NSW Post-Budget Address
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Greater Parramatta and the Olympic Peninsula Is the the Way We All Imagine Greater Sydney
Greater Our true centre: the connected, Parramatta and the unifying heart GPOP Olympic Peninsula About Us The Greater Sydney Commission (the Commission) was established by the NSW Government to lead metropolitan planning for Greater Sydney. This means the Commission plays a co-ordinating role in economic, social and environmental planning across the whole of Greater Sydney. The Commission has specific roles and responsibilities, such as producing District Plans, the Metropolitan Strategy and identifying infrastructure priorities. Collaboration and engagement are at the core of everything the Commission does. We work across government, with communities, interest groups, institutions, business and investors to ensure that planning for Greater Sydney results in a productive, liveable and sustainable future city. October 2016 FOREWORD CHIEF COMMISSIONER’S DISTRICT COMMISSIONER’S FOREWORD FOREWORD It’s time for a change of perspective and a change in Greater Parramatta and the Olympic Peninsula is the the way we all imagine Greater Sydney. geographic and demographic heart of Greater Sydney, Today, more than 2 million people live west of Sydney and a key part of the West Central District. Olympic Park, yet everyday around 300,000 people We have the opportunity to shape the transformation leave the region to travel for work. of the place we now call GPOP. Greater Sydney needs a true city at its centre, close Global best practice shows that a co-ordinated to its heart. We need a central ‘30-minute city’, that is approach to public and private investment is critical connected to the north, south, east and west. for successful transformation, involving innovation and GPOP is the name we have given to the Greater enterprise. -
Re Particularly Interested in the Live PROGRAM 01· Exhibits)
AUSTRALIAN MUSEUM A n n u a f ''Re p a r t A M eAnnua{ Report o{ the AUSTRALIAN MUSEUM ISSN 1039 • ·1141 To the Hon Bob Carr MP fre111i£'r a/1(/ t(illister /('1 rite · lrts Sir. In accordance with the provisions of the Annual Reports (Statutory Bodies) Act 1984. and the Public Finance and Audit Act 1983. we have pleasure in submitting this report of the activities of the Australian Museum Trust for the financial year ended 30 June 1996 for presentation to Parliament. On behalf of the Australian Museum Trust. Dr Des Griffin AM Mr Malcolm Long Secrrfm·lf fi/ tfu, .Jmsl fresic/elll oj tlte Jmsl AUS IR AL I AN MUSE UM 6 College Street Sydney 2000 Phone: (02) 9320 6000 Internet: i1ifol @amsg .Austmus.gov.au Open 7 days (except Chnstmas Day) 9.30am to 5pm Admission Charges: Family $12, Child $2, Adults $5, Concession $3, Seniors and TAMS Members Free . contents Statement of Ph1losophy 4 Introduction 6 Highlights 7 Premier's Message 8 President's Message 10 Director's Message 12 PubliC Programs and Marketing 16 Sc1ence m the Museum 22 Commerc1al Act1V1t1es 36 Corporate Serv1ces 40 Fmanc1al Statements 46 Appendices Trust 62 Management Structure 64 Staff 66 Publ1cat1ons 70 Sponsors 83 Index 84 statement of philosophy The future of our natural environment and cultural heritage IS of central concern: we intend to join in public debate and g1ve adv1ce to government, the community and business. where we have special knowledge The Australian Museum is comm1tted to: • Excellence in research and scholarship 1n natural science and human studies for the benefit of current and future generations. -
Making Housing More Affordable
MAKING HOUSING MORE AFFORDABLE Housing Affordability Task Force Urban Development Institute of Australia NSW At the beginning of 2017, the Urban Development Institute of Australia NSW (UDIA NSW) established a Housing Affordability Task Force to deliver an action plan aimed at addressing the housing affordability crisis in NSW. UDIA NSW would like to thank the task force members for their input into the action plan. UDIA NSW Housing Affordability Task Force Members Mike Scott (Chair), The Treadstone Company Arthur Ilias, Lendlease / UDIA NSW President Nicole Woodrow, Task Force Program Manager Stephen Abolakian, Hyecorp Toby Adams, Charter Keck Cramer Gerry Beasley, Walker Corporation Michael Corcoran, UDIA National President Rod Fehring, Frasers Property Australia Andrea Galloway, Evolve Housing Ian Harrison, St George Bank Shane Geha, EG Property Peter Howman, Development Services Advisory Toby Long, Mirvac Jennifer Macquarie, The Housing Trust Richard Rhydderch, Stockland Dominic Sullivan, Payce Nick Tobin, Aqualand Sara Watts, City West Housing Officers Steve Mann, UDIA CEO Justin Drew, UDIA NSW GM Policy and Corporate Affairs MAKING HOUSING MORE AFFORDABLE 1 CONTENTS 1 Executive Summary 2 Purpose 3 The Problem – Aligning Supply and Demand 3.1 Housing Supply Drivers 3.2 Housing Demand 3.3 Identification of the Problem – Housing Supply and Affordability Reform 4 The Solution – Fix the Housing Supply Chain 4.1 Co-ordination of Housing Supply and Supporting Infrastructure 4.2 Diversity 4.3 Productivity and Efficiency 4.3.1 Uncertain Timeframes -
Western Sydneymeets East Londonnorth & South of the Thames
Western Sydney meets East London North & South of the Thames Steering Committee and delegate bios W: westernsydney.org.au | A: PO Box 3201 North Parramatta NSW 1750 Australia September 2019 | Page 1 Western Sydney meets East London North & South of the Thames Study tour Steering Committee - bios Christopher Brown AM Chairman and Founder, Western Sydney Leadership Dialogue Christopher retired as Pro Chancellor of Western Sydney University after eight years as a Trustee and Director, in mid-2019. He continues to serve on the boards of the Western Sydney University Academy and External Affairs Committee. Having served on dozens of government boards over 30 years, he was a member of the Federal/State commission that chose the Badgerys Creek Airport site and then devised an advocacy campaign to secure Cabinet support. He served on the NSW Transport & Planning Blueprint Panel that first recognised Parramatta as Sydney’s second CBD and advises News Corp’s ‘Go West/Project Sydney’ editorial campaign. Christopher chaired the WestLine Partnership, which secured a light rail connection in the Olympic Corridor, and the Western Sydney Rail Alliance, which secured $5+ billion to build north/south rail connections to Badgerys Creek. He was founding Convenor of the Parramatta Partnership Forum and the Committee for Liverpool, and now manages the Canterbury-Bankstown Forum and Advance Blacktown civic leadership forums. He chairs the South Western Sydney Local Health Advisory Board and served as an adviser to the Western Sydney Parklands. Raised and educated in Parramatta, he was awarded Australian Honours for services to industry and community in 2014. Leanne Bloch-Jorgensen Head of Thought Leadership and Insights, Corporate and Institutional Bank, National Australia Bank Leanne has spent more than 25 years in the banking and finance sector, having held a variety of strategic and transactional roles in both major domestic and boutique investment banks. -
SOH-Annual-Report-2016-2017.Pdf
Annual Report Sydney Opera House Financial Year 2016-17 Contents Sydney Opera House Annual Report 2016-17 01 About Us Our History 05 Who We Are 08 Vision, Mission and Values 12 Highlights 14 Awards 20 Chairman’s Message 22 CEO’s Message 26 02 The Year’s Activity Experiences 37 Performing Arts 37 Visitor Experience 64 Partners and Supporters 69 The Building 73 Building Renewal 73 Other Projects 76 Team and Culture 78 Renewal – Engagement with First Nations People, Arts and Culture 78 – Access 81 – Sustainability 82 People and Capability 85 – Staf and Brand 85 – Digital Transformation 88 – Digital Reach and Revenue 91 Safety, Security and Risk 92 – Safety, Health and Wellbeing 92 – Security and Risk 92 Organisation Chart 94 Executive Team 95 Corporate Governance 100 03 Financials and Reporting Financial Overview 111 Sydney Opera House Financial Statements 118 Sydney Opera House Trust Staf Agency Financial Statements 186 Government Reporting 221 04 Acknowledgements and Contact Our Donors 267 Contact Information 276 Trademarks 279 Index 280 Our Partners 282 03 About Us 01 Our History Stage 1 Renewal works begin in the Joan 2017 Sutherland Theatre, with $70 million of building projects to replace critical end-of-life theatre systems and improve conditions for audiences, artists and staf. Badu Gili, a daily celebration of First Nations culture and history, is launched, projecting the work of fve eminent First Nations artists from across Australia and the Torres Strait on to the Bennelong sail. Launch of fourth Reconciliation Action Plan and third Environmental Sustainability Plan. The Vehicle Access and Pedestrian Safety 2016 project, the biggest construction project undertaken since the Opera House opened, is completed; the new underground loading dock enables the Forecourt to become largely vehicle-free. -
Local Development Benefits from Staging Global
OECD Local Economic and Employment Development (LEED) Papers 2011/01 Local Development Benefits from Staging Global Events: Achieving the Local Development Legacy from OECD 2012 - A Peer Review of the Olympic and Paralympic Legacy for East London https://dx.doi.org/10.1787/5kgj3lb83kd0-en Local Development Benefits from Staging Global Events: Achieving the Local Development Legacy from 2012 A peer review of the Olympic and Paralympic legacy for East London proposed by the Department of Communities and Local Government, United Kingdom LOCAL DEVELOPMENT BENEFITS FROM STAGING GLOBAL EVENTS: ACHIEVING THE LOCAL DEVELOPMENT LEGACY FROM 2012 A PEER REVIEW OF THE OLYMPIC AND PARALYMPIC LEGACY FOR EAST LONDON PROPOSED BY THE DEPARTMENT OF COMMUNITIES AND LOCAL GOVERNMENT, UNITED KINGDOM 4 About the OECD The Organisation for Economic Co-operation and Development (OECD) is a unique forum where the governments of 30 market democracies work together to address the economic, social and governance challenges of globalisation as well as to exploit its opportunities. The OECD‟s way of working consists of a highly effective process that begins with data collection and analysis and moves on to collective discussion of policy, then decision-making and implementation. Mutual examination by governments, multilateral surveillance and peer pressure to conform or reform are at the heart of OECD effectiveness. Much of the material collected and analysed at the OECD is published on paper or online; from press releases and regular compilations of data and projections to one-time publications or monographs on particular issues; from economic surveys of each member country to regular reviews of education systems, science and technology policies or environmental performance. -
Sydney Opera House Information Guide
Sydney Opera House Information Guide Government Information (Public Access) Act 2009 On 1 July 2010 the Government Information (Public Access) Act 2009 (GIPA Act) replaced the Freedom of Information Act 1989 (NSW). The GIPA Act aims to make government information more open, transparent and accessible to the public and encourage government entities, including Sydney Opera House to proactively release government information. Details about your right to information and how to access government information are available from the NSW Information and Privacy Commission. About the Sydney Opera House The Sydney Opera House is the symbol of modern Australia, the nation’s foremost tourism destination and one of the world’s busiest performing arts centres. A State, National and World Heritage-listed architectural masterpiece, the Opera House is a statutory body established under the Sydney Opera House Trust Act 1961. The Trust’s objectives are to: Administer, care for, control, manage and maintain the Sydney Opera House building and site; Manage and administer Sydney Opera House as an arts centre and meeting place; Promote artistic taste and achievement in all branches of the performing arts; and Foster scientific research into, and encourage the development of new forms of entertainment and presentation. A 2013 Deloitte Access Economics report released for the Opera House’s 40th Anniversary in October 2013 found that the Opera House contributes $775 million a year to the national economy and has a cultural and iconic value to Australia of $4.6 billion. In 2018, to mark the mid-point of the Opera House’s Decade of Renewal, Deloitte released a second report. -
Budget Statement 2021-22 A4 - 1 Classification of Agencies
A4. CLASSIFICATION OF AGENCIES The financial activities of all governments are measured using the government finance statistics (GFS) framework.1 All entities controlled by governments are classified into sectors according to the nature of their activities and funding arrangements. For financial reporting and policy framework purposes, NSW Treasury classifies each NSW Government entity under one of three sectors: general government sector public non-financial corporations public financial corporations. Together, these sectors make up the total state sector. This is not a GFS term, but it is used to describe the scope of all government activities representing the total state. The nature of each sector as it relates to NSW Government entities is as follows: General The general government sector represents the scope of the Budget. Agencies in this sector government sector generally operate under the Financial Management Framework and carry out policy, regulatory and service delivery functions. This sector includes agencies such as the Ministry of Health, Department of Education, NSW Police Force, Rental Bond Board and Independent Pricing and Regulatory Tribunal. ‘General government sector’ is defined under GFS as the institutional sector comprising all government units and non-profit institutions controlled by the Government. Public non-financial Agencies in this sector are either commercial or non-commercial. corporations sector Commercial enterprises generally operate under the Commercial Policy Framework, which aims to replicate disciplines and incentives that drive the efficient commercial practices of private sector businesses. They deliver services to a customer base from which they receive their income. They generally pay dividends and tax-equivalent payments to the general government sector. -
2019-20 Annual Report of the NSW Treasury
Financial resilience, stability and impact NEW SOUTH WALES TREASURY CORPORATION ANNUAL REPORT 2020 How to read this report This annual report was prepared in accordance with the NSW Treasury Annual Report Compliance Checklist. The sections About TCorp, Corporate performance and Operations overview include letters from the Chair and Chief Executive, TCorp aims and objectives, management structure, a summary review of operations, management and activities, and highlights for financial year 2020. The Governance section includes our governance framework, risk management and compliance framework, human resources overview, other required disclosures, financial statements and appendices. All dollar amounts quoted are Australian, unless otherwise noted. Electronic copies of current and previous reports are available at www.tcorp.nsw.gov.au. To assist readers in navigating this report, an index is provided on page 164. Copyright © TCorp (New South Wales Treasury Corporation) 2020 Copyright in the material contained in this report is owned or licensed by New South Wales Treasury Corporation. Except where necessary for viewing the report on the TCorp website on your browser, or as permitted under the Copyright Act 1968 (Cth) or other applicable laws, no material in this report may be reproduced, adapted, uploaded to a third party, linked to, framed, broadcast, distributed or transmitted in any form by any process without the specific written consent of TCorp. Feedback We welcome your feedback on our report to help improve future editions – please contact the Head of Marketing on +61 2 9325 9325. Stay up to date Follow us on www.linkedin.com/company/tcorp-nswtreasurycorporation/ Cover photo An iconic ferry, crossing Sydney Harbour on a foggy morning. -
Sydney 2050: Today's Planning for Tomorrow's Sydney
Sydney 2050: Today's planning for tomorrow's Sydney Friday 14 September 2018, 12.00pm to 2.00pm Shangri-La Hotel, Sydney EVENT SUPPORTING SPONSOR www.ceda.com.au agenda 11.45am Registrations 12.00pm Welcome Lee Kelly State Director NSW/ACT, CEDA 12.05pm Introduction Philip Davies Partner, Infrastructure Advisory, Deloitte 12.15pm Keynote address The Hon. Anthony Roberts MP NSW Minister for Planning, NSW Minister for Housing, Special Minister of State 12.40pm Lunch 1.05pm Introduction Philip Davies 1.10pm Keynote Address Clover Moore Lord Mayor, City of Sydney 1.30pm Moderated discussion and questions 1.55pm Vote of thanks Philip Davies Partner, Infrastructure Advisory, Deloitte 2.00pm Close Lee Kelly State Director NSW/ACT, CEDA sponsor Event supporting sponsor The Star Entertainment Group The Star Entertainment Group is an ASX 100 listed company that owns and operates The Star Sydney, The Star Gold Coast and Treasury Brisbane. The Star Entertainment Group has also acquired the Sheraton Grand Mirage on the Gold Coast in a joint venture and manages the Gold Coast Convention and Exhibition Centre on behalf of the Queensland Government. In November 2015, the company name changed from Echo Entertainment Group to The Star Entertainment Group as part of a transition to a single brand architecture across the group. Underpinned by the multi-billion dollar transformational projects planned or in progress at our properties, the unified brand is integral to The Star Entertainment Group’s vision to become Australia’s leading integrated resort company. The Star Entertainment Group is committed to optimising its properties, supporting the communities in which we operate, and capitalising on the opportunities presented by our world-class locations in Sydney, Brisbane and Gold Coast. -
Part B Chapter 10.2 WATER REFORM NEW SOUTH WALES NCP
NCP second tranche Assessment Water: New South Wales B10.2 WATER REFORM, NEW SOUTH WALES ASSESSMENT, June 1999 Page Table of Contents 278 Table of abbreviations 280 B10.2.1 EXECUTIVE SUMMARY 283 B10.2.2 REFORM COMMITMENT: COST REFORM AND PRICING 287 10.2.2.1 Cost Recovery 287 10.2.2.2 Consumption Based Pricing 294 10.2.2.3 Cross Subsidies 298 10.2.2.4 CSOs 301 10.2.2.5 Rates of Return 301 10.2.2.6 Rural Cost Recovery 302 10.2.2.7 New Rural Schemes 303 10.2.2.8 Devolution of Irrigation Management 304 B10.2.3 REFORM COMMITMENT: INSTITUTIONAL REFORM 305 10.2.3.1 Separation of Functions 305 10.2.3.2 Commercial Focus 310 10.2.3.3 Performance Monitoring and Best Practice 311 B10.2.4 REFORM COMMITMENT: ALLOCATION AND TRADING 313 10.2.4.1 Water Entitlements 313 10.2.4.2 Environmental Allocations 319 10.2.4.3 Water Trading 331 B10.2.5 REFORM COMMITMENT: ENVIRONMENT AND WATER QUALITY 336 10.2.5.1 Integrated Catchment Management 336 10.2.5.2 National Water Quality Management Strategy 340 278 NCP second tranche Assessment Water: New South Wales B10.2.6 REFORM COMMITMENT: PUBLIC CONSULTATION, EDUCATION 343 ATTACHMENTS 345 Attachment 1: Table of cost recovery for NMUs with more than 10 000 connections Attachment 2: Tariff structures for NMUs with more than 10 000 connections Attachment 3: New South Wales allocation and trading implementation program Attachment 4: Unregulated catchments Attachment 5: Groundwater 279 NCP second tranche Assessment Water: New South Wales T a b l e o f Ab b r e v i a t i o n s ARMCANZ Agriculture and Resource Management -
Electorates for Women's Council Elections - 2019
ELECTORATES FOR WOMEN'S COUNCIL ELECTIONS - 2019 ELECTORATE 1 - HIGHER EDUCATION (2 delegates) AUSTRALIAN CATHOLIC UNIVERSITY CHARLES STURT UNIVERSITY MACQUARIE UNIVERSITY NEWCASTLE UNIVERSITY SOUTHERN CROSS UNIVERSITY TAFE NSW UNIVERSITY OF NEW ENGLAND UNIVERSITY OF NSW UNIVERSITY OF SYDNEY UNIVERSITY OF TECHNOLOGY, SYDNEY UNIVERSITY OF WOLLONGONG WESTERN SYDNEY UNIVERSITY WESTERN SYDNEY UNIVERSITY COLLEGE ELECTORATE 2 – DISABILITY SERVICES (1 delegate) ACHIEVE AUSTRALIA ARUMA (formerly HWNS) AUSTRALIAN UNITY CEREBRAL PALSY ALLIANCE DISABILITY SERVICES AUSTRALIA HUNTER VALLEY DISABILITY LIFE WITHOUT BARRIERS LIVE BETTER MID NORTH COAST NORTHCOTT THE BENEVOLENT SOCIETY THE DISABILITY TRUST ELECTORATE 3 – OTHER NATIONAL SYSTEMS (1 delegate) ABORIGINAL LAND COUNCIL NSW AGL MACQUARIE AUSGRID COAL SERVICES PTY LTD CORRECTIVE SERVICES – MTC BROADSPECTRUM DELTA ELECTRICITY EMPLOYED SOLICITORS ENERGY AUSTRALIA NSW ERARING (ORIGIN) FORESTRY CORPORATION FSS TRUSTEE CORPORATION GREYHOUND RACING HARNESS RACING AUTHORITY LAND REGISTRY SERVICES MERCER ADMINISTRATION SERVICES (AUSTRALIA) PTY LTD. MURRAY IRRIGATION MURRUMBIDGEE IRRIGATION LTD MUSEUM OF CONTEMPORARY ART NATIONAL ART SCHOOL NATIONAL HEAVY VEHICLE REGULATOR NIDA PUBLIC SERVICE ASSOCIATION TRANSGRID UNIVERSITIES ADMISSIONS CENTRE WATERNSW ELECTORATE 4 – STRONGER COMMUNITIES – FACS and HEALTH (2 delegates) CHILDREN’S GUARDIAN, OFFICE of the COMMUNITY SERVICES FACS – DISABILITY FAMILY AND COMMUNITY SERVICES (CENTRAL OFFICE), DEPT. OF (including Corporate Services, Business HOUSING NSW MULTICULTURAL