COUNCIL 25 AUGUST 2014
ITEM 10. QUESTIONS ON NOTICE
PR AND MARKETING (S103141)
1. By Councillor Mandla
Question
The City of Sydney has a number of Public Relations and Communications employees and external consultants within various departments. A quick scan of the City’s website and the constant daily media releases show at least nine people are employed or engaged in Public Relations and Communications roles during the past month. This does not include any agencies or external consultants that the City employs.
This seems an enormous amount of Public Relations and Communications personnel, given that the Premier of NSW only has three Public Relations and Communications staff to service a population of 7.29 million compared to the City’s population of 170,000.
What was the cost spent on Public Relations and Communications employees and external consultants for the 2013-2014 financial year broken up by department (including the Office of the Lord Mayor) with a head count for each department?
What is the purpose and function of each of these employees?
Answer by the Lord Mayor
The Office of the Premier is supported by an extensive network of media and communications staff. The staff in the Office of the Premier work closely with and are supported by media and communication material produced by media and communications staff from across multiple ministerial offices and the media and communications units within each of the Government’s agencies.
The City of Sydney has a statutory obligation to inform all residents in its Local Government Area of its actions and operations, the majority of which emanate from decisions of Council.
The Media and Communications Unit in City Engagement has seven media staff, including an overall manager, and the Comms team has five.
The Unit promotes the City’s many operations, services, and projects which are delivered on behalf of ratepayers, residents, workers, visitors and tourists every single day of the year.
These services, including cleansing, waste collection, parks, libraries, swimming pools and recreation, ensure that our global city looks its best, and that Sydneysiders have the essential services they expect.
In 2013-14, the media team managed 880 individual media inquiries and issued over 360 media releases nationally, and internationally, leading to media coverage valued at over $60 million. A benchmarking exercise conducted by independent media provider iSentia assessed the City’s media coverage against the City of Melbourne, and Destination NSW. The City of Sydney’s coverage achieved over the 12 month period was almost twice the second ranked organisation (City of Melbourne) and 2.5 times that of Destination NSW. The study also revealed the City of Sydney’s brand is 4.5 times more prominent nationally than Destination NSW and 1.5 times more prominent than the City of Melbourne.
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Media staff also promote, and drive up attendance at, the City's many events, including New Year's Eve, the biggest and best fireworks party in the world.
In 13/14 the team significantly increased positive coverage of the City’s own events as follows:
Art & About Sydney: Achieved 920 stories in TV, print, radio and online. 234 stories were generated in Chinese media outlets. Total audience reach was 25 million (31% up on previous festival). Media coverage was worth $3.2 million (a 68% increase on the previous year).
Sydney New Year's Eve: Achieved 9,828 stories in TV, print, radio and online. Total audience reach was 130 million (up from 96 million the previous year). Media coverage was worth $16 million (an increase of $5 million on the previous year).
Chinese New Year: Achieved 3,927 stories in TV, print, radio and online locally, nationally and overseas. This included 2,276 stories in Chinese media, up 31% on the previous year. Total Australian audience reach was 27.6 million. Media coverage was worth $3.8 million (an increase of 31% on the previous year).
Media team costs for 13/14 were $782,781 which includes salaries and wages, overtime, superannuation, annual leave and long service leave.
Comms staff communicate directly to residents and update the City of Sydney’s corporate website homepage.
These staff do not deal with media issues. They ensure the public is informed of upcoming capital works projects, project updates and launches and public consultation processes.
This includes the production of website materials, letterbox drops, flyers, signage, the Council's annual report, residents’ guides, and activity guides.
Comms team costs for 13/14 were $475,511, which includes salaries and wages, overtime, superannuation, annual leave and long service leave.
A total of $73,592 was spent on external consultants in 13/14 in relation to Chinese translations, and on publicity for Art & About.
Chinese media coverage achieved was substantial. There were 13,500 mentions of the City in ethnic media, including significant coverage in People’s Daily, Beijing Morning Post, Sing Tao Daily, Australian Chinese Daily, Australian New Express Daily, Xinhua News and several Chinese Government department websites.
The Office of the Lord Mayor has three Communications staff members. As there are only three staff members, the requested information about costs could identify personal salary levels which are confidential. Therefore only information about the band levels is available and there is one staff member on Band 10 and two on Band 7.
The Lord Mayor approves, on average, around nine media releases a week (440 a year) and responds to numerous, daily, individual media inquiries from local, national and international print, radio & TV journalists.
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CAR SHARE (S103141)
2. By Councillor Mandla
Question
There are approximately 600 car share spaces made available in the Sydney LGA for use by car share operators such as Go Get.
Why do car share operators have to pay for the use of the allocated car share parking spot?
Answer by the Lord Mayor
The Roads and Maritime Services Technical Directive (TDT 2007/04) for the Implementation of On-street Car Share Parking stipulates that each car share vehicle parked within a dedicated car share parking space must display an authorisation permit from the relevant Council.
The City imposes an annual fee on car share operators to reissue the authorisation permit. Annual fees range from $25 to $37, depending on the environmental performance of the car share vehicle.
The City also charges car share operators a one-off fee of $2,250 for every new dedicated space provided. This fee covers the line-marking and signposting of each dedicated space as well as the administrative cost associated with processing each new application.
Furthermore, the costs associated with removing a dedicated car share space are also passed on in full to each operator.
STAFF INVESTIGATIONS BY CITY OF SYDNEY STAFF (S103141)
3. By Councillor Mandla
Question
Why does the City of Sydney have an ex ICAC Investigator in the Legal and Governance department on staff to investigate Councillors, their support staff and City of Sydney employees?
How many governance employees are there in the City of Sydney Council?
Who determines who and what is to be investigated?
Please list the number of investigations the Manager of Governance (past and present) or equivalents have run since September 2012?
Please note in that list whether the person investigated in that meeting had or didn't have a support person and if that person was told of their right to have a support person.
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Answer by the Lord Mayor
The role of the Manager of Governance includes conducting investigations of probity and corruption allegations. The role also includes managing the City’s frameworks for ensuring compliance with the Government Information Public Access Act and the Privacy and Personal Protection Act.
There are two full time and one part time staff members in the Governance Unit.
All allegations are reviewed by the Manager of Governance and a decision made about investigation in consultation with the Director Legal and Governance and, where a disciplinary issue potentially arises, representatives of the Workforce and Information Services Division.
One investigation has been conducted since September 2012.
The right to a support person is afforded each person the subject of allegations who is interviewed.
WIGRAM ROAD (S103141)
4. By Councillor Mandla
Question
The City of Sydney council notified residents in Wigram Road in April of this year that work was to commence on footpath upgrades. Nearly four months later, work is yet to commence.
What is the reason for the delay and when will work commence?
Answer by the Lord Mayor
The footway works at Wigram Road, Glebe between Glebe Point Road and Rock Lane are part of the City’s footpath renewal program.
The City sent a notification letter to the residents on 23 April 2014 about the upcoming upgrade works at Wigram Road.
The construction of the footpath involves working near Sydney Trains (formerly known as RailCorp) underground high voltage electrical assets. The City requested approval from Sydney Trains to carry out work near their underground assets on 16 April 2014, which has not been received. City staff have been working with Sydney Trains in an attempt to gain the necessary approval.
Residents were notified about the delay and the need to postpone the works on 19 May 2014. City staff will notify residents before any works are planned to begin.
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CAR PARKING SPACES (S103148)
5. By Councillor Forster
Question
What was the total number of car parking places across the LGA at the end of each of the financial years between 2011-2012 and 2013-2014? How many car parking spaces are there expected to be at the end of the 2014-2015 financial year?
How many car share spaces were allocated across the LGA at the end of each of the financial years between 2011-2012 and 2013-2014? How many car share places are expected to be allocated across the LGA at the end of the 2014-2015 financial year?
Answer by the Lord Mayor
It is difficult to provide the total number of car parking places within the City’s Local Government Area (LGA). The Australian Standards considers a parallel parking space to generally be six metres in length; however, as cars have on average been getting smaller, the number of vehicles able to park in the same space has increased.
In addition to variances in vehicle size, on-street parking provision is also further influenced by driver ability, local demand for parking and changes to parking restrictions across a day. For instance, a Clearway restriction may remove on-street parking during peak periods, but permits on-street parking during the inter-peak periods.
Taking these issues into account, it is estimated there are about 40,000 on-street parking spaces across the LGA.
In addition, the Floor Space & Employment survey (FES) found that there are 125,000 car spaces in commercial and mixed use developments in the LGA.
It is estimated there could also be around 47,000 on-site spaces in residential dwellings in the LGA – based on the assumption that on average 50 per cent of the 94,000 private dwellings in the LGA have an on-site parking space.
In total, it is estimated that there are 213,000 on-street & off-street car spaces in the LGA.
With regard to the number of car share spaces installed within the City’s LGA:
• at the end of the 2011/12 Financial Year, there was a total of 397 car share spaces on the City’s streets; • at the end of the 2012/13 Financial Year, there was a total of 506 car share spaces on the City’s streets; and • at the end of the 2013/14 Financial Year, there was a total of 599 car share spaces on the City’s streets.
The City is currently aiming for a maximum increase of 95 on-street parking spaces for car share vehicles in the 2014/15 Financial Year. This target will only be provided if growth in car share membership demands additional on-street capacity.
It should also be noted that the Car Share Policy is currently under review.
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MILLERS POINT GRANT (S103148)
6. By Councillor Forster
Question
On 8 August 2014, the Lord Mayor issued a Millers Point update via Clover’s eNews and on her personal website, which stated:
“We’ve opened our community facilities for support services to provide counselling, mental health and legal services, given a grant to help Millers Point residents’ groups in their campaign to save their homes, and to the Redfern Legal Centre to support tenants through advocacy and advice.”
City of Sydney in May 2014 provided a grant of $100,000 to the Redfern Legal Centre for Millers Point public housing tenants support, advocacy and advice. What other grant has been given to “help Millers Point residents’ groups in their campaign to save their homes”?
Answer by the Lord Mayor
On 7 April 2014, Council resolved the following:
“Council approve the allocation of up to $10,000 to the Millers Point Community Defence Group or an appropriate auspice organisation for work to support residents.”
In May 2014, a coalition of Millers Point Groups, including; the Millers Point Community Defence Group, CoRE, Resident Action Group and the Dawes Point, Millers Point and The Rocks Public Housing Tenants Association, formed the Millers Point Community Organisation Incorporated.
The City’s grant will fund:
• A Housing Study Report in partnership with SGS Consultants incorporating a cost benefit analysis of the sale and the development of alternative options; and
• Community Picnic Event that would bring together the entire Millers Point and surrounding community to celebrate the history, diversity and resilience of the local community and raise public awareness about the public housing sale.
The City understands that the Community Picnic Event will take place on 14 September 2014. The City will receive a copy of the Housing Study Report, event activity summary and financial acquittal by 30 June 2015.
PARKING ENFORCEMENT (S103141)
7. By Councillor Mandla
Question
Please answer the following questions:
1. Staffing: (a) Ranger staff numbers by permanent employees for the last seven years; and
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(b) Casual employees for the last seven years. (c) Provide employment agreements and / or contracts and /or conditions of employment that Rangers enter into in the course of their employment. (d) Please provide a copy of any manuals that may exist in the Ranger Unit.
2. An organisational chart demonstrating reporting lines from the (CEO) to the rangers unit.
3. Provide an analysis of casual staff in terms of numbers and shifts for the 2011, 2012, 2013 and 2014 years.
4. Sick leave analysis for the last seven years by casual and permanent staff.
5. Staff turnover of permanent and casuals for the last seven years.
6. Seven year analysis of infringement notices issued, highlight the years and percentage by which fines went up and the revenue. This should be directly contrasted with parking meter revenue and noting average infringements issued by ranger.
7. Please break down the FY14 analysis above to the four quarters showing when the new rostering system was implemented.
8. An analysis of infringement notices issued and revenue since the introduction of the new roster.
9. In respect of the Warfield enquiry and / or engagement provide: (a) Copy of the letter of engagement. (b) Reports and materials that arose in the course of their engagement.
10. Detail and name the reports and consultant engagements looking at Ranger performance, culture, efficiency or problems in the last 5 years.
Answer by the Lord Mayor
1.(a) The following table provides the number of staff employed as permanent employees in the City Ranger’s unit excluding Ordinance Rangers, Team leaders and administrative staff:
Financial 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 Year
Permanent 93 93 95 95 95 95 93 Employees
1.(b) The following table provides the number of staff employed as casual employees in the City Ranger’s unit excluding Ordinance Rangers and administrative staff:
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Financial 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 Year
Casual 0 0 0 0 11 10 7 Employees
1.(c) Staff employed as City Rangers are employed in accordance with the employment conditions in the City of Sydney Wages/Salary Award 2014, the South Sydney City Council Salaried Officers Award 2014 and the South Sydney City Council Wages Staff Award 2014 . The City’s Awards are available from the City’s intranet and can be made available to Councillors on request.
1.(d) As well as the City-wide policy and procedure manuals, the Rangers have the following unit specific manuals and instructions:
City Rangers Standard Operating Procedures Guideline to the Issue of Cautions for Parking Offences Road Rules Handbook Work Health and Safety Safe Work Method Statements Induction Handouts.
A copy of these documents can be made available to Councillors on request.
2. The organisational chart demonstrating reporting lines from the (CEO) for the City Rangers unit will be made available by e-mail to Councillors.
3. Casual employees are reported above in table 1(b). An analysis of casual staff by shift is not available.
4. The following table provides the average annual sick leave (days) for permanent employees in the City Ranger’s unit excluding Ordinance Rangers, Team leaders and administrative staff. Casual employees do not have an entitlement to sick leave.
Financial 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 Year
Sick leave 11.2 13.7 13.1 16.0 16.8 19 16.1 Average (days)
5. The following table provides the staff turnover rates for permanent and casual employees in the City Ranger’s unit excluding Ordinance Rangers, Team leaders and administrative staff over the past 7 years:
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Financial 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 Year
Turnover 25.8 8.6 8.4 10.5 6.3 15.8 10.8 %
6, 7 and 8.
The following table shows analysis of infringement notices issued and revenue, together with parking meter revenue and noting average infringements issued by rangers.
2007/2008 2008/2009-9 2009/2010 2010/2011
PIN numbers 376,877 390,618 397,771 372,220 (*)
Fine revenue $37,033,501.00 (gross) $36,348,544.00 $38,433,084.00 $38,608,858.00
% difference 5.70% 0.45% -4.08%
Average infringement 1949 2092 2387 2077 per Ranger per year (***)
Parking Meter $34,273,447.00 Revenue $27,285,615.00 $29,493,945.00 $31,591,802.00
2011/2012 2012/2013 2013/2014
PIN numbers 344,560 317,559 290,131 (*)
Fine revenue $35,441,660.00 $36,267,857.00 $33,269,906.00 (gross)
% difference -4.20% 2.3%(**) -8.2
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2011/2012 2012/2013 2013/2014
Average infringement 1923 1856 1697 per Ranger per year (***)
Parking Meter $34,112,250.00 $34,839,961.00 $35,779,243.00 Revenue
2013/2014 year Q1 Q2 Q3 (****) Q4
Penalty notices 82,345 67,399 68,747 71,640 issued Fine revenue $9,408,297 $7,779,265 7,902,210 $8,180,134 (gross)
(*) Penalty notices reflect both parking and ordinance fines. On average over the past three financial years, 143 ordinance penalty notices per month were issued. (**) Fine amount increased by more than CPI. (***) Calculation is based on all staff who issue infringement notices. Team Leaders and ordinance staff issue less penalty notices than parking rangers. (****) New roster commenced on the 16 November 2013.
9. Warfield and Associates were engaged under a Standard Consultancy Agreement. The scope for the engagement was agreed in a briefing meeting between Warfield and Associates, the Manager Human Resources Operations and the Director City Operations.
Warfield and Associates were engaged in May 2012 to investigate complaints and grievances made by staff within the Rangers Unit. The report submitted by Warfield and Associates contains personal and confidential information and cannot be disclosed. The table below lists the main recommendations of the report and the actions taken by Council.
Main Recommendations Actions implemented Ensure the Management and Team Scheduled management meetings are held Leader meetings are held on a fortnightly and Team Leader meetings are held regular basis. This should be the monthly. forum for raising issues and More frequent ‘unscheduled’ meetings are held to ensuring consistent approach to discuss specific issues as they arise. communication and strategy. The Seven “tool box talks” a day are held, in which the meetings should be at least monthly staff starting work are briefed on topical issues if not fortnightly. and have the opportunity to raise questions about operational matters. “Feedback Forums” are held monthly in which elected staff representatives meet with management, Workforce Services staff, and the Director (as required), raising topical issues and making constructive suggestions for change.
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Main Recommendations Actions implemented The Unit also uses tools such as a monthly newsletter to all staff and regular all staff briefings to disseminate information to staff
Consider creating a strategy team Recommendation was considered but deemed involving Team Leaders and a impractical. Having 8 parking rangers and 8 team Ranger Representative from each leaders meeting daily with the administration staff team to plan and carry out and supervisors to allocate duties for the following operations and day to day roster day was not workable. Instead, suggestions from allocation of sectors. the “Feedback Forum”, concurrent with an on- going analysis of the complaints and motorists’ habits, as well as feedback from field staff, ensures the allocation of daily duties is in response to changing demands. Provide more training for Team Workshops and coaching was provided to Leaders as to how to communicate develop collaboration and team work amongst and effectively manage non- Team Leaders. performers Additional training sessions were provided in – • Performance and Development Planning • Performance Conversations (including difficult conversations) • Resilience training • Creating a positive workplace culture. Have Team Leaders spend more The organisational structure of City Rangers was time in the field so they know the reviewed, resulting in the creation of three new areas, conditions and build rapport coordinator roles, as well as a re-organisation of with staff. administrative support functions. These changes allow Team Leaders to spend more time in the field with their staff.
Regular meetings between Co-ordinators and Team Leaders to ensure the latter are managing their staff effectively, providing support and guidance when required. Clearly articulate performance Promotion to Team Leader or transfer to criteria for promotion to Team Ordinance is in accordance with the City’s Leaders and / or transfer to Recruitment and Selection Policy. Candidates are Ordinance. Ordinance is perceived required to demonstrate a capacity to fulfil the as a 'better job' due to higher wages responsibilities of the position as outlined in the and not having to walk around all position description. day. In conjunction with the City-wide focus on developing staff, parking rangers who are considering a career as an ‘ordinance’ ranger now have the opportunity to act in the role for three months before deciding whether to apply or not. In this time, they are mentored and learn the requirements of the role and what skill gaps there may be. Similarly with Team Leader positions, rangers have the opportunity of relieving duties as a supervisor, during which they are mentored and learn the requirements of the role.
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Main Recommendations Actions implemented Regular performance conversations between staff and their supervisors, in which the staff are encouraged to discuss their career aspirations and together with their supervisor, agree on a plan of development to help them achieve their goals. Conduct an audit of lowest The City introduced a new Staff Performance performers in each group. Management and Development System, which establishes performance criteria for all staff. All employees are assessed against these criteria during performance reviews held twice a year. These reviews may identify where an employee fails to meet the expectations of the organisation, against both results and standards of behaviour. Team Leaders also review the operational performance of their team members on a daily basis. Let Team Leaders and Rangers The management of staff grievances is in know the progress of grievances accordance with the relevant City policies and and Code of Conduct breaches so procedures. Staff have been briefed on these they don't think the grievance has procedures, including the Code of Conduct, WHS been 'swept under the carpet'. Consultation Procedure (including complaints handling), and the Staff Complaints Policy. All staff have received training in the City’s Code of Conduct.
10. In October 2009, an Internal Audit was undertaken entitled "Internal Audit of Parking Enforcement and Revenue Management". Only minor issues were identified relating to: the reconciliation of data between State Debt Recovery Office and the City’s systems, potential improvement to the way that patrols are scheduled to address non-compliance and internal communications between Parking and Rangers.
In September 2013, Governance completed a report into its review of an allegation that a City Ranger had failed to disclose a conflict of interest. The review found that a City Ranger failed to remove themself from an internal infringement notice appeal process that related to a penalty issued to a close family member. Disciplinary action was taken against the City Ranger by Workforce and Services.
In June 2013, Governance completed a report into its review of an allegation that a City officer was providing advanced notice of Ranger inspections to the proprietor of a business. The review was unable to find any evidence of misconduct and the allegation was not sustained. A briefing was given to all City Rangers regarding the circumstances of the allegation and reminded them of their obligations to act ethically.
In January 2013, an internal audit delivered a report to the City setting out its findings from a review which was conducted into allegations of nepotism during City Rangers recruitment processes. The audit examined the recruitment of three officers and made no adverse findings. The audit also found that recruitment practices were appropriate, however, a recommendation to upload and properly store selection panel convener’s notes was adopted. This was a follow-up to an earlier audit of recruitment practices for Rangers in 2010.
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DIVERSIFICATION, EQUAL REPRESENTATION AND ETHICAL CONDUCT (S103147)
8. By Councillor Vithoulkas
Question
Given the strong internal focus on diversification, equal representation and ethical conduct that influences daily decisions within the organisation of the City Of Sydney, is support of similar values being encouraged with the partners we work with?
Does the City have set criteria that include diversification, equal representation and ethical conduct regarding any businesses or organisations that we sponsor that must be met in order for sponsorship to be considered?
What are the methods the City Of Sydney uses to discover diversity principles and ethical conduct values of potential and exiting partners?
Answer by the Lord Mayor
The City of Sydney’s Grants and Sponsorships Policy and Corporate Sponsorship Policy both include an ethics framework.
Ethics Framework
The City will not support any activities or entities that are considered to unnecessarily:
• Pollute land, air or water • Destroy or waste non-recurring resources • Market, promote or advertise products or services in a misleading or deceitful manner • Produce, promote or distribute products or services likely to be harmful to the community • Acquire land or commodities primarily for the purpose of speculative gain • Create, encourage, or perpetuate militarism or engage in the manufacture of armaments • Entice people into financial over-commitment • Exploit people through the payment of below-award wages or poor working conditions • Unlawfully discriminate, or encourage unlawful discriminatory behaviour, including discrimination on the basis of race, religion or sex in employment, marketing or advertising practices • Contribute to the inhibition of human rights generally.
Outgoing Grants and Sponsorships
For all outgoing grants and sponsorships, the City requires that recipients comply with the ethics framework as detailed in the Grants and Sponsorship Policy 2012. Applicants are required to confirm that their organisation and projects align with the City’s framework through a mandatory question in the application form. The Grants and Sponsorship Policy also states that the City does not provide grants and sponsorships for projects that directly contravene existing City policies.
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Incoming Sponsorships
The Corporate Sponsorship Policy 2012 states the types of sponsorships that are not permitted under the policy, including those that pose a conflict between the objectives and values of the City and those of the Sponsor. As part of the procedure in acquiring a sponsor, the City researches each organisation via the ethical database, http://www.ethical.org.au/, in order to assess the credentials before engaging the sponsor.
Whilst we have this framework in place, the organisations we sponsor and organisations that sponsor City events might have undisclosed connections with other organisations around the world. We actively respond to any complaints or issues that are brought to our attention.
RECYCLING CONTAMINATION EDUCATION SCHEME (S103142)
9. By Councillor Scott
Question
What are the City of Sydney contamination rates of residential recycling collections?
In the past 10 years, has the City invested in an education scheme for residents to raise awareness of the problems regarding waste contamination in residential recycling collections?
If so, when and at what cost?
Will the City consider investing in a residents’ education scheme to raise awareness of recycling contamination in future?
Answer by the Lord Mayor
The City of Sydney’s current residential recycling contamination rate is 7.6%.
In the past 10 years, the City has invested in a range of education schemes for residents that aim to raise their awareness about contamination issues in the recycling bin.
The primary scheme is the City’s Zero Waste Campaign which launched in 2008. The campaign promotes waste as a valuable resource through targeted recycling education collateral (ie, the Waste and Recycling Guide, bin stickers, posters for apartment buildings), online recycling resources and targeted campaigns that promote the City’s waste and recycling services. The program also provides information on what can and cannot be placed in the residential recycling bin and how residents can help the City reach the resource recovery target of 68% by 2014 (achieved for the first time in 2014).
The cost of the Zero Waste Campaign is approximately $278K per year and is recovered through the domestic waste management charge.
The City is committed to increasing residents’ awareness of contamination issues and will continue to use the Zero Waste Campaign to educate residents on how to recycle correctly.
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CCTV NETWORK (S103142)
10. By Councillor Scott
Question
In a press release issued by the City of Sydney on Friday 25 July and titled “Expanded CCTV network to boost safety and fight crime”, the Lord Mayor was quoted: “This expansion of our CCTV network with full-sweep cameras and better quality images for should [sic] act as a deterrent and assist police in keeping people safe in our late-night hot spots”.
Has the City commissioned or conducted any research into the claim that CCTV cameras act as a deterrent or increase safety in late-night hot spot areas?
When was this research commissioned and what was the cost?
Was this research completed?
Can the Lord Mayor provide any peer-reviewed research reports that support her claim that CCTV cameras act as a deterrent to prevent crime?
Answer by the Lord Mayor
In May 2012, the City engaged Sydney Institute of Criminology, Sydney University, to complete an evaluation of the Street Safety Camera Program against its stated objectives. The evaluation was to be completed over a two year period, using a pre and post installation analysis of the expansion of the program in Kings Cross.
Due to the large number of crime and public safety initiatives implemented during the period of evaluation, the University advised it was not possible to determine the impact of CCTV on crime prevention, intervention, investigation, and prosecution rates. On that basis, the project was terminated by agreement with the University in October 2013. The cost of this project up to October 2013 was $81,000. The research and data provided from this study was then transferred to the new study outlined below. There was no additional cost to the City for the new study.
The City has recently been invited to participate in an Australia-wide research project being undertaken by the Australian Institute of Criminology. The research project seeks to answer questions relating to:
• the extent of CCTV use by local councils and shires in Australia;
• the characteristic of CCTV systems currently in use by local councils and shires;
• the costs associated with the installation, operation and maintenance of CCTV systems; and
• the main benefits and challenges associated with public place CCTV systems.
The City has offered to support the project by providing preliminary data from the City’s CCTV evaluation project. This data includes:
• focus groups with police, residents, businesses, prosecutors, and City staff;
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• Kings Cross street surveys completed pre and post installation of cameras; and
• pre and post-installation data of crime in the Kings Cross area.
While the outcomes of this research will not be known for some time, it is important to note that, in 2013/14, the City’s CCTV operators managed over 3,500 incidents, contacted the police over 2,000 times, assisted in the immediate identification of 290 offenders, and provided police with over 900 items of footage to assist with investigation of offences.
The City’s Street Safety Camera Program operates in partnership with the NSW Police. Our CCTV operators frequently identify potential incidents of antisocial behaviour. These potential incidents are quickly escalated to NSW Police via vision transfer, facilitating a rapid response and an increased police presence to deter potential offenders.
GRANTS AND SPONSORSHIPS (S103142)
11. By Councillor Scott
Question
How many festivals, conferences, organisations, or events have been allocated funding or sponsorship outside of the Grants and Sponsorships Policy or Quick Response Grant process since 2004, including a table of:
. Year; . Name of the festival, conference, organisation, or event; . Value of the grant or sponsorship for each recipient; and . Value in-kind of the grant or sponsorship for each recipient?
Answer by the Lord Mayor
The first Grants and Sponsorship Policy was endorsed by Council on 9 May 2005 and included 10 programs. Since that time, the Grants and Sponsorship Program has grown, informed by Sustainable Sydney 2030 and the corporate policies and strategic directions. Currently, there are 19 grants and sponsorship programs.
The most recent Policy adopted by Council in 2012 states that “Council may approve grants and sponsorships outside this policy as it sees fit.”
Occasionally, grants and sponsorship requests do not fit neatly within the criteria applied to the programs and, as with other grants and sponsorships, these are brought to Council for approval.
These ad hoc grant requests are one reason the City is undertaking the Grants and Sponsorship review. The recommendations of this review will be put to Council later this year.
Data has been provided for the previous two years that covers the existing policy period. Staff would need considerably more time to investigate the volume of grants approved between 2004 and 2012, and to check the data against previous versions of the policy.
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The City supported a total of 22 festivals, conferences, organisations, or events in 2012/13 and 2013/14 through ad hoc grants approved by Council which did not sit clearly within current Grants and Sponsorship Policy programs. In total, the City provided funding of $1,174,774, of which $815,200 was in cash and $359,574 was in-kind.
Year Name of Organisations /Events supported Value in Value in- approved cash kind 2013/14 Vivid Sydney NIL $230,000 2013/14 Australian Institute of Architects - 2014 and $10,000 NIL 2016 Venice Architecture Biennales 2013/14 Pyrmont Ultimo Chamber of Commerce and $30,000 $2,000 Industry Incorporated - Pyrmont Festival of Wine, Food and Art 2013/14 Potts Point Partnership Incorporated - Kings $50,000 $4,000 Cross Festival 2013/14 Glebe Chamber of Commerce - Glebe Street $30,000 $12,000 Fair 2013/14 South Cares Public Benevolent Institution - $50,500 NIL South Cares Rabbitohs Grant 2013/14 Australian Institute of Architects - Australian $10,000 NIL Institute of Architects' National Architecture Awards 2013 2013/14 New Democracy Foundation - New $60,000 $18,921 Democracy and the Thomas Kelly Foundation 2013/14 Taronga Conservation Society Australia - $7,000 NIL White Rhinos 2013/14 Australian Community Energy Congress - 16 $5,000 NIL and 17 June 2014 2013/14 Walsh Bay Arts and Commerce Incorporated - $30,000 $20,000 Walsh Bay Arts Festival 2013/14 Walkley Foundation - Walkley Awards for $30,000 NIL Excellence in Journalism 2013/14 United Nations Association of Australia $3,000 NIL (NSW) - International Day of Peace Program Wreath Laying Ceremony 2013/14 Australian Red Cross - Centenary $5,000 NIL Humanitarian Village 2012/13 Royal Australian Navy - International Fleet $330,000.00 $24,000 Review 2013 2012/13 Woop! Incorporated - 2012 Woop! Rolling $25,000 $2,653 Festival 2012/13 Australian Water Association - Decentralised $7,700 NIL Water and Wastewater Systems Conference 2012 2012/13 Potts Point Partnership - 2012 Kings Cross $120,000 NIL Cultural Festival 2012/13 Australasian Waste and Recycling Expo - $9,000 NIL Australasian Waste & Recycling Expo 2012 2012/13 Energy Efficiency Council - Energy Efficiency $3,000 NIL Council 2012 National Conference 2012/13 WWF - Earth Hour 2013 NIL $16,000 2012/13 Springboard Enterprises NIL $30,000 $815,200 $359,574
QUESTIONS ON NOTICE 16282508
COUNCIL 25 AUGUST 2014
COMPOST REVOLUTION (S103142)
12. By Councillor Scott
Question
Will the City of Sydney seek to participate in the Compost Revolution, Waste Less, Recycle More scheme?
If so, what benefits will be available for residents?
If not, why not?
Answer by the Lord Mayor
The City will not be seeking funding under the NSW Environmental Protection Authority’s ‘Waste Less, Recycle More Initiative’ to fund a Compost Revolution program.
A review of the Compost Revolution trial in June 2014 by the City’s Sustainability Programs team found the program was not efficient in terms of the amount of waste recovered through the program compared to the amount of resources required to deliver the initiative to residents.
It was also determined that this particular method of sustainability engagement was not as effective as the current composting workshops available to residents through the City’s Green Villages program.
CHINESE NEW YEAR FESTIVAL ADVISORY GROUP (S103142)
13. By Councillor Scott
Question
Who chairs the meetings of the City’s Chinese New Year Festival Advisory Group?
Who are the members of the City’s Chinese New Year Festival Advisory Group?
What is the process for the appointment of a chair to the City’s Chinese New Year Festival Advisory Group?
What is the process for the appointment of members to the City’s Chinese New Year Festival Advisory Group?
What are the terms of reference for the City’s Chinese New Year Festival Advisory Group?
What are the future meeting dates, times, and locations of the City’s Chinese New Year Festival Advisory Group for 2014?
Where are past minutes of the City’s Chinese New Year Festival Advisory Group available?
Where will the Chinese New Year Parade occur in 2016?
QUESTIONS ON NOTICE 16282508
COUNCIL 25 AUGUST 2014
Answer by the Lord Mayor
The Chinese New Year Advisory Group evolved several years ago from the Chinatown Cultural Advisory Committee’s Chinese New Year Festival sub-committee. This was not established as a panel by the Council. At the time, membership guidelines were developed. These have acted as terms of reference. In answer to the questions above:
Councillor Robert Kok is the Chair. Members are: Ms Lin Abbot, Dr Tony Goh, Ms Josephine Lam, Ms Daphne Lowe Kelley, Ms Patricia Quah, Mr Aaron Seeto, Ms Vivien Sung, Mr Raymond Tai, Ms Imogen Yang, Mr Shah Yee.
In accordance with the Membership Guidelines, the Chair is appointed by the CEO, in consultation with the Lord Mayor. All appointments are made by the CEO, in consultation with the Lord Mayor. All appointments are for a period of two years, for a maximum of three terms.
Following the 2014 Festival, the City began a period of extensive community consultation on the future of the Festival, precipitated by the external impacts on the Festival’s core events:
(a) the loss of George Street for the Twilight Parade after the 2015 Festival due to light rail works; and
(b) the ongoing impacts on the Dragon Boat events due to works at Darling Harbour for the redevelopment of the Sydney Convention and Exhibition Centre and the IMAX building.
In order to obtain direct feedback on the community consultation process, which has been commenced by the current Advisory Group, the current members were renewed for one additional year.
The functions of the advisory group are:
• To advise the City on matters relating to cultural events and activities for the Chinese New Year Festival in all parts of the City of Sydney Local Government Area.
• To assist with running various aspects of events within the Chinese New Year Festival as directed by City staff.
• To provide the City with cultural advice and feedback to ensure all elements of the Chinese New Year Festival are culturally appropriate.
• To provide advice/feedback to the City in regard to the development and implementation of Chinese New Year Festival events and projects.
• To assist the City to raise funds and secure sponsorship for the Chinese New Year Festival.
Future meeting dates are currently:
Wednesday, 27 August 2014 Wednesday, 24 September 2014 Tuesday, 21 October 2014
QUESTIONS ON NOTICE 16282508
COUNCIL 25 AUGUST 2014
Wednesday, 7 January 2015 Wednesday, 4 February 2015 Wednesday, 25 March 2015 (2015 CNY Festival Debrief)
Staff will ensure that these are included in the Key Diary Dates, including their location. It should be noted that meeting dates and times change according to the availability of the panel members. Staff will prepare CEO updates following each meeting, with a summary of the minutes. The Chinese New Year Festival is in a period of transition. A community consultation process is underway. A report will be brought to Council in due course on the future of the Festival, including options for the Parade, and recommendations as to the membership and new Terms of Reference for the Advisory Panel.
LORD MAYOR’S CHRISTMAS 2014 LAUNCH (S103142)
14. By Councillor Scott
Question
Has there been a launch for the City’s Christmas Decorations?
If so, what date was the launch held?
What was the venue for the launch?
What was the total cost of the launch, broken down by:
. Design, printing, and distribution of the invitations; . Catering; . Value in-kind room hire; . Other?
Who was invited to the launch?
Which Councillors were invited?
Which Councillors attended?
Answer by the Lord Mayor
The City hosted an event on 29 July 2014 in the Vestibule at Sydney Town Hall to provide information to retailers and potential and existing commercial partners for the City’s Christmas celebrations.
The City presented the overall three year Christmas vision and marketing strategy, including the introduction of Melissa Doyle as the Christmas Ambassador. It aimed to encourage our retailers and potential and existing partners to contribute to the City’s initiatives over the Christmas period and to consider partnership opportunities for 2014 and beyond.
Below gives a breakdown of the costs (figures below exclude GST):
QUESTIONS ON NOTICE 16282508
COUNCIL 25 AUGUST 2014
Description Costs excl GST Design/printing/distribution of invitations (template emails) NIL Catering $6,045 Venue (value in kind room hire) NIL Production (includes lighting/screen/projection/technicians/theming) $5,800 Photographer $1,320 TOTAL (excluding GST) $13,165
Those invited to the event included Sydney retailers, potential and existing commercial partners and Chambers of Commerce. As a normal operational event, rather than a launch of Christmas decorations, Councillors were not invited.
PUBLIC HEALTH ISSUE IN MILLERS POINT (S103142)
15. By Councillor Scott
Question
What actions have the City taken to deal with the increase of the number of rats in Millers Point?
Answer by the Lord Mayor
City records indicate there have been no reports of increased rat activity in Millers Point. The City continues to monitor and control rats by having a permanent rat control program of baiting in this and other areas of the City in order to control and monitor rat infestations.
The Millers Point area has permanent bait stations in Rodens Lane, Downshire Street and Ferry Lane. These bait stations were checked on Thursday 14th August by the City’s Pest Control Officer who recorded that there had been ‘no rat activity’.
The City’s parks maintenance contractor also implements a baiting program as part of their services which is ongoing.
SMALL BARS IN THE CITY OF SYDNEY (S103148)
16. By Councillor Forster
In the June 2014 edition of the City of Sydney's Sydney City News, it was stated that "Sydney now boasts more than 80 small bars some of which have enlivened many of our laneways and forgotten spaces."
There are seven liquor licence categories in New South Wales. The Small Bar Licence allows liquor to be sold in a bar that is restricted to a maximum of 60 patrons.
How many bars in Sydney hold Small Bar Licences?
QUESTIONS ON NOTICE 16282508
COUNCIL 25 AUGUST 2014
Answer by the Lord Mayor
In 2007, the NSW Liquor Act was amended to include ‘General Bar Licence’ and the ‘Primary Service Authorisation’, which came into effect on 1 August 2008. ‘Small bars’ opened in the City of Sydney use one of these two licence types. There was no small bar specific licence introduced or available at that time.
The City of Sydney Late Night Trading DCP 2007 definition of a Category B low impact premise includes: • a hotel within the meaning of the Liquor Act 2007 that has a capacity of 120 patrons or less and is designated as a general bar licence; and • premises that have a capacity of 120 patrons or less where the primary purpose is the sale or supply of liquor for consumption on the premises
This definition of a low impact licensed premise with 120 people or under became popularly defined, locally and nationally, as a ‘small bar’ and was known as such by the public, media and relevant authorities at that time, including the Police, The Office of Liquor Gaming and Racing and the City of Sydney. The Small Bars Association NSW, defines a small bar as being a ‘venue’ with a capacity of 120 people or less, no matter what type of licence is held. Under this definition there are 80 small bars in Sydney.
The small bar licence, of 60 patrons or under, was introduced by the Office of Liquor, Gaming and Racing in July 2013. There are currently 8 venues in the City of Sydney LGA operating under the small bar licence.
CHAMBERS OF COMMERCE AND BUSINESS PARTNERSHIPS FORUM (S103142)
17. By Councillor Scott
Question
What was the total cost of the Chambers of Commerce and Business Partnerships Forum in May 2014, broken down by: . Design, printing, and distribution of the invitations; . Catering; . Value in-kind room hire; . Other?
Who was invited to the launch?
Which Councillors were invited?
Which Councillors attended?
Has the City hosted any other Chambers of Commerce events in 2014?
If so, can details be provided of the dates of each event and the total cost of each event, broken down by:
. Design, printing, and distribution of the invitations; . Catering; . Value in-kind room hire; . Other?
QUESTIONS ON NOTICE 16282508
COUNCIL 25 AUGUST 2014
Answer by the Lord Mayor
The costs of the Lord Mayor’s Chambers Forum on 15 May 2014 were:
AV equipment $1,339.25 Catering/Drinks $2,000.00 Auslan Interpreter $480.00 Design, print & distribution of invitations $0 Email invite Room Hire $0 Lord Mayor’s Reception Room Total $3,819.25
Chambers of Commerce invited: • Glebe Chamber of Commerce • Haymarket Chamber of Commerce • Leichhardt & Annandale Chamber of Commerce • Darlinghurst/2010 Business Partnership • Chippendale Creative Precinct • Potts Point Partnership • Paddington Business Partnership • Sydney Harbour Foreshore Authority • Lane Cove Alive • Chippendale Creative Precinct • Walsh Bay Arts & Commerce • Walsh Bay Precinct Partnership • South Sydney Business Chamber • Newtown Precinct Business Association • Pyrmont Ultimo Chamber of Commerce • NSW Business Chamber • Sydney Business Chamber • Darling Harbour Business Association Inc • Paddington Business Partnership
Liquor Accords invited: • South Sydney Liquor Accord • City North Liquor Accord
Councils invited • Ashfield Municipal Council • Woollahra Municipal Council • Waverley Council • North Sydney Council • Marrickville Council • Pittwater Council • North Sydney Council • Bankstown Council • Botany Bay City Council • Parramatta Council • City of Canada Bay Council • Leichhardt Municipal Council • Warringah and Pittwater Councils • Randwick City Council • Rockdale City Council • Camden Council
QUESTIONS ON NOTICE 16282508
COUNCIL 25 AUGUST 2014
Other stakeholders invited • Office of Small Business Commissioner • Tourism Accommodation Australia • NSW Restaurant & Catering Association • Korean Community Association of NSW • Brain Injury Association of NSW • Three Saints Square Project Group • Restaurant and Catering Australia • Deaf Ministries International • Design Advisory Panel • Property Council of Australia, NSW Branch • Australian Hotels Association (NSW) • Destination NSW • Australian Network on Disability • Macquarie University MQ Hearing Strategy for Learning and Teaching • Australian National Retailer's Association • Brookfield Office Properties Australia • Louis Vuitton Australia
Councillors invited: • Lord Mayor Clover Moore - Accepted • Deputy Lord Mayor Robyn Kemmis - Accepted • Cr Irene Doutney - Accepted • Cr Christine Forster - Accepted, Did not attend • Cr Jenny Green - Accepted, Did not attend • Cr Robert Kok - No response • Cr John Mant - Declined • Cr Edward Mandla - Declined • Cr Angela Vithoulkas - Accepted • Cr Linda Scott - Declined
Key City Staff invited: • Monica Barone, CEO • Ann Hoban – Director City Life • Andrea Beattie - Executive Manager, Research, Strategy & Corporate Planning • Suzie Matthews - Manager City Business & Safety • Robyn Simon – Business Precincts Manager • Steven Hillier – Research Manager – Speaker • Phillip Raskall – Strategic Research Manager – Speaker • Francesca O’Brien – Manager Economic Strategy - Speaker
During 2014 the City also hosted a forum for Chambers of Commerce on 19 February 2014 with Marcus Westbury, Renew Australia, as the speaker. The costs were:
Speaker $2, 236.57 Catering/Drinks $650.00 Design, print & distribution of invitations $0 Email invite Room Hire & AV - Marconi Room $331.81 Total $3,218.38
QUESTIONS ON NOTICE 16282508