Rural councils have high-value infrastructure assets covering large areas, less ratepayers and less capacity to raise revenue from alternative sources compared with metropolitan councils.
6.2 Liquidity and working capital performance measures
Most councils met the liquidity and working capital Most councils: performance measures over the last two years. • can meet short-term obligations as they fall due • have sufficient operating cash available to service their borrowings • are collecting rates and annual charges levied • have the capacity to cover more than three months of operating expenses.
Nineteen additional councils would not meet the cash Councils with a higher proportion of restricted funds expense cover ratio benchmark when externally have less flexibility to pay operational expenses than restricted funds are excluded. the cash expense cover ratio suggests.
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Each local council has unique characteristics such as its size, location and services provided to their communities. These differences may affect the nature of each council's assets and liabilities, revenue and expenses, and in turn the financial performance measures against which it reports.
The Office of Local Government prescribes performance indicators for council reporting.
The analysis in this chapter is based on performance measures prescribed in OLG’s Code of Accounting Practice and Financial Reporting (the Code).
Council’s audited financial statements report performance against six financial sustainability measures.
Operating performance and revenue measures
Operating performance Measures how well councils keep operating expenses within operating revenue
Measures council’s fiscal flexibility and the degree to which it can generate own Own source operating revenue source revenue compared with the total revenue from all sources
Liquidity and working capital measures
Unrestricted current ratio Measures a council’s ability to meet its short-term obligations as they fall due
Measures the operating cash to service debt including interest, principal and lease Debt service cover ratio payments
Rates and annual charges Assesses how successful councils are in collecting rates and annual charges outstanding percentage
Estimates the number of months a council can continue paying its expenses without Cash expense cover ratio additional cash inflow
Council’s unaudited Special Schedule 7 'Report on Infrastructure Assets' reports performance against four further asset management measures.
Building and infrastructure Assesses the rate at which infrastructure assets are being renewed against the rate renewals ratio at which they are depreciating
Shows the amount of infrastructure backlog expenditure relative to the total net book Infrastructure backlog ratio value of a council's infrastructure assets
Compares a council’s actual asset maintenance expenditure to the amount planned Asset maintenance ratio in their asset management plans
Compares the estimated cost to renew or rehabilitate existing infrastructure assets, Cost to bring assets to agreed that have reached the condition-based intervention level adopted by a council, to the service level gross replacement cost of all infrastructure assets
Each audited measure and three of the four unaudited measures has a prescribed benchmark.
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6.1 Operating performance and revenue measures The operating performance and revenue measures indicate whether councils:
• keep operating expenses within operating revenue • generate sufficient own source revenue.
Overall more councils:
• reported negative operating performance in 2017–18 compared with 2016–17 • met the benchmark for own source operating revenue in 2017–18 compared with 2016–17.
The ability to generate own source revenue remains a challenge for rural councils.
Notes: 1 Appendix nine provides a description of operating performance ratio and own source revenue ratio. 2 Appendix eleven lists the performance of each council against operating performance and revenue measures. Source: Audited financial statements for 2016–17 and 2017–18.
Operating performance and revenue measures for amalgamated councils were impacted by less operating grant income
In the prior year, amalgamated councils received one-off grant funding from the NSW Government's Stronger Communities Fund to assist councils with delivery of projects to improve community infrastructure and services. Each newly amalgamated council also received grant funding from the NSW Government's New Council Implementation Fund to assist councils to cover the up-front costs arising from amalgamation.
The drop in operating grant funding for the 19 amalgamated councils in 2017–18 resulted in:
• 8 amalgamated councils reporting a negative operating performance in 2017–18 (three in 2016–17) • 14 amalgamated councils meeting the own source revenue benchmark (eight in 2016–17).
Rural councils continue to face challenges in generating own source revenue
In 2017–18, 35 rural councils did not meet the own source operating revenue benchmark (41 in 2016–17). The ability to generate own source revenue remains a challenge for rural councils. Rural councils have high-value infrastructure assets covering large areas, less ratepayers and less capacity to raise revenue from alternative sources compared with metropolitan councils. They have less capacity to generate revenue from alternative sources such as parking fees, property development and rental income.
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6.2 Liquidity and working capital performance measures The liquidity and working capital performance measures indicate whether councils can:
• meet short term obligations • service their debt • collect outstanding rates and annual charges • meet their future expenses.
Most councils met the benchmarks for the liquidity and working capital performance measures over the last two years.
.
Notes: 1 Cash expense cover ratio includes externally and internally restricted funds. 2 Appendix nine provides a description of unrestricted current ratio, debts service cover ratio, rates and annual charges outstanding percentage and cash expense cover ratio. 3 Appendix eleven lists the performance of each council against liquidity and working capital performance measures. Source: Audited financial statements for 2017–18.
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An additional 19 councils would not meet the cash expense cover ratio benchmark when externally restricted funds are excluded
Externally restricted assets are those affected by legislation or other externally imposed requirements. Internally restricted assets are affected by council resolution or policy, usually for an identified future works program. All other assets are unrestricted.
In 2017–18, all but one council had the capacity to cover more than three months of expenditure without extra cash inflows. Sixty-nine councils (51 per cent) had enough cash on hand to fund more than 12 months of expenditure. Another 54 councils (40 per cent) had enough cash to fund between six and twelve months of expenditure, and 11 councils (eight per cent) had enough cash to cover three to six months of expenditure.
Cash expense cover ratio Cash expense cover ratio 2017–18 2016–17
1% 11% 8% 4% Greater than 12 months 6 to 12 months
3 to 6 months
Less than 3 months
40% 40% 45% 51%
Source: Audited financial statements for 2016–17 and 2017–18.
Councils are not required to exclude externally and internally restricted funds when calculating the cash expense cover ratio.
If externally restricted funds are excluded from the cash expense cover ratio, an additional 19 councils will not meet OLG’s benchmark for the cash expense cover ratio.
To meet operational needs, councils with low unrestricted funds may need to:
• borrow funds • seek approval from the Minister for Local Government to use externally restricted funds • look at ways to reduce expenditure or seek revenue from other sources.
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6.3 Asset management performance measures The asset management performance measures indicate how well councils maintain, renew and report on the condition and cost of infrastructure assets.
Overall:
• most councils face challenges in meeting the asset management performance measures • no county councils met the building and infrastructure renewals ratio • less councils met the asset maintenance ratio in 2017–18 compared with 2016–17.
Notes: 1 Four rural and seven county councils did not report the results of infrastructure renewals, infrastructure backlog and asset maintenance ratios. 2 Appendix nine provides a description of building and infrastructure renewals ratio, infrastructure backlog ratio and asset maintenance ratio. 3 Appendix eleven lists the performance of each council against asset management performance measures. 4 OLG has not prescribed a benchmark for the 'cost to bring assets to agreed service level' performance indicator and is therefore excluded from the analysis. Source: Unaudited Special Schedule 7 'Report on Infrastructure Assets' for 2016–17 and 2017–18.
Councils reported insufficient spending to renew and maintain infrastructure assets
Thirty-six councils reported they do not meet the benchmarks for either the buildings and infrastructure renewals ratio, the infrastructure backlog ratio or the asset maintenance ratio. These councils should examine how well they manage their assets and consider if their investment in maintaining and renewing infrastructure assets is sufficient. This assessment should be an input to future asset management plans.
Councils are required to have asset management plans that consider community needs, available funds, the council’s risk appetite, and the whole-of-life costs of owning and/or managing the infrastructure assets under their control.
Inconsistent calculation of the buildings and infrastructure renewals ratio
OLG’s Code requires the unaudited buildings and infrastructure renewals ratio to calculate renewal expenditure on specific infrastructure assets, excluding work-in-progress, as a percentage of depreciation, amortisation and impairment.
Thirty-six per cent of councils included work-in-progress assets when calculating the ratio. If work-in-progress assets are excluded from the calculation, a further eight councils would not meet the benchmark. This means 81 councils (65 per cent) did not meet the benchmark for renewing their assets. The inconsistency in the calculation of this ratio reduces the comparability of the buildings and infrastructure renewals ratio reported by councils.
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Appendices
Appendix one – Response from the Office of Local Government
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Appendix two – List of 2018 recommendations
The table below lists the recommendations made in this report.
1. Governance and internal controls
Internal controls Councils should reduce risk by addressing high-risk findings as a priority.
2. Asset management Councils’ asset management policy, strategy and plan Asset management planning should comply with the requirements of the Local Government Act 1993 and the Integrated Planning and Reporting Guidelines issued by the Office of Local Government.
Key Low risk Medium risk High risk
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Appendix three – Status of 2017 recommendations
Recommendation Current status
Financial reporting Councils can improve the quality of financial While the number of qualified opinions decreased, reporting by reviewing their financial statements the number of high and moderate-risk findings on close processes to identify areas for financial reporting increased compared with the improvements. prior year. Refer to Section 2.1 for further details.
Councils can improve the quality of financial Audit, risk and improvement committees were reporting by involving an audit, risk and more involved in the review of financial statements, improvement committee in the review of financial but more can be done to improve the quality of statements. financial statements.
The Office of Local Government should release the The Office of Local Government released the Local Local Government Code of Accounting Practice Government Code of Accounting Practice and and Financial Reporting and the End of Year Financial Reporting on 18 April 2018. This Financial Reporting Circular earlier in the audit improved compared with the prior year when it was cycle, ideally by 30 April each year. released on 7 June 2017. The 2017–18 End of Year Financial Reporting circular was released earlier on 7 June 2018. This improved compared with the prior year when it was released on 25 September 2017.
The Local Government Code of Accounting We did not identify further instances where the Practice and Financial Reporting should align with Code did not align with Australian Accounting Australian Accounting Standards. standards.
The Office of Local Government should introduce The Office of Local Government encouraged early close procedures with an emphasis on asset councils to engage with their auditors early and valuations. ensure early commencement and completion of asset revaluations. There is still opportunity for councils to improve the timeliness of financial reporting. Refer to Section 2.2 for further details.
Governance and internal controls Councils should early adopt the proposed Twelve more councils established audit, risk and requirement to establish an audit, risk and improvement committees during 2017–18 resulting improvement committee. in 97 councils having committees. Please refer to Section 3.2 for more details.
The Office of Local Government should introduce Six more councils established an internal audit the requirement for councils to establish internal function during 2017–18 resulting in 92 councils audit functions and update its 2010 Internal Audit having an internal audit function. Guidelines. OLG are currently in the process of updating the 2010 Internal Audit Guidelines. Refer to Section 3.2 for further details.
The Office of Local Government should maintain The Office of Local Government is in the process an accurate register of entities approved under of updating the register of entities. Section 358 of the Local Government Act 1993.
The Office of Local Government should consider The Office of Local Government has prepared draft establishing a financial reporting framework for financial reporting templates for the newly formed council entities. Joint Organisations
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix three – Status of 2017 recommendations Recommendation Current status Asset management The Office of Local Government should address Inconsistent practices remain across the Local the different practices across the Local Government sector in accounting for rural Government sector in accounting for rural fire-fighting equipment. fire-fighting equipment before 30 June 2018. In A number of councils do not record rural fire- doing so, the Office of Local Government should fighting equipment, meaning that a significant work with NSW Treasury to ensure there is a portion of rural fire-fighting equipment continues to whole-of-government approach. not be recorded in either State or council financial records.
Key Fully addressed Partially addressed Not addressed
63 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix three – Status of 2017 recommendations
Appendix four – Sources of information and council classifications
Sources of information This report comments on the results of audits completed on the 2017–18 financial statements of 125 councils and ten county councils. The audit of Bayside Council's 2017–18 financial statements is ongoing as the council received a lodgement extension from the Office of Local Government.
In addition to the audited financial statements, the comments and analysis in this report has been drawn from:
• data collected from councils • audit findings reported to councils • data from external sources, including population, kilometres of roads, and council area data from the Australian Bureau of Statistics and the Office of Local Government.
Council classifications We adopted the following methodology when classifying councils in our report.
OLG classification Audit Office grouping
Metropolitan Metropolitan Regional town/city Regional Metropolitan fringe Metropolitan Rural Rural Large rural Rural
Source: OLG classifications and Audit Office.
Below is a list of councils and county councils by classification.
Metropolitan councils
Bayside Council Blacktown City Council Blue Mountains City Council Burwood Council Camden Council Campbelltown City Council City of Canada Bay Council Canterbury Bankstown Council Central Coast Council Cumberland Council Fairfield City Council Georges River Council Hawkesbury City Council Hills Shire Council, The Hornsby, The Council of the Shire of Hunters Hill, The Council of the Inner West Council Ku-ring-gai Council Municipality of Lane Cove Municipal Council Liverpool City Council Mosman Municipal Council North Sydney Council Northern Beaches Council Parramatta Council, City of Penrith City Council Randwick City Council Ryde City Council Strathfield Municipal Council Sutherland Shire Council Sydney, Council of the City of Waverley Council Willoughby City Council Wollondilly Shire Council Woollahra Municipal Council
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Regional councils
Albury City Council Armidale Regional Council Ballina Shire Council Bathurst Regional Council Bega Valley Shire Council Broken Hill City Council Byron Shire Council Cessnock City Council Clarence Valley Council Coffs Harbour City Council Dubbo Regional Council Eurobodalla Shire Council Goulburn Mulwaree Council Griffith City Council Kempsey Shire Council Kiama, the Council of the Lake Macquarie City Council Lismore City Council Municipality of Lithgow Council, City of Maitland City Council Mid-Coast Council Mid-Western Regional Council Newcastle City Council Orange City Council Port Macquarie-Hastings Council Port Stephens Council Queanbeyan-Palerang Regional Council Richmond Valley Council Shellharbour City Council Shoalhaven City Council Singleton Council Snowy Monaro Regional Council Tamworth Regional Council Tweed Shire Council Wagga Wagga City Council Wingecarribee Shire Council
Wollongong City Council
Rural councils
Balranald Shire Council Bellingen Shire Council Berrigan Shire Council Bland Shire Council Blayney Shire Council Bogan Shire Council Bourke Shire Council Brewarrina Shire Council Cabonne Council Carrathool Shire Council Central Darling Shire Council Cobar Shire Council Coolamon Shire Council Coonamble Shire Council Cootamundra-Gundagai Regional Council Cowra Shire Council Dungog Shire Council Edward River Council Federation Council Forbes Shire Council Gilgandra Shire Council Glen Innes Severn Council Greater Hume Shire Council Gunnedah Shire Council Gwydir Shire Council Hay Shire Council Hilltops Council Inverell Shire Council Junee Shire Council Kyogle Council Lachlan Shire Council Leeton Shire Council Liverpool Plains Shire Council Lockhart Shire Council Moree Plains Shire Council Murray River Council Murrumbidgee Council Muswellbrook Shire Council Nambucca Shire Council Narrabri Shire Council Narrandera Shire Council Narromine Shire Council Oberon Council Parkes Shire Council Snowy Valleys Council Temora Shire Council Tenterfield Shire Council Upper Hunter Shire Council Upper Lachlan Shire Council Uralla Shire Council Walcha Council Walgett Shire Council Warren Shire Council Warrumbungle Shire Council Weddin Shire Council Wentworth Shire Council Yass Valley Council
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County councils
Castlereagh-Macquarie County Central Murray County Council Central Tablelands County Council Council
Goldenfields Water County Hawkesbury River County Council New England Weeds Authority Council Riverina Water County Council Rous County Council Upper Hunter County Council Upper Macquarie County Council
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Appendix five – Financial data
We have included a summary of key financial information from the 2017–18 audited financial statements of councils.
2017–18
Total Total Operating Total Total Council revenue expenses result assets liabilities $m $m $m $m $m
Albury City Council 146 106 40 1,474 78 Armidale Regional Council 77 80 (3) 926 50 Ballina Shire Council 129 82 47 1,332 104 Balranald Shire Council 14 13 1 153 5 Bathurst Regional Council 120 99 21 1,407 53 Bayside Council* N/A N/A N/A N/A N/A Bega Valley Shire Council 101 92 9 1,022 58 Bellingen Shire Council 38 30 8 467 15 Berrigan Shire Council 25 18 7 275 5 Blacktown City Council 637 334 303 4,726 160 Bland Shire Council 25 24 1 365 10 Blayney Shire Council 24 17 7 256 9 Blue Mountains City Council 119 120 (1) 1,035 60 Bogan Shire Council 29 20 9 243 6 Bourke Shire Council 32 29 3 257 9 Brewarrina Shire Council 18 15 3 146 5 Broken Hill City Council 29 35 (6) 248 30 Burwood Council 63 47 16 523 23 Byron Shire Council 120 85 35 892 82 Cabonne Council 43 34 9 637 15 Camden Council 275 110 165 1,612 75 Campbelltown City Council 231 148 83 2,448 47 City of Canada Bay Council 98 87 11 1,799 31
Canterbury Bankstown Council 323 296 27 3,983 100 Carrathool Shire Council 25 22 3 232 7 Central Coast Council 651 585 66 7,579 502 Central Darling Shire Council 24 22 2 179 4 Cessnock City Council 121 82 39 817 40 Clarence Valley Council 141 136 5 2,113 152 Cobar Shire Council 37 32 5 320 6 Coffs Harbour City Council 209 171 38 2,284 187 Coolamon Shire Council 18 13 5 196 11
67 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix five – Financial data
2017–18
Total Total Operating Total Total Council revenue expenses result assets liabilities $m $m $m $m $m Coonamble Shire Council 25 23 2 318 6 Cootamundra-Gundagai Regional Council 32 39 (7) 411 10 Cowra Shire Council 39 34 5 619 25 Cumberland Council 206 185 21 2,500 61 Dubbo Regional Council 214 122 92 2,651 98 Dungog Shire Council 22 18 4 325 7 Edward River Council 28 24 4 422 7 Eurobodalla Shire Council 132 110 22 1,437 85 Fairfield City Council 188 162 26 2,066 43 Federation Council 40 37 3 566 14 Forbes Shire Council 48 39 9 322 33 Georges River Council 154 132 22 1,448 39 Gilgandra Shire Council 36 32 4 312 21 Glen Innes Severn Council 33 33 -- 297 22 Goulburn Mulwaree Council 97 60 37 1,061 43 Greater Hume Shire Council 40 30 10 517 14 Griffith City Council 64 54 10 747 31 Gunnedah Shire Council 52 42 10 487 29 Gwydir Shire Council 30 36 (6) 417 16 Hawkesbury City Council 95 76 19 1,075 31 Hay Shire Council 12 11 1 98 4 The Hills Shire Council 291 164 127 3,713 50 Hilltops Council* N/A N/A N/A N/A N/A The Council of the Shire of Hornsby 233 121 112 1,894 45 The Council of the Municipality of Hunters Hill 15 15 -- 231 6 Inner West Council 254 239 15 2,455 75 Inverell Shire Council 42 32 10 704 13 Junee Shire Council 17 16 1 116 10 Kempsey Shire Council 138 76 62 1,135 60 The Council of the Municipality of Kiama 59 59 -- 484 84 Ku-ring-gai Council 156 123 33 1,580 50 Kyogle Council 32 25 7 424 10 Lachlan Shire Council 40 35 5 387 12 Lake Macquarie City Council 296 221 75 2,811 180 Lane Cove Municipal Council 64 41 23 766 16 Leeton Shire Council 32 27 5 255 7
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix five – Financial data
2017–18
Total Total Operating Total Total Council revenue expenses result assets liabilities $m $m $m $m $m Lismore City Council 126 110 16 1,474 87 City of Lithgow Council 47 44 3 558 39 Liverpool City Council 300 183 117 2,782 88 Liverpool Plains Shire Council 28 30 (2) 566 9 Lockhart Shire Council 12 10 2 239 6 Maitland City Council* N/A N/A N/A N/A N/A Mid-Coast Council 265 235 30 3,197 291 Mid-Western Regional Council 82 66 16 1,012 30 Moree Plains Shire Council 69 54 15 565 61 Mosman Municipal Council 49 46 3 544 24 Murray River Council 47 40 7 737 12 Murrumbidgee Council 18 25 (7) 285 4 Muswellbrook Shire Council 67 45 22 705 84 Nambucca Shire Council 42 36 6 501 52 Narrabri Shire Council 54 47 7 496 15 Narrandera Shire Council 22 19 3 252 4 Narromine Shire Council 24 21 3 331 6 Newcastle City Council 310 286 24 1,822 191 North Sydney Council 123 106 17 1,194 46 Northern Beaches Council 391 313 78 5,153 148 Oberon Council 19 15 4 297 6 Orange City Council 124 88 36 1,278 43 Parkes Shire Council 54 46 8 723 33 City of Parramatta Council 298 262 36 3,092 129 Penrith City Council 274 206 68 2,103 107 Port Macquarie-Hastings Council 219 159 60 2,264 112 Port Stephens Council 137 117 20 1,047 58 Queanbeyan-Palerang Regional Council 178 132 46 1,506 67 Randwick City Council 160 152 8 1,632 35 Richmond Valley Council 60 54 6 807 40 Ryde City Council 156 124 32 1,494 45 Shellharbour City Council 162 120 42 983 70 Shoalhaven City Council 272 223 49 2,996 222 Singleton Council 65 55 10 962 24 Snowy Monaro Regional Council 74 73 1 1,240 26 Snowy Valleys Council 52 54 (2) 627 18
69 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix five – Financial data
2017–18
Total Total Operating Total Total Council revenue expenses result assets liabilities $m $m $m $m $m Strathfield Municipal Council 52 40 12 418 17 Sutherland Shire Council 254 219 35 2,682 74 Council of the City of Sydney 758 541 217 12,190 185 Tamworth Regional Council 155 138 17 1,629 106 Temora Shire Council 26 20 6 216 7 Tenterfield Shire Council 27 20 7 397 15 Tweed Shire Council 238 186 52 3,429 216 Upper Hunter Shire Council 56 41 15 723 30 Upper Lachlan Shire Council 34 26 8 442 12 Uralla Shire Council 21 19 2 249 12 Wagga Wagga City Council 147 125 22 1,574 83 Walcha Council 16 14 2 446 6 Walgett Shire Council 35 32 3 312 12 Warren Shire Council 16 15 1 195 3 Warrumbungle Shire Council 47 45 2 506 15 Waverley Council 144 127 17 1,276 41 Weddin Shire Council 15 14 1 195 7 Wentworth Shire Council 28 26 2 450 10 Willoughby City Council 138 101 37 1,682 77 Wingecarribee Shire Council 156 104 52 1,628 50 Wollondilly Shire Council 72 73 (1) 536 44 Wollongong City Council 315 266 49 2,566 158 Woollahra Municipal Council 101 92 9 981 110 Yass Valley Council 37 29 8 385 25 Central Murray County Council 1 1 -- 1 -- Central Tablelands County Council 7 6 1 77 3 Goldenfields Water County Council 25 21 4 316 3 Rous County Council 32 25 7 519 31 Upper Hunter County Council 2 2 -- 723 30 Upper Macquarie County Council 1 1 -- 1 -- Hawkesbury River County Council 2 2 -- 4 2 Castlereagh-Macquarie County Council 1 1 -- 1 -- Riverina Water County Council 33 21 12 383 16 New England Weeds Authority 1 1 -- 2 --
* The audit reports of these councils were not finalised at the time of this report. Source: Audited financial statements 2017–18.
70
NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix five – Financial data
Appendix six – Status of audits
Below is a summary of the status of the 2017–18 financial statement audits, including the type of audit opinion and the date it was issued. 2017–18 audits Key Type of audit opinion Date of audit opinion
Financial statements were lodged by the Unmodified opinion statutory deadline of 31 October 2018
Extensions to the statutory deadline Unmodified opinion with emphasis of matter (and met) Modified opinion: Qualified opinion, an Financial statements not submitted as at adverse opinion, or a disclaimer of opinion tabling date
Local council Type of audit opinion Date of audit opinion
Albury City Council Unmodified 29 October 2018
Armidale Regional Council Unmodified 30 October 2018
Ballina Shire Council Unmodified 25 October 2018
Balranald Shire Council Unmodified 7 December 2018
Bathurst Regional Council Unmodified 30 October 2018
Bayside Council Not yet issued Not yet issued
Bega Valley Shire Council Unmodified 28 December 2018
Bellingen Shire Council Unmodified 26 October 2018
Berrigan Shire Council Unmodified 17 October 2018
Blacktown City Council Unmodified 23 October 2018
Bland Shire Council Unmodified 30 November 2018
Blayney Shire Council Unmodified 24 October 2018
Blue Mountains City Council Unmodified 30 October 2018
Bogan Shire Council Unmodified 22 October 2018
Bourke Shire Council Unmodified 12 November 2018
Brewarrina Shire Council Unmodified 23 November 2018
Broken Hill City Council Unmodified 26 October 2018
Burwood Council Unmodified 19 October 2018
Byron Shire Council Unmodified 19 October 2018
Cabonne Council Unmodified 30 October 2018
Camden Council Unmodified 31 October 2018
Campbelltown City Council Unmodified 25 September 2018
71 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix six – Status of audits
Local council Type of audit opinion Date of audit opinion
City of Canada Bay Council Unmodified 18 October 2018
Canterbury Bankstown Council Unmodified 29 October 2018
Carrathool Shire Council Unmodified 30 October 2018
Central Coast Council Unmodified 3 December 2018 Unmodified Central Darling Shire Council 21 December 2018 (with Emphasis of Matter)
Cessnock City Council Unmodified 18 October 2018
Clarence Valley Council Unmodified 19 December 2018
Cobar Shire Council Unmodified 30 October 2018
Coffs Harbour City Council Unmodified 25 October 2018
Coolamon Shire Council Unmodified 22 October 2018
Coonamble Shire Council Unmodified 30 October 2018 Cootamundra-Gundagai Regional Unmodified 30 November 2018 Council
Cowra Shire Council Unmodified 29 October 2018
Cumberland Council Unmodified 19 October 2018
Dubbo Regional Council Unmodified 31 October 2018
Dungog Shire Council Unmodified 30 October 2018
Edward River Council Unmodified 18 October 2018
Eurobodalla Shire Council Unmodified 20 December 2018
Fairfield City Council Unmodified 19 October 2018
Federation Council Unmodified 30 October 2018
Forbes Shire Council Unmodified 30 October 2018
Georges River Council Unmodified 30 October 2018
Gilgandra Shire Council Unmodified 26 October 2018
Glen Innes Severn Council Unmodified 31 October 2018
Goulburn Mulwaree Council Unmodified 31 October 2018
Greater Hume Shire Council Unmodified 17 October 2018
Griffith City Council Unmodified 26 October 2018
Gunnedah Shire Council Unmodified 29 October 2018
Gwydir Shire Council Unmodified 22 October 2018
Hawkesbury City Council Unmodified 19 October 2018
Hay Shire Council Unmodified 31 October 2018
Hilltops Council Not yet issued Not yet issued
Hornsby, The Council of the Shire of Unmodified 15 October 2018
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix six – Status of audits
Local council Type of audit opinion Date of audit opinion Hunters Hill, The Council of the Unmodified 19 October 2018 Municipality of
Inner West Council Unmodified 31 October 2018
Inverell Shire Council Unmodified 29 October 2018
Junee Shire Council Unmodified 26 November 2018
Kempsey Shire Council Unmodified 30 October 2018 Kiama, The Council of the Unmodified 27 November 2018 Municipality of
Ku-ring-gai Council Unmodified 28 September 2018
Kyogle Council Unmodified 30 October 2018
Lachlan Shire Council Unmodified 31 October 2018
Lake Macquarie City Council Unmodified 31 October 2018
Lane Cove Municipal Council Unmodified 29 October 2018
Leeton Shire Council Unmodified 29 October 2018
Lismore City Council Unmodified 10 October 2018
Lithgow Council, City of Unmodified 30 October 2018
Liverpool City Council Unmodified 29 October 2018
Liverpool Plains Shire Council Unmodified 30 November 2018
Lockhart Shire Council Unmodified 25 October 2018
Maitland City Council Not yet issued Not yet issued
Mid-Coast Council Unmodified 30 November 2018
Mid-Western Regional Council Unmodified 26 October 2018
Moree Plains Shire Council Unmodified 22 October 2018
Mosman Municipal Council Unmodified 30 October 2018
Murray River Council Unmodified 18 December 2018
Murrumbidgee Council Unmodified 21 December 2018
Muswellbrook Shire Council Unmodified 23 October 2018
Nambucca Shire Council Unmodified 17 October 2018
Narrabri Shire Council Unmodified 31 October 2018
Narrandera Shire Council Unmodified 19 October 2018
Narromine Shire Council Unmodified 30 October 2018
Newcastle City Council Unmodified 12 October 2018
North Sydney Council Unmodified 30 October 2018
Northern Beaches Council Unmodified 17 October 2018
Oberon Council Unmodified 23 October 2018
Orange City Council Unmodified 13 November 2018
73 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix six – Status of audits
Local council Type of audit opinion Date of audit opinion
Parkes Shire Council Unmodified 14 November 2018
Parramatta Council, City of Unmodified 30 October 2018
Penrith City Council Unmodified 26 September 2018
Port Macquarie-Hastings Council Unmodified 29 October 2018
Port Stephens Council Unmodified 29 October 2018 Queanbeyan-Palerang Regional Unmodified 30 October 2018 Council
Randwick City Council Unmodified 30 October 2018
Richmond Valley Council Unmodified 17 October 2018
Ryde City Council Unmodified 31 October 2018
Shellharbour City Council Unmodified 31 December 2018
Shoalhaven City Council Unmodified 5 November 2018
Singleton Council Unmodified 23 October 2018
Snowy Monaro Regional Council Unmodified 29 October 2018
Snowy Valleys Council Unmodified 30 November 2018
Strathfield Municipal Council Unmodified 25 October 2018
Sutherland Shire Council Unmodified 24 October 2018
Sydney, Council of the City of Unmodified 30 October 2018
Tamworth Regional Council Unmodified 30 October 2018
Temora Shire Council Unmodified 29 October 2018
Tenterfield Shire Council Unmodified 25 October 2018
The Hills Shire Council Unmodified 31 August 2018
Tweed Shire Council Unmodified 29 October 2018
Upper Hunter Shire Council Unmodified 15 November 2018
Upper Lachlan Shire Council Unmodified 31 October 2018
Uralla Shire Council Unmodified 19 October 2018
Wagga Wagga City Council Unmodified 29 October 2018
Walcha Council Unmodified 29 October 2018
Walgett Shire Council Unmodified 30 October 2018
Warren Shire Council Unmodified 16 October 2018
Warrumbungle Shire Council Unmodified 9 November 2018
Waverley Council Unmodified 30 October 2018
Weddin Shire Council Unmodified 31 October 2018
Wentworth Shire Council Unmodified 8 November 2018
Willoughby City Council Unmodified 30 October 2018
74
NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix six – Status of audits
Local council Type of audit opinion Date of audit opinion
Wingecarribee Shire Council Unmodified 17 October 2018
Wollondilly Shire Council Unmodified 15 October 2018
Wollongong City Council Unmodified 28 September 2018
Woollahra Municipal Council Unmodified 30 October 2018
Yass Valley Council Unmodified 24 October 2018
County council Type of audit opinion Date of audit opinion
Castlereagh Macquarie County Unmodified 30 October 2018 Council
Central Murray County Council Unmodified 29 October 2018
Central Tablelands County Council Unmodified 31 October 2018
Goldenfields Water County Council Unmodified 11 October 2018
Hawkesbury River County Council Unmodified 12 October 2018
New England Weeds Authority Unmodified 24 August 2018
Riverina Water County Council Unmodified 21 September 2018
Rous County Council Unmodified 19 October 2018
Upper Hunter County Council Unmodified 16 October 2018
Upper Macquarie County Council Unmodified 9 October 2018
2016–17 audits
Local council Type of audit opinion Date of audit opinion
Bayside Council Modified 21 February 2019
75 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix six – Status of audits
Appendix seven – List of Joint Organisations and their member councils
Joint Organisation name Member councils
Canberra Region Joint Organisation Bega Valley, Eurobodalla, Goulburn-Mulwaree, Hilltops, Queanbeyan-Palerang, Snowy Monaro, Upper Lachlan, Wingecarribee, Yass Valley
Central NSW Joint Organisation Bathurst, Blayney, Cabonne, Cowra, Forbes, Lachlan, Oberon, Orange, Parkes, Weddin
Hunter Joint Organisation Cessnock, Dungog, Lake Macquarie, Maitland, Mid-Coast, Muswellbrook, Newcastle, Port Stephens, Singleton, Upper Hunter
Illawarra Shoalhaven Joint Organisation Kiama, Shellharbour, Shoalhaven, Wollongong Namoi Joint Organisation Gunnedah, Gwydir, Liverpool Plains, Tamworth, Walcha
New England Joint Organisation Armidale, Glen Innes Severn, Inverell, Uralla, Moree Plains, Narrabri,Tenterfield
Northern Rivers Joint Organisation Ballina, Byron, Kyogle, Lismore, Richmond Valley, Tweed
Orana Joint Organisation Bogan, Gilgandra, Mid-Western, Narromine, Warren, Warrumbungle
Riverina and Murray Joint Organisation Albury, Berrigan, Carrathool, Edward River, Federation, Griffith, Hay, Leeton, Murray River, Murrumbidgee, Narrandera
Riverina Joint Organisation Bland, Coolamon, Cootamundra-Gundagai, Greater Hume, Junee, Lockhart, Temora
Mid North Coast Joint Organisation Port Macquarie-Hastings, Kempsey, Bellingen Far North West Organisation Bourke, Cobar, Walgett Far South West Joint Organisation Balranald, Broken Hill, Central Darling, Wentworth
76
NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix seven – List of Joint Organisations and their member councils
Appendix eight – Council spending by function – Definitions from the Local Government Code of Accounting Practice and Financial Reporting
Category Council expenditure
Governance Costs relating to council’s role as a component of democratic government, including elections, councillors’ fees and expenses, subscriptions to local authority associations, meetings of Council and policy-making committees, public disclosure and legislative compliance
Administration Corporate support and other support services, engineering works and council policy compliance
Public order and safety Delivery of fire protection, emergency services, beach control, enforcement of regulations and animal control services
Health Immunisation, food control and health centres Environment Noxious plants and insect/vermin control, other environmental protection, solid waste management including domestic and other waste, other sanitation, garbage, street cleaning, drainage and stormwater management
Community services and Administration and education, social protection (welfare), migrant, Aboriginal education and other community services and administration, youth services, aged and disabled persons services, children’s services including family day care, child care and other family and child services
Housing and community Public cemeteries, public conveniences, street lighting, town planning, other amenities community amenities including housing development, accommodation for families, children, aged persons, disabled persons, migrants and Indigenous persons
Water Water services Sewerage Sewer services Recreation and culture Public libraries, museums, art galleries, community centres and halls including public halls and performing arts venues, sporting grounds and venues, swimming pools, parks, gardens, lakes and other sporting, recreational and cultural services
Agriculture Administration of agricultural services, supervision and regulation of the agricultural industry, operation of flood control and irrigation systems, operation of support services to farmers including vet services, pest control services, crop inspection and crop grading services
Fuel and energy Gas supplies Mining, manufacturing and Building control, quarries and pits, mineral resources and abattoirs construction
Transport and Sealed and unsealed roads, bridges, footpaths, parking areas and communication aerodromes Economic affairs Camping areas and caravan parks, tourism and area promotion, industrial development promotion, sale yards and markets, real estate development, commercial nurseries and other business undertakings
77 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix eight – Council spending by function – Definitions from the Local Government Code of Accounting Practice and Financial Reporting
Appendix nine – OLG’s performance indicators from the audited financial statement - Descriptions
Indicator Formula Description
Operating Total continuing operating revenue1 The ‘operating performances ratio’ measures how performance excluding capital grants and well local councils contained expenses within contributions less operating revenue. expenses The benchmark set by the Office of Local Total continuing operating revenue1 Government (OLG) for the ratio is greater than excluding capital grants and zero per cent. contributions
Own source Total continuing operating revenue1 The ‘own source operating revenue ratio’ operating excluding all grants and measures a council’s fiscal flexibility and the revenue contributions degree to which it relies on external funding sources such as operating grants and Total continuing operating revenue1 contributions. inclusive of all grants and contributions The benchmark set by OLG for the ratio is greater than 60 per cent.
Unrestricted Current assets less all external The ‘unrestricted current ratio’ is specific to the current ratio restrictions Local Government sector and represents a council’s ability to meet its short-term obligations Current liabilities less as they fall due. specific-purpose liabilities The benchmark set by OLG for the ratio is greater than 1.5 times.
Debt service Operating result1 before capital The ‘debt service cover ratio’ measures the cover ratio excluding interest and impairment, operating cash available to service debt including depreciation and amortisation interest, principal and lease payments.
Principal repayments plus The benchmark set by OLG for the ratio is greater borrowing costs than two times.
Rates and Rates and annual charges The ‘rates and annual charges outstanding ratio’ annual charges outstanding assesses the impact of uncollected rates and outstanding annual charges on a council’s liquidity and the Rates and annual charges percentage adequacy of debt recovery efforts. collectible The benchmark set by OLG for the ratio is less than five per cent for metropolitan and less than ten per cent for rural councils.
Cash expense Current year cash and cash The ‘cash expense cover ratio’ indicates the cover ratio equivalents, and term deposits *12 number of months a council can continue paying its expenses without additional cash inflows. Payments from cash flow of operating and financing activities The benchmark set by OLG for the ratio is greater than three months.
1 Excludes fair value adjustments, reversal of revaluation decrements, net gain/loss on sale of assets, and net share/loss of interests in joint ventures. 78
NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix nine – OLG’s performance indicators from the audited financial statement - Descriptions
Appendix ten – OLG’s performance indicators from the unaudited Special Schedule 7 - Descriptions
Ratio Formula Description
Buildings and Asset renewals The ‘building and infrastructure renewals ratio’ infrastructure assesses the rate at which assets are being Depreciation, amortisation and renewals ratio renewed against the rate at which they are impairment depreciating. The benchmark set by OLG for the ratio is greater than 100 per cent.
Infrastructure Estimated cost to bring assets The ‘infrastructure backlog ratio’ represents the backlog ratio to a satisfactory condition proportion of infrastructure backlog to the total net book value of a council's infrastructure assets. Carrying value of infrastructure, building, other The benchmark set by OLG for the ratio is less structures and depreciable than two per cent. land improvement assets
Asset Actual asset maintenance The ‘asset maintenance ratio’ compares actual maintenance versus required annual asset maintenance. Required asset maintenance ratio The benchmark set by OLG for the ratio is greater than 100 per cent.
Cost to bring Estimated cost to bring assets The ‘cost to bring assets to agreed service level’ assets to agreed to an agreed level of service reflects the actual value of identified renewal service level set by council works to be delivered in the future, compared to the total replacement cost of assets. Gross replacement cost OLG has not prescribed a benchmark for this performance indicator.
79 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix ten – OLG’s performance indicators from the unaudited Special Schedule 7 - Descriptions
Appendix eleven – OLG’s performance indicators
We have included a summary of how each council has performed against the performance indicators prescribed by the Office of Local Government (OLG). The first six indicators are audited and reported in councils’ financial statements. The remaining four asset-related measures are not audited and reported in councils’ Special Schedule 7 ‘Report on Infrastructure Assets’.
We present these performance indicators on a consolidated basis. Councils with water and sewer activities present separate performance indicators for general, water and sewer activities.
Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Albury City 15.2 79.5 2.6 7.2 10.6 18.6 78.7 3.0 83.0 1.8 Council
Armidale (8.7) 71.3 1.5 2.8 7.2 13.4 62.1 8.2 96.3 4.2 Regional Council
Ballina Shire 3.1 59.7 4.8 2.4 3.4 10.0 142.6 1.9 96.9 0.9 Council
Balranald Shire (6.0) 39.8 4.6 7.2 4.6 11.0 97.9 2.2 108.7 1.4 Council
Bathurst (6.9) 69.3 1.1 3.7 6.2 10.5 44.2 8.9 81.5 1.8 Regional Council
Bayside N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Council*
Bega Valley 1.1 69.7 2.0 4.8 4.0 13.0 ------Shire Council
Bellingen Shire 1.4 63.4 2.3 6.3 5.2 11.8 165.9 6.4 100.0 4.5 Council
Berrigan Shire 18.2 61.2 7.2 48.7 3.3 28.0 131.4 -- 103.9 -- Council
Blacktown City (6.7) 46.3 3.1 -- 4.3 21.9 63.9 2.2 99.6 1.5 Council
Bland Shire (1.0) 44.7 14.3 16.2 6.9 25.7 55.3 12.1 113.1 8.9 Council
Blayney Shire 0.7 58.5 5.8 14.3 2.1 14.3 231.9 8.1 105.0 2.1 Council
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix eleven – OLG’s performance indicators
Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Blue Mountains (4.4) 83.5 1.6 1.7 3.7 3.4 62.6 1.9 99.0 1.5 City Council
Bogan Shire 4.9 40.2 4.2 26.9 6.0 8.6 61.9 2.3 99.2 1.8 Council
Bourke Shire 9.5 44.3 5.3 7.5 15.2 10.7 67.6 2.7 90.1 1.2 Council
Brewarrina Shire 13.0 51.7 4.2 21.0 7.8 12.5 56.5 2.1 88.1 1.5 Council
Broken Hill City (21.7) 77.8 2.0 1.5 12.0 10.7 19.3 24.2 172.7 12.0 Council
Burwood Council 7.0 71.9 4.9 13.5 2.6 10.8 170.6 7.1 120.4 5.0
Byron Shire (1.0) 61.2 3.4 2.6 3.6 12.3 110.4 6.8 96.5 4.4 Council
Cabonne 4.2 57.2 5.7 35.5 5.3 24.3 117.1 11.8 96.3 2.6 Council
Camden Council (3.7) 33.4 2.4 3.7 3.1 14.8 14.4 1.1 91.8 0.9
Campbelltown 8.4 56.2 4.8 8.3 3.4 19.6 81.2 1.6 101.2 1.1 City Council
Canterbury Bankstown 2.3 84.1 3.1 49.0 4.8 14.3 41.9 1.1 90.5 0.8 Council
Carrathool Shire 7.0 44.3 6.6 23.7 3.7 12.8 131.9 0.6 143.9 -- Council
Castlereagh- Macquarie 27.2 16.1 7.7 -- -- 9.1 ------County Council
Central Coast 2.9 79.5 1.5 4.0 7.8 12.0 104.8 2.4 91.4 1.6 Council
Central Darling -- 52.0 0.6 20.8 36.3 2.5 96.6 19.1 82.3 -- Shire Council
Central Murray (11.0) 77.7 7.1 -- -- 7.2 ------County Council
81 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix eleven – OLG’s performance indicators
Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Central Tablelands 11.3 95.7 8.4 5.2 -- 18.3 43.0 36.6 108.8 1.6 County Council
Cessnock City (3.1) 52.2 2.7 4.8 1.7 6.4 88.2 4.3 107.9 12.9 Council
City of Canada 0.4 82.9 3.9 21.1 2.2 12.3 91.5 1.8 92.9 1.3 Bay Council
City of Lithgow (2.0) 74.0 1.8 4.5 5.9 12.9 87.0 6.0 74.9 4.2 Council
City of Parramatta (5.2) 77.1 4.9 2.1 4.5 10.9 111.2 1.9 95.8 3.7 Council
Clarence Valley (6.0) 67.3 4.4 2.9 6.0 13.2 21.3 3.9 74.5 2.9 Council
Cobar Shire 2.7 49.6 6.1 5.5 5.1 8.5 28.9 1.8 108.1 2.8 Council
Coffs Harbour 3.2 73.2 9.6 2.3 6.6 10.2 59.3 -- 100.3 -- City Council
Coolamon Shire 9.5 47.9 9.7 547.6 5.5 21.4 157.9 0.4 109.7 0.3 Council
Coonamble 8.0 61.6 5.1 132.0 5.3 18.4 113.3 0.8 172.4 0.6 Shire Council
Cootamundra- Gundagai (29.6) 65.3 5.4 (0.7) 7.7 13.2 93.9 6.9 -- 4.4 Regional Council
Council of the 5.7 79.1 4.1 -- 1.3 9.2 61.5 2.1 98.3 1.5 City of Sydney
Cowra Shire 8.1 77.7 4.1 4.1 9.0 10.6 81.9 0.5 108.9 0.4 Council
Cumberland (5.3) 73.7 4.3 11.2 3.3 7.3 176.1 5.3 115.3 2.2 Council
Dubbo Regional 18.4 56.6 5.5 6.2 4.9 25.8 137.1 0.4 100.0 0.3 Council
Dungog Shire (21.8) 42.3 8.4 12.0 6.1 10.2 104.7 8.0 74.7 19.1 Council
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NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix eleven – OLG’s performance indicators
Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Edward River 11.0 64.3 13.2 15.0 8.9 27.8 ------Council
Eurobodalla 5.8 74.5 2.5 3.3 2.8 14.8 65.9 6.8 100.0 4.3 Shire Council
Fairfield City 8.3 82.6 2.8 123.9 3.4 3.1 121.0 1.9 122.4 1.4 Council
Federation 3.8 59.3 1.9 39.7 9.7 24.6 ------Council
Forbes Shire 14.3 61.7 7.6 5.6 8.8 15.6 118.0 3.4 58.9 1.5 Council
Georges River (2.6) 78.5 3.9 25.8 3.0 10.9 76.6 2.1 114.6 5.6 Council
Gilgandra Shire 4.7 62.4 3.6 8.5 6.5 10.3 138.6 2.1 120.5 2.2 Council
Glen Innes 7.7 62.8 4.6 3.6 6.6 9.8 119.9 11.0 100.0 6.9 Severn Council
Goldenfields Water County 8.6 91.1 11.1 -- 21.4 39.2 ------Council
Goulburn Mulwaree 9.4 53.4 3.5 2.1 3.0 17.9 60.2 2.6 96.5 2.1 Council
Greater Hume 8.1 47.7 5.0 12.4 6.1 11.3 125.7 0.1 99.6 0.1 Shire Council
Griffith City 10.7 79.8 2.9 8.2 7.5 8.6 100.6 1.7 100.0 1.3 Council
Gunnedah Shire 15.0 60.9 5.2 12.7 3.8 23.4 184.4 1.7 112.0 1.2 Council
Gwydir Shire 0.1 58.7 1.7 4.3 4.3 5.1 60.0 1.3 100.0 -- Council
Hawkesbury City (4.0) 71.0 2.9 13.4 5.6 12.4 65.4 2.3 88.8 -- Council
Hawkesbury River County (4.3) 21.1 1.4 -- -- 14.3 ------Council
83 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix eleven – OLG’s performance indicators
Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Hay Shire 2.5 48.9 5.2 15.5 13.0 14.4 92.2 2.2 69.7 1.1 Council
Hilltops Council* N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
Inner West 3.2 88.8 3.7 6.6 3.9 9.3 64.1 10.3 78.3 3.8 Council
Inverell Shire 18.0 63.6 11.7 18.9 5.7 26.6 115.3 0.9 94.1 0.7 Council
Junee Shire 2.2 59.2 1.1 2.9 8.7 4.3 86.1 2.7 127.2 1.7 Council
Kempsey Shire 3.1 39.3 2.5 4.3 6.1 11.0 96.4 6.7 86.0 4.2 Council
Ku-ring-gai 4.0 77.0 3.0 14.0 3.0 16.8 61.1 2.9 114.6 6.2 Council
Kyogle Council 8.8 52.9 5.6 21.2 6.9 11.1 318.2 4.3 95.8 3.1
Lachlan Shire 9.6 43.6 5.2 57.8 8.4 14.1 65.7 6.5 91.5 4.2 Council
Lake Macquarie 5.6 78.2 2.7 8.5 4.1 8.7 100.4 2.4 92.7 1.7 City Council
Lane Cove Municipal 5.8 69.9 6.4 -- 1.5 17.5 274.5 0.8 199.0 0.6 Council
Leeton Shire 12.9 71.8 5.1 25.1 3.9 22.5 63.8 2.2 100.0 1.3 Council
Lismore City 1.4 71.4 1.4 3.4 9.0 7.5 74.1 13.5 92.6 9.0 Council
Liverpool City 5.4 55.1 2.1 6.4 4.6 15.2 94.8 2.6 105.9 2.1 Council
Liverpool Plains (35.1) 57.8 3.7 3.7 6.6 14.7 49.4 2.1 96.7 1.7 Shire Council
Lockhart Shire 8.4 34.5 8.4 37.6 5.0 18.9 57.2 1.1 111.4 -- Council
Maitland City N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Council*
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Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Mid-Coast 1.9 76.4 8.6 2.8 6.3 10.7 38.2 8.8 72.9 5.4 Council
Mid-Western 11.7 63.3 4.0 9.4 3.5 15.6 156.2 6.7 100.7 3.2 Regional Council
Moree Plains 6.8 66.2 1.1 4.5 5.1 8.6 115.7 0.7 96.5 0.5 Shire Council
Mosman Municipal 4.3 87.8 1.9 4.7 2.5 4.2 163.0 1.0 124.9 0.6 Council
Murray River 6.4 54.4 5.9 14.6 10.3 24.5 113.5 0.9 100.0 0.7 Council
Murrumbidgee (22.5) 49.4 5.7 21.7 8.5 19.9 15.4 -- 118.0 -- Council
Muswellbrook 13.0 65.8 2.0 2.3 7.7 7.7 97.1 5.5 75.1 2.9 Shire Council
Nambucca Shire 6.9 69.7 2.1 2.5 5.1 12.0 91.7 2.9 100.0 -- Council
Narrabri Shire 12.0 71.7 4.7 11.8 8.2 17.2 94.3 9.2 100.0 5.7 Council
Narrandera 3.7 54.8 7.9 -- 5.7 20.1 111.8 0.8 221.7 -- Shire Council
Narromine Shire (0.9) 53.4 6.0 12.7 11.6 18.9 148.4 7.2 97.9 5.0 Council
New England 10.3 30.5 5.8 17.1 ------Weeds Authority
Newcastle City 1.7 86.5 2.8 7.4 2.7 7.1 92.3 10.9 95.0 5.5 Council
North Sydney 8.6 89.4 3.4 91.2 1.3 6.7 226.6 6.6 107.9 4.1 Council
Northern 8.0 82.2 3.1 4.6 3.9 8.6 99.8 0.5 117.0 0.4 Beaches Council
Oberon Council 21.8 64.1 6.7 12.4 8.3 14.5 143.9 1.8 60.6 1.4
Orange City 14.0 72.7 2.8 8.0 6.3 16.8 46.8 0.9 11.2 1.1 Council
85 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix eleven – OLG’s performance indicators
Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Parkes Shire (0.2) 59.9 2.0 7.5 5.4 10.9 200.6 1.2 114.8 0.5 Council
Penrith City 7.1 74.1 3.0 3.4 2.9 7.6 48.4 1.1 99.3 1.2 Council
Port Macquarie- 4.7 66.1 2.1 4.0 4.9 26.1 87.6 5.6 91.4 -- Hastings Council
Port Stephens (0.1) 78.1 2.1 2.4 2.8 5.5 145.1 1.8 128.3 1.6 Council
Queanbeyan- Palerang 0.4 62.4 2.1 6.6 5.0 9.4 81.0 2.6 92.0 1.9 Regional Council
Randwick City 6.2 91.1 3.6 -- 2.4 3.0 119.6 0.7 159.9 0.4 Council
Richmond Valley (7.3) 64.0 3.1 0.9 13.3 7.8 86.2 1.9 119.2 1.5 Council
Riverina Water 28.3 88.1 9.4 6.8 12.1 16.7 77.0 7.3 102.4 4.9 County Council
Rous County 11.6 78.3 6.3 2.8 N/A 22.8 19.8 0.6 84.1 1.4 Council
Ryde City 13.0 76.9 3.1 33.2 3.9 17.5 180.8 1.8 93.0 1.3 Council
Shellharbour 9.0 77.0 2.1 12.6 4.8 7.7 265.3 1.9 108.7 2.9 City Council
Shoalhaven City 7.4 80.8 1.8 5.5 8.2 9.4 94.4 3.4 88.2 1.0 Council
Singleton 2.3 69.2 3.2 7.9 2.8 15.1 59.8 2.5 80.6 1.3 Council
Snowy Monaro (3.7) 66.4 4.1 14.8 10.6 19.7 44.7 12.4 71.2 3.3 Regional Council
Snowy Valleys (7.9) 66.8 5.7 4.1 3.2 11.3 161.0 0.3 96.2 0.2 Council
Strathfield Municipal 7.4 72.3 3.7 -- 2.2 17.7 373.1 1.2 102.9 0.8 Council
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Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Sutherland Shire 3.2 84.0 2.9 17.9 3.6 7.7 105.5 2.1 87.4 3.7 Council
Tamworth 5.6 77.1 3.9 4.3 4.8 17.2 33.1 0.6 91.9 0.4 Regional Council
Temora Shire 7.7 49.9 2.2 18.8 3.7 5.6 130.5 2.5 115.1 2.4 Council
Tenterfield Shire 12.8 52.9 4.8 11.8 7.1 15.1 84.7 10.8 100.0 8.2 Council
The Council of the Municipality of (3.1) 90.5 8.7 51.2 2.5 17.4 36.4 2.0 78.6 3.2 Hunters Hill
The Council of the Municipality of (1.6) 78.4 2.6 10.7 1.6 9.1 90.4 1.6 94.2 1.0 Kiama
The Council of the Shire of 5.3 49.4 6.7 19.2 1.8 27.4 95.3 0.9 100.5 0.7 Hornsby
The Hills Shire 12.0 45.7 17.0 -- 3.6 30.4 102.8 -- 152.4 -- Council
Tweed Shire 11.3 71.2 1.8 3.8 4.0 21.5 67.8 1.4 99.3 1.2 Council
Upper Hunter 13.9 2.5 6.1 -- -- 6.0 ------County Council
Upper Hunter 13.4 65.5 2.7 8.1 6.8 10.3 176.0 1.0 97.0 0.8 Shire Council
Upper Lachlan 5.3 56.4 3.0 19.9 2.9 18.5 204.1 0.5 111.5 0.6 Shire Council
Upper Macquarie 0.8 23.3 6.8 -- -- 8.7 ------County Council
Uralla Shire 2.2 69.5 2.2 13.2 5.4 10.3 63.4 0.4 98.0 0.5 Council
Wagga Wagga (8.1) 65.0 3.0 4.8 4.8 8.9 42.1 23.2 63.1 11.9 City Council
87 NSW Auditor-General's Report to Parliament | Report on Local Government 2018 | Appendix eleven – OLG’s performance indicators
Audited Unaudited
Operating Own Unrestricted Debt Rates and Cash Buildings Infrastructure Asset Cost to performance source current service annual expense and backlog maintenance bring (%) operating ratio cover outstanding cover infrastructure ratio ratio assets to revenue (times) ratio percentage ratio renewals (%) (%) agreed (%) (times) (%) (months) ratio service (%) level (%)
OLG Greater Greater Greater Greater Less than Greater Greater Less than Greater N/A Benchmark than 0% than 60% than than 5% for than than 2% than 100% 1.5 times 2 times metro and 3 months 100% 10% for other councils
Walcha Council 7.4 59.1 6.5 24.7 3.4 9.6 103.5 4.2 112.7 2.8
Walgett Shire (3.8) 51.0 5.2 7.7 9.5 17.0 59.6 6.5 75.5 4.1 Council
Warren Shire 10.9 52.7 6.8 44.5 3.3 13.6 103.6 0.7 152.4 -- Council
Warrumbungle (8.1) 47.4 4.1 7.3 8.7 5.8 107.0 0.6 107.7 5.0 Shire Council
Waverley 1.8 86.5 10.2 23.8 3.1 14.8 94.1 1.0 94.2 0.6 Council
Weddin Shire (11.1) 45.6 4.1 5.9 5.4 7.1 225.3 1.7 101.7 1.3 Council
Wentworth Shire 1.3 58.4 7.9 16.9 10.0 16.3 58.5 6.8 79.9 4.5 Council
Willoughby City 10.7 78.8 4.7 6.8 1.3 18.6 100.9 1.4 100.0 1.1 Council
Wingecarribee 6.1 63.5 4.5 6.2 2.2 22.1 64.0 1.6 85.7 1.1 Shire Council
Wollondilly Shire (26.6) 69.5 2.7 1.5 5.1 9.9 99.4 15.3 124.0 8.4 Council
Wollongong City 2.8 77.1 2.9 6.3 4.7 5.8 104.3 5.5 98.5 3.5 Council
Woollahra Municipal 3.7 91.6 4.5 2.9 3.7 8.6 88.0 1.3 107.2 0.8 Council
Yass Valley 5.5 61.5 2.9 3.1 4.1 8.8 107.6 1.9 98.4 -- Council
* The audit reports of these councils were not finalised at the time of this report. Source: Audited financial statements 2017–18.
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Appendix twelve – NSW Crown Solicitor’s advice
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audit.nsw.gov.au GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Report No: 2 OFFICE OF LOCAL GOVERNMENT – SUPERANNUATION DISCUSSION PAPER
Reporting Officer: General Manager
Key CSP strategic theme: Governance
Attachments: Yes - Office Local Government Discussion Paper
RECOMMENDATION:
That Council considers the Office of Local Government Councillor Superannuation Discussion Paper and determines whether it wishes to make a written response. ______
EXECUTIVE SUMMARY
The Office of Local Government (OLG) has issued a discussion paper to seek the views of councils and their local communities on whether councillors should receive superannuation payments. Submissions close Friday 8 May 2020.
BACKGROUND
Under the Commonwealth Superannuation Guarantee (Administration) Act 1993, councils across Australia are not required to make superannuation contributions in relation to the fees they pay to councillors. This is because councillors are elected to a civic office in a council and are not employees of the council.
According to the OLG the release of the discussion paper has been prompted by concerns raised by councillors that the ineligibility of councillors to receive superannuation payments is inequitable and is a deterrent to more women and younger people standing as candidates at council elections.
The discussion paper invites submission on the following four options:
1. Maintaining the status quo – councillors can continue to voluntarily contribute a portion of their fees to a complying superannuation fund of their choice.
2. Mandate the current voluntary situation – amend the Local Government Act 1993 to make it compulsory for councils to pay a portion of councillors’ fees equivalent to the superannuation guarantee amount into a complying superannuation fund nominated by the councillor.
3. Amend the Act to allow councils to voluntarily pay an amount equivalent to the superannuation guarantee into a complying superannuation fund nominated by the councillor in addition to the councillors’ fees – this means that the payment of an additional superannuation fee would be at each council’s discretion, allowing the council to take into account the council’s resources and the local community’s views.
Page 3 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
4. Amend the Act to make it compulsory for councils to pay an amount equivalent to the superannuation guarantee into a complying superannuation fund nominated by councillors in addition to the fees.
CONSIDERATIONS
Policy and/or Legislation
The legal position regarding the current situation, as well as the options under consideration, are outlined in the Discussion Paper. Amendments to the Local Government Act 1993 may be required depending on which option outlined in the discussion paper is adopted by the Government.
Risk Management
Minimal
Financial
The superannuation guarantee was introduced in 1992-93, with compulsory contributions rising at regular intervals from 3 per cent of wages in that year to 9 per cent in 2002-03 and 9.5 per cent in 2013-14. The superannuation guarantee is scheduled to rise incrementally from 9.5 per cent of wages today to 12 per cent by July 2025.
Using this year as an example, councillor fees total approximately $110,000. An additional superannuation payment of 9.5% would add a further $10,450 to that amount.
CONCLUSION
The Council should determine whether they wish to make a submission to the discussion paper and, if so, on what basis.
Page 4 JUNEE SHIRE COUNCIL
ATTACHMENT TO GENERAL MANAGER’S REPORT
2020
Item No. Subject
2[GM] OFFICE OF LOCAL GOVERNMENT - SUPERANNUATION
DISCUSSION PAPER
COUNCILLOR SUPERANNUATION
Discussion paper
March 2020 Strengthening local government government local Strengthening
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Councillor Superannuation – Discussion Paper 2 Minister’s foreword
Since becoming the Minister for Local Government, I have actively engaged with local councils across New South Wales. I am constantly impressed by the passion held by our mayors and councillors, and frequently find myself commenting on the incredible work ethic of many who continually deliver for their communities.
I am proud to be a part of a Government that is committed to supporting councils to deliver for their local communities. Since 2011 this Government has provided more than $9 billion to local councils to deliver and improve local infrastructure, services and facilities for their communities. About half of this funding has gone to regional and rural communities which are struggling through one of the worst droughts on record and are recovering and rebuilding after the recent natural disasters. This funding boost has helped local councils provide the very things that make our communities tick – from local infrastructure to essential services and programs that unite local residents.
Under Commonwealth legislation, councils are not required to make superannuation contributions in relation to the fees they pay to mayors and councillors because they are not employees of councils. Recently I was pleased to host a workshop where the obstacles that deter women from nominating to be a councillor or mayor were identified, and the lack of superannuation payments was one of the barriers raised. It can also be said that this goes some way in deterring people under 35 from representing their community on their local council.
As you know, mayors and councillors currently receive a level of remuneration that is independently set by the Local Government Remuneration Tribunal based on the application of a range of criteria. It is currently possible for councils to make superannuation contributions on behalf of mayors and councillors on a pre-tax basis out of the fees they receive from the council as determined by the Tribunal.
However, the Government recognises that not everyone agrees with the current arrangements and acknowledges the calls for councils to be required to make superannuation contributions on behalf of mayors and councillors in addition to the payment of their fees. The purpose of this discussion paper is to encourage further discussion about this issue and assist the Government in better understanding the views of the local government sector and the broader community.
The discussion paper: • provides information on the current system for setting councillor remuneration and the legislation governing superannuation contributions for elected officials • sets out the arguments for and against the payment of superannuation contributions for mayors and councillors, and • provides different options and legislative models.
I welcome your input into this conversation and look forward to hearing your views.
The Hon Shelley Hancock MP Minister for Local Government
Councillor Superannuation – Discussion Paper 3 1. Should mayors and councillors in NSW receive superannuation payments in addition to their fees?
Reasons that mayors and councillors should receive superannuation payments in addition to their fees can be summarised as follows: • it will ensure that mayors and councillors are adequately remunerated for the performance of their duties • it will address a historic anomaly that has seen mayors and councillors denied the benefit of superannuation guarantee payments enjoyed by the broader workforce, and • it is hoped it will encourage more women to stand as candidates for election to councils.
Each of these arguments are examined below.
Are NSW mayors and councillors adequately remunerated?
In NSW, the remuneration received by mayors and councillors is independently set by an expert tribunal, the Local Government Remuneration Tribunal.
Under section 239 of the NSW Local Government Act 1993 (the Act), the Tribunal is required to determine the categories of councils and mayoral offices and to place each council and mayoral office into one of those categories. The categories are to be determined at least once every 3 years.
To ensure that mayors and councillors receive remuneration that is commensurate with, and reflects their workload and responsibilities, the Tribunal is required to consider a range of criteria under section 240 of the Act in determining remuneration categories. These include: • the size, physical terrain, population and the distribution of the population of each local government area • the nature and volume of business dealt with by each council • the nature and extent of the development of each local government area • the diversity of the communities each council serves • the regional, national and international significance of the council, and • any other matters the Tribunal considers relevant to the provision of efficient and effective local government.
The Tribunal last undertook a significant review of the categories and the allocation of councils into each of the categories in 2017. The Tribunal has indicated that it will next consider the model, the criteria applicable to each group and the allocation of councils in detail in 2020.
Under section 241 of the Act, the Tribunal is required to determine, no later than 1 May in each year, for each of the categories determined under section 239, the maximum and minimum amount of fees to be paid to mayors and councillors of councils, as well as chairpersons and members of county councils.
As noted above, in determining the maximum and minimum fees payable in each of the categories, the Tribunal is required under section 242A(1) of the Act, to give effect to the same policies on increases in remuneration as the Industrial Relations Commission.
The current policy on wages is that public sector wages cannot increase by more than 2.5 per cent, and this includes the maximum and minimum fees payable to councillors and mayors and chairpersons and members of county councils.
Councillor Superannuation – Discussion Paper 4 However, the Tribunal is able to determine that a council can be placed into another existing or a new category with a higher range of fees without breaching the Government’s wage policy pursuant to section 242A(3) of the Act. This means that where, for whatever reason, the workload or responsibilities of the mayor and councillors increase, they may receive an increase in remuneration that reflects their increased workload even if that increase exceeds the 2.5% public sector wages cap.
The current remuneration levels for mayors and councillors in each category are set out below:
Table 1: Minimum and maximum fees for NSW mayors and councillors
Category Councils Councillor/Member Mayor/Chairperson in Annual Fee Additional Fee* Category Minimum Maximum Minimum Maximum
General Principal CBD 1 27,640 40,530 169,100 222,510 Purpose Councils – Major CBD 1 18,430 34,140 39,160 110,310 Metropolitan Metropolitan 8 18,430 30,410 39,160 88,600 Large
Metropolitan 9 13,820 25,790 29,360 68,530 Medium
Metropolitan 11 9,190 20,280 19,580 44,230 Small
General Regional City 2 18,430 32,040 39,160 99,800 Purpose Councils – Regional 2 18,430 30,410 39,160 88,600 Non - Strategic Area metropolitan Regional Rural 37 9,190 20,280 19,580 44,250
Rural 57 9,190 12,160 9,780 26,530
County Water 4 1,820 10,140 3,920 16,660 Councils Other 6 1,820 6,060 3,920 11,060
• Mayors and county council chairpersons receive their fee in addition to the fee they receive as a councillor/member.
Councillor Superannuation – Discussion Paper 5 A comparison of average remuneration received by mayors and councillors in NSW with the remuneration received by their counterparts in other jurisdictions indicates that NSW councillors receive similar or higher levels of remuneration than their counterparts in other jurisdictions other than Queensland.
Table 2: Interjurisdictional comparison of councillor remuneration (as paid at March 2020)
Jurisdiction Average Lowest Fee % NSW fee Highest fee % NSW fee
NSW 24,860 9,190 40,530
QLD 141,066 53,049 577% 160,938 397%
VIC 27,999 8,833 96% 47,165 116%
TAS 23,372 9,546 104% 37,198 92%
WA 17,634 3,589 39% 31,678 78%
NT1 13,283 4,428 48% 22,137 55%
SA 16,215 6,500 71% 25,930 64%
Table 3: Interjurisdictional comparison of mayors’ remuneration (as paid at March 2020)
Jurisdiction Average Lowest Fee % NSW fee Highest fee % NSW fee
NSW 141,005 18,970 263,040
QLD 185,824 106,100 1,030% 265,549 101%
VIC 131,877 62,884 331% 200,870 76%
TAS 58,430 23,863 125% 92,997 35%
WA 94,443 4,102 22% 184,784 70%
NT 73,856 24,619 130% 123,093 47%
SA 101,500 26,000 137% 177,000 67%
1 NT’s councillor and mayoral fees are based on the Councillor Member Allowances for July 2018-2019
Councillor Superannuation – Discussion Paper 6 Have NSW mayors and councillors been denied a financial benefit received by other members of the workforce through the payment of the superannuation guarantee?
The superannuation guarantee was introduced in 1992-93, with compulsory contributions rising at regular intervals from 3 per cent of wages in that year to 9 per cent in 2002-03 and 9.5 per cent in 2013- 14. The superannuation guarantee is scheduled to rise incrementally from 9.5 per cent of wages today to 12 per cent by July 2025.
While superannuation guarantee payments are made in addition to an employee’s wages, as the Grattan Institute has demonstrated2, higher compulsory superannuation contributions are ultimately funded by lower wages. When the superannuation guarantee increases, this is wholly or mostly borne by workers who receive smaller pay rises and lower take-home pay. For example, when the superannuation guarantee increased by from 9 per cent to 9.25 per cent in in 2013, the Fair Work Commission stated in its minimum wage decision that the proposed minimum wage increase was “lower than it otherwise would have been in the absence of the Super Guarantee increase”.
Given the evidence that superannuation guarantee payments are in effect paid for by workers through lower wages, it would be over simplifying the situation to assume that workers are receiving a 9.5% supplementary payment that is being denied to NSW mayors and councillors.
The last increase in the superannuation guarantee came into effect in 2013/14 when the contribution rate increased from 9.25% to 9.5%. A comparison of increases in average weekly earnings with increases in NSW mayors’ and councillors’ remuneration as determined by the Tribunal since then indicates that NSW mayors and councillors have, on average, enjoyed slightly higher increases in remuneration than the rest of the community.
Table 4: Comparison of increases in average weekly earnings with increases in mayors’ and councillors’ remuneration
Financial year Average weekly ordinary Councillor remuneration time earnings Aust - annual increase 1 July average increase June to June each year
1 July 2014 – 30 June 2015 2.3% 2.5%
1 July 2015 – 30 June 2016 2.0% 2.5%
1 July 2016 – 30 June 2017 2.2% 2.5%
1 July 2017 – 30 June 2018 1.8% 2.5%
1 July 2018 – 30 June 2019 2.7% 2.5%
1 July 2019 – 30 June 2020 3.1% 2.5%
2 See John Daley and Brendan Coates (2018) Money in retirement: More than enough. Grattan Institute. November 2018
Councillor Superannuation – Discussion Paper 7 Were councils to be required to make an additional payment on behalf of mayors and councillors equivalent to the superannuation guarantee amount (currently 9.5% of their fees) this would, in effect confer on mayors and councillors a 9.5% increase in their remuneration outside of the normal process for setting mayors’ and councillors’ remuneration by the Local Government Remuneration Tribunal.
This will not be a one-off increase. With the superannuation guarantee set to increase to 12% in the years up to 2025, this would see further increases to mayors’ and councillors’ remuneration over and above any increases approved by the Tribunal.
While the receipt of a 9.5% increase in their remuneration through the payment of the superannuation guarantee is likely to be widely supported by mayors and councillors, it is important that the community is consulted and support shown by them before changes are made.
At present it is not clear whether ratepayers would support seeing the revenue they contribute to their local councils being diverted from providing services and infrastructure to fund a 9.5% increase in remuneration for their elected representatives.
Will payment of the superannuation guarantee encourage more women to stand as candidates at council elections?
Payment of the superannuation guarantee for mayors and councillors has been promoted as an equity measure to address disparities in men’s and women’s superannuation balances.
Research has demonstrated that the principal impediments to more women standing as candidates at local government elections are: • lack of awareness of local government and the role of councils and councillors • feeling unqualified • balancing carer and work commitments • the investment of time required to be an effective councillor, and • perceptions of the culture of councils and councillor conduct.3
The payment of the superannuation guarantee would benefit male and female councillors alike. In the short term, male mayors and councillors will be the principal beneficiaries of any increase in remuneration through the receipt of an additional superannuation payment given that they currently comprise 69% of councillors in NSW4.
Major stakeholders promoting an increase in the number of females represented on councils including Local Government NSW, Women for Election Australia, Australian Local Government Women’s Association and the Country Women’s Association of NSW recently noted that “a key barrier for women standing for election to local government can be the lack of access to superannuation, with women unwilling to take on more work with insufficient remuneration”. The stakeholders also noted “women tend to have far lower superannuation balances than men, often due to time out of the workforce caring for family members”.
3 See Manion, Jo and Sumich, Mark (2013), Influencing Change – Views of elected representatives on leadership, decision making and challenges for Local Government in NSW 4 See Office of Local Government (2019), NSW Candidate and Councillor Diversity Report 2017
Councillor Superannuation – Discussion Paper 8 Will payment of the superannuation guarantee encourage younger people to stand as candidates at council elections?
Two separate studies undertaken by the University of Melbourne in 20145 and 20156 found that younger people tend not to be engaged by and are uninterested in superannuation or retirement planning. HECS repayments and saving to purchase a first home tend to be higher financial priorities for younger people than saving for retirement.
The average tenure of councillors is between one to two terms. More than three quarters (77%) of councillors elected at the 2012, 2016 and 2017 elections had served two terms or less. Assuming that councillors were to receive the superannuation guarantee of 9.5% with respect to their fees over one or two terms, as demonstrated by table 5, the value of the capital contributions made to their superannuation funds would, at retirement, represent a small proportion of their accumulated lifetime superannuation capital.
Table 5: Comparison of superannuation contribution amounts that would be made on the maximum annual fee in each category of council at a rate of 9.5% over 1 term (4 years) and 2 terms (8 years).
Number of Councillor/Member 4 years 8 years Category Councils in Maximum Annual at 9.5% at 9.5% Category Fee
Principal CBD 1 40,530 15,401 30,802
General Purpose Major CBD 1 34,140 12,973 25,946 Councils – Metropolitan Metropolitan 8 30,410 11,556 23,112 Large
Metropolitan 9 25,790 9,800 19,600 Medium
Metropolitan 11 20,280 7,706 15,412 Small
Regional City 2 32,040 12,175 24,350
General Purpose Regional 2 30,410 11,556 23,112 Councils – Strategic Area Non- metropolitan Regional Rural 37 20,280 7,706 15,412
Rural 57 12,160 4,621 9,242
County Councils Water 4 10,140 3,853 7,706
5 See Ali, Paul and Anderson, Malcolm and Clark, Martin and Ramsey, Ian and Shekhar, Chander (2014), Superannuation Knowledge, Behaviour and Attitudes in Young Adults in Australia. CIFR Paper No. RP002/2014 6 See Ali, Paul and Anderson, Malcolm and Clark, Martin and Ramsey, Ian and Shekhar, Chander (2015), No Thought for Tomorrow: Young Australian Adults' Knowledge, Behaviour and Attitudes About Superannuation. Law and Financial Markets Review Vol. 9, No. 2, pages 90-105
Councillor Superannuation – Discussion Paper 9 Other 6 6,060 2,303 4,606
How much will it cost and who will pay?
The cost of paying the superannuation guarantee for mayors and councillors will need to be met by each council out of its existing budget.
This cost will vary from council to council depending on what fees the mayor and councillors receive and how many councillors there are on the council. The table below sets out the average annual cost to councils in each remuneration category of paying the 9.5% superannuation guarantee for the mayor and each councillor based on the maximum annual fee payable in each category.
The total estimated annual cost of paying the 9.5% superannuation guarantee for mayors and councillors for the local government sector as whole is close to $3 million ($2,758,739).
Table 6: Average annual cost to councils of making a 9.5% superannuation contribution for mayors and councillors
Category Councils in Average annual cost of paying Category 9.5% superannuation contribution for mayors and councillors
General Purpose Principal CBD 1 55,792 Councils – Metropolitan Major CBD 1 55,886
Metropolitan Large 8 45,973
Metropolitan Medium 9 35,911
Metropolitan Small 11 21,541
General Purpose Regional City 2 46,007 Councils – Non-metropolitan Regional Strategic Area 2 45,973
Regional Rural 37 21,543
Rural 57 11,762
County Councils Water 4 9,289
Other 6 5,081
Councillor Superannuation – Discussion Paper 10
2. Why are councils not required to make superannuation guarantee payments to mayors and councillors?
The Commonwealth Superannuation Guarantee (Administration) Act 1993 (SG Act) imposes an obligation on an employer to pay the superannuation guarantee of 9.5% of an employee’s earnings to a complying superannuation fund nominated by the employee.
The obligations under the SG Act do not extend to councils with respect to the fees they pay to mayors and councillors because they are not employees of the council for the purposes of that Act. Mayors and councillors are elected to a civic office in the council and the council is not their employer.
Section 12(9A) of the SG Act expressly excludes mayors and councillors across Australia from the definition of “employee” meaning that councils are not obliged to make superannuation guarantee payments to mayors and councillors under that Act. Section 12(9A) of the SG Act provides that, “a person who holds office as a member of a local government council is not an employee of the council”.
Section 251 of the NSW Local Government Act also makes it clear that the payment of a fee to a mayor or councillor does not constitute the payment of a salary and mayors and councillors are not to be taken to be employees of councils because of the payment of the fee.
3. Can NSW councils make superannuation contributions on behalf of mayors and councillors as a component of their fees?
There is nothing currently preventing councils from making superannuation contributions on a voluntary basis on behalf of the mayor and councillors.
The Australian Tax Office has made a definitive ruling, (ATO ID 2007/205) that allows for mayors and councillors to redirect their annual fees into superannuation on a pre-tax basis.
In practical terms, there is nothing currently preventing mayors and councillors, who wish to make concessional contributions to their superannuation funds, from entering into an arrangement with their council under which they agree to forego part of their remuneration in exchange for the council making contributions to a complying superannuation fund on their behalf on a pre-tax basis.
Councils are also able to determine for themselves, by council resolution and/or within an appropriate council policy, if and how councillors may do this.
Councillor Superannuation – Discussion Paper 11
4. Can NSW councils make superannuation contributions on behalf of mayors and councillors in addition to the payment of their fee?
It is open to councils under sections 446-5(1)(a) and 12-45(1)(e) of Schedule 1 of the Commonwealth Taxation Administration Act 1953 (TAA) to resolve that mayors and councillors are subject to Pay As You Go withholding. The resolution must be unanimous to be effective.
A resolution under sections 446-5(1)(a) and 12-45(1)(e) of Schedule 1 of the TAA operates to take the mayor and councillors out of section 12(9A) of the SG Act, which recognises that they are not employees of the council, and brings them within section 12(10) of the SG Act which states that: A person covered by paragraph 12-45(1)(e) in Schedule 1 to the Taxation Administration Act 1953 (about members of local governing bodies subject to PAYG withholding) is an employee of the body mentioned in that paragraph.
Section 12(1) effectively deems the mayor and councillors to be employees and the council to be their employer for the purposes of the SG Act. This will mean the council will be obliged to make superannuation guarantee contributions (currently 9.5% of the mayor’s and councillors’ fees) to complying superannuation funds in respect of fees paid to the mayor and councillors. These contributions would be paid in addition to the fees received by the mayor and councillors. It should be noted however that a resolution under sections 446-5(1)(a) and 12-45(1)(e) of Schedule 1 of the TAA will also result in mayors and councillors being treated as employees for a wide range of other taxation purposes. Among other things: • the council will have to withhold amounts from the payment of fees to the mayor and councillors in accordance with section 12-45(1)(e) of Schedule 1 of the TAA • the council will be subject to fringe benefits tax under the Commonwealth Fringe Benefits Tax Assessment Act 1986 on the taxable value of expenses paid to and facilities provided to the mayor and councillors under the council’s councillor expenses and facilities policy adopted under section 252 of the LGA, and • the council will be obliged under Commonwealth Child Support (Registration and Collection) Act 1988 to withhold payments from fees paid to the mayor and councillors for the purposes of making child support/maintenance/carer payments.
It is unclear however whether a resolution under sections 446-5(1)(a) and 12-45(1)(e) of Schedule 1 of the TAA is permissible under sections 248(2) and 249(3) of the Act where it would have the consequence of requiring a council to make a superannuation guarantee contribution in respect of the fees paid to councillors and the mayor that, taken together with their fees, exceeds the maximum amount determined by the Local Government Remuneration Tribunal.
It is also unclear what impact section 242A of the Act would have in relation to a council’s resolution under sections 446-5(1)(a) and 12-45(1)(e) of Schedule 1 of the TAA. Section 242A of the Act places an obligation on the Local Government Remuneration Tribunal when determining the remuneration of mayors and councillors, to apply the same policies on increases in remuneration as those that the Industrial Relations Commission is required to apply under section 146C of the NSW Industrial Relations Act 1996 when making or varying awards or orders relating to the conditions of employment of public sector employees.
Councillor Superannuation – Discussion Paper 12 It is possible that where a council is obliged to make superannuation guarantee contributions on behalf of the mayor and councillors in addition to their fee, the Tribunal may, in turn, be obliged under section 242A to make a determination reducing the mayor’s and councillors’ fees to ensure that the fee and superannuation contribution do not result in an increase that exceeds the 2.5% public sector wages cap.
5. What is the position in Queensland?
Section 226 of the Queensland Local Government Act 2009 gives councils the option to pay an amount into a complying superannuation fund on behalf of the mayor and councillors up to an amount payable with respect to employees of the council. The amount paid is in addition to the amount the mayor and councillor receive as a fee. Alternatively, councils may contribute a portion of the mayor’s or councillors’ fees to complying superannuation fund as is the case in NSW.
6. Options
Option 1: Maintaining the status quo
Under this option, councils will continue not to be obliged to make superannuation guarantee payments on behalf of the mayor and councillors. Mayors and councillors who wish to make concessional contributions to their superannuation funds can continue to enter into an arrangement with the council under which they agree to forego part of their fee in exchange for the council making contributions to a complying superannuation fund on their behalf on a pre-tax basis.
Option 2: Amending the NSW Local Government Act 1993 to require councils to pay a portion of the mayor’s and councillors’ fees equivalent to the superannuation guarantee amount into a complying superannuation fund nominated by the mayor and councillors.
Under this option, the Act would be amended to require councils to pay a proportion of the mayor’s and councillors’ fees equivalent to the superannuation guarantee amount into a complying superannuation fund nominated by the mayor and councillors.
Option 3: Amending the NSW Local Government Act 1993 to require councils to pay an amount equivalent to the superannuation guarantee into a complying superannuation fund nominated by the mayor and councillors in addition to the payment of the mayor’s and councillors’ fees.
Under this option, all councils will be required to pay an amount equivalent to the superannuation guarantee contribution payable with respect to the mayor’s and councillors’ fees, into a complying superannuation fund nominated by the mayor and councillors. The payment would be made in addition to the payment of the mayor’s and councillors’ fees.
A supporting amendment would be required to exempt the additional payment from section 242A of the Act.
Option 4: Amend the NSW Local Government Act 1993 to give councils the option to pay an amount equivalent to the superannuation guarantee into a
Councillor Superannuation – Discussion Paper 13 complying superannuation fund nominated by the mayor and councillors in addition to the mayor’s and councillors’ fees.
This option is based on the Queensland model. Under this option, the payment of an additional superannuation contribution in addition to the mayor’s and councillors’ fees would be optional for councils. Councils would also have the option to make a superannuation contribution on behalf of the mayor and councillors as a portion of the mayor’s or councillors’ fees.
As with option 3, a supporting amendment would be required to exempt the additional payment from section 242A of the Act.
7. Have Your Say
We now want to hear from you.
• Should councils be required to make superannuation contributions for the mayor and councillors? Key • Should contributions be made as a portion of mayors’ and councillors’ questions fees or in addition to them? to consider • Which is your preferred option?
• Do you have an alternative suggested option?
Submissions may be made in writing by COB Friday 8 May 2020 to the following addresses.
Post Email: Locked Bag 3015 [email protected] NOWRA NSW 2541
Submissions should be labelled ‘Councillor Superannuation Consultation’ and marked to the attention of OLG’s Council Governance Team.
Further information
For more information, please contact OLG’s Council Governance Team on (02) 4428 4100 or via email at [email protected].
Councillor Superannuation – Discussion Paper 14 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Report No: 3 COUNCIL INVESTMENTS AND BANK BALANCES
Reporting Officer: Wendy Day
Key CSP strategic theme: Sustainable - Strategy 6.1 – Council is accountable and financially sustainable
Attachments: Nil
RECOMMENDATIONS:
1. That the Monthly Investment Reports as at 29 February 2020 be received and noted.
2. That the Certificate of the Responsible Accounting Officer be noted and the report adopted.
EXECUTIVE SUMMARY
It is required under Clause 212 of the Local Government (General) Regulation 2005 and section 625 of the Local Government Act 1993 to provide the Council with a written report monthly setting out details of all money that the Council has invested. On the following page of this business paper is a Monthly Investment Report as at 29 February 2020.
BACKGROUND
Monthly report to the Council.
CONSIDERATIONS
Policy - Report required under legislation.
Risk Assessment - Appropriate financial management reporting.
Financial
Certification
I, Wendy Day, hereby certify that the investments listed in this report have been made in accordance with Section 625 of the Local Government Act 1993, Clause 212 of the Local Government (General) Regulation 2005 and Council's Investment Policy. The Internal and External Reserve Figures listed are an indicative value only, these items are correct at the reporting date, however subject to possible change upon review and reconciliation at any stage. Upon changes being required, Council will be advised accordingly.
CONCLUSION
The report is a legislative requirement to ensure and promote appropriate financial management, accountability and transparency.
Page 5 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
INVESTMENT REPORT AT 29 FEBRUARY 2020
Performance Benchmark - Bank bill Interest No. swap As % of Amount Amount Date Date Rate Financial Institution of reference Total of Invested Invested Due per Days rate (pick Invested Interest $ $ Annum relevant rate eg. 30, 60, 90 days)
AMP Bank 02-Dec-19 91 02-Mar-20 1.75% 0.8100% 40.00% 4,363.01 1,000,000.00 AMP Bank 13-Feb-20 91 14-May-20 1.75% 0.8100% 40.00% 4,363.01 1,000,000.00
Total Term Deposits 80.00% 8,726.02 2,000,000.00
CBA Business Online Saver 1.30% 20.00% 100.00 500,064.38
Total On-Call Funds 20.00% 100.00 500,064.38
Total Investments 100.00% 8,826.02 2,500,064.38
Cash at Bank - as per 1,851,329.75
Bank Statement
TOTAL FUNDS 4,351,394.13
Page 6 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
29 FEBRUARY 2020
a) Application of Investment Funds
Restricted Funds Description Value Externally Restricted Sewerage Fund $2,422,758.52 Stormwater and Drainage $86,654.00 Domestic Waste Management $201,810.25 Unspent Grants $237,599.25 Reserves Trust $19,444.44 $2,968,266.46
Internally Restricted ELE Reserve $197,664.47 Gravel Pit Restoration $26,847.97 Trust fund 9 Bank & Investments $35,554.80 Junee Historical Society - Sale of Old Museum Site $14,217.21 $274,284.45
Unrestricted Funds $1,108.843.22
TOTAL $4,351,394.13 FUNDS
* EXTERNALLY AND INTERNALLY RESTRICTED RESERVE FIGURES ARE SUBJECT TO CHANGE PERIODICALLY, THEY ARE SUBJECT TO END OF FINANCIAL YEAR PROCESS AND ASSESSMENT, ADDITIONALLY FINAL AUDIT CERTIFICATION. THE FIGURES SHOWN ABOVE ARE INTENDED AS INDICATIVE AND SHOULD BE CONSIDERED IN SUCH TERMS.
Page 7 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Report No: 4 STORYTIME POD AT JUNEE LIBRARY
Reporting Officer: Manager Facilities and Community Development
Key CSP strategic theme: Liveable
Attachments: Statistical report
RECOMMENDATION:
That Council receive and note the report.
EXECUTIVE SUMMARY
Junee library took delivery of the first StorytimePOD in the NSW Riverina in mid-December 2019 as part of our commitment to providing high technology resources to our local community and visitors. The investment in this technology was a Junee initiative.
Statistical reports for the Dec 2019-Feb 2020 quarter show average daily usage of 1-2 hours per day averaging 85 books read per week by children 2-8+ years old.
BACKGROUND
At the suggestion of Junee Library’s Librarian-in-Charge, a StorytimePOD was purchased using the 2019-20 State Library of NSW Subsidy funding. The StorytimePOD contains around 500 e-book and video titles in English and several popular foreign languages and audibly and visually reads stories to children from two years and up whilst seated in the pod.
The most recent quarterly statistical report (attached) indicates that on average 85 stories are being read per week, almost evenly split between 2-3 year old, 4-5 year old and 6-8+ year old age groups. We are also seeing the POD utilised by foreign speaking children in our community, predominantly Chinese Mandarin speakers.
The provision of the StorytimePOD promotes reading and books to children who are often unable to access them at home or in other learning environments. This helps to provide a feeling of well-being and relaxation, increase children’s willingness to communicate thoughts and feelings, encourage active participation and increase verbal proficiency. It also encourages the use of imagination and creativity, encourages cooperation between students, enhances listening skills and improves intercultural understanding and communication.
StorytimePOD is just one of a number of high technology initiatives planned for Junee library and underpins the benefits to be gained by spending State Library NSW subsidies on local ideas to improve the lives of, and to benefit our local community directly, and to help our students remain at the forefront in a fast paced, technologically advancing World.
Page 8 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
CONSIDERATIONS
Policy – N/A
Risk Assessment – N/A
Financial
The StorytimePOD was funded from part of the additional funding received in 2019-20 from State Library of NSW Subsidy funding program. The operating cost (electricity) is minimal and the system is supported free for two years and thereafter $8 per week for technical support and frequent updates.
Connection with IPR
The provision of library services is a recurring commitment in the Community Strategic Plan.
CONCLUSION
This report is provided for interest and information.
Page 9 JUNEE SHIRE COUNCIL
ATTACHMENT TO GENERAL MANAGER’S REPORT
2020
Item No. Subject
4[DCB] STORYTIME POD AT JUNEE LIBRARY 3/2/2020 Quarterly Report Report - March 2020 - Junee Library URL URL Average ratings this period 4.2
Stories viewed each week Total # Breakdown by hour 160 803 23% 108 90 90 73 78 14% 69 68 60 43 27 13% 8% 11
6% 1% 16-Dec-1923-Dec-1930-Dec-1906-Jan-2013-Jan-2020-Jan-2027-Jan-2003-Feb-2010-Feb-2017-Feb-2024-Feb-20 9:00 AM 11:00 AM 1:00 PM 3:00 PM 5:00 PM
Hours viewed each week Total Hrs Breakdown by age 59.48 10.4 Ages 6-8+ years 7.4 7.6 32% Ages 2-3 years 6.4 6.6 5.41 5.4 5.1 37% 4.0 2.4 2.8 1.4
16-Dec-…23-Dec-1930-Dec-1906-Jan-2013-Jan-2020-Jan-2027-Jan-2003-Feb-2010-Feb-2017-Feb-2024-Feb-20 Ages 4-5 years 31%
Breakdown by category Breakdown by weekday Story Box Library 3% ABC Angelina 5% 25% Scary 2% ABC Playschool 23% 4% 19% ABC Thomas Puzzles 17% 10% 12% 11% ABC What It's Like 9% 0% Max's A… 0% ABC Wiggles Maths/L… 4% 12% Growing Up 3% Adventure 1% Foreign 3% Animal 3% Friday Mond… Tuesday Thursday Saturday Fairy Tales 2% Creative Play 15% Wednesday
Top foreign categories URL Top stories this period
Nakkiah Lui rea… Chinese 16 The Shy Dragon
Japanese 10 Accused
Bear Make Den … Turkish 9 Mr Moogle is M…
Spanish 8 Welcome to Fair… Morgan?the Bear Indian 8 0 10
Utilisation Report - Confidential Storytime PODs © 2020 Page 1 of 1 1/1 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Report No: 5 JUNEE LIBRARY FUNDING
Reporting Officer: Manager Facilities and Community Development
Key CSP strategic theme: Liveable
Attachments: Draft Report to RRL Advisory Committee meeting 18 March 2020
RECOMMENDATIONS:
That Council not support the Riverina Regional Library (RRL) proposal to increase the funding contribution to RRL from Junee Library’s State Libraries NSW (SLNSW) Subsidy for next three years as proposed (draft) to the RRL Advisory Committee meeting planned for 18 March 2020
EXECUTIVE SUMMARY
Riverina Regional Library (RRL) management have put forward a proposal for member libraries to increase their annual contributions equivalent to 25% of the additional funding subsidy approved in the NSW State Budget and administered by the State Library of NSW. In Junee’s case, this would equate to $12,500 p.a. in additional funding sequestered by RRL for the next three years.
BACKGROUND
The NSW State Budget handed down on 19 June 2019 delivered an increase in Grants and Subsidies funding of $12.95 million for NSW libraries. This is the largest single increase in funding since the introduction of the Library Act in 1939, providing a total Grants and Subsidies allocation of $36.478 million in 2019/20. The subsidy adjustment was set at $50,000 p.a. per LGA.
Junee library received a real funding/subsidy increase of $46,416 in FY19/20 resulting in a total funding amount of $77,934. State Library NSW (SLNSW) approved a majority of this increase in funding being used to purchase new child based learning technology, upgrade library lighting to energy efficient LED lighting, purchase additional resources and improve signage and social media presence to highlight the location and services offered by Junee library in FY19/20. The remainder will be used to offset the costs to council associated with operating the library.
Junee library is one of nineteen Riverina Regional Library (RRL) member libraries. Membership entitles Junee library access to the RRL collections of hard copy books, CD/DVD’s, e-books and online content and programs and resources such as Storytime and to utilise the RRL membership and cataloguing/borrowing systems.
The local libraries are responsible for procuring local newspapers, magazines, locally based education and CALD programs, school holiday programs, educational toys and resources and technology to ensure the local library remains a relevant and highly valued resource to the community at large.
Page 10 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
During August 2019 RRL consulted with member councils about the use of the additional funding. There was general agreement to spend the 2019/20 funding locally. There was some interest in considering expending a proportion of the additional state funding in the remaining three years (2020-21 to 2022-23) on agreed RRL wide programs (eg. additional collections and/or programs).
The RRL Advisory Committee will meet next on 18 March 2020 and will consider this subject. RRL have corresponded to member councils requesting that the Advisory Committee delegates be briefed about the preference of their respective councils. A report (draft attached) will be presented to this next meeting RRL Advisory Committee meeting.
The RRL Administration Centre report that they are ambivalent about the recommendation in the draft report. They state that whilst a region wide increase in collections funding would enhance the quality of the regional collection, they acknowledge member councils may have identified other areas of more urgent need for improvement locally.
The draft report recommends that 25% of the state government funding allocation for the period 2020-23 be allocated to region wide collection enhancement project. It further recommends that 10% of that amount be directed to the RRL Administration Centre to cover additional staffing and administration costs.
Locally it is considered that better value can be derived from the additional funding if it was kept entirely at the local libraries for their discretional allocation based on the varying local needs. It is noted that any expenditure of this additional funding needs to meet the broad commitment of the Renew Our Libraries campaign to improve staffing levels, opening hours, collections, services, programs, technology and/or infrastructure will meet the State Library of NSW requirement for reporting on expenditure of the additional funding.
CONSIDERATIONS
Policy – N/A
Risk Assessment – N/A
Financial
Adoption of RRL proposal to increase contributions would remove the ability of Junee library to improve resources and service offerings that directly support the local community. It would also limit Junee Shire Council’s ability to offset increasing operational costs of the library, or reduce costs through initiatives such as provision of solar panels etc to reduce energy expenses and environmental impact.
Connection with IPR
The provision of library services is a recurring commitment in the Community Strategic Plan.
CONCLUSION
It is recommended that Council not support the RRL proposal to increase the contribution made by Junee library for the FY20/21 to FY22/23 period of 25% of the additional SLNSW subsidy and that this money be spent locally instead.
Page 11 JUNEE SHIRE COUNCIL
ATTACHMENT TO GENERAL MANAGER’S REPORT
2020
Item No. Subject
5[MFCD] JUNEE LIBRARY FUNDING Report to be submitted to the Riverina Regional Library Advisory Committee on Wednesday 18 March 2020 0
0 PROPOSAL FOR REGION-WIDE EXPENDITURE OF A PROPORTION OF THE ADDITIONAL STATE FUNDING FOR RRL COUNCILS / LIBRARIES
Author: Robert Knight General Manager: Peter Thompson
Recommendation
That the Committee: a) endorse the proposal for 25% of the state government funding allocation to RRL member councils for the period 2020-21 to 2022-23 be allocated to a region wide Collection Enhancement Project b) endorse the retention of 10% of the total additional funding annually by the RRL Administration Centre to cover administration and staffing costs associated with the Collection Enhancement Project
Report
Introduction
The NSW State Budget handed down on 19 June 2019 delivered an increase in Grants and Subsidies funding of $12.95 million for NSW libraries, the largest single increase in funding since the introduction of the Library Act in 1939, providing a total Grants and Subsidies allocation of $36.478 million in 2019/20.
There was an overall increase of 76.42% in 2019-20 state funding to RRL member councils (over the 2018-19 allocations). RRL councils received an additional $407,726 of state funding for their libraries in 2019-20, and the increases will grow for each of the next 3 years as the per capita component grows. Funding increases in 2019-20 ranged from 6.60% (Clarence Valley) to 225.81% (Brewarrina). The average increase 2019-20 across the state was 72.9%
The State Library of NSW introduced requirements as part of the 2018-19 financial returns process for councils across the state to demonstrate how the additional funding would be spent on library service improvements. The purpose of this initiative is to warrant that expenditure is consistent with the Renew Our Libraries undertakings - to provide demonstrable service improvements in areas such as opening hours, staffing, collections, programs, technology, and infrastructure – and to ensure that expenditureDRAFT can withstand scrutiny so that state funding undertakings for libraries will continue into the future.
RRL Discussions About Expenditure of Additional Funds
An invitation was extended to all RRL member councils to attend a meeting on 7 August 2019 to discuss strategies for the expenditure of the additional state funding to ensure that all councils could provide evidence of financial expenditure commensurate with increased funding allocations, and include commentary on actual service improvements. Separate visits were made to Coolamon and Lockhart Councils, who were unable to attend the 7 August meeting.
Riverina Regional Library Advisory Committee - Wednesday 18 March 2020 Page 1 Report submitted to the Riverina Regional Library Advisory Committee on Wednesday 18 March 2020 0
The following summary of meeting discussions and outcomes was circulated to member councils on 15 August 2019.
• There was agreement amongst the majority of councils present to spend the 2019- 20 funding locally.
• It was noted that Coolamon Shire Council, who were not in attendance at the meeting but were consulted on 24 July, had expressed a preference for allocating up to 30% of additional state funding to agreed region wide programs commencing in 2019-20.
• There was some interest in considering expending a proportion of the additional state funding in the remaining three years (2020-21 to 2022-23) on agreed region wide programs (e.g. additional collections and/or programs provision).
• A report will be provided to the March 2020 meeting of the RRL Advisory Committee recommending a course of action in 2020-21, for deliberation at the meeting.
• There was also an interest in pursuing grant funding for a region wide digitisation project. The RRL Executive Director advised that this would require the development of a digitisation strategy to support such an application, and the proposed project would also need to be costed and clearly scoped in advance of any grant application being agreed and submitted.
• The following advice of the State Librarian, Dr John Vallance, in his correspondence to NSW councils on 3 July 2019, was noted: “Councils will be asked to demonstrate how the increased funding has improved library services. The State Library will update the annual financial and narrative reporting required from councils to facilitate this reporting.”
• The RRL Administration Centre confirmed that its volunteer support program for branch libraries (to be activated by agreement with participating councils) is part of RRL’s Integrated Planning Strategy and will be activated regardless of how additional state funding is allocated by member councils.
• On that basis, there will be no change to the adopted RRL member councils’ contributions for 2019-20. RRL member councils will spend the additional state funding locally, and will account for the associated expenditure in the 2019-20 State Library financialDRAFT return.
Recommended Course of Action in 2020-21 to 2022-23
After lengthy deliberations by the RRL management team, supported by consistent feedback from branch libraries about the need for better collections, the RRL Administration Centre recommends that 20% of the additional state contribution for RRL councils for the 3-year period 2020-21 to 2022-23 be spent on additional collections. The total amount based on 2019-20 figures (which are the only ones currently available) would be $101,945 in 2020-21. The RRL Administration Centre would need to retain 10% of this amount to cover additional staffing and administration costs, leaving $91,750 for expenditure on collections. That amount would purchase approximately 2,000 additional shelf ready collection items. (Please
Riverina Regional Library Advisory Committee - Wednesday 18 March 2020 Page 2 Report submitted to the Riverina Regional Library Advisory Committee on Wednesday 18 March 2020 0 note that the 2020-21 to 2022-23 amounts will increase in proportion with annual funding increments as the $60m increase over 4 years continues to roll out.) Financial Implications
Adoption of this recommendation would result in an additional $101,945 in member council contributions in 2020-21. $91,750 would be spent on collection items, with $10,195 being retained by the RRL Administration Centre for additional staffing and administration costs. (Note: These figures are based on 2019-20 figures which are the only ones currently available. The 2020-21 to 2022-23 amounts will increase in proportion with annual funding increments as the $60m increase over 4 years continues to roll out.)
Policy and Legislation n/a
Link to Strategic Plan
Community Leadership and Collaboration Objective: We are informed and involved in decision making Outcome: Everyone in our community feels they have been heard and understood
DRAFT
Riverina Regional Library Advisory Committee - Wednesday 18 March 2020 Page 3 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Report No: 6 STRONGER COUNTRY COMMUNITIES FUND – ROUND 3
Reporting Officer: Director Community and Business
Key CSP strategic theme: Liveable
Attachments: None
RECOMMENDATION:
That Council receive and note the report on the successful projects funded through Round 3 of the Stronger Country Communities Fund. ______
EXECUTIVE SUMMARY
Six applications to Round 3 of the NSW Government’s Stronger Country Communities Fund were successfully funded. Two of the projects were Council applications and four were from community groups. This is an information only report.
BACKGROUND
The successful applications from Junee Shire to Round 3 of the NSW Government’s Stronger Country Communities Fund were announced by Steph Cooke MP on Monday 2 March 2020. In total Junee Shire was the recipient of $774,544 across six projects.
Council lodged applications for six projects as resolved by Council (resolution 04.07.19) at its meeting in July 2019. Two of Council’s applications were successful:
• Junee Skate Park – enhancements to provide a more appealing facility for the community’s youth and encourage more user groups. This project was a priority for the Junee Youth Council.
• Junee Youth Employment Partnership Program – a partnership between local business, education and local government stakeholders to support young people to be work ready.
Round 3 differed from the earlier rounds in that community groups could apply direct to the fund. In addition to the applications directly from Council, there were an unknown number of applications from community groups. It was pleasing to see four of these successful and collectively receiving $393,488:
• Eurongilly Hall – construction of a multipurpose tennis court and additional cricket pitch within the Eurongilly Hall grounds, including new fencing and lighting.
• Illabo Showground – upgrades to the pavilion building to encourage better usage of this facility.
Page 12 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
• Junee Golf Club – junior golf program involving the construction of a shed to provide a place for families and junior members to congregate.
• Junee Lions Club – Lions paper shed revitalisation project involving the extension of disabled toilet, new kitchen fitout, wall linings, heating, cooling and security.
This round of funding brings the total for Junee Shire to $3 million under the Stronger Country Communities Fund in the last 2.5 years.
CONSIDERATIONS
Policy
There are no specific policies relevant to this subject and report.
Risk Assessment
Risks associated with the Council sponsored projects will be managed through Council’s risk management activities. There is no direct involvement of the Council in the other successful projects.
Financial
It is anticipated that Round 3 projects will be funded through progress payments in the same manner as Round 1 and 2 projects. The funding provides for a positive cash flow through the early life of the projects with one third funding paid on executing a Funding Deed and two-thirds funding being in hand at the 50% completion stage. The final one-third payment is received at the completion of the project.
Connection with IPR
The Council projects were conceptualised in the Community Strategic Plan.
CONCLUSION
This is an information report requiring no decision by the Council.
Page 13 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Report No: 7 DEVELOPMENT APPLICATION 2020/10 - ERECT NEW COLORBOND SHED
Reporting Officer: Director Community and Business
Key CSP strategic theme: Liveable, Prosperous, Sustainable
Attachments: Section 4.15 Development Assessment Report Submitted plans of the development Statement of Environmental Effects
RECOMMENDATION:
That pursuant to Section 4.16 of the Environmental Planning & Assessment Act 1979 (as amended), Development Application No. DA2020/10 from Shaun Harper, of Betta Sheds & Garages, to erect a new Colorbond Shed on the land known as Lot 2 Section 7 DP946, No.20 Ducker Street JUNEE be APPROVED subject to the conditions outlined in Schedule A of the attached Section 4.15 Development Assessment Report. ______
EXECUTIVE SUMMARY
This Development Application seeks consent to vary the secondary road frontage setback controls contained within Chapter 6 of the Junee Development Control Plan (DCP) 2015 to permit the erection of a new shed on the property.
The application has been assessed under Section 4.15 of the Environmental Planning and Assessment Act 1979 (as amended) and, as submitted, is considered permissible with consent within the RU5 Village Zone. The applicant has adequately demonstrated that the proposed development complies with the objectives and provisions of the Junee Shire Council Local Environmental Plan 2012 and the Junee Development Control Plan (DCP) 2015.
A Section 4.15 assessment of the proposal considers the development to be consistent with all relevant planning considerations and zone objectives and warrants development consent subject to conditions.
THE PROPOSAL
The proposal will see the erection of a new Colorbond Shed being approximately 64.7m2 in total floor area. The shed will measure 6.5m wide x 9.95m long and will have a total height 3.2m as measured to the ridge line.
The shed is proposed to be constructed with a steel frame and cladded with a corrugated pre painted finish of a similar colour to the existing dwelling.
The proposal seeks a variation to the secondary road setback control of the DCP, which is identified as 3 metres for lots up to 1500m2 in area. The shed is proposed to be located 1.2m from the boundary with William Street, representing a 60% variation to the DCP control of 3m.
Page 14 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
The land owners have submitted additional justification for locating the shed in this location, noting other additional ancillary development on the northern end of the subject land. The northern part of the subject lot also is their main outdoor living space, with access from indoor living areas to this space. It is also noted that the lot is a sloping lot, with approximately 900mm of cut to the rear of the lot, reducing the overall impact of the proposed shed. The proposed location is considered to be underutilised space within the backyard of the lot, making it suitable for the development of a shed.
The height of the proposed shed is to be a total of 3.2m, below the DCP control of 4.8m. Sheds are a common feature of backyards in this locality. It is considered that a variation to the DCP controls for secondary road setbacks can be supported in this case.
Access to the shed will be via a new private driveway from Ducker Street.
Figure 1: Aerial image of site and proposed shed location
Figure 2: Photograph of the site from the Docker Street.
Page 15 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Figure 3: Photograph of the site from the William Street.
Figure 4: Photograph of the site from the Docker Street.
NOTIFICATION
The application was neighbour notified with five adjoining and adjacent property owners being directly advised of the proposal. The notification period ended on 24 February 2020.
No formal submissions or other enquiries were received concerning the development application.
ASSESSMENT
A comprehensive Section 4.15 Development Assessment Report prepared by Council’s Town Planner has been completed and is provided as an attachment to this report.
The submitted plans and Statement of Environmental Effects on which the application was assessed is also provided as an attachment to this report.
Page 16 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
LIKELY IMPACTS
The proposal is considered to have a minimal impact on the locality and is consistent with the existing context and setting of a residential area with existing dwelling houses. Similar sheds are located throughout the area and are considered to be an acceptable feature of urban environments.
Considered impacts on local environmental considerations have been assessed in the Section 4.15 report and were found to be acceptable.
CONCLUSION
The proposed new Colorbond Shed is considered to be generally consistent with other development in the locality. The shed generally complies with LEP and DCP controls for Residential Development and is deemed consistent with all relevant planning consideration and is consistent with the zone objectives. A variation to the secondary road setbacks can be supported without having any detrimental effect on the public interest.
When assessed against the relevant legislative and statutory provisions and having regard to the context of the locality and the nature of the proposed development, it was considered that the proposal satisfies the relevant state and local planning provisions.
The proposal is broadly consistent with the desired character of the zone and will not detrimentally impact upon the amenity of the adjoining properties of the locality. Accordingly, the proposal warrants Development Consent subject to conditions.
Page 17 JUNEE SHIRE COUNCIL
ATTACHMENT TO GENERAL MANAGER’S REPORT
2020
Item No. Subject
7[DCB] DA 2020/10 - ERECT NEW COLOURBOND SHED Section 4.15 Development Assessment Report
Application Summary
Development Application No: 2020/10
Proposed Land Use: Residential Commercial Rural Other
Property Description: Lot: 2 Section: 7 DP: 946
Address: 20 Ducker Street, Junee
Applicant: Shaun Harper Betta Sheds & Garages
Owner/s: Graham & Cathy Conroy
Proposed Development Local Integrated Designated Classification:
Assessing Officer: Rohan Johnston – Town Planner
Development Application & Site History
Details of Previous Consents Complying development – New dwelling (2009) (Last 5 years)
Previous Use Residential use – dwelling house.
Previous Subdivision(s) Affecting Residential subdivision registered 2002 the Site
Easements/Restrictions on title None noted on GIS.
Junee Shire Council Section 4.15 Assessment Report 1 Development Specifics
The proposal involves the construction of a shed and new driveway to the south of the existing dwelling.
Figure 1: Location of Proposed Shed
The site is currently utilised for the purpose of a dwelling house, measuring 890m2 in total area. The proposed shed is approximately 64.7m2 in area, having dimensions of 6.5m by 9.95m. The shed’s overall height to the gutter is 2.6m. The shed is proposed to be constructed with a steel frame and cladded with a corrugated pre painted finish of a similar colour to the existing dwelling.
Public Consultation
Notifications – Adjoining Yes Landowners: No
Neighbour Notification was undertaken with no submissions being received.
Newspaper Advertisements: Yes No
Exhibition Dates: Start: 07/02/20 End: 24/02/20
Exhibition Venues: N/A Junee Shire Council Section 4.15 Assessment Report 2 No. of Submissions Received: None
All Submissions Acknowledged? N/A
Referrals
Date Government Agencies Application not required to be referred. Referred to:
Rural Fire Service NSW Agency Name: Office of Environment and Heritage Department of Primary Industries Department of Planning and Environment Other
Agency Response/Conditions: Nil
Internal Referrals: Engineering GIS Other
Specialist Description: Nil
Comments: Nil
Recommendations: Nil
Additional Planning Commentary: No referrals required. No submissions received.
The Provisions of Any Environmental Planning Instrument Applicable? State Environmental Planning Policies Y N SEPP 1 – Development Standards SEPP 15 – Rural Land Sharing Communities SEPP 21 – Caravan Parks State Environmental Planning SEPP 30 – Intensive Agriculture Policies (SEPPs) SEPP 32 – Urban Consolidation (Redevelopment of Urban Land) SEPP 33 – Hazardous & Offensive Development SEPP 36 – Manufactured Home Estates SEPP 44 – Koala Habitat Protection Junee Shire Council Section 4.15 Assessment Report 3 SEPP 55 – Remediation of Land SEPP 62 – Sustainable Aquaculture SEPP 64 – Advertising & Signage SEPP 65 – Design Quality of Residential Flat Development SEPP - Major Development (2005) SEPP – BASIX (2004) SEPP – Exempt & Complying Development Codes (2008) SEPP – Mining, Petroleum Production & Extractive Industries (2007) SEPP – Housing for Seniors or People with a Disability (2004) SEPP – Infrastructure (2007) SEPP – Primary Production & Rural Development (2019) SEPP – Affordable Rental Housing (2009) SEPP – Miscellaneous Consent Provisions (2007) SEPP – State and Regional Development (2011) Ministerial Directions Section 117(2) – Ministerial Directions
SEPP Commentary: No specific SEPP restrictions apply to this development.
The Provisions of Any Environmental Planning Instrument – Cont.
Local Environmental Plans (LEPs) In Force LEPs Applicable?
Y N Junee Local Environmental Plan 2012
Land Zoning Permissible?
Y N
RU5 Village - Permissible with consent
LEPs Commentary: The current land use is defined as a dwelling house under the provisions of the LEP. A dwelling house located in the RU5 Village zone is permissible with consent under the land use table for this zone. A shed is considered to be ancillary development to the existing land use of the site as a dwelling house and is considered to be permissible with consent in the RU5 Village zone.
Junee Shire Council Section 4.15 Assessment Report 4 The Provisions of Any Environmental Planning Instrument – Cont.
Development Control Plans (DCPs) DCPs Applicable?
Y N Junee Shire Council Development Control Plan 2015 (in force from 16 July 2019)
Policies/S.94A Plans
Y N Council Policies & Procedures – checked? Relevant plans
DCPs Commentary: The Proposal is considered to be generally consistent with the majority of residential controls in the Junee DCP 2015. Similar sheds are located throughout the locality. The proposal seeks a variation to the secondary road setback control of the DCP, which is identified as 3 metres for lots up to 1500m2 in area. The shed is proposed to be located 1.2m from the boundary with William Street, representing a 60% variation to the DCP control of 3m. The land owners have submitted additional justification for locating the shed in this location, noting other additional ancillary development on the northern end of the subject land. The northern part of the subject lot also is their main outdoor living space, with access from indoor living areas to this space. It is also noted that the lot is a sloping lot, with approximately 900mm of cut to the rear of the lot, reducing the overall impact of the proposed shed. The proposed location is considered to be underutilised space within the backyard of the lot, making it suitable for the development of a shed. The height of the proposed shed is to be a total of 3.2m, below the DCP control of 4.8m. Sheds are a common feature of backyards in this locality. It is considered that a variation to the DCP controls for secondary road setbacks can be supported in this case.
The Provisions of Any Environmental Planning Instrument – Cont.
Planning Agreements (VPAs) VPAs Applicable?
Y N Any 93F VPAs or Draft VPAs?
VPAs Commentary: N/A
Junee Shire Council Section 4.15 Assessment Report 5
Any Matters Prescribed by the Regulations
Regulations Regulations Applicable?
Y N Does Section 4 of the Regulations have any relevance? Any specific items prescribed by the Regulations of relevance?* *(Clause 92, 93, 94 or 94A of the Regs)
Regulations Commentary: No require to upgrade Fire safety
4.15(b) Matters for Consideration Likely Impacts of the Development
Primary Matters Comments
Minimal, the proposal is consistent with the existing context and
setting of a residential area with existing dwelling houses. Similar Context & Setting sheds are located throughout the area and are considered to be
an acceptable feature of urban environments. The development is considered to be consistent with sheds in the other parts of the estate and other residential development in the Site Design & Internal Design locality. Variation to secondary road frontage control requested as above. Standard pre painted corrugated, steel frame construction. Ecologically Sustainable Building Consistent. Design
Access to shed via Ducker Street, new driveway proposed 3m Access, Transport & Traffic wide, 10m from corner of Ducker Street and William Street.
Considered consistent with the locality and other residential Public Domain development.
Site has existing access to all utilities, as per previous dwelling Utilities house development.
Heritage N/A
Other Land Resources N/A Additional stormwater generation to kerb and gutter, no Water significant additional impacts anticipated. Site is mapped as having groundwater vulnerability, no impacts to groundwater anticipated as a result of the proposed development. No additional impact on soils. Condition to provide Sediment and Soils Stormwater Runoff Control measures as per EPA Bluebook during construction. Junee Shire Council Section 4.15 Assessment Report 6
Minimal impact on air quality and microclimate anticipated. Any Air & Microclimate potential impacts deemed to be within acceptable limitations.
Flora & Fauna Nil, site was previously cleared of significant vegetation, if present.
Minimal, small amount of construction waste anticipated. Waste Condition with appropriate builders waste enclosure and disposal. Energy N/A Minimal, construction noise as expected in new residential
subdivision. Additional residential noise as expected in residential Noise & Vibration area. Condition re construction noise, use of shed for industrial
activity.
Natural Hazards Nil. Site is not mapped as being Flood Liable or Bushfire Prone.
Technological Hazards N/A Safety, Security & Crime N/A Prevention Economic Impact on the No negative economic impact anticipated due to development. Locality
Social Impacts No negative social impacts anticipated due to development.
Construction Standard Construction on private land
Cumulative Impacts N/A Other? N/A Additional Planning Commentary: No significant impacts anticipated by shed as submitted. Proposal is considered to be satisfactory.
Suitability of the Site for the Development.
Primary Matters Comments
Yes Does the proposed development No fit within the locality?
Yes Are the site attributes conducive No to the development?
Additional Planning Commentary:
Proposal is considered to be satisfactory.
Junee Shire Council Section 4.15 Assessment Report 7 Any Submission Made in Accordance with the Act or the Regulations
Primary Matters Comments
Are the issues raised of Application was notified – Council received no public submissions. relevance to the DA? Are relevant issues raised in the N/A submissions being considered? Additional Planning Commentary: N/A
The Public Interest
Federal, State, Local Government Comments Interests & Community Interests
Do any policy statements from Yes Federal or State Governments have No relevance? Are there any relevant planning Yes studies and strategies? No ______Is there any management plan, Yes planning guideline, or advisory No ______document that is relevant? Yes Are there any credible research No ______findings applicable?
Have there been relevant issues Yes raised in public meetings and No ______inquiries? Were there consultations and Yes submissions made in addition to (d) No ______above? How will health and safety of the Yes public be affected? No.
Additional Planning Commentary: Proposed new shed is considered to be generally consistent with other development in the locality. The shed generally complies with LEP and DCP controls for Residential Development and is deemed consistent with all relevant planning consideration and is consistent with the zone objectives. A variation to the secondary road setbacks can be supporting without having any detrimental effect on the public interest.
Junee Shire Council Section 4.15 Assessment Report 8
RECOMMENDATION Approve Development Consent
SCHEDULE A – CONDITIONS OF CONSENT
GENERAL CONDITIONS
(1) Compliance Standards: Any building and associated works shall comply with the statutory requirements of the Environmental Planning & Assessment Act, Local Government Act, 1993 and the National Construction Code of Australia, formerly known as the Building Code of Australia (BCA).
Reason: The legal obligations of the Council to administer the New South Wales building and planning laws in order to provide satisfactory standards of living and development.
(2) Development in Accordance with Approved Plans and Documentation
The Development is to take place in accordance with the attached stamped plans and documentation submitted with the application and subject to the conditions below, to ensure the development is consistent with Council’s consent.
Reason: To confirm the details of the application as submitted by the applicant and as approved by Council. Statutory requirement and public interest.
(3) Signage: Site signage shall apply and must be erected on the site in a prominent, visible position for the duration of the construction.
Stating that unauthorised entry to the site is not permitted;
showing the name of the builder or another person responsible for the site and a telephone number at which the builder or other persons can be contacted outside working hours; and
The name, address and telephone contact of the Principal Certifying Authority for the work.
Any structures erected to meet the requirements of this condition must be removed when it is no longer required for the purposes for which it was erected.
Reason: To meet the minimum requirements of the Environmental Planning & Assessment Regulation.
(4) Toilet Facilities:
(a) Toilet facilities must be available or provided at the work site before works begin and must be maintained until the works are completed at a ratio of one toilet plus one additional toilet for every 20 persons employed at the site.
(b) Each toilet must: (a) be a standard flushing toilet connected to a public sewer, or (b) have an on-site effluent disposal system approved under the Local Government Act 1993, or (c) be a temporary chemical closet approved under the Local Government Act 1993.
Reason: To ensure minimum standards of hygiene for on-site workers.
(5) Prohibited for Occupation: The construction of the shed/garage only permits the use for residential storage or garaging of a vehicle and shall not be used for commercial, industrial or habitable purposes without the prior written consent from Council.
Junee Shire Council Section 4.15 Assessment Report 9 Reason: Health and safety prohibition and compliance with the Environmental Planning & Assessment Act 1979.
(6) Junee Shire Council Section 94A Contribution Plan 2016
• Pursuant to Section 7.12 of the Environmental Planning and Assessment Act 1979, the monetary contribution applicable as a S7.12 development levy is to be paid to Junee Shire Council prior to the issue of Construction Certificate. The contribution is current as at the date of this consent and is levied in accordance with the Junee Shire Section 94A Contributions Plan 2016, which may be viewed during office hours at Council’s Customer Service Centre, 29 Belmore Street, Junee, or on Council’s website www.junee.nsw.gov.au. • The contribution payable will be calculated in accordance with the contributions plan current at the time of payment, and will be adjusted at the time of payment in accordance with the Consumer Price Index (CPI) (All Groups Index for Sydney) published by the Australian Bureau of Statistic (ABS). Contribution amounts will be adjusted by Council each financial year.
Reason: To ensure compliance with Councils adopted Section 7.12 Plan and the Environmental Planning and Assessment Act 1979 as amended.
(7) Construction Certificate Required: Prior to commencement of any works, a Construction Certificate is to be obtained and where Council is not the PCA, a copy is to be submitted to Council.
Reason: Statutory requirement.
(8) Occupation Certificate Required: A Final Occupation Certificate must be issued by the Principal Certifying Authority prior to occupation or use of the development. In issuing an occupation certificate, the Principal Certifying Authority must be satisfied that the requirements of Sections 6.6 (2) and 6.10 (2) (b) of the Environmental Planning & Assessment Act 1979 as amended have been satisfied. An Occupation Certificate Application form must be completed and submitted to the PCA prior to the issue of an Occupation Certificate.
If the development involves the construction of a vehicular access point or driveway, the access point must be completed before the occupation certificate for the development on the site is obtained.
Reason: To ensure compliance with the Environmental Planning & Assessment Act 1979.
(9) Consumer Insurances (Builder): Home Building Insurance for residential work - Consent is subject to the condition that the builder, or person who does any residential building work, complies with the acceptable requirements of the Part 6 of the Home Building Act whereby a person must not contract to do any residential building work unless a contract of insurance that complies with this Act is in force in relation to the approved work. The builder or person shall obtain and have in force Home Building Insurance and supply to Council a copy of the Certificate in respect of insurance complying with the Home Building Act 1989 prior to the commencement of any residential building work together with the notice of commencement required by the Act.
Reason: Statutory compliance.
(10) Road Opening and Closing Permit (Section 138 Approval): If it is proposed to construct a vehicular crossing on the public footpath a road opening permit must be obtained from Council and an appropriate fee paid for Council to assess or to carry out the design and construction of such crossing. No excavation of, or construction on, the public footpath is authorised to be carried out by others than Council except in accordance with (a) a design approved by Council and (b) the terms of an appropriate road opening permit.
Junee Shire Council Section 4.15 Assessment Report 10 Reason: To ensure that work carried out on public roads conforms to the requirements of Council, the responsible authority.
(11) Provide Suitable Access: Access to be constructed to Council specification and location. The Access to be constructed and maintained at the owner's cost such that no soil erosion is caused.
1. A driveway inspection will be required prior to the pour if concrete is the preferred medium, or at time of completion. Please contact Council’s Engineering Services twenty four (24) hours before placement of concrete to enable formwork to be inspected. 2. A failure to install access in accordance with Council requirements may result in Council rejection of the works and a need for reconstruction.
Reason: To ensure that traffic movement generated by the development does not adversely affect the road system of the locality and that siltation of waterways is minimised.
(12) Site Encroachment Prohibited: The structure shall be erected solely within the property boundaries.
Reason: To ensure that no encroachments occur onto neighbouring properties.
(13) Footpath Construction: All work on the public footpath and roadway shall be carried out with due care and regard for the safety and convenience of the public including pedestrians, cyclists and motorists. Special regard shall be paid to caring for the needs of children, the disabled, the infirm and the elderly.
Reason: Preservation of the life, health and good will of members of the public.
(14) Footpath Storage: Building materials not to be stored on Council footway or nature strip at any time.
Reason: To ensure an adequate level of public safety is maintained.
(15) Waste Removal: All debris and any waste fill are to be removed from the site and disposed of at Junee Garbage Depot, in the building refuse section of the garbage depot. Please note that a separate fee applies for disposal of waste at Council’s waste depot. You should contact Council’s Waste Services Officer for an estimate of costs in this regard.
Reason: To ensure that the amenity and unsightly condition is minimised.
(16) Waste Storage During Construction: Provision shall be made on site for the proper storage and disposal of waste such that no builders' waste shall be left in the open. Specific attention should be given to items which are subject to relocation by the action of wind, eg. paper, sheets of iron, ridge capping, cement and lime bags and the like.
Reason: To ensure that the site is not a source of wind-blown litter.
(17) Yard Gully: If the proposed addition restricts or confines the existing yard gully, then it shall be re- located outside the proposed addition. This work shall be carried out by a licensed plumber and a separate application and fee shall be forwarded to Council for this purpose, prior to work commencing.
Reason: To provide a clear and unobstructed point from which the sewer gully may discharge sewage.
(18) Roof Water: Roof waters shall be collected and conveyed to Council’s stormwater disposal system, or alternatively the roof waters shall be conveyed to a rainwater tank, the overflow from the rainwater tank shall be conveyed to Council’s stormwater disposal system.
Reason: To prevent roof waters entering the recharge slopes.
Junee Shire Council Section 4.15 Assessment Report 11
(19) Storm Water/Ground Water Diversion: Run-off and ground water seepage shall be diverted around the building to the storm water system via a suitable ag-drain or dish drain.
Reason: To minimise the opportunity for ponding and flooding.
(20) Run-off and Erosion Controls: Run-off and erosion control measures must be implemented to prevent soil erosion, water pollution or the discharge of loose sediment on the surrounding land by:
a) diverting uncontaminated run-off around cleared or disturbed areas, and b) erecting a silt fence and providing any other necessary sediment control measures that will prevent debris escaping into drainage systems, waterways or adjoining properties, and c) preventing the tracking of sediment by vehicles onto roads, and d) stockpiling top soil, excavated materials, construction and landscaping supplies and debris within the lot.
Reason: To ensure that adequate measures are in place so that damage from sediment run off to adjoining sites and waterways is minimised.
(21) Hours: Construction that is audible in any dwelling on an adjoining lot may only be carried out between 7.00am and 8.00pm on Monday to Saturday.
Reason: Statutory Compliance.
(22) Licensed Plumber: All plumbing and drainage work is to be carried out by a NSW licensed Plumber and Drainer. The plumber and drainer carrying out the work must lodge a “Notice of Work” with Council a minimum of two days prior to commencing work.
Reason: To comply with the Plumbing and Drainage Act 2011.
(23) Section 68 Approval Required: Prior to the issue of the Construction Certificate an application for approval pursuant to Section 68 of the Local Government Act 1993 to carry out water supply, stormwater and sewerage works is to be lodged with Council. The approval under Section 68 of the Local Government Act 1993 is to be obtained prior to any works commencing on site.
Reason: To ensure compliance with the Local Government Act 1993.
(24) Archaeology discovered during excavation
If any object having interest due to its age or association with the past is uncovered during the course of the work:
a) all work must stop immediately in that area, and b) the Office of Environment and Heritage must be advised of the discovery.
Note: Depending on the significance of the object uncovered, an archaeological assessment and excavation permit under the Heritage Act 1997 may be required before further work can continue.
Name of Assessing Officer: Rohan Johnston – Town Planner Signature of Assessing Officer:
Date: 02/03/2020
Junee Shire Council Section 4.15 Assessment Report 12
GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Item No: 8 SAFER ROADS PROGRAM FUNDING
Reporting Officer: Assistant Asset Engineer
Key CSP strategic theme: 3.1.1 Develop, renew and maintain the road network 3.1.1.2 Deliver road network capital and renewal program 3.1.1.4 Deliver road safety programs, projects and infrastructure
Attachments: 1. Location Map 2. Treatments Detailed
RECOMMENDATION:
That the report detailing the 2020/21 Safer Roads Program for road safety be tabled for information only.
BACKGROUND
Council has been successful in receiving funding under the 2020/21 Safer Roads Program for road safety treatments on Belmore Street/Gundagai Road - full length within Junee Shire Local Government Area Boundary.
The application was made for the repair and upgrade of 11 locations, with direct reference to 12 traffic incidents; the treatments proposed were to provide safety improvements at each location. See attachment 1, Location Map for a map showing each of the 11 sites. An additional item was included in the application for centre and edge line marking from the corner of Belmore Street and Lorne Street, Junee to the Junee Shire boundary. See attachment 2, Treatments Detailed for a listing of the safety improvements proposed at each location.
The project has been successful in receiving a total of $1,632,354 over the 2020/21 and 2021/22 financial years. Expected completed date of the full project is 30 April 2022.
CONSIDERATIONS
Policy
Asset Management Policy
Risk Assessment
Council workers carry out risk assessments on each capital works project prior to the commencement while contractors carry out risk assessments on contracted works and provide the documentation to the Council.
Page 18 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Financial
The funding allocation spans over two financial years; $832,354 for 2020/21 and $800,000 for 2021/22, totalling $1,632,354. The success in receiving this funding allocation will boost the capital budget significantly for the next two financial years. This project will reduce the annual maintenance renewal cost on the aging assets along Gundagai Road.
CONCLUSION
The treatments scheduled will provide an increased level of safety on Council’s road assets. The program will ensure an extended life and increased level of service on Council’s road assets.
The safety improvements proposed along the 11 locations are aimed at reducing the risk related to various factors that can cause traffic incidents including:
• Fatigue • Distraction inside vehicles • Distraction outside vehicles • Disobeying traffic control or speeding • Avoiding animals or objects on the road
To accommodate the safety improvements being applied at several of the locations, sealed shoulder widening works are required. In these locations, the road will meet a higher level of service regarding the structural width of the road than prior to the project.
Page 19 JUNEE SHIRE COUNCIL
ATTACHMENT TO GENERAL MANAGER’S REPORT
2020
Item No. Subject
8[AAE] SAFER ROADS PROGRAM FUNDING LOCATIONS MAP - SAFER ROADS PROGRAM
Printed: 11 March 2020 Safer Roads Program - Proposed Safety Improvements
Location Ref # Road Name Treatment # Treatment Description Position at Location Quantity Proposed Unit of Measure Latitude From Longitude From Latitude To Longitude To 1003044 GUNDAGAI ROAD 85 Install semi-rigid barrier on roadside Northern Shoulder 100 metres -34.92389711 147.6751511 -34.92419834 147.6761574 85 Install ET-2000 end terminals on existing and new semi-rigid barriers Northern Shoulder 2 units -34.92389711 147.6751511 -34.92419834 147.6761574 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only Northern Shoulder 100 metres -34.92389711 147.6751511 -34.92419834 147.6761574 85 Install ET-2000 end terminals on existing and new semi-rigid barriers Southern Shoulder 2 units -34.92429175 147.6761277 -34.92398653 147.675089 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only Southern Shoulder 100 metres -34.92429175 147.6761277 -34.92398653 147.675089 1018974, 1073229 BELMORE STREET 21 Install kerb blisters on road entrance from pathway North East 9.5 square metres -34.8717839 147.5871583 -34.8717329 147.5871766 21 Install kerb blisters on road entrance from pathway South West 8 square metres -34.8717952 147.5870144 -34.8717929 147.5869769 21 Install kerb blisters on road entrance from pathway North West 9.5 square metres -34.8717513 147.5869982 -34.8717187 147.5870154 21 Install kerb blisters on road entrance from pathway South East 8 square metres -34.8718097 147.5871453 -34.8718405 147.5871671 21 Install pedestrian island in the centre of roadway will 2x3m wide walking space Centre South 5.5 square metres -34.8717964 147.5870764 -34.8718251 147.5870684 21 Install pedestrian island in the centre of roadway will 2x3m wide walking space Centre North 6.5 square metres -34.8717436 147.5870816 -34.8717712 147.587094 49 Install painted median on approach to pedestrian island Centre 6.5 square metres -34.871758 147.5870764 -34.8717252 147.5870937 29 Move stop or give-way lines forward using paint markings -34.87185452 147.5870308 32 Upgrade intersection from give-way to stop -34.87186292 147.5870979 59 Mark new halt line on left lane Approach Lane at Intersection 5.5 metres -34.8718439 147.5871284 -34.87183682 147.5870704 59 Mark new intersection line on right lane Exit Lane at Intersection 5.5 metres -34.87182914 147.5870089 -34.87183682 147.5870704 57 Mark barrier line Centre on North-Bound Approach 28 metres -34.87223099 147.5869912 -34.87198017 147.5870334 58 Mark road edge lines Western Side of Northern Intersection 30 metres -34.87184551 147.5868568 -34.87168073 147.5870003 58 Mark road edge lines Eastern Side of Northern Intersection 30 metres -34.87189921 147.587283 -34.87170657 147.5871929 1078071 GUNDAGAI ROAD 60 Install profile (audio-tactile) edge line Northern Edge 320 metres -34.89211054 147.6244864 -34.89305522 147.6277559 60 Install profile (audio-tactile) edge line Southern Edge 320 metres -34.89311549 147.6277342 -34.89218143 147.6244896 61 Install profile (audio-tactile) centre line Centre 320 metres -34.89308644 147.6277418 -34.89213643 147.6244658 85 Install semi-rigid barrier on roadside Southern Shoulder 320 metres -34.8921849 147.6244401 -34.89313808 147.6277279 85 Install ET-2000 end terminals on existing and new semi-rigid barriers Southern Shoulder 2 units -34.8921849 147.6244401 -34.89313808 147.6277279 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only Southern Shoulder 320 metres -34.8921849 147.6244401 -34.89313808 147.6277279 1093178 GUNDAGAI ROAD 57 Mark barrier line Centre on North-Bound Approach 12 metres -34.9450836 147.7674943 -34.9449803 147.7675032 59 Mark new intersection line Intersection 36 metres -34.94480287 147.7675545 -34.94512673 147.7675281 61 Install profile (audio-tactile) centre line Centre on West-Bound Approach 45 metres -34.94495871 147.7675473 -34.94501958 147.7680587 61 Install profile (audio-tactile) centre line Centre on North-Bound Approach 35 metres -34.94528874 147.7674688 -34.9449803 147.7675032 83 Install flexible barrier on roadside North-Eastern Shoulder 55 metres -34.94475445 147.7675786 -34.94497411 147.7680635 1124957 GUNDAGAI ROAD 60 Install profile (audio-tactile) edge line North-Eastern Edge 200 metres -34.87794648 147.6047472 -34.87913092 147.6065114 60 Install profile (audio-tactile) edge line Southern Edge 460 metres -34.87916985 147.6064606 -34.87711092 147.602134 60 Install profile (audio-tactile) edge line North-Western Edge 230 metres -34.87705575 147.6021488 -34.87783928 147.6045158 61 Install profile (audio-tactile) centre line Centre 465 metres -34.87708197 147.6021422 -34.87914927 147.6064868 64 Install guideposts with reflectors North-Western Road Corridor 235 metres -34.87704243 147.6021541 -34.87782265 147.6045382 64 Install guideposts with reflectors North-Eastern Road Corridor 180 metres -34.87793073 147.6047585 -34.87891891 147.6063081 64 Install guideposts with reflectors Southern Road Corridor 460 metres -34.87918375 147.6064396 -34.87712474 147.6021288 71 Improve sealed shoulder up to 2.5m on curve North-Western Shoulder 145 square metres -34.8770531 147.6021487 -34.8778386 147.6045194 71 Improve sealed shoulder up to 2.5m on curve North-Eastern Shoulder 110 square metres -34.8779449 147.6047478 -34.8791263 147.6065189 71 Improve sealed shoulder up to 2.5m on curve South-Western Shoulder 175 square metres -34.8771121 147.6021328 -34.8775941 147.6037294 1138250 GUNDAGAI ROAD 60 Install profile (audio-tactile) edge line South-Western Edge 720 metres -34.88312859 147.61037 -34.88770001 147.6159282 60 Install profile (audio-tactile) edge line North-Eastern Edge Line 720 metres -34.88317274 147.6105239 -34.88765354 147.6159732 61 Install profile (audio-tactile) centre line Centre 720 metres -34.88310739 147.6103958 -34.88767621 147.61595 64 Install guideposts with reflectors North-Eastern Road Corridor 720 metres -34.88313669 147.6105256 -34.88763932 147.6159959 64 Install guideposts with reflectors South-Western Road Corridor 720 metres -34.88772207 147.6159043 -34.88315299 147.6103482
Page 1 of 2 Safer Roads Program - Proposed Safety Improvements
Location Ref # Road Name Treatment # Treatment Description Position at Location Quantity Proposed Unit of Measure Latitude From Longitude From Latitude To Longitude To 1155400 GUNDAGAI ROAD 70 Widen shoulder from 0.5m sealed to > 1m sealed on straight Northern Shoulder 250 square metres -34.9391665 147.7496432 -34.938417 147.7442785 70 Widen shoulder from 0.5m sealed to > 1m sealed on straight Southern Shoulder 250 square metres -34.9392368 147.7496248 -34.9384907 147.7442621 60 Install profile (audio-tactile) edge line Southern Edge 500 metres -34.9392305 147.7496267 -34.93848399 147.7442634 60 Install profile (audio-tactile) edge line Northern Edge 500 metres -34.93917099 147.7496423 -34.93842408 147.744277 61 Install profile (audio-tactile) centre line Centre 500 metres -34.93920012 147.7496335 -34.93845528 147.7442697 64 Install guideposts with reflectors Northern Road Corridor 500 metres -34.93841034 147.7442804 -34.93915601 147.7496457 64 Install guideposts with reflectors South-Eastern Road Corridor 500 metres -34.93867169 147.7455435 -34.9392434 147.7496233 64 Install guideposts with reflectors South-Western Road Corridor 500 metres -34.9385668 147.7447877 -34.9384919 147.7442615 85 Install semi-rigid barrier on roadside Southern Shoulder 70 metres -34.9385668 147.7447877 -34.93867169 147.7455435 85 Install ET-2000 end terminals on existing and new semi-rigid barriers Southern Shoulder 2 units -34.9385668 147.7447877 -34.93867169 147.7455435 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only Southern Shoulder 70 metres -34.9385668 147.7447877 -34.93867169 147.7455435 1159549 GUNDAGAI ROAD 70 Widen shoulder from 0.5m sealed to > 1m sealed on straight South-Western Shoulder 450 square metres -34.9080399 147.6561676 -34.9111281 147.6599098 70 Widen shoulder from 0.5m sealed to > 1m sealed on straight North-Eastern Shoulder 485 square metres -34.9110752 147.6599788 -34.9079931 147.6562243 58 Mark road edge lines North-Eastern Edge 480 metres -34.90799609 147.6562207 -34.91107216 147.6599828 58 Mark road edge lines South-Western Edge 480 metres -34.91112511 147.6599137 -34.90804305 147.6561638 85 Install semi-rigid barrier on roadside South-Western Shoulder 70 metres -34.90974761 147.6582228 -34.91018765 147.6587714 85 Install ET-2000 end terminals on existing and new semi-rigid barriers South-Western Shoulder 2 units -34.90974761 147.6582228 -34.91018765 147.6587714 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only South-Western Shoulder 70 metres -34.90974761 147.6582228 -34.91018765 147.6587714 85 Install semi-rigid barrier on roadside North-Eastern Shoulder 70 metres -34.9097033 147.6582832 -34.91014472 147.6588267 85 Install ET-2000 end terminals on existing and new semi-rigid barriers North-Eastern Shoulder 2 units -34.9097033 147.6582832 -34.91014472 147.6588267 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only North-Eastern Shoulder 70 metres -34.9097033 147.6582832 -34.91014472 147.6588267 1165036 GUNDAGAI ROAD 83 Install flexible barrier on roadside North-Eastern Shoulder 80 metres -34.9673059 147.7767786 -34.96697401 147.7759683 60 Install profile (audio-tactile) edge line North-Eastern Edge 80 metres -34.96731866 147.7767705 -34.96698527 147.7759612 1170102 GUNDAGAI ROAD 60 Install profile (audio-tactile) edge line North-Eastern Edge 275 metres -34.96816863 147.7788411 -34.96926213 147.7815052 60 Install profile (audio-tactile) edge line South-Western Edge 275 metres -34.96822453 147.7788065 -34.96931951 147.7814726 61 Install profile (audio-tactile) centre line Centre 275 metres -34.96819454 147.7788207 -34.96929101 147.7814877 85 Install semi-rigid barrier on roadside North-Eastern Shoulder 275 metres -34.96815663 147.7788476 -34.96925013 147.7815109 85 Install ET-2000 end terminals on existing and new semi-rigid barriers North-Eastern Shoulder 2 units -34.96815663 147.7788476 -34.96925013 147.7815109 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only North-Eastern Shoulder 275 metres -34.96815663 147.7788476 -34.96925013 147.7815109 85 Install semi-rigid barrier on roadside South-Western Shoulder 275 metres -34.9682339 147.7788016 -34.96932963 147.7814677 85 Install ET-2000 end terminals on existing and new semi-rigid barriers South-Western Shoulder 2 units -34.9682339 147.7788016 -34.96932963 147.7814677 92 Install motorcycle underrun on existing semi-rigid barrier, single vehicle motorcycle crashes only South-Western Shoulder 275 metres -34.9682339 147.7788016 -34.96932963 147.7814677 1174428 GUNDAGAI ROAD 70 Widen shoulder from 0.5m sealed to > 1m sealed on straight Southern Shoulder 475 square metres -34.898023 147.6473052 -34.8965007 147.6421796 70 Widen shoulder from 0.5m sealed to > 1m sealed on straight Northern Shoulder 495 square metres -34.8964432 147.6422456 -34.8979543 147.6473244 60 Install profile (audio-tactile) edge line Northern Edge 490 metres -34.89796278 147.6473206 -34.89644316 147.6422456 60 Install profile (audio-tactile) edge line Southern Edge 490 metres -34.8964922 147.6421833 -34.89802303 147.6473052 61 Install profile (audio-tactile) centre line Centre 490 metres -34.89799233 147.6473125 -34.89646925 147.6422142 64 Install guideposts with reflectors Southern Road Corridor 490 metres -34.8965131 147.6421759 -34.89804118 147.6472963 64 Install guideposts with reflectors Northern Road Corridor 490 metres -34.89794785 147.6473398 -34.89641556 147.6422177 All BELMORE STREET/GUNDAGAI ROAD FULL LENGTH 58 Mark road edge lines Northern Edge 29143.9 metres -34.87155053 147.5845611 -34.98160329 147.8404491 58 Mark road edge lines Southern Edge 29142.6 metres -34.98166492 147.8404326 -34.87161295 147.5845497 57 Mark barrier line Centre 29137.1 metres -34.9816273 147.8404034 -34.87158643 147.5845933
Page 2 of 2 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Report No: 9 CAPITAL WORKS AND PARKS PROGRESS REPORT 2019-20
Reporting Officer: Director Engineering Services
Key CSP strategic theme: Sustainable
Attachments: Nil
RECOMMENDATION:
That the report detailing capital works and parks progress be tabled for information only. ______
EXECUTIVE SUMMARY
Council’s capital works program is an annual program. Capital works program for roads has been prepared based on the inspections carried out, condition rating and priorities.
BACKGROUND
Council’s Capital Works Program incorporates the rural local and regional roads, sewer, waste, parks management and other areas.
CONSIDERATIONS
The annual capital works program provides Council with an asset with a longer life span. Capital works program for roads has been prepared based on the inspections carried out, condition rating and priorities.
Policy
Asset Management Plan
Risk Assessment
Council workers carry out risk assessments on each capital works project prior to the commencement while contractors carry out risk assessments on contracted works and provide the documentation to the Council.
Financial
Council Capital Works budget allocation applies for the local road network. The State Government funds the Council through NSW Transport Road and Maritime Services for regional roads. Council also engages in private works as a source of income and employment.
Page 20 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Connection with IPR
Sustainable - 5.3 - Protect, conserve and maintain our natural assets Sustainable - 6.1 - Council is recognised by the community as being financially responsible Collaborative - 8.2 - Work in partnership to plan for the future.
CONCLUSION
The Capital Works Program will ensure an extended life of our assets and sustainability of our assets.
WORKS REPORT
MR78 Olympic Highway • Heavy patching works on various locations completed. • Trees and signs maintained. • Illabo Rail Crossing Safety Improvements Project to commence in April. • Bethungra Stage 3C - Fencing to commence, project to recommence in late March.
MR57 Goldfields Way • Heavy patching works on various locations completed. • Signs and guideposts maintained.
REGIONAL ROADS • 1.5km widening/strengthening works on Gundagai road commenced. • Tree maintenance on Old Junee road.
RURAL SEALED ROADS • Completed 1.5km widening/strengthening works on Coffin Rock Road. • Shoulder grading commenced on Dollarvale road. • Signs and guideposts maintained. • Old Cootamundra Road shoulder widening/strengthening works to commence in late March.
URBAN L SEALED ROADS • Heavy patching works on various streets completed. • Re/sealing programme - preparation works commenced. • Kanaley Square Intersection Upgrade - Received funding, design review by Traffic Committee members in progress.
JUNEE • Trees and drainage maintained. • Laurie Daley Oval clean-up. • Junee Dog Agility Park - A water trough and a sign installed.
Page 21 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
UNSEALED ROADS • Drainage and signs maintained. • Grading commenced on Aerodrome Road yet to be completed.
PRIVATE WORKS • Gaol sewer duplication works continuing. • Waterworks road sub-division works commenced. • Supply of gravel, float moves completed • Driveways graded.
STAFF • Cert II training continuing. • Completed HR licence training for two staff members.
PARKS AND GARDENS REPORT
• New turf laid on the banks of Laurie Daley Oval • New turf laid on the banks of Sewage Treatment Plant • Preparation for seeding Burns Park and Laurie Daley Oval • Repaired irrigation in Loftus oval • Junee Dog Agility Park - Trees trimmed, risk assessment done. • Routine gardening works • A new Street Tree Planting Request form has been introduced for customers requesting to plant new trees within Council’s road reserve. • Bethungra walking track constructed. Bridge to complete. • Bethungra Spiral lookout entry and footpath constructed, viewing platform to complete
WASTE AND SEWER REPORT
Sewer Treatment Works Upgrade
• Construction of structures all complete. • Road sealed. • Witness inspection by Public Works Authority technical staff undertaken in February 2020 • Final CCTV installation • Programming and monitoring computer equipment (SCADA) on site, testing in progress • Temporary effluent recirculation system installed to facilitate testing and commissioning of the new treatment plant • Amenities building renovation 99% complete • New sludge mixer/pump unit for the sludge lagoon is scheduled for delivery by mid-March • Planning for final demonstration, commissioning, seeding plan and training is in progress
Page 22 GENERAL MANAGER’S REPORT TO THE ORDINARY MEETING OF JUNEE SHIRE COUNCIL HELD ON 17 MARCH 2020.
Junee Landfill Waste facility
• Construction of a new asbestos pit 8 x 5 x 4 m • Construction of two new waste cells. • Mulching of 18 months’ worth of Green waste. • Removal of 2.5 years of mattress and lounge suits for recycling. • Construction of three new pads for white goods, steal and stockpiling recycled materials (concrete, Asphalt and aggregates). • Construction of screening wall between Cemetery and landfill waste facility.
Page 23
JUNEE SHIRE COUNCIL
COMMITTEE REPORTS/MINUTES
MINUTES OF JUNEE SHIRE COUNCIL INTERNAL AUDIT COMMITTEE MEETING HELD 10.00am TUESDAY, 10 MARCH 2020 IN THE COUNCIL CHAMBERS. ______
The meeting opened at 2.08pm.
COMMITTEE MEMBERS:
Mr Phil McMurray (Chairman, Cootamundra-Gundagai Regional Council), Greg Briscoe’hough (Cootamundra-Gundagai Regional Council), Cr Bob Callow and Cr Pam Halliburton
STAFF:
Mr James Davis, Mr Malcolm Ryan, Mrs Sharryn Sweeney and Mr Ian Roberts (Internal Auditor)
APOLOGIES:
Ms Susan Gheller (Cootamundra-Gundagai Regional Council) ______
CONFIRMATION OF MINUTES:
RESOLVED on the motion of Cr P Halliburton and Cr R Callow that the Minutes of the meeting held 5 November 2019, be confirmed.
Agenda Items:
1. Internal Auditor Report – Section 355 Committees
The Internal Auditor spoke to his report into Section 355 Committees.
RESOLVED on the motion of Cr R Callow seconded Cr P Halliburton that the Internal Audit Committee endorse the recommendations contained in the Section 355 Report.
2. Internal Audit Action List Update
RESOLVED on the motion of Cr P Halliburton seconded Cr R Callow that the Committee note and endorse the status of the updated Action List.
3. Sewer Treatment Works Project Update
The Committee were provided a report on the Sewage Treatment Plant upgrade.
RESOLVED on the motion of Cr P Halliburton seconded Cr R Callow that the Committee note and receive the report on the Sewage Treatment Plant upgrade.
Page 1 MINUTES OF JUNEE SHIRE COUNCIL INTERNAL AUDIT COMMITTEE MEETING HELD 10.00am TUESDAY, 10 MARCH 2020 IN THE COUNCIL CHAMBERS. ______
4. Reportable Incidents
Nil
5. Audit Methodology – Records Management
The Internal Auditor advised that Records Management will be the next Audit topic reviewed.
RESOLVED on the motion of Cr R Callow seconded Cr P Halliburton that the Committee receive the verbal report on the Audit Methodology.
6. Audit Risk & Improvement Committee Framework
The Riverina Joint Organisation’s response to the Discission Paper on a New Risk Management and Interal Audit Framework submitted to the Office of Local Government was received. The major concern of the discussion paper being the financial impact of implementing the proposed guidelines for rural councils.
RESOLVED on the motion of Cr R Callow seconded Cr P Halliburton that the Internal Audit Committee endorse the report from the Riverina Joint Organisation.
7. NSW Audit Office Annual Engagement Plan 2019/2020
The General Manager advised that a letter advising of the Annual Engagement Plan for the year ending 2020 had been received from the Audit Office of NSW. The letter sets out the engagement timetable for Junee Shire Council.
RESOLVED on the motion of Cr P Halliburton seconded Cr R Callow that the Internal Audit Committee note and receive the report on the NSW Audit Office Annual Engagement Plan 2019/2020.
8. Other Business
None.
9. Next Meeting
Next meeting of the Internal Audit Committee is to be advised.
The meeting closed at 2.50pm.
*******
Page 2 MINUTES OF THE VILLAGE AND RURAL IMPROVEMENT COMMITTEE MEETING HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON WEDNESDAY, 11 MARCH 2020.
The meeting opened at 11.06am.
PRESENT
Mrs Fiona Rankin, Mrs Anna Lashbrook, Mrs Kate Brabin, Councillor Martin Holmes and Councillor Mark Cook
STAFF
Mr Grant Johnson, Mr Glenn Sheehan, Ms Alana Lesslie and Mrs Sharryn Sweeney
APOLOGIES
Mrs Emma Muller, Mrs Jenny Morton, Councillor David Carter and Mr James Davis
CONFIRMATION OF MINUTES HELD 4 SEPTEMBER 2019
RESOLVED on the motion of Anna Lashbrook seconded Fiona Rankin that the minutes of the Village and Rural Improvement Committee held on 4 September 2019, copies of which had been supplied to each member, be confirmed.
DECLARATION OF INTERESTS
Nil ______
AGENDA ITEMS
1. Village Signs
Grant Johnson gave a verbal report and showed some artwork designs regarding village entrance signs. A discussion took place with the Committee agreeing on the design, number of signs, the locations and adding Junee Shire to the bottom of the designs.
RESOLVED on the motion of Cr Mark Cook seconded Anna Lashbrook that the signs have the names of the villages listed horizontally with the number of signs per village being as set out below:
• Old Junee x 2
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 1 of 2 MINUTES OF THE VILLAGE AND RURAL IMPROVEMENT COMMITTEE MEETING HELD IN THE COUNCIL CHAMBERS, BELMORE STREET, JUNEE ON WEDNESDAY, 11 MARCH 2020.
• Illabo x 1 • Eurongilly x 1 • Wantabadgery x 1 • Bethungra x 2
2. Draft 2020/21 Budget
Grant Johnson tabled a report on a draft 2020/2021 budget for discussion. The Committee agreed to prioritise a wish list within the budget and to let Council know before the end of March of their priorities.
3. Bethungra Village Improvements
Glenn Sheehan gave a verbal report on improvements within the Bethungra Village noting that the resident’s first priority was to upgrade the tennis building.
4. Funding Applications
Grant Johnson gave the Committee an update on the various Stronger Country Communities Funds and other related projects.
The Committee resolved to endorse the update of the funding projects.
5. Next Meeting Date
The next meeting of the Village and Rural Improvement Committee is to be held on 8 July 2020.
The meeting closed at 12.09pm.
CHAIRPERSON: ______
GENERAL MANAGER: ______Page 2 of 2
JUNEE SHIRE COUNCIL
DELEGATES REPORTS
July – December 2019
RRL Integrated Planning Strategy
Build Capacity
Maximise our physical and virtual spaces
RRL1.1.1 (OPC) Support branch staff in creating and maintaining welcoming and functional spaces that encourage the use of the library
December June Regular visits to branch libraries are undertaken by Riverina Regional Library Administration Centre staff for collection maintenance. These visits ensure that the collection is current, in good condition, and best suited to the community, and gives the branches a fresh, clean look. RRLAC staff also advise branch staff of ways to best use library space, and pass on best practice ideas and examples.
RRL1.1.2 (OPDO) Build skills in smart, safe and responsible use of technology for library staff and customers
December June RRL Outreach and Promotions staff build into eSmart messages into programs, particularly when presenting on technology and the Library's eResources. Outreach and Promotions staff have worked with Tech Savvy Seniors and Be Connected to bring eSmart courses to library members. The new Technology in Libraries brochure was sent to all branch libraries.
RRL1.1.3 (SEDO) Review the website to ensure it is engaging, up-to-date, and rich in content
December June The RRL website continues to be monitored and maintained to ensure content is current and engaging. During the six month period July to December, the RRL website was visited in excess of 24,500 times. The most visited pages for the six months were the home and eLibrary pages. The website continues to provide a vital link between the library, staff and members and delivers access to a wide range of digital resources and information across the region.
RRL1.1.4 (SEC) Provide and maintain an accessible mobile library service to participating Councils
December June Seven of RRL's ten member Councils are currently served by the Mobile Library. The overall level of satisfaction with the Mobile Library service is very high, with the Mobile Library continuing to have the region's highest stock turnover rate in terms of items loaned. The service is currently fully subscribed which allows little room for any major changes to scheduling. Major maintenance and repairs have been scheduled to be undertaken on the trailer in May - June of 2020. During this time a reduced service will be provided.
Establish an enabled workforce through the development of skills, leadership and advocacy
RRL1.2.1 (ED) Review organisational structure annually to ensure alignment with changing needs
December June The RRL organisational structure was reviewed during 2019 to ensure that it supports the current objectives and functional alignment of the organisation. Whist the current structure is fit for purpose, the anticipated retirement of a number of RRL staff during the next 3 to 5 years created the opportunity to commence a rolling structural review in 2019. A review of the Support & eServices Division during the first 6 months of 2019 saw the redistribution of the collections function to the Business & Communications Division to create capacity for a stronger focus on RRL's digital engagement objectives. The review process will continue during 2020 to identify future strategies for positive organisational change.
RRL1.2.2 (ED) Build succession planning into overall organisational planning
December June Succession planning is a critical issue for the RRL Administration Centre (RRLAC), which has a workforce with an average age of 55 years. The impending retirement of at least 5 staff over the next 3-5 years triggered a review of the organisational structure during 2019, as an opportunity to incrementally implement a revised structure to best meet changing patterns of demand and reflect external impacts such as technology changes. One staff member has since activated a transition to retirement plan. All RRLAC staff attended an internally coordinated succession planning workshop in May 2017 to identify, analyse and develop an action plan for 'at risk' organisational skills and knowledge. Staff were able to prioritise skills and knowledge by completing work profiles of their respective roles and responsibilities. Actions were compiled into an organisation wide knowledge management action plan and actions have been included in individual staff Individual Performance and Development Plans for periodic reporting and review. RRL1.2.3 (BCC) RRL staff contribute to the NSW library network and other industry forums through advocacy and participation
December June Riverina Regional Library (RRL) staff are encouraged to participate in forums and working groups, both to contribute to the broader library sector and for personal professional development. Highlights for the July - December period include: * Australian Library & Information Association * Australian Public Library Alliance * NSW Public Libraries Consultative Committee * NSW Public Libraries Association & Annual Conference * NSWPLA South West Zone Meetings * State Library of NSW Readers Advisory Group * State Library of NSW Marketing Working Group * FE Technologies (RFID) User Group * Libero (Library Management System) User Group
Expand the service capability of our branch library network
RRL1.3.1 (OPC) Promote the strategic use of volunteers to increase capacity across RRL branch libraries
December June The ever-increasing demand for programs in libraries has meant that library staff must be creative in finding ways to meet the need. The use of volunteers is increasing in RRL branch libraries, and is supported by RRLAC staff. Program kits are available for volunteers to use in program delivery, and future program training will be open to volunteers and branch staff.
RRL1.3.2 (OPC) Convene an annual branch library meeting
December June The annual branch library meeting was not held in this reporting period. Planning for the next branch library meeting is underway.
RRL1.3.3 (OPC) Convene annual branch library staff training days
December June Each year RRLAC staff provide training in areas relating to library service provision. This training is repeated over several days to maximise attendance from staff across the region. The All Staff Training days for 2019, were held on 28 and 29 October and 1 and 4 November. Over the first three days, branch staff were given training in the Libero library management system, cyber safety, technology trouble shooting, and readers’ advisory. On the final day, new staff were given intensive Libero training, and an introduction to eResources.
RRL1.3.4 (BCC) Support and encourage branch library staff attendance at external professional development forums
December June Riverina Regional Library (RRL) is a longstanding and respected member of the NSW Public Library Network and has for many years contributed to the network through representation on a broad range of library sector forums. The RRL professional development and training budget (enhanced by the provision of subsidised travel to the majority of State Library auspiced meetings, seminars and training forums) is judiciously apportioned whenever possible to derive maximum benefit for branch library staff across the region. Highlights for the July - December period include: * NSWPLA SWITCH Conference * AMLOSN Reach Out Symposium
Shape the Future
Optimise existing and emerging technologies
RRL2.1.1 (SEC) Investigate hosting services for the Libero library management system (LMS)
December June The Libero library management system made the transition to a fully cloud based, hosted environment in July 2018. This has resulted in improved functionality, greater security and less on-site maintenance. New releases are incrementally loaded out of business hours on a regular basis making adapting to new developments a much easier and on-going process.
RRL2.1.2 (CYSL) Apply technology to support and enhance program delivery at branch libraries
December June Examples of the application of technology to program delivery and support to branches include: * Developing and maintaining DIY presentations in the RRL staff portal including iPad Basics and Little Book Nooks. * Providing equipment for programming such as 3D printing, Virtual Reality of which Beat Saber is very popular, Augmented Reality, Makey Makey and Stop Motion animation. * Developing workshops incorporating STEAM principles such as DrawBots, WobbleBots and Circuit Bugs.
RRL2.1.3 (SEC) Contribute to the development and capability of critical technology platforms including LMS and RFID
December June The Support and eServices Coordinator and Support and eServices Officer are active participants in both the Libero library management system and FE Technology RFID User Groups and also the Libero product development group. RRL staff attended the FE Technologies User Group in August 2019 and the Libero User Group in October 2019.
Maintain a flexible, scalable and sustainable service model
RRL2.2.1 (ED) Review Service Level Agreements and Integrated Planning Strategy annually
December June The 2018-2022 RRL Integrated Planning Strategy (IPS) was endorsed by the RRL Advisory Committee at its March 2018 meeting. The review of this important quadrennial planning document is built around the three strategic priorities of Build Capacity; Shape the Future; Create Connections. The 2020-21 IPS actions have been reviewed by the RRL Management Team for inclusion in the 2020-21 RRL Management Plan. 2020-21 Service Level Agreements (SLAs) have been reviewed and updated for circulation to each member Council for consideration and endorsement during February 2019. These documents form an integral part of the RRL Management Plan, which summarises the service intent of the organisation. The Management Plan will be presented for endorsement at the March 2020 meeting of the Advisory Committee.
RRL2.2.2 (BCC) Compile and distribute a financial year Annual Report
December June The RRL Annual Report 2019-2020 is in progress for publication in October 2020. The report highlights the effectiveness of library programs and services for our communities and captures a portfolio of images from across the region. The report also incorporates organisational compliance and statistical information in accordance with the requirements of the RRL Deed of Agreement.
RRL2.2.3 (BCC) Participate in a biennial external customer survey
December June Riverina Regional Library (RRL) has conducted a biennial survey since 2009 with RRL member Councils and branch libraries. The results have proven an ongoing continuous improvement focus on services with an increase in approval rating from 83% in 2010 to 97% in 2016. The latest overall satisfaction rate was 100% in the 2018 survey. The RRL customer survey is an important quality assurance tool for the RRL Administration Centre and will be undertaken again in an online format during June - July 2020.
RRL2.2.4 (BCC) Conduct an annual review of RRL policies
December June Each year a comprehensive review of Riverina Regional Library (RRL) policies is undertaken to ensure that all policies align with the current strategic, operational and legislative environment in which RRL operates. In consultation with RRL Administration Centre staff, peak bodies, and feedback received from South West Zone meetings, the policies are reviewed to ensure they are consistent with and represent RRL objectives, and can be effectively implemented and administered. All policies were reviewed in December 2019 to ensure legislative context is up to date and compliant, and consistent terminology and language is used throughout.
RRL2.2.5 (SEC) Provide a statistical analysis of RRL branch library visitation, per capita expenditure on collections and library membership in relation to the Australian Public Libraries baseline library targets
December June The visitation rate to RRL branch libraries for 2018-19 was 3.97 physical visits per capita. This was a slight increase on the previous year. The Australian Public Libraries baseline target rate of visitation is 4.8 visits per capita. Membership as a percentage of population for the 2018-19 was 27.27%. The Australian Public Libraries baseline target is 44%. Expenditure on collections per capita was $4.15. The Australian Public Libraries baseline target is $5.65 Whilst RRL libraries have not reached the Australian Public Libraries baseline target rate for these indicators, there are mitigating factors for country libraries including lower population density, greater distance from libraries, and limited access to public transport. This item has been rated as ‘on track’ because local conditions have a considerable impact on this measure. The distance from a library service varies significantly between metropolitan and rural Councils, as does the availability of regular and reliable (if any) public transport. In general, mobile library service points (and some of RRLs smaller branch libraries) cater for very small rural populations as opposed to city library branches that have catchments of several thousand constituents. Additionally, RRL strictly adheres to the State Library of NSW standard practice of deleting members from the database after 3 years of inactivity. This is not the case with a number of other library services that are not as compliant.
Foster a culture of innovative thinking
RRL2.3.1 (BCC) Document and report on continuous improvement outcomes and opportunities
December June Riverina Regional Library (RRL) Administration Centre staff incorporate continuous improvement thinking in all aspects of their work. Continuous improvement outcomes are documented at monthly staff meetings and reported biannually. Highlights for the July - December period include: * Anyflip – an online interactive publishing platform and bookmaker that can create documents with embedded audio, video and animations, has been subscribed to in place of Issuu for uploading the RRL Annual Report and other documents to the RRL website. * The Mobile Library timetable was condensed to a single tri-fold page in a format that makes it easier for customers to follow.
RRL2.3.2 (ED) Identify target areas for innovation and conduct workshops with relevant stakeholders as required
December June Innovation is high on the agenda for the Riverina Regional Library Administration Centre (RRLAC) and is embedded in the everyday work of the organisation. Historically, a focus on innovation has included the following initiatives: * Establishment of a Collections to Clients strategy in 2010 - a move from collection focused to client focused outcomes * Implementation of collection procurement outsourcing to redirect the efforts of a number of staff to more client focused services * Installation of RFID technology to better administer management, circulation and security of the regional collection held in 18 branches and the mobile library * Transitioning to a cloud hosted service for the region wide Libero library management system * Extending the outsourcing of collections procurement and processing during 2019 in favour of greater attention on development and maintenance of the regional collection. All of these innovations and improvements have contributed to the development of a much more flexible and scalable service model, which enabled the seamless expansion of the organisation through the admission of 5 additional Council areas from 2013-2015. The structure and intent of the future organisation is the current innovation focus for the Management Team which will, during 2020, continue to contemplate the structural, technical, digital and customer requirements of the organisation over the next 10 years. In the meantime innovation and continuous improvement remains a standing item on RRLAC staff meeting agendas, and staff continue to pursue small and large scale innovations as part of their daily work.
Create Connections
Establish and maintain strategic partnerships and alliances
RRL3.1.1 (ED) Maximise partnerships with peak state and national library organisations
December June State and National Library Associations play an important role in supporting the profile and viability of public libraries. The RRL Administration Centre (RRLAC) is well aware of the value of such organisations, and works in partnership with them where possible and appropriate. The RRLAC is currently represented on the following state and national organisations: * Australian Library & Information Association * Australian Public Libraries Alliance * NSW Public Libraries Consultative Committee * NSW Public Libraries Association * NSW Public Libraries Association South-West Zone * NSW Readers Advisory Woking Group * NSW Public Libraries Marketing Working Group * Libero (Library Management System) User Group * FE Technologies (RFID) Smart Libraries User Group The RRLAC also encourages the participation of RRL branch library staff at statewide forums through the allocation of a proportion of the annual training budget for that purpose. Membership of state and national associations provides a worthwhile contribution to the national public library network, creates valuable partnerships, and provides excellent professional development opportunities for RRLAC staff.
RRL3.1.2 (OPDO) Activate strategies and program opportunities offered by strategic partners to branch libraries
December June Outreach and Promotions division staff offer assistance to branch staff to work with their local organisations and create partnerships for library programs. The relationship between branch libraries and Be Connected continues to be fostered, allowing branch libraries to continue offering learning opportunities for older Australians to learn digital skills.
RRL3.1.3 (OPC) Support branch libraries to identify local strategic partners with a view to increasing the service capacity of the RRL network
December June Strategic partnerships can allow branches to increase their capacity to deliver programs. Numerous branches have developed relationships within their communities to provide technology training to seniors. RRL staff developed a partnership with a local ballet school to provide school holiday programs for branches across the region.
Develop programs, collections and services that strengthen communities
RRL3.2.1 (CSO) Ensure that the RRL Collection Development Policy and associated processes facilitate a relevant, inclusive and accessible collection
December June The RRL Collection Development Policy is regularly reviewed to reflect changing demands and expectations of our clientele.
RRL3.2.2 (OPDO) Coordinate visiting authors, presenters and exhibitions to tour branch libraries
December June This half of the year saw the return of many of our popular presenters for school holiday presentations. Branch Libraries hosted Oz Grav, Travel Bugs, The Vegetable Plot and Croc Encounters during the July and October School Holidays. Allegro Ballet School presented A Sleeping Beauty that brought the story and world of ballet to life and was very popular with attendees. Author Sophie Green visited Cootamundra, Wagga Wagga, Howlong and Corowa in August.
RRL3.2.3 (OPC) Develop flexible programs with a learning, literacy and/or leisure focus
December June The demand in libraries for programs for all age groups continues to grow, and the Outreach and Promotions team works to develop and adapt programs, ensuring that participants have learning, literacy, or leisure outcomes. Popular programs, several of which can be adapted for multiple age groups, include soap making, bath bombs, Virtual Reality, and paper marbling.
RRL3.2.4 (SEO) Compile biannual statistics of collection profile and usage at RRL branches
December June Statistics and graphs are collected and compiled for the Riverina Regional Library Annual Report. Collection and loan statistics have also been compiled to create a profile of RRL branch libraries performance over the previous year. RRL3.2.5 (OPC) Investigate and evaluate the implementation of livestreamed and/or video recorded programs for use at branch libraries
December June Where Internet connections are good, livestreaming and video content can be useful in library programs. Wagga Wagga City Library use livestreaming to take part in the Sydney Writers Festival. At RRLAC video-conferencing software is used to participate in and share training opportunities. Amy Heap was a panellist for a readers’ advisory seminar run by the EBSCO database, NoveList, and branch staff were able to watch it live, or at a later time.
Engage our communities
RRL3.3.1 (OPO) Provide and maintain the RRL Book Club program
December June The Riverina Regional Library Book Club program consists of 86 member clubs across the region. The collection consists of 254 book kits, which adequately meet the wish lists of the large majority of clubs. Twenty-four copies of books were replaced from July to December due to damage or wear and tear in order to maintain the best possible condition of the book club books in order that they will last a long time. 427 kits were loaned across the region from July to December. The Book Club newsletter continues to be well received and is an effective medium for communicating information to club leaders to share with their members. Wagga Wagga City Library annual Member’s Lounge was held in November. Approximately 95 Book Club members from Wagga Wagga City Library enjoyed this event with very positive feedback received about the Riverina Regional Library Book Club program. Ten clubs expressed an interest in participating in 2020 Wagga Wagga City Library’s One Book One Wagga event reading The Weekend by Charlotte Wood.
RRL3.3.2 (OPC) Investigate electronic mechanisms for information sharing and promotion
December June RRLAC are currently investigating new tools for sharing information and marketing material, electronically. Members who have signed up for electronic alerts receive information about new resources and events. Social media, especially Facebook, Instagram and Twitter, are used to inform followers of library services and programs, as well as promoting reading.
RRL3.3.3 (OPC) Encourage locally relevant programing at RRL branch libraries
December June RRLAC staff have been working with branch libraries to provide locally relevant programs. Cootamundra and Gundagai libraries have volunteers to run craft programs, using RRL kits, and the Children’s and Youth Librarian works with branches to develop relevant school holiday programs.
July – December 2019
RRL Service Level Agreement
Business and Communications
SLA1.1.1 (ED) Provide a written report to the two meetings of the RRL Advisory Committee each year
December June The RRL Advisory Committee meets twice per year, in March and October. The second meeting for 2019 was held on 30 October. Reports for the October meeting, as well as meeting minutes, were circulated to delegates within the prescribed timeframe. Papers for the March 2020 meeting will be compiled during January/February for circulation in early March.
SLA1.1.2 (ED) Present an annual budget and member Council contribution advice to the first RRL Advisory Committee meeting each year
December June The report of the Wagga Wagga City Council Manager Finance reviewed first quarter performance against budget at the RRL Advisory Committee meeting on 30 October 2019, concluding that the budget was on track for a balanced outcome at year end. The 2020-21 annual budget and member Council annual contributions advice is being prepared for circulation to RRL member Councils during January 2020, prior to being presented to the March meeting of the RRL Advisory Committee for adoption.
SLA1.1.3 (BCC) Progress on RRL Integrated Planning Strategy reported biannually to member Councils
December June The Riverina Regional Library (RRL) Integrated Planning Strategy biannual progress report for the January - June 2019 period was distributed electronically to member Councils on 6 August 2019. The report is also available on the secure portal of the RRL website.
SLA1.1.4 (BCC) Progress on RRL Service Level Agreements reported biannually to member Councils
December June The Riverina Regional Library (RRL) Service Level Agreement biannual progress report for the January - June 2019 period was distributed electronically to member Councils on 6 August 2019. The report is also available on the secure portal of the RRL website.
SLA1.2.1 (BCC) Provide and maintain RRL internal delivery service vehicle
December June The Internal Delivery Service vehicle has undergone a regular schedule of services and maintenance throughout this review period and pre-start safety checks are completed each day in accordance with Heavy Vehicle Chain of Responsibility compliance.
SLA1.2.2 (BCC) RRL internal delivery service provided in accordance with prescribed delivery schedule
December June The Internal Delivery Service has procedures and policies in place to ensure that it runs in accordance with the prescribed delivery schedule. There are a number of relief drivers, and a hot weather policy for optimum work, health and safety requirements for staff. The service has been provided in accordance with the delivery schedule and continues to be an effective channel of communication between branch libraries and RRL Administration Centre staff.
SLA3.2.1 (CSO) Shelf ready provision of collection items funded from the RRL collection resources budget
December June Cataloguing and processing of new stock occurs externally with the Local Government Procurement preferred vendors. During the July - December period, 14,311 new items were added to the RRL database and delivered directly to the branch libraries. Quality control checks are performed regularly with items continuing to be processed to a high standard. An important external key performance indicator for monitoring the percent of the budget spent is ‘adherence to quarterly supply volume specification’ whereby the suppliers have to spend 60% of the RRL budget by the end of the first half of the financial year. The figures are: Bolinda 85% MDM Entertainment 59% Peter Pal 59% Ulverscroft 40% 1 July 2019 saw the implementation of a new provider, Library AV & Large Print to catalogue and process the new Bolinda and Ulverscroft large print and audio items for all branches. Open communication between RRL Headquarters staff and Library AV staff has ensured a smooth transition between both parties in this Strategic Procurement process. Ulverscroft figures are slightly down, but more stock is on standing order and will be arriving shortly for Library AV to process.
SLA3.2.2 (CSO) Shelf-ready processing of collection items not funded from the RRL collection resources budget
December June During the July - December period, 1,033 items were catalogued and processed by the Collection Services Officer and the Support Services Officer, all within the allocated time frame. Quality items continue to be received including DVDs, Adult and Junior Fiction and Local History items that will be popular among borrowers and further enhance the RRL collection.
Outreach and Promotions
SLA2.1.1 (OPO) Inter library loan (ILL) requests responded to in accordance with SLA provisions
December June All inter library loan requests during the period from July - December were actioned within four working days. During this period, the Outreach Services Team supplied 243 items to libraries throughout Australia. On behalf of Riverina Regional Library members, 119 items were issued to members in this reporting period from other library services. Of the 19 Riverina Regional Library branches, 9 branches requested inter library loans on behalf of their members with Cootamundra and Wagga Wagga having the highest request rate. Inter library loans continues to be a well-utilised service for our members.
SLA2.1.2 (OPO) Branch reservation requests responded to in accordance with SLA provisions
December June The Outreach and Promotions Team have maintained a record of actioning requests within 48 hours during this reporting period for branch reservation requests. The number of tubs delivered to branches of the Riverina Regional Library during the July - December period is 7,396 – a decrease of 240 from last reporting period.
SLA2.1.3 (OPO) Information and digital engagement services staff training offered
December June All staff training days were held on 28 and-29 October and 1 November, as well as a day for new staff on 4 November. Training in Libero, technology help, Inter Library Loans process and Book Club updates was provided along with Reader’s Advisory sessions. On 7 November 2019, the Outreach and Promotions Coordinator participated in a NoveList webinar. This was made available to branch staff online. Information was provided about how they can make their reader services and collections more inclusive. The Outreach and Promotions Coordinator and Development Officer attended NSW Public Libraries Marketing and Programming Seminar on 26 August. Information about facilitating author events, inclusive programming, Australian Reading Hour: program ideas and partnership opportunities, trends in Australian book sales and real world marketing was made available to branch staff.
SLA2.2.1 (CYSL) Children's Storytime kits delivered as required
December June RRL has 90 Storytime themes delivered across the region and presented approximately 460 times across the year. All Storytime kits have been provided as per the schedule.
SLA2.2.2 (CYSL) Programs provided in accordance with SLA provisions
December June The programs RRL provided across the region were many and varied to cater for all ages, skills and assorted interests. Professionally sourced sessions included Travelbugs for children and Virtual Reality with Oz Grav. Library presented programs for adults were Bees Wax Wraps and Coffee Pod Jewellery. Staff also ran programs for children such as Circuit Bugs, Kite Making, Ghoulish Treats, Coral Reef Fish and Santa Slime. Programs are popular and continue to increase. All programs were provided as per SLA provisions.
Support and eServices
SLA3.1.1 (SEC) Library management system (LMS) hardware provided in accordance with RRL ICT Services Plan
December June The roll out of new computers has proceeded according to schedule with 10 new computers being purchased and prepared for 10 remote branches.
SLA3.1.2 (SEC) Library management system (LMS) licensing provided in accordance with RRL ICT Services Plan
December June The number of Library Management System (LMS) licenses is continually being monitored. Staff have been reminded to make sure that they log out of any unused modules and exit the LMS correctly to make sure unnecessary license spots are not being used.
SLA3.1.3 (SEC) Library management system (LMS) support enquiries responded to in accordance with SLA provisions
December June At the end of the July - December reporting period there were no urgent Library Management System hardware or software enquiries outstanding. RRL currently has a number of software development requests logged with the software provider but these are largely product enhancement requests.
SLA3.1.4 (SEC) RFID hardware and software support enquiries responded to in accordance with SLA provisions
December June During the July - December reporting period there were a number of support issues logged with RFID product providers. All of these issues were resolved in a timely manner.
SLA3.1.5 (SEC) IT training and support provided across library management system (LMS) applications
December June The Support and eServices Officer provided training in the use of the Libero Library Management System to new staff at Federation Council Libraries.
SLA3.1.6 (SEC) Library management system (LMS) procedural guides provided and maintained
December June Online Library Management System (LMS) procedural guides are routinely updated with the loading of new releases of the LMS software. RRL ‘in-house’ procedural guides for remote support using the LogMeIn software were updated to reflect new passwords and equipment.
SLA3.1.7 (SEC) Library management system (LMS) upgrades applied in accordance with SLA provisions
December June Since the transition to a hosted environment Library Management System (LMS) upgrades are managed by the LMS provider and occur incrementally out of business hours.
SLA3.1.8 (SEO) Library management system (LMS) reports provided in accordance with SLA provisions
December June Various reports are available for RRL Staff to access as required within the LMS. These reports assist in day to day functions within the branch libraries eg, money reconciliation, reservations on shelf, general loan and member statistics. Reports are routinely added and updated as required.
SLA3.3.1 (SEO) Commitment to ongoing provision of eResources across the RRL region
December June RRL provide a wide range of eResources for use by members across the region including information and leisure resources. These are systematically reviewed to maintain a relevant and popular collection.
SLA3.3.2 (SEO) eResources training provided in accordance with SLA provisions
December June RRL staff continue to assist branch library staff to ensure they have the skills to be able to assist members with their eLibrary enquiries as per the Riverina Regional Library Customer Enquiries Workflow Protocol. Staff are encouraged and mentored when necessary in the functionality of eResource products and are available to trouble shoot on more complex issues if they arise.
SLA3.4.1 (SEC) Provide and maintain mobile library vehicle
December June The Mobile Library received scheduled service and maintenance during the January - December period and met its level of service obligations for that period. During this period the prime mover had major mechanical problems and a hire prime mover had to be obtained for 6 weeks while a new motor was fitted to the RRL prime mover.
SLA3.4.2 (SEC) Provide mobile library service in accordance with RRL agreement and mobile library schedule
December June Seven of RRL's ten member Councils are currently served by the Mobile Library. The overall level of satisfaction with the Mobile Library service is very high. The service is currently fully subscribed which allows little room for any major changes to scheduling. During the July - December reporting period a new Telstra tower was constructed at Tooma. This allowed for the relocation of the Tooma stop to a much more central, accessible and less exposed site. The Mobile Library was off the road for a total of 45.25 hours during the reporting period, due to major mechanical repairs being undertaken.
JUNEE SHIRE COUNCIL
INFORMATION BOOKLET
JUNEE SHIRE COUNCIL
INFORMATION BOOKLET
ORDINARY MEETING TUESDAY, 17 MARCH, 2020
1[GM] COUNCILLOR DELEGATE MEETINGS
2[WSRM] WORKERS’ COMPENSATION/REHABILITATION
3[LOIC] LIBRARY
4[DES] WORKS PROGRAM
5[DES] SEWERAGE SYSTEM
6[DCB] RANGER REPORT
7[DCB] SOLID WASTE REPORT
8[EO] WEEDS
9DCB] 10.7 CERTIFICATES
10[DCB] DEVELOPMENT/COMPLYING DEVELOPMENT DETERMINATIONS
11[DCB] HEALTH, BUILDING, PLANNING AND ENVIRONMENTAL INSPECTIONS
12[CDM] COMMUNITY AND RECREATION
13[DES] CUSTOMER SERVICE REQUESTS SUMMARY
******* 1[GM] COUNCILLOR DELEGATE MEETINGS
Notification of Council committee meetings or community meetings for which Councillors may be attending.
Council Committee Meetings
Attendee Council Committee Meeting Date Cr R Asmus Youth Council 23 March 2020 Cr R Asmus, Cr R Callow Access Advisory 7 April 2020 Cr M Cook Cr P Halliburton Art and Culture 5 May 2020 Cr R Callow, Cr K Walker Events and Tourism 2 June 2020 Traffic Committee (Technical Cr M Cook Committee) Schedule if required
Delegates Meetings
Attendee Delegate Meeting Date Cr M Holmes Junee Health Advisory Committee 17 March 2020 Cr P Halliburton Riverina Regional Library 18 March 2020 Cr D Carter Weeds Committee 24 March 2020 Cr R Callow Goldenfields Water County Council 23 April 2020 Mayor REROC 23 April 2020 Mayor Riverina Joint Organisation 23 April 2020 Cr D Carter Riverina Zone, Rural Fire Service General Manager Liaison Committee TBA Cr D Carter Director Engineering Riverina Zone, Rural Fire Service Services Bushfire Management Committee TBA Riverina Murray Regional Emergency General Manager Management Committee TBA Cr N Smith General Manager Police Community Liaison Meeting TBA
2[HR, WH&RM] WORKERS’ COMPENSATION/REHABILITATION
There were no claims for the month of February 2020.
Page 2 of 15 3[LOIC] LIBRARY
Programs & Events for the period 1-29 February 2020
Date Places & spaces Aging Community A C S population 27/02/2020 Goodstart 2 8 Early Learning 26/02/2020 Conversation English 6 2 20/02/2020 Movie of the Month 6 20/02/2020 Goodstart 3 10 Early Learning 19/02/2020 Lego Club 3 4 19/02/2020 Conversation English 5 2 18/02/2020 Tuesday 8 11 Storytime 17/02/2020 Seniors Week 2 Creative Workshop
13/02/2020 Goodstart 2 8 Early Learning 12/02/2020 Conversation English 6 3 & Cooking 11/02/2020 Tuesday 8 11 Storytime 5/02/2020 Conversation English 5 3 4/02/2020 Tuesday 8 8 Storytime A - Adults C - Children S - Seniors
Statistics 1-29 February 2020
WiFi use for the period 1 –29 February 2020: total of 431 users
Public computer use for the period 1 – 29 February: total of 220 users
Page 3 of 15 Activity Totals Loans 1 983
Traffic report Est. 2310
Public PC users 220
WiFi connections 431
Reservations 45 for items New members 16
Total members 1745
Items in the collection since 11,900 RRL removed 1733 items (17-18 February)
Upcoming Business
March April Activity 3, 10, 17, 24 & 31 7 & 28 Tuesday Storytime 5, 12, 19 & 26 2, 9 & 30 Goodstart Early Learning Storytime 4, 11, 18 & 25 1, 8 & 29 CALD cooking/learning English 4, 11, 18 & 25 1, 8 & 29 Junee Lego Club 15 Vegetable Plot Concert 19 16 Movie of the Month 22 School holiday activity - Aliens love underpants 23 School holiday movie – Addams Family
4[DES] WORKS PROGRAM
MR78 Olympic Highway
Heavy patching has been completed along with tree and sign maintenance.
MR57 Goldfields Way
Heavy patching has been completed along with sign and guidepost maintenance.
Rural Sealed Roads
1.5km of rehabilitation work on Coffin Rock Road along with drainage has occurred. Shoulder grading commenced on Dollarvale Road as well as sign and guidepost maintenance.
Unsealed Roads
Drainage and signs maintained. Grading commenced on Aerodrome Lane but is yet to be completed.
Page 4 of 15 Regional Roads
Rehabilitation work has started on Gundagai Road. Tree maintenance occurred on Old Junee Road.
Junee Town
Sealing and heavy patches completed and the resealing program has commenced. Tree and drainage maintenance occurred. Laurie Daley Oval had a clean-up and the new dog park had a water trough installed.
Parks and Gardens
General
Garden and grounds maintenance have been carried out on parks and gardens, cemeteries, rest areas and sporting fields within the township of Junee and surrounding villages.
Sporting Fields
Burns Park: • Mowing and regular maintenance • Preparation work for over-sowing
Laurie Daley Oval: • Mowing the surface of the oval • Levelled out in preparation for turf. New turf laid in front of the new amenities complex. Other areas top-dressed to help with water run-off.
Loftus Oval: • Repairs to irrigation system after sewer duplication on Loftus Oval.
Parks and Gardens:
• Contract sprayer in town spraying various weeds around bike paths and small parks • Mowing/weeding • Pruning • Testing and replacing of faulty or damaged irrigation systems
Rest Areas
Bethungra: • Mowing
Street Trees
• Pruning
Town Streets
• Mowing of roadside verges, nature strips and open areas
Page 5 of 15 Bike Path
• Edging • Mowing • Spraying
Cemeteries
• General maintenance including mowing and edging • General clean up
There were three grave sites prepared for burial in Junee cemeteries during the month of February 2020.
5[DES] SEWERAGE SYSTEM
Over the month of February, there were two chokes in the services and two chokes in the mains. One damaged service junction was replaced at 85 George Street. Three service junctions in Main Street were cleaned and two were chemically treated for root infiltration in response to a complaint of blockages.
Inflow estimated to the treatment plants for the month was 30ML with 25ML being reused. The final effluent discharge totalled 0ML.
The trickle filter plant is producing satisfactory effluent while the pasveer channel is still experiencing disruptions. The STP upgrade continues.
6[DCB] RANGER REPORT
Abandoned/Impounded Vehicle Article
Notices attached – Vehicle holding Vehicles Vehicles Vehicles impoundment at end of impounded claimed disposed process month commenced Dec 2019 0 0 0 0 4 Jan 2020 2 2 0 0 6 Feb 2020 4 2 0 0 8
Impounded Dog Activity
Inward activity for the month Outward activity for the month Holding at Picked up Not Released to end of Surrendered Re-homed Euthanised by Ranger registered owner month Dec 2019 10 0 6 4 1 0 5 Jan 2020 4 1 3 5 3 0 2 Feb 2020 3 2 3 2 3 1 1
There were two reported dog attacks during February both of which led to the dogs being surrendered and euthanised by a veterinary clinic (one in February and one in March).
Page 6 of 15 7[DCB] SOLID WASTE REPORT
Junee Landfill Waste Facility
The Junee Transfer Station is functioning well with no issues or incidents at the site.
Rural Transfer Stations
All rural transfer stations were inspected on 8 March 2020 with all reported to be in good condition.
8[EO] WEEDS
• Inspections in Mitta area • Completed roadside inspections of high risk pathways • Staff attended Riverina regional weeds Committee meeting in Narrandera • Coolatai grass inspected and treated • Silverleaf Nightshade inspected and treated • Blue Heliotrope inspected and treated
9[DCB] S.10.7 CERTIFICATES
Average Processing time (Working Days) for last 10 Certificates 2 days
10[DCB] DEVELOPMENT/COMPLYING DEVELOPMENT DETERMINATIONS
DA/CDC Date Development Refused Address No. Approved 10/2019/72 New Commercial Shed 1 Howell Street, Illabo 25/02/2020
DA/CDC Date Development Approved Address No. Approved 10/2020/04 New Swimming Pool 532 Boundary Road, Yathella 4/02/2020
10/2020/05 New Dwelling 9 Hayes Crescent, Junee 14/02/2020 10/2020/06 New Dwelling 1648 Pattersons Road, Harefield 28/02/2020 10/2020/07 New Shed 14 Hilton Place, Junee 26/02/2020 10/2020/08 New Dwelling 125 Aerodrome Lane, Old Junee 27/02/2020 15/2020/03 New Swimming Pool 60 Pitt Street, Junee 4/02/2020
11[DCB] HEALTH, BUILDING, PLANNING AND ENVIRONMENTAL INSPECTIONS
58 health, building and planning inspections were carried out during the month of February 2020.
Page 7 of 15 12[CDM] COMMUNITY AND RECREATION
1. Projects
Laurie Daley Oval Amenities
The construction is complete and handover has occurred. The facility will be officially opened on 28 March.
JJRAC Filtration Project
On site works will recommence following the conversion of the 50 metre pool to winter mode.
Athenium Theatre HVAC project This project requires concurrence from the Heritage Office who is currently reviewing detailed design. On site works are expected to commence in May.
Athenium Theatre Kitchen
This project requires concurrence from the Heritage Office who is currently reviewing detailed design. On site works are expected to commence in May.
Page 8 of 15 2. Junee Junction Recreation and Aquatic Centre a) JJRAC Statistics for February 2020
The following tables summarise the attendance and membership statistics at JJRAC for February 2020.
Graph 1: Total Attendances by Month
Graph 2: Total Attendances by Month by Type of Visit
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Graph 3: Centre Attendance by Type
Graph 4: Membership Numbers by Type
Page 10 of 15 Graph 5: Yearly Comparison of Month by Month Membership Numbers
Graph 6: Comparison of Visits by Year
Page 11 of 15 Internet Statistics
JJRAC are now able to monitor website usage data. The following statistics were recorded:
Conversions (into MONTH Visitors Page Views Pages per Visit enquiry or submission)
Jul 2019 975 2,923 3 15
Aug 2019 696 2,004 2.88 8
Sept 2019 753 2326 3.09 10
Oct 2019 785 3014 3.84 6
Nov 2019 730 2105 2.88 13
Dec 2019 1319 3930 2.98 15
Jan 2020 1704 5127 3.01 16
Feb 2020 1306 4273 3.27 14
3. Community Development a) Youth Program/Youth Council
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c) Visitor Information Centre
JVIC Walk-Ins by Month and Year
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JVIC – Most Popular Day to Visit
Where Visitor is From (2015-2020)
Page 14 of 15 13[DES] CUSTOMER SERVICE REQUESTS SUMMARY – FEBRUARY 2020
Customer Service Requests Month of Feburary 2020 Service Request Grand Total In Progress Finalised Animals Dog Attack 1 0 1 Animals Dog Barking 1 0 1 Animals Nuisance Animal 3 0 3 Cemetery Maintenance 2 0 2 Collection Service Damaged Bin 11 0 11 Collection Service General Enquiry 1 0 1 Collection Service Stolen Bin 2 0 2 Enforcement Excess Vegetation Unsightly 1 0 1 Enforcement General Enquiry 2 2 0 Enforcement Illegal Camping 1 1 0 Footpaths Kerb and Gutter Hazard Service Request 1 0 1 Footpaths Kerb and Gutter Hazard Maintenance 1 0 1 Footpaths Kerb and Gutter Hazard Maintenance Request 1 0 1 Playground Equipment Service Enquiry 3 3 0 Private Works Service Request 2 0 2 Road Maintenance General Enquiry 5 2 3 Road Maintenance Rural Trees 2 1 1 Road Maintenance Service Request 2 1 1 Stormwater Drainage Service Request 1 1 0 Street Signs General Enquiry 2 1 1 Township/Village General/ Maintenance 4 1 3 Trees - Urban and Village Maintenance Request 5 1 4
James Davis General Manager
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