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t of Loca of t NSW Department of Local Government Annual Report 2005–06 l Gover n me n t · · t Annu a
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hjhiV^cVWaZ hjhiV^cVWaZOur charter To foster a strong and sustainable local X]Vc\Z governmentX]Vc\Z sector that meets changing community needs. Our values As a department we value… l Effective communication—We will consult and collaborate with each other and our stakeholders. l Fairness and equity—We will be open and honest and respectful of those we deal with. l Leadership—We will lead by example and encourage continuous improvement. l People—We will recognise, support and encourage effective working partnerships. l Integrity—We will behave in an ethical manner. About the NSW Department of Local Government The NSW Department of Local Government's role is to provide a policy and legislative framework for the local government sector. hjhiV^cVWaZ We are principally a policy and regulatory agency, acting as a central agency for local government with a key role in managing the relationship between councils and the state government. We are responsible for the overall legal, management X]Vc\Z and financial framework of the local government sector. Our operating relationships are with state organisations, councils and peak organisations that represent councils and their various constituent interests. This includes the Local Government and Shires Associations (LGSA) which are the main representatives of councils in both political and employer arrangements, as well as the various professional organisations and unions that represent groups of local government employees. 2005–06 focus l Reforming local government l Advising government l Building relationships and communicating effectively l Driving success
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Operating environment Contents
Local government is a $6 billion industry Director General’s foreword 2 in NSW and councils collect $2 billion in Five year statistics 4 rates. Efficient councils are essential for the wellbeing of ratepayers and residents Our key achievements for 2005–06 5 hjhiV^cVWaZ hjhiV^cVWaZacross NSW. Our performance in 2005–06 21
There are currently 152 general purpose Our people and our resources 69 councils and 14 county councils in NSW. Our Financial management 107 While councils are largely autonomous X]Vc\Z X]Vc\Zbodies, accountable to their electors, Index 164 they are subject to state control in certain NSW Councils 166 areas of their administration. They are governed by the Local Government Act 1993 and also administer a large number of provisions in other legislation.
Principal legislation l Local Government Act 1993—sets the framework for the system of local government in NSW
l Companion Animals Act 1998— provides for responsible pet ownership Letter of submission
October 2006 The Hon. Kerry Hickey MP Available resources Minister for Local Government Dear Minister At 30 June 2006, we had: I am pleased to present the annual report of the Department of Local Government for the year ended June 2006 in accordance l 64 equivalent full time staff (66 as at with the Annual Reports (Departments) Act 1985. 30 June 2005) The annual report includes the operations of the NSW Local Government Boundaries Commission, the NSW Local Government Grants Commission and the Local Government l processed 1107 complaints about Pecuniary Interest and Disciplinary Tribunal, all of which were established under the Local Government Act 1993. The Tribunal councils (1105 during 2004–05) reports separately on matters determined during the year. Yours sincerely l undertaken 1 investigation (into Kyogle Council) and 2 public
inquiries (into Tweed Shire Council Garry Payne hjhiV^cVWaZ and Brewarrina Shire Council). Director General X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Director General’s foreword This year we have continued to work hard to promote a strong and sustainable local government sector and encourage positive improvements in councils across New South Wales. We have also been involved in a range of initiatives at a state and federal level. Reforming and advising In 2005–06 we completed a further nineteen promoting better practice reviews and provided practical advice to councils on a range of governance, financial and regulatory issues. The reviews have been well received by the sector and are providing valuable intelligence on council performance. Another key emphasis has been encouraging councils to plan strategically to meet future challenges such as asset management, financial viability, the ageing population, skills shortages and environmental issues. We have continued to monitor and support the 22 new councils created as a result of the local government reform program, and encouraged them to improve the level and range of services they provide. We are also considering a range of cooperative models of local government, including strategic alliances and resource sharing, and hosted a conference in May 2006 to encourage councils to explore these models. I am confident that the local government reform program is providing positive benefits to local communities. Making legislative changes This year we introduced new legislation to more effectively manage a range of issues affecting local government such as pecuniary interests, the valuation of land and water rights, waste removal and dangerous dogs. The amendments to the Companion Animals Act give councils and the courts stronger powers and penalties to help minimise the risk that restricted and dangerous dogs pose to members of our community, especially children. As part of our response to the recommendations of the Tweed Shire Council public inquiry, we have prepared standard contracts for general managers and senior staff and implemented new mechanisms to deal with any serious misbehaviour by councillors. Promoting change through education Our Safe Pets Out There or SPOT program has been developed in partnership with a number of key companion animal organisations. It is a national first, both in terms of the program itself and the level of cooperation between stakeholders. It will teach young children about animal welfare, safe behaviour around dogs and responsible pet ownership, and should be delivered to every 5–7 year old school child in NSW over the next three years. We have also started to prepare a compulsory councillor training program to be delivered to all new councillors after the next local government elections in 2008. This program was initiated in response to a key recommendation of the public inquiry into Brewarrina Shire Council, completed in December 2005.
NSW Department of Local Government Developing our staff Training our staff on core aspects of working for government has continued to be an important focus this year, as well as the development of a project to improve the quality and turn around time of our correspondence. We also completed our management development program. Next year we plan to conduct an internal governance ‘health check’ of statutory requirements and best practice, commence a leadership development program for staff interested in entering management roles in future, and implement our correspondence project to make sure we communicate more effectively with all our stakeholders. Planning for the future In 2006–07 we will continue to promote performance improvement in all councils throughout the state to help them to better meet the changing needs of their communities. Some key areas we plan to work on are investigating incentives for the structural reform of councils, encouraging councils to work on long term financial planning and asset management, reviewing the Swimming Pools Act, conducting an audit of pecuniary interest returns and issuing guidelines on councillor expenses. I am confident that these and the many other initiatives we have planned for 2006–07 will help to achieve sustainable changes in the local government sector. I would like to thank my staff for their hard work and support this year and look forward to working with them to meet the challenges of the year ahead.
Garry Payne AM Director General
About this report Our theme for this year’s annual report is sustainable change. In the first section of the report we outline some of our achievements in 2005–06 in four key areas—reform, public private partnerships, companion animals, and investigations and inquiries. In the next section, we report on our performance against our four corporate objectives under the following headings—reforming local government, advising local government, building relationships and communicating effectively, and driving success. We then explain the work we have done developing our people and managing our resources. The final section of the report includes our audited financial statements. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Five year statistics 2001–02 2002–03 2003–04 2004–05 2005–06 Local government sector characteristics Councils (number) 173 172 153 152 152 Councillors (number) 1743 1758 1755 1482 1518 County Councils (number) 20 20 16 14 14 Financial assistance grants million ($) 452 471 484 500 520 total council entitlements Pensioner rebate payments made to councils million ($) 72 74 73 73 73 Rating Rate peg limit (%) 2.8 3.3 3.6 3.5 3.5 Applications for special variations received (number) 27 30 23 25 46 Applications for special variations (number) 10 14 14 22 31 approved as submitted Investigations and inquiries Complaints about councils received (number) 1140 885 1069 1105 1107 Complaints about councils that proceeded (number) 96 179 263 219 242 to fuller review Pecuniary interest complaints received (number) 8 5 5 3 3 Pecuniary interest complaints determined (number) 9 6 4 4 4 Determinations by PIDT - proven (number) 1 1 2 1 2 Determinations by PIDT - not proven (number) 0 1 1 0 1 s430 investigations (number) 1 1 1 2 1 s740 public inquiries (number) 0 0 4 2 2 Boundaries Commission public inquiries (number) - - 6 2 1 Promoting Better Practice reviews completed (number) NA NA NA 13 19 Guarantee of service % of Departmental correspondence (%) 57.8 38.5 50.2 60.3 38.9 answered within 4 weeks (target 70%) Departmental correspondence items processed (number) 3606 4145 8138 4110 4753 Ministerial correspondence items processed (number) 3051 3021 7814 2591 5090 Freedom of Information requests processed (number) 17 10 17 6 19 Departmental publications Publications issued (number) 24 15 13 13 18 Circulars to Councils issued (number) 54 50 53 65 77 Resources Staff (equivalent full time) (number) 56 51 61 66 64 Average sick leave (days) 7.6 6.7 4 4.2 5 Workers compensation claims (number) 0 0 1 1 2 Grievances lodged (number) 2 1 0 0 1 Financial management Total Expenses ($'000) 87,768 92,109 88,140 85,981 87,050 Total Retained Revenue ($'000) 5,865 8,007 5,159 4,959 5,403 Net Cost of Services ($'000) 81,847 84,119 82,979 81,022 81,642 Total Assets ($'000) 5,468 6,713 8,190 9,415 9,223 Total Liabilities ($'000) 2,404 3,050 3033 2,487 2,596
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hjhiV^cVWaZ Our key X]Vc\Z achievements hjhiV^cVWaZ for 2005–06X]Vc\Z Local government is the sphere of government that is closest to the people. It impacts on all of us in our everyday lives. Councils need to be financially sustainablehjhiV^cVWaZ and able to provide quality services to their communities. As community needs change, so tooX]Vc\Z must the structures that support the delivery of services. The work we have done in 2005–06 to promote sustainable change in the local government sector is described in this section under four main headings.
Contents
Reform 6 hjhiV^cVWaZ hjhiV^cVWaZ Public private partnerships 11 Companion animals 12 X]Vc\Z X]Vc\Z Investigations and inquiries 16
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hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06
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hjhiV^cVWaZ X]Vc\Z Reform The reform program The aim of the local government reform program is to improve the delivery of local government services to local communities. The NSW Government announced the program in September 2003, with additional allocations to the department of $1.012 million in 2003–04 and $1.019 million in 2004–05. This included: • $1.32 million for regional reviews to examine the options for communities considering reform across a number of local government areas and for other reform initiatives such as promoting better practice reviews. • An extra $711,000 for the Boundaries Commission to examine and report on proposals developed by each regional review and conduct formal inquiries and community consultations. During the two years to 30 June 2005, six major reviews were conducted and the Boundaries Commission examined and reported on 11 proposals resulting from these reviews. Since February 2004, the total number of councils in NSW has been reduced from 172 to 152. This includes the 22 new councils constituted as a result of amalgamations and boundary changes. Many of the new councils have already undertaken significant work in extending service provision into previously un-serviced areas. The second phase of the reform program has focused on promoting better practice and encouraging resource sharing and strategic alliances.
NSW Department of Local Government Promoting better practice reviews A key focus of the promoting better practice reviews is to promote sustainable change in the local government sector. The reviews have a number of important objectives including: • promoting continuous improvement and greater compliance • promoting good governance and ethical practice • identifying innovation and sharing good practice • helping to more effectively identify legislative and policy issues requiring attention • providing an early intervention option for councils experiencing operating problems • helping councils assess their performance in key areas and focus attention on key priorities. The reviews involve staff from the department closely evaluating the effectiveness and efficiency of key aspects of council operations and giving feedback. The process includes looking at a council’s overall strategic direction, checking compliance, examining appropriate practices, and making sure that the council has frameworks in place to monitor their performance. By the end of 2005–06, we had undertaken a total of 41 promoting better practice reviews—30 of these are fully completed and 11 are partially completed. The reviews we completed this year covered city and country councils in NSW ranging from Marrickville, Rockdale, Kiama and Shellharbour to Kempsey, Port Macquarie, Harden and Broken Hill.
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hjhiV^cVWaZ X]Vc\Z Table 1 Promoting better practice reviews completed by end of 2005–06.
Council Date final report issued Campbelltown 10 Sep 04 Lockhart 25 Nov 04 Urana 11 Jan 05 Jerilderie 11 Jan 05 Murray 28 Feb 05 Berrigan 08 Mar 05 Wakool 30 Mar 05 Hornsby 20 Apr 05 Dungog 05 Sep 05 Port Stephens 12 Sep 05 Maitland 14 Sep 05 Wyong 08 Oct 05 Mosman 11 Nov 05 Moree Plains 16 Nov 05 Gosford 12 Dec 05 Dubbo 16 Dec 05 Narromine 16 Dec 05 Tumut 22 Dec 05 Tumbarumba 16 Jan 06 Kempsey 14 Feb 06 Manly 08 Mar 06 Port Macquarie 21 Mar 06 Armidale Dumaresq 05 Apr 06 Marrickville 10 Apr 06 Rockdale 10 Apr 06 Kiama 21 Jun 06 Brewarrina No report issued— review discontinued and section 740 inquiry started.
Our review reports to councils give recommendations to treat performance problems and to prevent problems arising. Councils seem to be enthusiastic about the program and the level of cooperation with review teams has been for the most part excellent.
NSW Department of Local Government In addition to identifying problems, the program identifies good practice in local government and encourages councils to share with others what’s working well. So far, the reviews have found that: • All councils have at least some elements of a good governance framework in place. • There is significant evidence of regional or neighbouring councils working effectively together, but this can often be opportunistic rather than strategic. • Virtually all councils reviewed have good levels of community engagement, and smaller councils in particular work closely with their local community and keep them well informed of their activities. • Councils need to improve their strategic focus so they are able to meet the challenges of the future—such as the ageing population, skills shortages and environmental challenges like water shortages. • Many councils are deficient in their management of infrastructure. • Many small councils are not managing public land in accordance with the requirements of the Local Government Act. • Enterprise risk management, tendering and procurement, meetings practices and management of pecuniary interests are deficiencies in the governance area. The tools used in the reviews are now available on our website, along with copies of all completed and tabled review reports. For example, the self assessment checklists on the website include questions about a range of governance, regulatory, financial, community and workforce relations issues. Many councils are now using the program tools to evaluate their own practices and processes. We are also starting to see councils that we reviewed in the early stages of the program—such as Campbelltown, Urana and Mosman—implementing some of our recommendations in areas such as succession planning and service standards.
Resource sharing and strategic alliances As part of the reform program, the department is also working on a number of initiatives to encourage councils to enter into strategic alliances or resource sharing arrangements so they can achieve better service outcomes and more efficient service delivery for their communities. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z More than seven new alliances were formed during 2005–06 in a range of areas around the state. As well as alliances advising that they are helping councils to achieve a range of financial savings, councils may be able to improve their service standards and complete projects that would not otherwise have been achievable. For example, the department has been advised that the Murray/Campaspe alliance has enabled work to start on the redevelopment of the Echuca/ Moama bridge and that—because of the Armidale/Dumaresq, Walcha, Uralla, Guyra alliance—Uralla Council now has access to a much better animal shelter and ranger services and Guyra Council has a part-time professional Corporate Services Manager. On 1 May 2006, we hosted a strategic alliance conference in partnership with the LGSA. Over 220 delegates, representing 100 councils, attended the conference and considered presentations about 11 different types of resource sharing arrangements. They then workshopped four questions: • Where do you see opportunities for greater resource sharing? • What resource sharing models could councils use? • What are the obstacles to greater sharing between councils? • How can these obstacles be overcome? Conference delegates were also invited to be part of an ongoing strategic alliance network. It is hoped that councils will make this network a driver for real sustainable change, a clearing house for ideas, and that is will help to promote resource sharing and strategic alliances among councils. Representatives from 50 councils or ROCs nominated to join the network. Fifteen of these have volunteered to serve as pilots for any initiatives that the network wants to trial, and fifteen have asked to be part of the 'executive' for the group. The department will serve as secretariat for the network for the first year of its operation, but after that it is intended that the network will be run by councils, for councils. We will be using the information from this conference, and other information we have collected from councils, to prepare a paper setting out options for resource sharing. It will include the advantages and disadvantages of different models as well as some case studies. We are also reviewing the possible use of a cooperative service delivery model for western district councils.
10 NSW Department of Local Government Public private partnerships The Local Government Amendment (Public Private Partnerships) Act 2004 came into operation on 1 September 2005, together with guidelines on the procedures and processes that councils must follow when entering into a public private partnership (PPP). Councils must certify that an assessment of a PPP has been carried out in accordance with these guidelines. The department chairs the Local Government Project Review Committee, which reviews all PPPs valued at more than $50M or 25% of a council’s annual revenue to ensure that project risks are clear and understood by the parties. The members of the committee during 2005–06 were: • John Dermody — Premier's Department • John Tansey — The Cabinet Office • Gail Connolly — Department of Planning • Garry Payne AM — Department of Local Government • Kerry Schott — Treasury
Number of projects assessed by the Local Government 3 Project Review Committee (Received from Woollahra, Parramatta and Liverpool Councils ) Number of projects initially assessed by the department 3 as not significant or high risk Number of project proposals started in 2005–06 4 but not yet developed to initial assessment stage as at 30 June 2006
During 2005–06 we ran six seminars across the state, together with the Local Government Managers Australia NSW, to introduce and explain the PPP legislation and guidelines to councils. We also provided assistance to councils to help them determine if proposed projects fall within the definition of a PPP in the Local Government Act 1993. The issue of local government PPPs has been explored at the Legislative Assembly Public Accounts Committee PPP Inquiry and as part of the Joint Select Committee on the Cross City Tunnel. We have received reports from these inquiries and are reviewing them for any implications for local hjhiV^cVWaZ X]Vc\Z government PPPs.
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hjhiV^cVWaZ X]Vc\Z Companion animals Amendments to the Companion Animals Act The Companion Animals Amendment Act 2005 was passed by Parliament on 28 November 2005. There was a staged commencement of the legislation with the majority of provisions coming into force on 13 January 2006. The remainder of provisions—relating to council declared restricted dogs—came into force on 28 April 2006. These amendments provide councils and the courts with stronger powers and controls to minimise the risk that restricted and dangerous dogs pose to the community. The amendments include: • A ban on dogs already listed as restricted dogs under the Companion Animals Act and prohibited from importation under the Customs Act. • The introduction of offences related to the breeding, advertising, sale or acquisition of a restricted dog. • Strengthened control requirements for restricted and dangerous dogs. For example these dogs must be desexed, kept in an enclosure that they are not able to get out of and children are not able to get into, be on a lead and muzzled at all times when outside this enclosure, wear a distinctive reflective collar, and be effectively controlled when in a public place. • An increase in the period—from 4 to 72 hours—that authorised officers can seize a dog after an attack. The restricted dog ban brings NSW into line with Queensland and South Australia. Victoria also passed similar breed specific legislation in November 2005. In developing the legislation, the department consulted extensively with peak local government organisations as well as professionals and organisations with expertise in animal breeding, welfare and behaviour. We also took into account the experiences of other jurisdictions with banning pit bull terriers and similar types of dogs.
12 NSW Department of Local Government We have also set up breed and temperament assessment processes, and councils now have the power to declare that a dog or its offspring are restricted dogs. The procedures for breed assessment were developed in consultation with industry experts, Dogs NSW, and a newly created temperament assessment advisory committee. This committee also makes recommendations to the Director General about the approval of temperament assessor applications. Three circulars have been sent to councils about the legislative amendments, clearly defining the responsibilities of councils and the procedures to be followed. We also plan to include a ‘companion animals’ component in our promoting better practice reviews of councils covering issues such as the provision of leash-free areas for exercising dogs, reporting dog attacks, and providing electronic pound data returns.
Increased penalties There are now significantly increased penalties for offences by restricted and dangerous dogs. The maximum penalty that can be imposed by a court for an attack by a restricted or dangerous dog is now $55,000 or imprisonment for two years or both. For all other dogs, there is a new fixed penalty of $550 for minor dog attacks.
Community education We are developing a broad community education campaign—funded from the Companion Animals Fund—to help councils to implement the new laws. A major component of this is the Safe Pets Out There (SPOT) education program for 5-7 year olds ($1.863 million over 3 years). Other key components will include updated guidelines, brochures and forms. The SPOT program was developed through a cooperative partnership between the Department of Local Government and key companion animal organisations—the Australian Companion Animals Council, the Australian Veterinary Association, the RSPCA, the Animal Welfare League and Delta Society Australia. Both the level of cooperation among stakeholders and the program itself are significant achievements and national firsts. Beginning in February 2007, the SPOT program aims to reach over 250,000 students in every primary school in NSW over the next three years. It will teach children about animal welfare, safety around dogs and responsible pet ownership.
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hjhiV^cVWaZ X]Vc\Z The program is targeted specifically at junior primary school children in classes K to 2 (ie 5 to 7 years olds) and will have four main components. • Pets in the community (Animal Welfare League NSW). • Safe behaviour around dogs (Delta Dog Safe). • Basic care of pets—Health and Welfare (AVA PetPEP). • Kindness and cruelty (RSPCA NSW: Kids Caring for Creatures Creates a Kinder World). Data collection and an evaluation process have been built into the program and, in the future, it may be extended to pre-school children and Grade 3-6 primary school children. Classroom presentations will be delivered by volunteers selected from several sources, but primarily people—such as vet nurses, accredited dog trainers, veterinarians and retired teachers—with a background in the animal health industry.
NSW Companion Animals Register The NSW Companion Animals Register was introduced in 1999 to record details of microchipped and registered cats and dogs in NSW and financial transactions between animal owners, councils and the Department of Local Government. The register provides a state-wide, online database of cats and dogs with 24 hour internet access. It is used by councils, vets and authorised identifiers, and animal welfare organisations to—for example—reunite lost pets with their owners. The costs of operating the register are met from the Companion Animals Fund. At 30 June 2006, there were 1,346,869 animals included on the register. This represents an 11% increase in the total number of animals on the register from the previous year. Of these, 574,180 were identified only (microchipped) and 772,689 were both identified and registered. A total of 201,864 entries were made to the register during 2005–06. The registration fees collected are paid into the Companion Animals Fund. Operating expenses and grants for ongoing community education programs are charged to the fund and the balance is reimbursed to councils. In the 12 months to 30 June 2006, the revenue from animal registrations totalled $5,045,865. Distributions to councils for the entire twelve-month period totalled $3.935,092— this equates to approximately 77% returned to councils.
14 NSW Department of Local Government Enhancements to the NSW Companion Animals Register A series of major register enhancements were released between January and April 2006 to coincide with the introduction of amendments to the Companion Animals Act. These enhancements included: • New functions and reports for council users—such as breed and temperament assessment details, restricted and dangerous dog reports, and multiple nuisance orders. • New functions and reports for departmental users—such as information on approved breed and temperament assessors and an audit history of records. A number of new register functions are also planned for the future including: • Access to the register through WAP equipped mobile phones and personal data accessories such as Blackberry and O2’s—this will result in major cost savings for councils who are currently required to return to base to identify seized animals. • The redesign of official forms to enable computer scanning—this will speed up the data entry process, allow for bulk processing by users, and reduce costs to councils. We are also undertaking consultations about a complete redevelopment of the register. This is as a result of insufficiencies identified in the original set up of the register by Standards Australia. It is expected that redevelopment work will start in early 2007.
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hjhiV^cVWaZ X]Vc\Z Investigations and inquiries A key role of the Department of Local Government is to ensure that councils are efficient and sustainable and deliver quality services to their communities. If serious breakdowns occur in council operations, the Local Government Act 1993 provides two significant intervention mechanisms—section 430 investigations and section 740 public inquiries. Under section 430, the Director General of the Department of Local Government has the power to carry out investigations into council operations. This power is generally only used if the consequences of a council’s conduct are having a serious impact on the local community. Under section 740, the Minister for Local Government has the power to appoint a commissioner to conduct a public inquiry into a council. This is a necessary step before a council can be dismissed. The Minister may order a section 740 inquiry at any time or as a result of a recommendation in a section 430 investigation. Public inquiries are essential if a council becomes dysfunctional or inoperable through maladministration, corruption or some other reason. After the inquiry process, the Minister may appoint an administrator.
Section 430 investigations Kyogle Council On 11 October 2005, the Director General of the Department of Local Government authorised a section 430 investigation into Kyogle Council and appointed an investigation team of departmental representatives. The investigation report in April 2006 found that council had breached a number of statutory and regulatory requirements, including the Local Government Act. They also found significant procedural and administrative inadequacies in the way council was conducting its business. The performances of some senior staff were cause for serious concern and most councillors did not appear to be aware of their responsibilities in relation to declaring pecuniary and non-pecuniary interests. The report was also critical of council’s decision to resign as trust manager of twenty six crown reserves, as this had exposed council to significant liability issues and left the community without adequate community asset management for the area.
16 NSW Department of Local Government The investigation team recommended to the Minister that a public inquiry be held based on council’s behaviour as a governing body being deficient in a range of areas, not least of which was the management of the general manager. It is worth noting that, since the investigation started, the general manager’s employment contract had been terminated. After two previous section 430 investigations in 1991 and 1997, council found itself still lacking control over the direction and management of council’s affairs. Council responded to the section 430 report recommendations on 19 July 2006 and the Minister granted it a period of six months to better meet the expectations of its ratepayers. Council must report progress to the Department of Local Government and if the reforms are not delivered on, a full public inquiry into the Council remains an option.
Public inquiries Since 2003, six public inquiries have been approved under section 740 of the Local Government Act 1993 into the following councils—Warringah, Liverpool, Rylstone, Walgett, Tweed and Brewarrina. The inquiries into Warringah, Liverpool, Rylstone, Walgett and Tweed resulted in the removal of councillors from civic office.
Tweed Shire Council In November 2004, a public inquiry was held into Tweed Shire Council after a section 430 investigation found serious problems with planning practices and procedures as well as donations from a group known as the ‘Tweed Directions’. The inquiry conducted public hearings, calling on 134 different witnesses to provide evidence, and received more than 500 written submissions. On 24 May 2005, Commissioner Daly submitted his first report to Parliament. This report dealt with aspects surrounding the fund raising and contributions made to the councillors supported by Tweed Directions. The Commissioner stated that “the integrity of the ‘Tweed Directions’ councillors is so undermined that the public can no longer have confidence that they can and will carry out their duties and functions to the standards expected of them”— and recommended that all civic offices be declared vacant and an administrator appointed.
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hjhiV^cVWaZ X]Vc\Z On 25 May 2005 the Governor declared all civic offices vacant and Mr Garry Payne AM, the Director General of the Department of Local Government, Ms Lucy Turnbull, former Lord Mayor of Sydney City Council and Mr Max Boyd, a former mayor of council, were appointed administrators until the next local government elections. These are due to take place in September 2008. In July 2006, Mr Payne resigned from his role as Administrator and Mr Frank Willan was appointed. Since then, Commissioner Daly has completed his second report which includes a number of recommendations affecting electoral, planning and other issues. These recommendations are currently being considered.
Brewarrina Shire Council In 2005, a public inquiry was held into Brewarrina Shire Council after concerns were identified during a promoting better practice review of council’s operations. The Inquiry Commissioner, Mr Ross Woodward of the Department of Local Government, completed the public inquiry and provided the Minister for Local Government, the Hon. Kerry Hickey MP, with his report on 2 December 2005. The report included over 90 recommendations. Some of the key points made were that: • There was widespread and systemic failure to observe the provisions of good local government administration and governance. • There were a number of breaches of the Act and associated Regulation. • There were procedural inadequacies that directly resulted from the way council administration managed council finances and dealt with a number of matters. • Some councillors were not aware of their role and responsibilities. • Council had not followed the required classification of public land. • The relationship between the council and the key Aboriginal organisation for Brewarrina had deteriorated. • There was an inability by the general manager to get projects off the ground. • There had not been adequate annual or longer term planning for the provision of services by council within its local government area. Commissioner Woodward stated that there should be an opportunity for the councillors to implement the recommendations in the report.
18 NSW Department of Local Government The Minister subsequently advised the councillors and the general manager that they had six months, until 31 May 2006, to significantly improve the situation at the council. In early January 2006, the council’s general manager resigned from his position. The deadline was later extended until 31 August 2006 and the department is continuing to monitor the council’s progress. The inquiry report also identified several issues that have an impact on all councils. These issues include: • The need for a compulsory professional development course for all councillors on the role and responsibilities of councillors. This should be provided within six months of a councillor being elected. This recommendation will be acted upon before the local government elections in 2008. • The need for the department to prepare a practice note for councillors on meeting procedures. This practice note was issued on 31 January 2006. • The need to consider options for how to manage councillors and council staff acting as contractors for the councils where they work. • The need for the standard contract for general managers to include a clause allowing termination if the general manager is absent from council for three consecutive business days without authorisation. We have recently issued a standard contract for general managers that requires them to be on duty sufficient to meet their responsibilities under the contract and requires approval to be obtained for any absences from duty.
Councils under administration Four councils have been under administration during 2005–06.
Liverpool City Council In March 2004, Liverpool City Council was dismissed and Ms Gabrielle Kibble was appointed as administrator until the next ordinary elections of council in September 2008. This was after a public inquiry had been held into issues such as council’s appointment and management of senior staff, their financial management of infrastructure and projects such as those within the Woodward Park precinct and the ‘Oasis’ project, the lack of openness and transparency in decision making for approving and undertaking major infrastructure projects, and whether council had considered what impact major infrastructure projects would have on their ongoing ability to provide services to the community. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Tweed Shire Council In May 2005, three administrators—Mr Garry Payne AM, Ms Lucy Turnbull and Mr Max Boyd—were appointed to manage the operations of Tweed Shire Council. Ms Genevieve Slattery was appointed as executive officer to the administrators in February 2006. In July 2006 Mr Payne resigned from his role as Administrator and Mr Frank Willan was appointed. The term of the administrators ends on the date of the council’s next ordinary elections on 27 September 2008.
Walgett Shire Council After a public inquiry into Walgett Shire Council recommended that the council be dismissed, the Governor declared all civic offices of Walgett Shire Council vacant and appointed Mr Hugh Percy as administrator on 30 June 2004. On 30 June 2006, Mr Vic Smith was appointed to replace Mr Hugh Percy as administrator. The date of the council’s fresh election was postponed to 27 September 2008 after a request from Mr Percy. This will allow the administrator to complete an assessment of the opportunities available to set a path forward for local government in the central / western area of the state. One possible approach is to explore dividing the Walgett area into wards, which would require the holding of a constitutional referendum.
Warringah Council On 23 July 2003, after considering the results of a public inquiry into Warringah Council, the Governor declared all civic offices at Warringah Council vacant and appointed Mr Dick Persson as administrator until 1 August 2005. In September 2004, Mr Persson requested an extension of his period of appointment to allow important projects to be completed and the necessary cultural changes to become established. This extension was subsequently approved by the Governor and Mr Persson’s appointment now ends on the next ordinary council election on 27 September 2008.
20 NSW Department of Local Government hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z
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Contents
Our corporate objectives 22
Reforming local government 23 hjhiV^cVWaZ hjhiV^cVWaZ Advising government 31
Building relationships and 47 communicating effectively X]Vc\Z X]Vc\Z Driving success 57
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hjhiV^cVWaZ X]Vc\Z Our corporate objectives Our corporate objectives are to: • Facilitate the effective implementation of the NSW Government’s priorities, including the local government reform program that aims to improve the viability and sustainability of councils through a range of reform initiatives. • Facilitate effective decision making for and within the local government sector. • Work in partnership with stakeholders across sectors to respond to the needs of local government. • Manage and promote performance in the local government sector so it can operate efficiently and effectively. As part of our corporate planning process, we have specific strategies to help us achieve these objectives and effectively manage our operations which then lead on to our branch planning and work programs for individual staff. We report on our performance against our corporate objectives under the following headings: • reforming local government • advising local government • building relationships and communicating effectively • driving success. We then report on our work in developing our people and managing our resources in the next section called ‘Our people and our resources’ under the following headings: • developing our people • managing our resources. We explain what we did this year and briefly outline what we plan to do in 2006–07. We also provide more detailed information on certain aspects of our work.
22 NSW Department of Local Government hjhiV^cVWaZ X]Vc\Z
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Reforming local hjhiV^cVWaZ government X]Vc\Z Our objective is to facilitate the effective implementation of the NSW Government’s priorities, including the local government reform program that aims to improve thehjhiV^cVWaZ X]Vc\Z viability and sustainability of councils through a range of reform initiatives. Snapshot… hjhiV^cVWaZ l completed field work and final reports for promoting better practiceX]Vc\Z reviews of 19 councils l implemented recommendations from the Tweed Shire Council public inquiry l distributed $520 million in grants to councils within one business day of receipt l held a conference on strategic alliances attended by over 220 people l participated in an international local government management conference.
In this section
What we did in 2005–06
• implemented identified reform initiatives. • provided support to the Boundaries Commission and the Grants Commission. • researched reform options. • strengthened our internal capability to deliver sustainable sector reform.
Overseas visits (promotion)
Nsw Local Government Boundaries Commission
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l Completed the field work and final reports for promoting better practice (PBP) reviews Implemented identified of 19 councils, with a further 12 in progress. reform initiatives l Made two visits to all recently created councils to provide support and advice on issues such as rating and compliance.
l Implemented recommendations arising from the public inquiry into Tweed Shire Council.
l Provided expert analysis and administrative assistance to enable the Boundaries Provided support Commission to examine a boundary alteration proposal. to the Boundaries Commission and the l Provided administrative support to the Grants Commission, distributing a total of Grants Commission $520 million in quarterly financial assistance grants to councils within one business day of receipt, and arranging its visits to 35 councils to explain the grants process.
l Held a conference in May 2006 to set up a network for councils involved in alliances Researched reform to share their experiences and provide support and advice to each other—and options encourage other councils to enter into these arrangements. Over 220 people, representing 100 councils, attended this conference.
l Evaluated the strategic alliances and other partnership arrangements of councils involved in ‘promoting better practice’ reviews and made appropriate recommendations.
l Attended and presented papers at Local Government Joint Officers’ Group meetings to share information on reform options with other states.
l Strengthened our Participated in an international local government management conference and visited internal capability to local government agencies in Dublin and Malta to discuss current issues. deliver sustainable l Conducted further training for our staff on core aspects of working for government to sector reform improve our accountability and effectiveness.
24 NSW Department of Local Government Overseas visits
Our Director General, Garry Payne AM, attended the 91st annual conference of the International City / County Management Association (ICMA) in the USA from 24-30 September 2005. ICMA is a worldwide organisation that aims to develop and foster professional local government management. He also accompanied the Minister on visits to Dublin and Malta from 26 October – 7 November 2005. The aim of the visits was to discuss current issues such as local government structure and financing, performance management and reporting, codes of conduct, internal governance issues and the legal framework for local government. These forums provided opportunities to meet and exchange a wide variety of ideas and opinions on topics related to local government in NSW.
NSW Local Government Boundaries Commission
The Local Government Boundaries Commission is a statutory authority set up under section 263 of the Local Government Act 1993. It is responsible for examining and reporting on any matter referred to it by the Minister for Local Government regarding the boundaries of local government areas and the areas of operation of county councils. Section 263(3) specifies the factors that the Boundaries Commission must take into account when considering amalgamation proposals. The Commission is appointed by the Governor and has four members. One member, the Chair, is nominated by the Minister for Local Government and one is an officer of the Department of Local Government nominated by the Director General. The two other members are appointed from the panel constituted under section 262(1) of the Local Government Act. The members of this panel are nominated by the Local Government and Shires Associations of NSW.
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hjhiV^cVWaZ X]Vc\Z The current members of the Commission are: • Mrs Edith Hall AM (Chair) • Clr Leo Kelly OAM • Clr Phyllis Miller • Mrs Michelle Squire The Boundaries Commission finalised one inquiry during 2005–06 concerning a proposal to transfer the Table Top locality from the Albury City local government area to the Greater Hume local government area. The Commission submitted its report to the Minister on 21 September 2005, noting that there were no compelling reasons to suggest that the boundary alteration proposal should be implemented. At the end of the reporting period, the Commission had one current matter before it—a proposal affecting the City of Botany, Marrickville Council, Randwick Council and Rockdale City Council. This proposal was submitted by Botany City Council in August 2003. It seeks to transfer to Botany City Council those parts of the areas of the other councils forming part of Sydney Airport and Port Botany. The proposal does not have the unanimous support of the affected councils.
Minor boundary alteration proposals The Local Government Act 1993 enables the Minister to refer boundary alteration or variation proposals of a minor nature to the Director General for examination and report. 4 minor boundary alterations were determined by the Director General in 2005–06. They are: • Area of Narrabri Shire and Area of Warrumbungle—gazetted August 2005 • Area of Greater Hume and Area of Corowa Shire—gazetted February 2006 • Area of Palerang and Cooma Monaro—gazetted June 2006 • Area of Palerang and Upper Lachlan Shire—gazetted June 2006 For more information about the work of the Boundaries Commission, please see our website at www.dlg.nsw.gov.au.
26 NSW Department of Local Government NSW Local Government Grants Commission
The NSW Local Government Grants Commission operates under ss. 613 to 618 of the Local Government Act 1993. It makes recommendations on the distribution of general purpose funding to local government in accordance with the Commonwealth Local Government (Financial Assistance) Act 1995. The Commission has three part-time members and the deputy chairperson who is a full-time officer of the Department of Local Government. The Commission’s two full-time support staff are from the Department of Local Government. The membership for 2005–06 was: • Emeritus Professor Maurice Daly, chairperson • Mr Grahame Gibbs, deputy chairperson • Mrs Heather Wilton • Clr Kiril Jonovski Local government funding has two identified components—a general purpose component and a local roads component. However the total funds are paid to councils as unconditional general purpose grants. The general purpose component of the grants aims to equalise the financial capacity of councils. The objective is to ensure that each council is able to function, by reasonable effort, at a standard not lower than the average standard of other local governing bodies in NSW. The calculations take into account councils’ expenditure needs for the provision of services and their relative capacity to raise revenue. A minimum grant ‘safety net’ applies. The local roads component is based on a formula involving population, road length and bridge length. The total national entitlement for 2005–06 was $1,618,536,050. This was made up of $1,121,079,905 for the general purpose component and $497,456,145 for the local roads component. These amounts have been adjusted to take into account the actual changes in the annual CPI to March 2006, and the share of the national population to 31 December 2004, compared to those forecast by the Commonwealth.
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hjhiV^cVWaZ X]Vc\Z The NSW share of the national entitlements was $374,443,598 for the general purpose component and $144,327,637 for the local roads component—a total of $518,771,235. This represents a 3.76% increase on the previous year’s entitlement. The grant funds are paid to councils each quarter by electronic transfer on the first business day following their receipt by the state. The NSW government funds the running costs of the Commission. The Commission’s business meetings are generally held in conjunction with visits to council. During 2005–06 the Commission: • visited 35 councils to explain how the grants are determined and to give the councils the opportunity to raise issues about the grant process • undertook five council road and bridge audits to check the validity of data used in the grant calculations • attended the National Conference of Grants Commissions, hosted by the Western Australia Grants Commission in October 2005. For details of the financial assistance grant entitlements for 2005–06, please see page 111.
28 NSW Department of Local Government What we plan to do in 2006–07 • Complete further promoting better practice reviews of councils. • Work with councils in far western NSW to develop cooperative models to improve service delivery to their communities. • Investigate incentives for the structural reform of councils.
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30 NSW Department of Local Government hjhiV^cVWaZ X]Vc\Z
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Advising government hjhiV^cVWaZ X]Vc\Z Our objective is to facilitate effective decision making for and within the local government sector.
Snapshot… hjhiV^cVWaZ X]Vc\Z Prepared the Local Government Amendment (Public Private Partnership) Act 2004 and guidelines for councils on public private partnerships l surveyed councils about their social justice initiatives l issued 77 circulars to councils l developed standard contracts for general managers and senior council staff hjhiV^cVWaZ l prepared regulatory amendments to improve the reporting of councillorX]Vc\Z expenses.
In this section
What we did in 2005–06
• coordinated and provided timely and accurate advice to the state government on issues affecting local government. • provided a clear policy and legislative framework for local government. • provided advice and information to councils.
Legislation administered
Changes to legislation
Pensioner rebate payments
Our publications (promotion) hjhiV^cVWaZ X]Vc\Z Circulars to councils hjhiV^cVWaZ hjhiV^cVWaZ What we plan to do in 2006–07 X]Vc\Z X]Vc\Z
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l Implemented the government’s new approach to ensure that councils determine Coordinated and public private partnerships appropriately. provided timely and accurate advice to the l Monitored the local government sector and provided the Minister with high quality state government on briefing notes and speech notes within set timeframes. issues affecting local l Surveyed councils about their 2004–05 social justice initiatives. government l Started evaluating the effectiveness of alcohol free zones by surveying councils.
l Assisted in developing legislative options for rolling s. 449 pecuniary interest returns and for suspending councillors charged with serious offences.
l Provided a clear Prepared 4 Cabinet Minutes then bills to amend the Local Government Act. These policy and legislative amendments covered topics ranging from public private partnerships to leave of framework for local absence for councillors, waste removal and stormwater management. government l Issued guidelines to help councils implement new stormwater management charges.
l Started a review of the Swimming Pools Act and Regulation and completed the first round of public consultation.
l Prepared regulatory amendments to improve the reporting of councillor expenses and the use of facilities.
l Amended the Companion Animals Act to implement the recommendations of a five year review of the Act.
l Gazetted the Companion Animals Amendment (Penalty Notices) Regulation 2005 to increase fixed penalties for offences involving restricted or declared dangerous dogs and introduce a new fixed penalty for an offence where a dog chases, harasses or attacks a person or animal.
32 NSW Department of Local Government Provided advice and l Issued 77 circulars to councils on topics ranging from amendments to the information to councils Companion Animals Act, claims for pensioner concession subsidies and strategic alliance initiatives to stormwater management charges, social justice initiatives and planning for the impact of an ageing population.
l Updated the Local Government Pecuniary Interest & Disciplinary Tribunal procedure manual and pecuniary interest guidelines, and started to prepare new guidelines for the compulsory acquisition of land by councils.
l Developed draft tendering guidelines, standard contracts for general managers and senior council staff, councillor expenses and facilities guidelines, and an updated meetings practice note.
l Developed financial reporting code 14, in conjunction with the LGAAG, and incorporated international financial reporting standards.
l Prepared and developed guidelines and protocols for breed and temperament assessment to support the implementation of Division 6 of the Companion Animals Act.
l Completed and disseminated guidelines on public-private partnerships.
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hjhiV^cVWaZ X]Vc\Z Legislation administered
Carlingford Drainage Improvement (Land Exchange) Act 1992 City of Sydney Act 1988 Collarenebri Water Supply Act 1968 Companion Animals Act 1998 Country Towns Water Supply and Sewerage (Debts) Act 1937 Dividing Fences Act 1991 Glen Davis Act 1939 (except part, Minister for Commerce) Grafton Water Supply Act 1956 Impounding Act 1993 Local Government Act 1993 Local Government Areas Amalgamation Act 1980 Local Government Associations Incorporation Act 1974 Local Government (City of Sydney Boundaries) Act 1967 Newcastle (Miscellaneous Lands) Act 1979 Newcastle National Park Enabling Act 1924 Queen Victoria Building Site Act 1952 Roads Act 1993 section 178(2) Swimming Pools Act 1992 Walgett Water Supply Act 1959
Some of our legal services branch members: Alice Leslie, Mehtap Stanfield, Paul Chapman and Doug Friend
34 NSW Department of Local Government Changes in Acts and subordinate legislation Amendments to the Local Government Act The Local Government (Miscellaneous) Amendment Act 2006 came into operation on 30 June 2006. The purpose of the amendments included in this Act are to: • Clarify that informal votes are not to be taken into account when deciding whether a question at a council poll or constitutional referendum has been carried. • Ensure that a council’s power to grant leave of absence to a councillor is non-delegable. This means that when a councillor applies for leave of absence that leave may only be granted by a council resolution. If a councillor who has been granted leave of absence attends a council meeting, the leave of absence is taken to have been rescinded. Council would need to make another resolution if a further leave of absence was requested. • Extend from six to twelve months the period that a by-election need not be held for a vacancy that arises in a civic office before a scheduled council election. • Enable councils to serve rates and charges notices electronically if a ratepayer elects in writing to receive their notices in this way. • Make it the duty of the general manager to give timely information to councillors about any fines or penalty notices council has received from agencies such as the Australian Taxation Office, the Roads and Traffic Authority or the Environment Protection Authority, or if a court or tribunal makes a costs order against a council. This amendment will make sure that councils are kept informed of their financial exposure to penalties for failing to comply with legal and financial obligations. The Local Government Amendment (Waste Removal Orders) Act 2006 came into operation on 20 June 2006. It allows a council to issue an order to remove or dispose of waste that is on any residential premises or to refrain from keeping waste on those premises. The waste must be causing or likely to cause a threat to public health or the health of an individual.
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hjhiV^cVWaZ X]Vc\Z The Local Government Amendment (Public Private Partnership) Act 2004 came into operation on 1 September 2005, together with guidelines on the procedures and processes to be followed by local government in public private partnerships. The Local Government Amendment (Stormwater) Act 2005 and the Local Government (General) Amendment (Stormwater) Regulation 2006 came into operation on 13 April 2006. They allow councils to make a charge to improve stormwater management in their local areas. This charge can only be levied when a council provides additional or higher level stormwater management services to eligible land.
Amendments to the Companion Animals Act The Companion Animals Amendment Act 2005 was assented to in November 2005, with the majority of provisions coming into operation in January 2006. This represented the implementation of recommendations after a 5 year review of the Act. Additional amendments were made in relation to restricted breeds and the declarations of dangerous dogs. These amendments were developed after extensive consultation with industry groups.
Changes to subordinate legislation The Companion Animals Amendment (Penalty Notices) Regulation 2005 was gazetted on 19 August 2005. The amendment increased fixed penalties for offences involving restricted or declared dangerous dogs and introduced a new fixed penalty for an offence where a dog chases, harasses or attacks a person or animal. The sunset of the Regulations in relation to Companion Animals has been postponed for 12 months and will be remade before 1 September 2007. The sunset of the Swimming Pools Regulation 1998 has been postponed for 12 months as a regulatory impact statement is being prepared in conjunction with the review of the main Act. The Regulation will be remade before 1 September 2007. In 2005–06 the department also prepared regulatory amendments to improve the reporting of councillor expenses and the use of facilities.
36 NSW Department of Local Government Pensioner rebate payments
The pensioner rebate scheme gives pensioners rate concessions up to a maximum of $250 and rebates of up to $87.50 each on water and sewerage charges—where councils provide these services. The scheme is funded 55% by the NSW government and 45% by each council. Concessions are available to eligible pensioners who occupy a dwelling as their sole or principal place of living. An eligible pensioner is someone who receives a pension under the Social Security Act 1991 or a service pension under the Veterans’ Entitlements Act 1986 and holds a pensioner concession card issued by the Commonwealth Government. People who receive a pension from the Commonwealth Department of Veterans’ Affairs and do not have income and assets that would prevent them from being granted a pensioner concession card are also eligible. Subsidy payments are demand driven on applications received from councils. The level of concession has remained unchanged since 1989 and the rebate has been the same since 1994. Councils have the discretion to provide further pensioner concessions, such as extensions in time to pay rates, and can give additional rebates from their own resources if they wish. Total outlays under the scheme were $72.86 million in 2005–06, with over 478,000 pensioner concessions being granted by NSW councils. The cost of the scheme is expected to increase in future years in line with the projected ageing population. Although the total number of concessions granted by councils has increased by 65,000 since 2000–01, the level of payments to councils has remained relatively stable. This suggests a fall in the average level of rebate per concession. However, there are a range of factors that could be affecting these figures such as improved information systems and better eligibility checks by councils which have allowed for more accurate determination of part payments—that is, pensioners sharing with non-pensioners and family members or carers—improved data from the Department of Veterans’ Affairs, and a growth in the number of self-funded retirees.
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hjhiV^cVWaZ X]Vc\Z The pensioner rebate scheme is a complex scheme and requires councils to have accurate and up-to-date rating and property ownership information systems. They also need to obtain data from Centrelink and the Department of Veterans’ Affairs to verify pensioner status and regularly monitor and cross check this information. This year, we engaged Internal Audit Bureau Services to conduct a detailed review of our procedures and systems for managing pensioner rebates. Although the review found that the current key controls applied by the department to this process are operating effectively, further work will be carried out to provide detailed analysis and longer-term modelling of the scheme. The table on page 116 shows the total pensioner rebate payments made to councils in 2005–06.
38 NSW Department of Local Government Our publications
We provide a range of publication to keep the public and local government stakeholders informed about our work. These publications cover topics such as integrated planning and reporting, special variations, pensioner concessions and skills shortages. All the publications are available on our website. Our 18 publications in 2005–06 were: • standard contract of employment—general managers of local councils in NSW • pecuniary interest guidelines • report of an investigation in terms of Section 430 of the Local Government Act 1993 into Kyogle Council • stormwater management service charge—frequently asked questions (FAQs) • special variation guidelines • annual report 2004–05 • water safety practice note—no 15 • meetings practice note—no 16 • fitting the pieces together—integrated planning and reporting by NSW local councils • on-site sewage management system survey 2005—consultants report • council rating and revenue raising manual • local government code of accounting practice and financial reporting— update 14 • local government code of accounting practice and financial reporting guidelines • pensioner concession hardship rate relief application form • applying for a pensioner concession information sheet • pensioner concession application form • survey of skills shortages in NSW local government • guidelines for breed assessors.
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During 2005–06 we issued 77 circulars to councils on a wide range of issues affecting the sector. The full text of these circulars is available in pdf format on our website.
29/06/2006 Updated code of accounting practice and financial reporting Circular 06-38 09/06/2006 Standard contract of employment for general managers—in Circular 06-37 force from 1 July 2006 02/06/2006 Local government reform program—promoting better Circular 06-36 practice information available online 01/06/2006 Companion Animals Amendment Act 2005—notices of Circular 06-35 intention to make restricted dog declarations 26/05/2006 Requested borrowing limit 2006–07 Circular 06-34 25/05/2006 Local Government Pecuniary Interest and Disciplinary Circular 06-33 Tribunal—procedure manual 18/05/2006 Provision of financial assistance under section 356 of the Circular 06-32 Local Government Act—developing a financial assistance policy 10/05/2006 Pecuniary Interest and Disciplinary Tribunal emphasises Circular 06-31 need to observe pecuniary interest provisions 01/05/2006 Notice of intention to declare dog to be a restricted dog— Circular 06-30 approved form—Companion Animals Act 1998 27/04/2006 Companion Animals Amendment Act 2005— Circular 06-29 commencement of remaining provisions and supporting regulation 24/04/2006 Information about rating for 2006–07—fee for section 603 Circular 06-28 certificates, boarding house tariffs and maximum interest rate on overdue rates and charges 24/04/2006 Strategic alliance network conference—draft final program Circular 06-27 and call for late registrations 18/04/2006 Council claims for payment of pensioner concession Circular 06-26 subsidy—June 2006
40 NSW Department of Local Government 18/04/2006 Department of Local Government secondment Circular 06-25 opportunity—policy and research officer 13/04/2006 Stormwater management services charge—commencement Circular 06-24 of legislation and updated FAQs 11/04/2006 Department of Local Government secondment Circular 06-23 opportunity—principal policy officer (re-advertised) 31/03/2006 Applications for approved temperament assessors Circular 06-22 30/03/2006 Strategic alliances and resource sharing initiatives Circular 06-21 24/03/2006 Recovery of income written off as a result of the 20% limit Circular 06-20 on farmland ordinary rates 23/03/2006 Alcohol free zone evaluation and survey of councils Circular 06-19 23/03/2006 Stormwater management service charge—frequently asked Circular 06-18 questions 20/03/2006 Strategic alliance network conference—registration and draft Circular 06-17 program 20/03/2006 Variation of general income for 2006–07 Circular 06-16 06/03/2006 Strategic alliance network conference—invitation to present Circular 06-15 council and ROC resource sharing models 03/03/2006 Adjustments to notional income in 2006–07 for newly Circular 06-14 rateable Crown land 28/02/2006 Applications for ministerial approval for a special variation to Circular 06-13 general income 27/02/2006 Social justice initiatives survey 2004–05 Circular 06-12 14/02/2006 Integrated planning and reporting Circular 06-11 07/02/2006 Determinations of the Local Government Remuneration Circular 06-10 Tribunal 31/01/2006 Department of Local Government secondment Circular 06-09 opportunity—principal policy officer
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hjhiV^cVWaZ X]Vc\Z 31/01/2006 Meetings practice note Circular 06-08 25/01/2006 Procurement in NSW local councils Circular 06-07 19/01/2006 Increase in registration fees under the Companion Animals Circular 06-06 Amendment Regulation 2005 17/01/2006 Department of Local Government secondment opportunity Circular 06-05 12/01/2006 Staged commencement of the Companion Animals Circular 06-04 Amendment Act 2005 and amending regulation 05/01/2006 Consultation draft—tendering guidelines for NSW local Circular 06-03 government 05/01/2006 Council claims for payment of pensioner concession Circular 06-02 subsidies—February 2006 04/01/2006 Local council water utility powers under the Local Circular 06-01 Government Act 1993 22/12/2005 Information regarding the recovery of income lost as a result Circular 05-70 of the Local Government and Valuation of Land Amendment (Water Rights) Act 2005 12/12/2005 New funding arrangements for stormwater Circular 05-69 17/11/2005 Department of Local Government annual report 2004–05 Circular 05-68 16/11/2005 Proposed amendments to the Companion Animals Act 1998 Circular 05-67 10/11/2005 2005 On-site sewage management survey— Circular 05-66 report on the findings 09/11/2005 Comparative information publication 2004–05 Circular 05-65 01/11/2005 Council rating and revenue raising manual Circular 05-64 01/11/2005 Revised pensioner concession forms Circular 05-63 27/10/2005 Healthy local government grants program Circular 05-62
42 NSW Department of Local Government 25/10/2005 Council data collection system for seizures of cats and dogs Circular 05-61 for 2005–06 25/10/2005 Changes to the management of Crown land Circular 05-60 19/10/2005 Practice note no. 15: Water safety—amendment to Circular 05-59 appendix 2 (recommended qualifications) 17/10/2005 Implementation of the model code of conduct for local Circular 05-58 councils in NSW 14/10/2005 Compliance with special variation approval conditions Circular 05-57 11/10/2005 Planning for the potential impact of an ageing population on Circular 05-56 local government 28/09/2005 Domestic waste management and recycling services return Circular 05-55 27/09/2005 Assistance to councils for HIH deficiencies incurred after 30 Circular 05-54 June 2005 23/09/2005 Forms of investment—Minister’s order Circular 05-53 06/09/2005 Survey of skills shortages in NSW local government Circular 05-52 02/09/2005 Public private partnerships legislation and guidelines Circular 05-51 01/09/2005 Local government EEO management plan review Circular 05-50 01/09/2005 Cancellation of building contractor licences Circular 05-49 01/09/2005 2005–06 Council claims for payment of pensioner Circular 05-48 concession subsidies 01/09/2005 Commencement of Local Government Regulations Circular 05-47 30/08/2005 Strategic tasks guide for 2005–06 Circular 05-46 26/08/2005 Safe removal of asbestos—referral information for local Circular 05-45 councils and their communities
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hjhiV^cVWaZ X]Vc\Z 25/08/2005 2005–06 Rating return—new councils comprising: the Circular 05-44 statement of compliance and rates and charges— 7 November 2005 25/08/2005 2005–06 Rating return comprising: the statement of Circular 05-43 compliance and rates and charges—7 November 2005 22/08/2005 Companion Animals Regulation 1999—increase in fixed Circular 05-42 penalties for certain offences 19/08/2005 Minimum requirements for transition to AFIRS—financial Circular 05-41 reports of councils as at 30 June 2005 03/08/2005 Publication of acquisition notices without the prior approval Circular 05-40 of the Governor 03/08/2005 Strategic alliances Circular 05-39 29/07/2005 Review of the Swimming Pools Act 1992 and preparation Circular 05-38 of a regulatory impact statement for the Swimming Pools Regulation 1998 27/07/2005 Maximum amount of minimum rates 2005–06 Circular 05-37 27/07/2005 Water safety week 2005 Circular 05-36 20/07/2005 Financial reporting—30 June 2005 Circular 05-35 15/07/2005 Local Government Amendment Act 2005 Circular 05-34 15/07/2005 Internal audit discussion paper Circular 05-33 04/07/2005 Model code of conduct training for council facilitators Circular 05-32
44 NSW Department of Local Government What we plan to do in 2006–07
• Review data provided by councils on the pensioner rebate scheme to ensure the information on the number of households assisted is accurate.
• Conduct an audit of pecuniary interest returns.
• Complete and disseminate guidelines on councillor expenses.
• Make further amendments to the Companion Animals Act and review and issue revised versions of our companion animals publications.
• Complete the review of the Swimming Pools Act and Regulation.
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46 NSW Department of Local Government hjhiV^cVWaZ X]Vc\Z
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Building relationships andhjhiV^cVWaZ communicating effectivelyX]Vc\Z Our objective is to work in partnership with our stakeholders across sectors to respond to the needs of local government, and provide accurate, timely and useful informationhjhiV^cVWaZ on local X]Vc\Z government issues. Snapshot… Participated in over 20 inter-departmental committees l worked inhjhiV^cVWaZ partnership with the Department of Housing and the RSPCA on responsible pet ownershipX]Vc\Z l developed a dog education program for 5–7 year old school children l worked with the LGSA and the LGMA to address skills shortages l processed 19 FOI applications l started development work for our new website.
In this section What we did in 2005–06
• worked with key government agencies and peak bodies on local government matters. • improved the level of stakeholder involvement in key projects. • identified and developed new partnership opportunities to improve community outcomes. • enhanced the effectiveness of programs such as the companion animals program and the septic safe program. • Developed and delivered training for the local government sector. • raised awareness about the role of local government. • ensured our website was user friendly, up to date, accurate and informative. • maximised the use of technology, including videoconferencing.
Membership of advisory groups hjhiV^cVWaZ X]Vc\Z Ethnic affairs priority statement hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z Freedom of information
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hjhiV^cVWaZ X]Vc\Z What we did in 2005–06
l Participated in over 20 inter-departmental committees covering areas such as Worked with key Aboriginal affairs, crown roads, wastewater management, cemeteries, drugs and government agencies alcohol, immigration and settlement planning, and water and sewerage priorities for and peak bodies on country towns. local government matters l Represented local government on the backpackers taskforce and the NSW water safety taskforce.
l Actively contributed to the Australian and New Zealand companion animals national working group.
l Worked in partnership with the Department of Housing and the RSPCA to address issues of responsible pet ownership.
l Consulted with DEUS, DEC and the State Library on data for inclusion in our comparative information publication.
l Worked with the LGSA and the LGMA on promoting diversity in leadership in local Improved the level government and addressing skills shortages. of stakeholder involvement in key l Worked with the LGSA on councillor training, councillor expenses and facilities, projects principles of multiculturalism, and the evaluation of alcohol free zones.
l Chaired the Local Government Accounting Advisory Group and consulted with industry stakeholders on financial reporting and accounting issues.
l Maintained regular contact with the Local Government Auditor Association and participated in their annual conference.
l Worked with the LGMA, the LGSA and unions to develop standard contracts for general managers and other senior council staff.
l Participated in the LGMA good practice toolkit project and attended quarterly meetings of the LGMA governance network.
48 NSW Department of Local Government l Hosted a trial of the housing affordability presentation kit with the Department of Identified and Housing and other housing sector representatives and helped to develop a local developed new government housing kit. partnership opportunities to l Formed a new partnership with the Australian Companion Animal Council, the improve community Australian Veterinary Association, the Animal Welfare League, the RSPCA and the outcomes Delta Society to develop a dog education program for 5-7 year old school children.
l Included representatives from the LGSA, the LGMA and the Department of Planning on the reference group for our integrated planning and reporting project.
l Recognised the United Services Union as a stakeholder on the skills shortages taskforce.
l Started a review of the operational responsibilities of councils for water and sewerage Enhanced the to improve their effectiveness. effectiveness of programs such as the l Modified the companion animals register to improve data quality and make it easier companion animals to follow up registration non-compliance. program and the septic l Introduced enhancements to the NSW Companion Animals Register to reflect safe program changes to breed and temperament assessment requirements.
l Consulted with the LGSA on the development of a training program for councillors. Developed and delivered training for l Developed a facilitators kit for training on the model code of conduct and supported the local government the LGMA in presenting 10 train-the-trainer sessions. sector l Delivered 8 presentations to councillors and council staff on local government issues, including 2 joint presentations with the ICAC.
l Helped the LGMA to deliver training on the 2005–06 financial reporting code.
l Delivered training on companion animal responsibilities to council rangers and other stakeholders at Maitland, Coffs Harbour, Dubbo, Wagga Wagga, Penrith and Sydney.
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hjhiV^cVWaZ X]Vc\Z What we did in 2005–06 (cont'd)
l Started to prepare updated brochures and fact sheets on key local government issues such as how to have your say in council, why do you pay rates, and how to Raised awareness access council information. about the role of local government l Processed 19 freedom of information applications and granted full or partial access to the documents requested for 14 of them.
l Received a total of 790,092 visits to our web site—an average of 2,164 visits a day. Ensured our website Our online local government directory received 149,034 visits and our council search is user friendly, up to by region page received 92,350 visits. date, accurate and l Started development work for our new website to improve access to information—by informative enhancing metadata and topic indexes and including an online calendar of strategic tasks for councils.
l Developed a new section of our web page with detailed information about our promoting better practice reviews.
l Upgraded the companion animals register to provide support for access via PDAs and other handheld devices.
l Regularly used videoconferencing facilities for internal and LGAAG meetings. Maximised the use of l Publicised opportunities for videoconferencing by providing details of available technology including videoconference sites in NSW to the LGAA and LGFP and on our intranet. video conferencing l Installed new videoconference equipment in our Sydney office and upgraded the services in our Nowra office.
l Started training for all our staff on how to use videoconferencing equipment.
50 NSW Department of Local Government Membership of advisory groups Local Government Accounting Advisory Group Chair: C Spreitzer Members: S Hammond, B Jenkins, M Sewell, J Redden, W Taylor, S McBride, B Oyetunji, M Chorlton, J Gordon, S Samra, J O’Malley Statement of function—to assist the department in maintaining and updating the local government code of accounting practice and financial reporting, and the local government asset accounting manual in line with Australian accounting standards and other requirements.
Rate Pegging—Committee of Advice Members: R Woodward, G Gibbs, B Freeland Statement of function—to provide advice to the Minister on the recommended annual percentage increase for local council annual general income (rate pegging percentage).
Temperament Assessment Advisory Committee Members: R Burton, S Halley, S Collier Statement of function—to advise the Director General of the Department of Local Government on the approval of people who will conduct temperament assessments of dogs that are predominately restricted breeds, and on related issues.
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hjhiV^cVWaZ X]Vc\Z Ethnic affairs priority statement
We are committed to integrating the principles of multiculturalism into all the department’s planning, management and work processes and practices. We also actively encourage the local government sector in NSW to practise and promote the principles of multiculturalism in all their functions and services. Our 2005–06 ethnic affairs priority statement (EAPS) forward plan was developed in consultation with all branches. The new plan is more streamlined and its format is more clearly aligned with the relevant criteria and activity areas of the EAPS standards framework. Our major ‘internal’ initiative this year was establishing a cross-branch ‘social justice committee’ to better promote corporate ownership of EAPS and other social justice initiatives, and to coordinate the development and implementation of relevant plans and initiatives across the department. This committee has worked hard to raise awareness of and promote the implementation of our EAPS plan within the department—both through email and the intranet and at branch and manager meetings. Some of our ‘local government’ initiatives in 2005–06 include: • Developing and trialling a draft kit and framework to help councils plan and implement EAPS initiatives. This is part of a joint pilot project with the Community Relations Commission. • Reviewing council EEO management planning and reporting—a review report is pending. • Reviewing council social/community plans as part of the ‘promoting better practice program’ and encouraging those councils reviewed to implement the principles of multiculturalism.
Some of our policy and research branch members: Karen Paterson, Vaughan Macdonald, Wayne Trudgen, Wendy Forrester, Jenna Wilson, Lorraine Hayward, Gabe Hart and Margie Laird.
52 NSW Department of Local Government Freedom of information
Our freedom of information (FOI) policy and procedures are aligned with the objectives of the FOI Act and the Ombudsman’s policies and guidelines. We consider any request for access to the documents we hold and, wherever possible, give access to these documents free of charge. However sometimes there are inhibiting factors such as the time and resources that may be involved in providing access, the rights of others who may be affected by the disclosure of the information, and the effect of disclosing the documents on the functions of the department. During 2005–06 we received twenty new FOI applications, twelve more than last year. Out of the applications we processed this year, seven were granted access in full, seven were granted partial access, five were refused and one was withdrawn. There were no major compliance issues or problems with these applications. There were also two internal review applications about determinations we had made. The following tables show how many FOI requests we received in 2005–06, what happened to the requests we completed, why we restricted some requests and how long it took us to process them. Only one application took longer than 40 hours to process and no applications were deferred.
Section A—Number of FOI requests FOI requests Personal Other Total A1 New (including transferred in) 6 14 20 A2 Brought forward - - - A3 Total to be processed - - - A4 Total completed 6 14 20 A5 Transferred out - - - A6 Withdrawn - 1 1 A7 Total processed* 6 13 19 A8 Unfinished (carried forward) - - - *Note: Does not include withdrawn or redirected requests.
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hjhiV^cVWaZ X]Vc\Z Section B—What happened to completed requests Completed requests are those in line A4.
Result of FOI request Personal Other B1 Granted in full 1 6 B2 Granted in part 4 3 B3 Refused 1 4 B4 Deferred - - B5 Withdrawn - 1 B5 Completed 6 14
Section C—Ministerial certificates—nil
Section D—Formal consultations Issued Total D1 Number of requests requiring formal consultations 10 11* * Consultation for one application was not completed because the advance deposit was not paid.
Section E—Amendment of personal records—nil requests
Section F—Notation of personal records—none in the past 2 years
Section G—FOI requests granted in part or refused Number of times each reason cited in relation to completed requests that are granted or refused.
Basis of disallowing or restricting access Personal Other G2 Section 19 (application incomplete, wrongly directed) - - G3 Section 22 (deposit not paid) - 3 G4 Section 25(1)(a1) (diversion of resources) - - G5 Section 25(1) (a) exempt 4 3 G6 Section 25 (1) (b), (c), (d) (otherwise available) - - G7 Section 28(1) (b) (documents not held) 1 - G8 Section 24(2)—deemed refused, over 21 days - - G9 Section 31(4) (released to medical practitioner) - - G10 Total 5 6 Note: Does not include withdrawn request.
54 NSW Department of Local Government Section H—Costs and fees of requests processed during 2005–06. Assessed costs FOI fees received H1 All completed requests $4,920.00 $2,250.00 Note: Does not include costs and fees for unfinished requests or returned or refunded fees.
Section I—Discounts allowed Personal—2 Other—6
Section J—Days to process Number of completed requests by calendar days (elapsed time) taken to process.
Elapsed time Personal Other J1 0 —21 days 3 2 J2 22—35 days 2 4 J3 Over 35 days 1 8 J4 Total 6 14 Note: Does not include withdrawn request but does include redirected request.
Section K—Processing time Number of completed requests by hours taken to process.
Process hours Personal Other K1 0—10 hours 4 9 K2 11—20 hours 1 2 K3 21—40 hours 1 2 K4 Over 40 hours - 1 K5 Total 6 14 Note: Does not include withdrawn application.
Section L—Reviews and appeals L1 Number of internal reviews finalised 2 L2 Number of Ombudsman reviews finalised - L3 Number of Administrative Decisions Tribunal appeals finalised -
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hjhiV^cVWaZ X]Vc\Z What we plan to do in 2006–07
• Work with the LGSA to structure a councillor training package.
• Issue updated brochures and fact sheets about the role of local government.
• Start to deliver the ‘Safe Pets Out There’ (SPOT) program in NSW schools in 2007.
• Finalise revised environment and health protection guidelines for councils about on-site sewage management for single households.
56 NSW Department of Local Government hjhiV^cVWaZ X]Vc\Z
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Driving success hjhiV^cVWaZ X]Vc\Z Our objective is to manage and promote performance in the local government sector so it can operate efficiently and effectively.
hjhiV^cVWaZ X]Vc\Z Snapshot… Finalised 1067 complaints about councils l completed 3 formal pecuniary interest investigations l provided support to the Brewarrina Shire Council public inquiry l considered 46 applications for special variations hjhiV^cVWaZl hosted X]Vc\Z a national local government financial management forum l released a discussion paper on integrating council planning and reporting.
In this section
What we did in 2005–06
• implemented government programs to build council capacity. • facilitated the financial viability of the local government sector. • reviewed sector benchmarks and best practice guidelines. • improved the integration of council business planning and reporting. • examined opportunities for improving professional / technical capabilities across councils.
Membership of tribunals
Complaints about councils
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l Received 1107 complaints about councils, finalised 1067 complaints and dealt with Implemented one misbehaviour referral. government programs l Completed 3 formal pecuniary interest investigations at Moree Plains, Ashfield and to build council Lane Cove and started another 2 investigations at Great Lakes and Hurstville. compliance capacity l Received three determinations from the Pecuniary Interest and Disciplinary Tribunal —2 breaches proven (Clr Fernance, Moree Plains Shire Council and Clr Taylor, Weddin Shire Council) and 1 breach not proven (Clr Hinide, Weddin Shire Council).
l Provided support to the Brewarrina Shire Council public inquiry and have started to monitor the implementation of the Inquiry Commissioner’s recommendations.
l Completed a section 430 investigation into Kyogle Council.
l Reviewed the annual financial statements of all councils and county councils, and Facilitated financial visited and provided feedback to councils who were performing poorly. viability of the local government sector l Considered 46 applications from councils for special rating variations, undertook a compliance review, and released a circular on special variation performance requirements.
l Hosted a National Local Government Financial Management Forum in Wollongong in May 2006 and facilitated agreement to a national financial reporting framework, subsequently endorsed through LOGJOG.
l Held a workshop for remote and regional councils and included a session on long term financial planning.
l Analysed the impact of new legislation relating to the separation of land and water rights values.
58 NSW Department of Local Government l Assessed the financial and infrastructure issues identified by the Allan Inquiry. Reviewed sector benchmarks and best l Reviewed a sample of social and community plans, state of the environment reports, practice guidelines management plans and annual reports prepared by councils to check compliance with departmental guidelines.
l Started to develop a standard for asset management, including infrastructure planning, management, reporting and funding.
Improved the l Released a discussion paper in February 2006 on opportunities for integrating integration of council council planning and reporting, analysed submissions from a range of stakeholders, business planning and and reviewed arrangements in other jurisdictions. reporting l Included recommendations for better integrating planning and reporting in our PBP reviews of councils.
l Chaired the skills shortage task force and worked with taskforce members to identify Examined skills gaps across the local government sector and develop a brochure for school opportunities for students promoting councils as an employer of choice. improving professional / technical capabilities l Developed a scholarship program in local government planning with the Department across councils of Planning.
l Prepared a local government finance specific module and delivered lecture material through Charles Sturt University.
l Included recommendations for managing skills shortages in our PBP reviews.
l Worked with the Board of Vocational Education and Training and tertiary institutions to ensure that local government training needs are being met through, for example, greater take up in the delivery of the Diploma in Local Government (Planning).
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hjhiV^cVWaZ X]Vc\Z Membership of tribunals Local Government Pecuniary Interest and Disciplinary Tribunal Member: D Officer QC Statement of function—the Tribunal conducts proceedings into reports of complaints about alleged breaches of the pecuniary interest and conflict of interest provisions.
Local Government Remuneration Tribunal Member: Justice C Cullen Statement of function—the Tribunal is responsible for categorising councils, county councils and mayoral offices to determine the maximum amounts of fees to be paid to councillors, members of county councils and mayors in each category.
60 NSW Department of Local Government Complaints about councils The complaints we receive about councils help us to monitor council operations and identify issues that may need attention. This in turn may lead to departmental investigations and help identify issues for review during promoting better practice reviews. Complaints also help us to identify issues that indicate the need for changes to local government legislation or policy or a need for training, guidance or other best practice advice. We received 1107 complaints in 2005–06, compared to 1105 in 2004–05 and 1069 in 2003–04. These complaints were spread over 125 councils. Over half of all complaints / allegations related to 25 councils, or just 16% of all general purpose councils in NSW. We did not receive any complaints about 27 councils. The total number of complaints received this year represents a small increase over the number received last year (in the order of 0.2%).This follows an 8% increase the previous year. Figure 1. Complaints/allegations received for financial year—ten-year trend
1,600 1,400 1,200 1,000 800 600 400 200 0 1996–97 1997–98 1998–99 1999–00 2000–01 2001–02 2002–03 2003–04 2004–05 2005–06
Financial 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 year /97 /98 /99 /00 /01 /02 /03 /04 /05 /06 Total 1307 1412 1285 738 788 1140 885 1069 1105 1107 received
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hjhiV^cVWaZ X]Vc\Z Table 2 Top 25 councils by complaints
COUNCILS 2005/06 % 2004/05 Increase total (Decrease) Total all 1107 100% 1105 2
Total top 25 596 53.8% 519 77 Hornsby 83 7.5% 20 63 Great Lakes 66 6.0% 20 46 Kempsey 32 2.9% 42 (10) Wollongong 27 2.4% 43 (16) Gosford 27 2.4% 24 3 Port Macquarie-Hastings 26 2.3% 30 (4) Warringah 23 2.1% 69 (46) Wyong 22 2.0% 49 (27) Newcastle 22 2.0% 9 13 Sutherland 21 1.9% 30 (9) Wagga Wagga 20 1.8% 3 17 Rockdale 19 1.7% 30 (11) Blue Mountains 19 1.7% 15 4 Hawkesbury 18 1.6% 1 17 Lake Macquarie 17 1.5% 14 3 Armidale Dumaresq 17 1.5% 11 6 Eurobodalla 17 1.5% 13 4 Nambucca 16 1.4% 7 9 Baulkham Hills 15 1.4% 8 7 Tweed 15 1.4% 54 (39) Sydney 15 1.4% 17 (2) Randwick 15 1.4% 11 4 Kyogle 15 1.4% 5 10 Ku-ring-gai 15 1.4% 16 (1) Manly 14 1.3% 8 6 Note. The actual number of complaints is not necessarily an effective indicator of the seriousness of the matters raised. In some cases the council may be the subject of campaigns, usually about a single controversial issue. This can distort the council’s reputation if there is in fact no maladministration on the council’s part and the issues relate more to concerns about a particular decision. We generally will not investigate such issues, provided the council’s decision is lawful and proper processes are followed.
62 NSW Department of Local Government Hornsby Council was the most complained about council. Most of these complaints arose from concerns about two issues—a proposed equestrian facility at Galston and council’s compulsory acquisition of the old CSR Quarry site. Great Lakes Council was the subject of significant numbers of complaints about rates liability for land at North Arm Cove and councillor behaviour in the lead up to the 2005 mayoral election. We welcome the significant drop in complaints received about Warringah and Tweed Shire Councils. We continue to promote the resolution of most complaints by councils themselves at the local level, consistent with the status of local councils as independent bodies, elected by and accountable to their local communities.
Our Manager Investigations and Review, Dominic Riordan
Our complaints handling process Our investigative priorities are to focus on councils where there is evidence of significant breakdowns in the operations of councils or evidence indicating serious flaws in important council processes. We assess all complaints received to determine whether we should make preliminary inquiries into the issues raised. For 865 out of the total 1107 complaints received during 2005–06 (or 78%), we decided not to carry out more detailed review or preliminary inquiries after assessment. This proportion is down on 2004–05 where we declined to carry out a more detailed review on 80% of matters. A total of 242 out of the 1107 complaints received during 2005–06 or 22% of the total proceeded to fuller review and, where appropriate, preliminary inquiries. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Categories of complaints We categorise complaints according to the subject matter of the allegations. This enables us to monitor not only complaint numbers, but also trends in the areas of council operations that give rise to the greatest level of concern. Most complaints in 2005–06 were about issues such as: • town planning matters—these include complaints from applicants for development consent and from objectors and complaints about rezoning issues • enforcement matters—these are complaints that a council is not enforcing development consent conditions, or not acting on evidence of development carried out without consent • financial management—including rating, charges, budget issues and decisions on allocation of council funding • misconduct and pecuniary and/or conflict of interests matters—including allegations of breaches of the council’s code of conduct • complaints about operational services—including engineering services, environmental services and community services • governance issues—including issues about access to information and the conduct of council meetings. Figure 2 Matters that were the subject of complaints in 2005–06
Engineering Sevices 8% Development Assessment 22%
Financial Management 13%
Community Sevices 3% Strategic Planning Mismanagement/ 7% Maladministration 7% Customer Pecuniary/Conflict Sevices of Interests Enforcement 3% 7% 8% Governance 9% Environmental Sevices Misconduct 3% 10%
Note: a single complaint may relate to more than one topic
64 NSW Department of Local Government Pecuniary interest complaints In 2005–06 we received 65 informal allegations of breaches of the pecuniary interest provisions of the Local Government Act and dealt with 3 complaints that met the requirements set out for formal pecuniary interest complaints. The Table below details the activity associated with formal pecuniary interest complaints and investigations during 2005/2006 compared to the previous year. Sections 1 and 2 relate to formal complaints under section 460 of the Local Government Act 1993 received and determined in the period. Section 3 relates to formal investigations of pecuniary interest complaints under section 462 of the Local Government Act 1993 commenced and determined in the period. Section 4 relates to determination of reports of investigations into complaints referred to the Pecuniary Interest and Disciplinary Tribunal under section 468 of the Local Government Act 1993. Section 5 relates to the outcome of complaints referred to the Pecuniary Interest and Disciplinary Tribunal under section 482 of the Local Government Act 1993. Table 3
Pecuniary interest matters 2004/05 2005/06 Section 1 Complaints not determined at 1 July 2 1 Complaints received in year 3 3 Complaints determined in year 4 4 Complaints not determined at 30 June 1 0 Section 2 Complaints declined 4 4 Complaints to investigation 0 0 Section 3 Investigations not complete at 1 July 3 3 Investigations commenced in year 3 2 Investigations finalised in year 3 3 Investigations not complete at 30 June 3 2 Section 4 Reports undetermined by PIDT at 1 July 0 2 Reports referred to PIDT in year 3 3 Reports determined by PIDT in year 1 3 Reports undetermined by PIDT at 30 June 2 2 Section 5 Determination by PIDT—proven 1 2 Determination by PIDT—not proven 0 1
During 2005-06 we completed 3 formal pecuniary interest investigations at Moree Plains Shire Council, Ashfield Municipal Council and Lane Cove hjhiV^cVWaZ X]Vc\Z Municipal Council and started another 2 investigations at Great Lakes and Hurstville City Councils. hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z The Pecuniary Interest and Disciplinary Tribunal determined three matters during 2005–06: • Councillor Fernance of Moree Plains Shire Council • Councillor Taylor of Weddin Shire Council • Councillor Hinde of Weddin Shire Council Councillor Fernance and Councillor Taylor were found to have breached the pecuniary interest provisions of the Local Government Act. Councillor Hinde was found not to have breached the pecuniary interest provisions of the Local Government Act.
Outcomes Changes to our information management system now allow us to identify and report on the outcome of the complaints we finalised during the previous year. Although we do not investigate most of the complaints we receive, we try to provide complainants with advice about how best to deal with their complaint. This includes advice on how to pursue the matter with the council, or whether there are any legal remedies available. Table 4 sets out the outcomes of the matters we finalised in 2005–06.
Outcome No. Advice/explanation provided—local issue 603 Advice/explanation provided—no evidence of maladministration 68 Alternative redress available 85 Information noted for monitoring role 53 Matter to be the subject of investigation/inquiry 3 No utility 84 Pecuniary interest—failure to provide further particulars 4 Pecuniary interest—matter to be investigated 2 Pecuniary interest—trivial or does not warrant investigation 43 Premature—complainant referred to council directly 27 Referred to another authority 22 Referred to council for investigation 7 Resolved by agency before intervention 21 Resolved to Minister's or department's satisfaction 45
Total complaints finalised in 2005–2006: 1067
For more detailed information about our investigations and inquiries, including copies of associated reports, please see our website at www.dlg.nsw.gov.au. There is also detailed information about our promoting better practice reviews on our website—including how we do the reviews and links to reports of all the reviews we have completed since the program started in 2004.
66 NSW Department of Local Government Special variations Under s.508 of the Local Government Act, the Minister may give a council approval to increase its annual general income beyond the general variation. When applying for a special variation, councils must demonstrate prudent fiscal management and a level of community support or understanding for the increase. A total of 39 applications for special variations were submitted for consideration under s.508(2) for 2006–07. Of these, 2 were withdrawn, 27 were approved, 4 were declined, 5 received approval for partial increases and 1 received approval for a reduced period. A total of 7 applications for special variations were submitted for consideration under s.508A for 2006–07. Of these, 4 were approved, 1 was declined, 1 was approved for a reduced number of years and 1 was approved under s.508(2) for an increase in 2006–07 only. The remaining years will receive further consideration. The figure of 7 applications includes one 2005–6 application under s.508A from Wollondilly Council where the first year was approved under s.508(2) and the remaining four years under s.508A. The table on page 120 identifies the councils that applied for a special variation for 2006–07. The amounts shown are the % increases sought and approved, and include the general variation (3.6%) and any allowable adjustments.
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• Finalise an options paper on integrating council planning and reporting.
• Continue to promote long term financial planning and asset management for councils.
• Review the comparative information indicators to see if they are appropriate and, if necessary, develop better measures.
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Contents
Organisation chart 70
Summary of our operations 71 hjhiV^cVWaZ hjhiV^cVWaZ Our management team 74
Director General’s 75 performance statement
Developing our people 83
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hjhiV^cVWaZ X]Vc\Z Our organisation
Director General
Director General
Garry Payne AM
Deputy Director General
Ross Woodward
Director Director Director Director Reform Relationship Legal, Policy & Performance Implementation Management Special Programs Management & Compliance
Michael Fleming Michelle Squire Paul Chapman Grahame Gibbs
Executive Legal Services Finance Management Business & Policy & Research Investigations & Review Information Services Companion Animals
70 NSW Department of Local Government Summary of our operations The Department of Local Government has six branches that work together to provide a policy and legislative framework for the local government sector. These branches are our executive branch, business and information services, legal services, policy and research, finance management, and investigations and review branch. Our operational branches are grouped within two directorates.
Director Reform Implementation The Director Reform Implementation provides high level strategic advice and research services to the Director General and the Minister on various issues affecting the local government sector. A key responsibility is to provide liaison, support and training services for new councils to ensure the successful implementation of our reform program.
Director Relationship Management The Director Relationship Management has a key quality control role and is responsible for ensuring the quality and standards of the department’s strategic advice to the Minister and the government, and its communications and consultative mechanisms with key stakeholders and the community. The role also includes developing corporate strategies, plans and work programs to meet key departmental outcomes and ensuring client services are delivered within agreed deadlines.
Executive Our executive branch coordinates strategic directions, corporate planning, ministerial and departmental services relating to briefings and correspondence, public enquiries, customer services, publicity and information. We also provide support services for the Director General and Deputy Director General.
Business and information services Our business and information services branch provides infrastructure coordination and management for human resources including EEO and training, financial services, information and communications technology advisory and support services, records management and administrative services such as insurance, fleet management and accommodation. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z They also: • manage the pensioner concession subsidy scheme • develop and maintain computing systems to support the department's mission and objectives • coordinate all data collection activities for our business units • maintain the department's website.
Legal, Policy and Special Programs Directorate Legal services Our legal services branch identifies and reviews the need for changes to local government legislation and formulates legislative proposals. They also: • provide high level legal policy advice to the government on a wide range of issues affecting local government • process leases and land resumptions for councils • provide support to the Local Government Boundaries Commission • prepare briefs on and present pecuniary interest matters before the Pecuniary Interest and Disciplinary Tribunal.
Policy and research Our policy and research branch identifies critical issues in local government management, develops policy, and conducts research to promote best practice in local government. They also: • conduct extensive interagency consultation to make sure that local government issues are considered in the relevant context • help councils successfully implement local government legislation • manage programs in councils that deal with social planning, sewage management, multicultural issues, EEO, state of the environment reports and annual reporting.
Companion animals unit Our companion animals unit manages the companion animals program which aims to promote responsible pet ownership in accordance with the Companion Animals Act 1998. As part of this, the unit oversees administration of the permanent identification and lifetime registration system and allocates funds to community education initiatives.
72 NSW Department of Local Government Performance Management and Compliance Directorate Finance management Our finance management branch monitors local government financial matters including the financial position of councils, rates and charges, rebates, loan borrowings and capital expenditure reviews. They also: • collect information and conduct research and policy development on financial and rating issues • manage the annual allocation of loan borrowing authority between councils • advise the Minister on rate pegging levels and applications by councils for exemption from rate limitations • manage the development and application of AAS27, the local government accounting code • identify benchmarking standards to encourage councils to adopt best practice opportunities • prepare a report each year comparing the performances of councils using key performance indicators.
Investigations and review Our investigations and review branch assesses and investigates complaints and allegations about the conduct and activities of councils, elected members and council staff. They also: • complete special investigations and reviews into councils and inquiries on pecuniary interest matters • identify areas of local government administration that need more effective control procedures • support the Pecuniary Interest and Disciplinary Tribunal • provide 'best practice' advice and educational information for elected members and staff on a range of matters related to complaints and probity • liaise with the Independent Commission Against Corruption and the NSW Ombudsman in relation to the department's investigative function.
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Chief Executive Officer Director General Garry Payne AM BBus
Senior Staff Deputy Director General Ross Woodward BTP, MTP Director Performance Grahame Gibbs Management & Compliance BBus (Acct), ASA Director Legal, Policy Paul Chapman & Special Programs LLB Director Michelle Squire Relationship Management BSocSci (Psych), MURP Director Michael Fleming Reform Implementation BA, Dip Ed, MEd (Hons)
Branch Managers Manager Business & Dennis Amey Information Services BA, Grad Dip Inf Sys Manager Executive Support Anne Guzman BA, MPS Manager Investigations Dominic Riordan and Review BA, LLB Manager Finance Management Carmen Spreitzer B Comm Manager Legal Services Alice Leslie BA, Dip Law, Grad Dip Environmental Law Manager Policy and Research Karen Paterson BA, M Soc Sci (Hons), M Pol Stud, Dip Comm Psych Companion Animals Program Maree Garrett Manager (Acting)
74 NSW Department of Local Government Director General’s performance statement
Name : Garry Payne AM Position: Director General Level 7 Period: 1/9/2005—31/8/2006
Key accountability Economic development • Responsible for contributing to the economic development of the state. • Responsible for management of overall legislative and policy framework for local government in NSW.
Outcomes • More efficient and responsive government through implementation of government policy decisions concerning local government. • Continued implementation of reform of the sector since commencement of the government’s local government reform program in September 2003. To date, 30 promoting better practice reviews of councils have been completed and a further 11 are currently underway. • A number of councils have entered into resource sharing and strategic alliances where they can achieve better service outcomes and more efficient service delivery for their communities. The department held a conference in May 2006 to facilitate formation of a strategic alliance network. • The department has continued to monitor and support the 22 new councils constituted as a result of the reform program, many of which have already undertaken significant work in extending service provision into previously un-serviced areas, and have improved financial viability and capacity to make a significant contribution on a regional scale. • Consideration of issues identified by the Allan Inquiry into the financial sustainability of local government in NSW. • Legislation to effectively manage pecuniary interest, valuation of land and water rights, waste removal, and dangerous dogs.
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hjhiV^cVWaZ X]Vc\Z • The Companion Animals Amendment Act 2005 was passed by Parliament on 28 November 2005. There was a staged commencement of the legislation with the majority of provisions coming into force on 13 January 2006. The remainder of provisions (relating to council declared restricted dogs) came into force on 28 April 2006. The amendments provided strong powers to local councils and the courts to enforce strict control requirements to minimise the risk restricted and dangerous dogs pose to the safety of our streets. Following the tragic death of Tyra Kuehne, the government is amending the legislation to ensure effective controls on dangerous dogs, encourage responsible ownership and improve enforcement. • Legislation governing public private partnerships (PPPs) for NSW councils commenced and guidelines were also issued on 1 September 2005. Three projects have been assessed by the Local Government Project Review Committee and a further 4 projects started in 2005–06 but not yet developed to initial assessment stage as at 30 June 2006. The department provides assistance to councils in determining whether proposed projects fall within the definition of a PPP. • Commenced a major review of the Swimming Pools Act 1992 and Regulation involving public consultation. NSW has seen a significant reduction in the number of tragic deaths of children in backyard swimming pools since the introduction of this legislation. Following an initial call for public submissions in July–August 2005, a discussion paper was recently released for public comment by 15 December 2006.
Key accountability National programs • Ensure NSW is a participant in appropriate national programs affecting local government.
Outcomes • NSW has continued to participate in appropriate national programs and has responded to a number of significant national issues including the development of an intergovernmental agreement on local government, assessment of work choices impacts on NSW councils, and initiatives focused on housing affordability and asset management. • NSW has participated in Local Government and Planning Joint Officers Group (LGPJOG) and Local Government and Planning Ministerial Council (LGPMC) meetings and has also initiated a Ministerial Roundtable on the level of Commonwealth funding of local government.
76 NSW Department of Local Government Key accountability Best practice • Identification and development of best practice strategies for local government sector.
Outcomes • Continued development of departmental capacity for increased investigatory activity and proactive performance management strategies, involving extensive training and project work in partnership with the sector. • Continuation of the promoting better practice initiative and commencement of an evaluation of its effectiveness. Trends emerging from reviews are being monitored to assist the department to identify strengths and weaknesses in the sector. • The department hosted a conference attended by representatives of over 100 councils to establish a strategic alliance network and encourage council efforts to form strategic alliances to share resources in order to provide improved and more efficient services to their communities. • Development of the Safe Pets Out There (S.P.O.T) program to promote responsible pet ownership in partnership with a number of key companion animals stakeholders. This level of cooperation between all stakeholders and government is a national first. From February 2007 onward, the SPOT program will aim to reach every 5 to 7 year old school child in NSW over the next three years. • Continued promotion of good management practice throughout the local government sector to maximise best use of all resources to provide for long-term viability. • Continued development of a wide range of explanatory publications and guidelines for councils to assist in the implementation of legislative requirements and best practice. • Development and delivery of a major training package on the code of conduct in cooperation with the LGSA and commencement of work on compulsory councillor training. • Continued provision of accessible information on local government issues for the community and local government sector through use of innovative and advanced information technology.
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hjhiV^cVWaZ X]Vc\Z Key accountability Monitoring and compliance • Monitoring and compliance with local government legislation.
Outcomes • The promoting better practice initiative has continued to place greater emphasis on increasing the investigative capabilities of the department and using the services of other professionals such as the Internal Audit Bureau. There have been increased visits to councils to monitor and review council compliance with the Local Government Act, identify councils potentially facing financial difficulties, and assist councils experiencing operating difficulties. • Investigation of complaints and developmental work to assist councils establish effective complaints handling mechanisms has continued. 1107 complaints received during the 2005–06 financial year, compared to 1105 during 2004–05. • Investigation into Kyogle Shire Council undertaken and investigation into Wagga Wagga City Council commenced. • Public inquiry into Brewarrina Shire Council completed. • Three matters determined by the Pecuniary Interest and Disciplinary Tribunal—2 proven and 1 not proven. • Following public inquiries resulting in the dismissal of councillors, four councils are currently under administration until September 2008: Liverpool City Council, Walgett Shire Council, Tweed Shire Council, and Warringah Council. • Implementation of new mechanisms to deal with misbehaviour by councillors, including breach of the council’s code of conduct, in order to remove disruptive behaviour from local councils and improve community confidence in local government. • Following legislative amendments in 2005 to prescribe standard contracts for general managers, standard contracts for general managers and senior staff were developed in consultation with the sector and are now in force. • Significant role in managing local government involvement in private public partnerships for major infrastructure projects. • Early identification of councils experiencing financial difficulties and continued monitoring of council finances. • Implementation of the government’s decision to strengthen laws regarding dangerous dogs and commencement of work on further amendments to increase responsible pet ownership and enforcement.
78 NSW Department of Local Government • Release of updated pecuniary interest guidelines and PIDT procedure manual, and commencement of increased monitoring of councillor compliance with pecuniary interest requirements. • Continued liaison with a number of industry groups.
Key accountability Consultation and representation • Ensure effective relationships and consultation mechanisms are maintained with local government and relevant state and federal agencies to assist in development of appropriate programs and strategies.
Outcomes • Continued successful management of significant change process in the sector in consultation and cooperation with the sector and relevant state agencies. • Excellent relationship management with the sector and relevant state and federal agencies to achieve desired outcomes. • Establishment of a Ministerial Advisory Council to facilitate policy development. • Proactive identification of emergent sector issues and increased emphasis on development of departmental capacity to lead development of best practice strategies. • Improved integration of issues affecting local government across state agencies through cooperative work with other departments on key projects. • Continued involvement in the development of a number of joint publications with other agencies on issues of strategic relevance.
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hjhiV^cVWaZ X]Vc\Z Key accountability Government policies • Implementation and achievement of government’s policies in relation to local government. • Administration of the framework for local government in NSW.
Outcomes • Continued implementation work associated with the local government reform program and the major refocusing of the department’s role in policy implementation. • Implementation of opportunity for councils to reduce their councillor numbers without a constitutional referendum. Processing of 16 applications to date resulting in a total reduction of 47 councillors. • Successful passage of significant legislation associated with companion animals. • Conduct of a significant training initiative in cooperation with the sector, and ongoing training activities undertaken on financial management. • Rate increase for councils limited to 3.5%. • A total of 39 applications for special variations under section 508(2) were submitted for consideration for 2006–07. Of these, 2 were withdrawn, 27 were approved, 4 were declined and 5 received approval for partial increases and 1 received approval for a limited period. • A total of 7 applications for special variations under section 508A were submitted for consideration for 2006–07. Of these, 4 were approved as sought, 1 was approved for a lesser period than sought, 1 was approved for the first year only at this stage, and 1 was not approved. In addition to these, the remaining 4 years of an application lodged in 2005–06 were approved.
Key accountability Organisational management • Effective management practices. • Achieve a diverse and representative agency workforce which results from employment practices that: – increase the representation, distribution, pay equity and competitiveness of EEO groups in all job types, at all levels – acknowledge and value diverse cultures and languages which are responsive to the needs of its customer base. • Ensure access and equity programs actively implemented. • Occupational health and safety managed to minimise adverse situations. • Manage corporate credit card usage and compliance within department. • Sound resource management.
80 NSW Department of Local Government Outcomes • Innovative and effective management practices employed to direct resources to achievement of significant sector improvements and emergent priorities, and assist staff to work smarter in delivering results from a regional location. • A department which is able to respond quickly to changing policies and initiate proactive approaches to the sector’s needs. • A safe, fair, tolerant and ethical work environment. • Conduct of specific training to ensure occupational health and safety, EEO, privacy and freedom of information requirements are understood, valued and complied with by all staff. • A financially responsible department. • Occupational health and safety issues managed successfully. • Continued emphasis on training on core aspects of working for government and skill development to support a proactive and flexible work culture. • Implementation of business performance system. • Regular reporting of achievements against corporate plan and improved focus and capacity of the department’s operational base. • Comprehensive review and update of the department’s guarantee of service undertaken in consultation with staff. • Completion of management development program and commencement of a leadership development program for staff interested in pursuing a management position in future.
Garry Payne AM The Hon Kerry Hickey MP Director General Minister for Local Government
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Developing our peoplehjhiV^cVWaZ X]Vc\Z Our objective is to have skilled, efficient and adaptable people working together in a safe workplace.
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In this section
What we did in 2005–06 • Developed and implemented a strategic human resources plan. • regularly updated our human resource policies and practices. • enhanced staff capability through training. • implemented the business performance system. • ensured a team approach to our work. • met our obligations as a responsible employer. • supported our staff with innovative technology.
Human resources
Equal employment opportunity
Occupational health and safety
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Develop and l Managed the merger of our business services and information management implement a strategic branches into a new business and information services branch. human resources plan l Reviewed our service level agreement with the Department of Gaming and Racing for HR services.
Regularly update our l Continued the development of a new induction package for staff joining the human resources department. policies and practices l Reviewed our OH&S policies and procedures, and refreshed and updated our OH&S intranet site.
l Provided individual skills development and training for staff on topics such as Enhance staff capability Ministerial writing, computer packages and project management. through training l Provided on-the-job training for staff in the objective records management system and office automation applications.
l Hosted a highly successful Springboard program, a mentored career and self development program for women in non-management roles, for 6 women from our department and 11 women from regional offices of other NSW government agencies.
l Encouraged staff to develop their skills by participating in promoting better practice reviews, policy work and inter-branch projects.
l Provided OH&S consultation training for our OH&S representatives.
l Conducted a 360 degree review and feedback of our management team.
l Provided opportunities for staff to ‘job swap’ and act in various positions as part of their professional development.
l Started to identify priority training requirements and source providers.
l Ran in-house courses on recruitment and merit selection in the public sector.
l Finalised management development training.
84 NSW Department of Local Government l Implement the business Initiated a review of the effectiveness of our business performance system. performance system l Started to develop individual work plans for our staff.
l Increased inter-branch participation in branch meetings. Ensure a team l Promoted a project management and cross branch approach to projects to spread approach to our work workloads more evenly.
l Reviewed the constitution of our OH&S committee, conducted regular workplace Meet our obligations inspections, and held fire warden training and fire drills. as a responsible employer l Organised 2 ergonomic training sessions for staff, conducted ergonomic assessments of 8 workstations, and installed stretch break software on all staff computers.
l Promoted our EAPS plan through email and the intranet and at branch and management meetings.
l Completed the transfer of our data communications network to GNet, the NSW Support our staff with government broadband project, achieved significant increases in data transfer rates innovative technology and reduced data communication costs.
l Developed support for hand-held devices such as PDAs and Blackberrys.
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Table 5 Staff employed in various categories
Category 2002-03 2003-04 2004–05 2005–06 CEO/SES 2 2 2 2 Senior officers 2 2 3 3 Clerks 7-12 31 34 37 35 Clerks 3-6 4 11 11 11 Clerical officers 6 5 6 6 Legal officers 6 7 7 7 Total 51 61 66 64 The lower average number of effective full time staff (51 EFT) during 2002- 03 reflects the separation of staff who did not relocate with the department to Nowra in January 2003. As a result of recruitment action in the following two years, staff numbers were restored to full EFT levels. In response to the government’s efficiency improvement plan, there was a slight reduction in effective full time staff in 2005–06. The average sick leave for 2005–06 was 5.0 days, compared to 4.2 days and 4 days in each of the two previous years.
Table 6 Chief and senior executive officers
Remuneration level CES/SES CES/SES CES/SES CES/SES 2002-03 2003-04 2004–05 2005–06 1 2 3 4 1 1 1 5 6 1 7 1 1 1 8 Totals 1 2 2 2 During 2002-03 the department also used the services of an unattached SES officer level 5. The total remuneration package for Garry Payne AM, Director General of the Department of Local Government, SES Level 7 was $370,200. No performance payment was made in 2005–06. No SES positions were held by women in the years reported.
86 NSW Department of Local Government Employee relations Our joint consultative committee (JCC) met twice during the year to discuss workforce management issues. The topics addressed included: • the execution of our charter of dignity and respect • flexible working arrangements, including the possibility of flexible working arrangements when recruiting new staff • raising staff awareness of our grievance procedures and anti-bullying guidelines.
Induction for new staff This year we began work on the development of a new staff induction package to ensure that all our staff receive an adequate induction to the department. The materials in the package will include: • an overview of the department, its branches and governance structure • information on the buildings and facilities and emergency procedures • copies of key policies for staff conduct, occupational health and safety, equity, records management, and information technology use and security • a summary of conditions of employment and entitlements • details of departmental procedures. The package will be accompanied by a series of checklists designed to make sure that all new staff receive key information about the department in a consistent manner. Before finalising the package in 2006–07, we will be undertaking extensive consultation with our management team and staff about its content and format to ensure that the package is both relevant and effective.
Industrial relations On 16 February 2005 the NSW Industrial Relations Commission made the Crown Employees (Public Sector—Salaries 2004) Award by consent. The award included provision for an increase to salaries and related allowances of 4% from the first full pay period on or after 1 July 2005. This award increase took effect on the payroll of 14 July 2005.
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hjhiV^cVWaZ X]Vc\Z The award provides for a further increase of 4% from the first full pay period on or after 1 July 2006. A memorandum of understanding between the government and the PSA provides for a further one year award starting on 1 July 2007 and expiring on 1 July 2008. This will provide for a further 4% increase from the first full pay period on or after 1 July 2007. One formal grievance was lodged in 2005–06 and resolved with the assistance of a mediator. Minor concerns were resolved in accordance with our grievance handling procedures.
Our Manager Business and Information Services, Dennis Amey
88 NSW Department of Local Government Equal employment opportunity Table 7 Trends in the representation of EEO groups for full-time staff
EEO group Government Public sector DLG 03-04 DLG 04-05 DLG 05-06 target 03-04 Women 50% 51% 49% 59% 62% Aboriginal people and 2% - - - - Torres Strait Islanders People whose language first 20% 10% 8% 7% 8% spoken as a child was not English People with a disability 12% 6% 8% 4% 5% People with a disability requiring 7% - - 1.5% 3.1% work-related adjustment
Interpretation We have achieved a steady increase in the employment of women and are well above the government’s target and the public sector as a whole. We are well under the government’s benchmark for people whose language first spoken as a child was not English, but only slightly under for the public sector. We are also under the benchmarks for people with a disability and for people with a disability requiring work-related adjustment. Table 8 Trends in the distribution of EEO groups for full-time staff
EEO group Government 02-03 03-04 04-05 05-06 target Women 100 89 88 84 83 Aboriginal people and 100 n/a n/a n/a n/a Torres Strait Islanders People whose language first 100 n/a n/a n/a n/a spoken as a child was not English People with a disability 100 n/a n/a n/a n/a People with a disability requiring 100 n/a n/a n/a n/a work-related adjustment
Interpretation A distribution index of 100 indicates that the centre of the distribution of the EEO group across salary levels is equivalent to that of other staff. Values less than 100 mean that the EEO group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In some cases the index may be more than 100, indicating that the EEO group is less concentrated at the lower levels. Where n/a appears, the sample was not sufficient to draw a conclusion. The distribution index is automatically calculated by the software hjhiV^cVWaZ X]Vc\Z provided by Employment Equity and Diversity.
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We are committed to maintaining the best possible standard of occupational health, safety and welfare for everyone working at or visiting the department’s workplaces. We have an active occupational health and safety (OH&S) committee that meets at least quarterly to identify, assess, monitor and review any occupational health and safety risks that may arise. The committee conducts regular workplace inspections and reports the results to management for action. During 2005–06 we: • ran fire warden training, followed by a building fire drill • provided accredited WorkCover OH&S consultation training for our OH&S committee management representatives • refreshed and updated our OH&S intranet site • started a review of our OH&S management action plan and the constitution of the OH&S committee • held two ergonomic training sessions for staff • conducted ergonomic assessments of eight workstations • installed stretch break software, as suggested by members of our spokeswomen’s program. There were two workers compensation claims in 2005–06. The average cost per claim was $2,507.
90 NSW Department of Local Government Disability plans
We are committed to ensuring that all our policies, procedures, guidelines and advice to the government enhances the opportunities that people with disabilities have to participate fully in society. We also work to ensure that the local government sector is aware of its role in actively promoting the participation of people with disabilities in all areas, including local government decision-making. Our disability action plan includes strategies directed towards physical access, employment in the public sector, training of staff, information about services, positive community attitudes and complaints procedures. Our offices provide access to staff and visitors with disabilities including reserved car parking, appropriate ramps, lifts, appropriate toilets and adjustable work stations. In 2005–06 we employed 64 staff, of whom 5% were staff with a disability. Information is readily available to all staff on our intranet to help them to consider the needs of people with disabilities when providing advice about local government issues. This year a major achievement was the establishment of a cross-branch ‘social justice committee’ to promote a better understanding of social justice principles—including equity, access, rights and participation for people with a disability. The committee is currently developing a social justice framework for the department and will review our disability action plan as part of this process. In 2005–06 our ‘local government’ work included: • encouraging councils involved in the ‘promoting better practice’ review program to address the needs of people with disabilities in their local communities through the social/community planning process • encouraging councils to adopt disability action planning, use the NSW government disability policy framework, and send their disability plans to the Human Rights and Equal Opportunity Commission.
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hjhiV^cVWaZ X]Vc\Z NSW Government action plan for women
We are committed to having an equitable and inclusive workplace, and supporting and encouraging women’s full participation and representation at all levels within the department. Our cross-branch ‘social justice committee’ is currently developing a social justice framework for the department, which will include a focus on initiatives for women. We also have a major role in actively promoting women’s participation in local government, particularly in decision-making roles such as councillor and senior management positions. Our spokeswomen’s program continues to thrive and some achievements this year include: • Hosting a highly successful Springboard Program, a mentored career and self development program for public sector women in non- management roles. Six women from our department participated, along with 11 women from regional offices of other NSW government agencies. • Coordinating in-house lunchtime yoga classes, and holding regular morning teas for female staff to network and raise issues of concern. Two female staff also participated in the annual Going Public conference for women in the public sector and politics in September 2005. Some of our ‘local government’ initiatives in 2005–06 include: • Organising an International Women’s Day luncheon at Parliament House in March 2006 for all female councillors in NSW, hosted by the Minister for Local Government. • Disseminating hard copies of the National Framework for Women in Local Government: Information Kit for Councils to all councils in NSW. • Issuing a request from the Minister to all mayors of NSW councils for information about their initiatives to promote the position of women in local government, particularly in leadership roles.
92 NSW Department of Local Government Key internal committees Joint consultative committee Chair: R Woodward Members: F Bronneberg, K Butson, M Stanfield, C Medcalf, G Hart, S Gubb, D Riordan, T Lees Statement of function—a forum for management, staff and the PSA to discuss industrial and other issues of interest.
Internal audit committee Chair: R Woodward Members: G Gibbs, A Leslie, L Taylor Statement of function—to provide assistance and support to the Director General in the oversight and monitoring of the internal audit function of the department, and to provide independent assurance on the adequacy and quality of internal controls, risk management and the department’s compliance framework.
Occupational health and safety committee Chair: T Waters Members: T Linow, L Hayward, A Jaffrey, H Pearce, D Friend, D Amey, T Lees Statement of function—to identify, monitor and review the measures taken to ensure the health, safety and welfare of people at the place of work, investigate any matter that may be a risk to health and safety, and attempt to resolve any problems that may occur.
Social justice committee Chair: K Paterson Members: G Colley, W Forrester, S Gubb, S Hartley, L Taylor, T Lees, M Fleming Statement of function—to more effectively coordinate and monitor the department’s corporate responsibilities in relation to social justice initiatives planning and reporting, promote social justice within the department, and hjhiV^cVWaZ X]Vc\Z provide recommendations to management about the implementation of social justice initiatives. hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z What we plan to do in 2006–07
• Upgrade our email services to support the latest server and client software.
• Develop staff performance agreements and start an ongoing review process.
• Conduct an internal governance ‘health check’ of statutory requirements and best practice.
• Implement our correspondence project.
94 NSW Department of Local Government hjhiV^cVWaZ X]Vc\Z
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Managing our resourceshjhiV^cVWaZ X]Vc\Z Our objective is to manage our resources efficiently, equitably and with clear accountability.
hjhiV^cVWaZ Snapshot… X]Vc\Z Implemented recommendations from our review of human resource practices, policies and procedures l conducted quarterly business reviews l exceeded our targets for paying accounts on time l upgraded the network connections hjhiV^cVWaZ between our offices l completed work for our certification to AS/NZ 7799.X]Vc\Z
In this section What we did in 2005‑06 • started to prepare a new guarantee of service. • worked towards meeting our obligations under our guarantee of service. • prepared and implemented a new risk management plan for the department’s operations • Developed internal continuous improvement capability. • Delivered our corporate goals within budget. • reviewed and maintained the effectiveness of our electronic communication. • Developed a communications technology security policy and plan for certification. • ensured formal internal communications mechanisms were in place and informal communication was encouraged.
Guarantee of service and consumer response
Risk management and insurance activities
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hjhiV^cVWaZ X]Vc\Z What we did in 2005–06
Prepared a new l Started to review and update our guarantee of service. guarantee of service
l Received a significant increase in the volume of correspondence we had to process Worked towards and faced considerable challenges in responding to this correspondence as meeting our promptly as we would like. obligations under our guarantee of service l Developed a project to improve the quality of the correspondence we prepare, and assist staff to effectively manage the large volume of correspondence we receive.
l Started a review of our internal procedures for handling complaints about our service.
Prepared and l Worked with the Internal Audit Bureau to undertake scheduled internal audit reviews. implemented a new l Held quarterly meetings of our internal audit and risk committee to monitor, and risk management plan ensure the timely implementation of, review recommendations. for the department’s operations l Implemented recommendations from our review of our human resource practices, policies and procedures.
l Started to review the effectiveness of our compliance program and correspondence handling processes.
Developed internal l Conducted quarterly business reviews against our operational plan and individual continuous branch plans. improvement capability
l Delivered all our programs within the approved parliamentary appropriation. Delivered our corporate goals l Exceeded our targets for paying our accounts on time in each quarter. within our budget
Reviewed and l Reviewed and updated our information management and technology strategic plan. maintained the l Upgraded the network connections between our offices to cater for enhanced effectiveness of videoconferencing, telephony and document management. our electronic communication
96 NSW Department of Local Government Developed a l Completed work on our information security framework and security policies ready for communications certification to AS/NZ 7799. technology security policy and plan for certification
Ensured formal internal l Involved all staff in our business performance system and quarterly business communication reporting cycle. mechanisms are in l Held monthly management team and branch meetings to make sure all staff were place and informal kept informed of key issues and departmental activities. communication is encouraged
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hjhiV^cVWaZ X]Vc\Z Guarantee of service and consumer response
During the year we undertook a review of our guarantee of service standards and started to prepare a new guarantee of service. We aim to provide accurate, consistent advice to our clients in a polite and courteous way. Our staff try to respond to telephone enquiries immediately and reply to correspondence within 4 weeks, although complex matters may take longer to finalise. We always include a contact name and telephone number in letters and encourage clients to contact us if they need more information. We consult on changes to policies or legislation affecting the local government sector and keep our clients up-to-date with any changes. Since our relocation to Nowra our performance on average, particularly in relation to correspondence, has been adversely affected by a loss of experienced staff and difficulties in attracting staff with appropriate skills and /or government experience. We also continue to receive a high volume of correspondence given increasing community interest in local government issues. During 2005–06 we processed 4753 items of departmental correspondence (up from 4110 in 2004–05), 5090 items of Ministerial correspondence (up from 2591 in 2004–05), and 48 Cabinet Minutes (down from 53 in 2004–05). Due to the doubling in the volume of Ministerial correspondence this year, we have faced a considerable challenge to process correspondence within our existing resources. This has resulted in a decline in our performance against our guarantee of service.
98 NSW Department of Local Government Table 9 Guarantee of service
Service quality measure 2004–05 2005–06 2006–07 Target Actual Target Actual Target % of departmental 70% 60.3%* 70% 38.9% 70% correspondence answered within 4 weeks % of land acquisition notices 90% 27.3% 90% 100% 90% approved within 90 days^ % of leases and licenses for 90% 100% 90% 50% 90% community land granted within 60 days^ % of annual accounts extensions 85% 100% 85% 68% 85% granted within 21 days
^ Processing time measured from full receipt of all documentation * 2004–05 figure has been derived from combined data from our old DTS and new EDRMS, and relates to the percentage of departmental correspondence requiring a reply and responded to within 4 weeks. Addressing our performance in this area is a key priority. For example, during 2005–06 we started a major training and support initiative to improve the quality of our correspondence, implement consistent processes for planning, writing and reviewing letters, and develop the writing skills and strategies of all our staff. This initiative has three key aims: • To improve the quality of correspondence prepared by departmental staff and make sure it is written in a plain English style that is accessible to, and appropriate for, a wide range of audiences. • To help us effectively manage the large volume of correspondence we receive, meet our guarantee of service standards, and increase compliance with our resource kit for drafting officers and the Commonwealth Government style manual. • To provide editorial support for both individual staff and members of the management team who are responsible for approving documents before they go to the Executive Branch and Minister. Following initial discussions with our management team, we started sessions with all branches and coaching of individual staff members at the close of this reporting year. We will continue to make significant efforts to meet our guarantee of service in this challenging environment and plan to improve our performance in 2006–07.
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hjhiV^cVWaZ X]Vc\Z Risk management and insurance activities
During 2005–06, we have worked towards implementing the recommendations of our enterprise-wide business risk assessment, undertaken by the Internal Audit Bureau (IAB) in 2004. A comprehensive three year internal audit program—which takes a risk-based approach to the review of our operational activities—was developed in response to the IAB report. Our internal audit committee meets at least quarterly and oversees the conduct of the internal audit program and the implementation of recommendations arising from the reviews. Management of the internal audit program is outsourced to the IAB. This year we have also implemented recommendations from the review of our human resource practices, policies and procedures. For example, we have: • Promoted the profile of the human resource staff from the Department of Gaming and Racing (DGR) by increasing their attendance at our staff and branch managers meetings, and having them make more frequent visits to our Nowra office. • Reviewed our service level agreement with the DGR for providing human resources services to make sure that it is comprehensive, up-to- date and includes the provision of strategic human resource advice. • Restructured our business services branch by merging it with information services and appointing a coordinator for governance, business assurance and planning. The coordinator is responsible for managing the service level agreement with DGR and is the executive officer of the internal audit committee. An internal review of the administration of the pensioner rebates scheme was also completed in 2005–06. The review found that the current key controls applied by the department to this process are operating effectively. Our insurance coverage is provided by the Treasury Managed Fund.
100 NSW Department of Local Government Privacy management plan
The Branch Manager, Legal Services acted as the department’s privacy officer until February 2006. In February 2006, we appointed a governance officer and transferred the responsibility of privacy officer to that position. The role of the privacy officer is to provide advice and information to staff about privacy matters, receive and process any privacy complaints in relation to the department’s activities and conduct, and update our privacy management plan as required. Our privacy management plan is publicly available on our website. It sets out what is private and personal information and how we deal with the information we collect. It also provides for the establishment of an ethics committee. The role of this committee is to review each research project to be undertaken by the department to ensure that the project complies with the information protection principles set out in the Privacy and Personal Information Protection Act 1998 (PPIP Act). The NSW Privacy Commissioner made a direction, under s.41 of the PPIP Act, exempting public sector agencies from compliance with some sections of the Act. This direction applies to the collection, storage, use and disclosure of personal information by agencies as part of their investigative functions. The exemption covers our investigations—where compliance with those sections would detrimentally affect the conduct of the investigation. We did not receive any privacy complaints in 2005–06. However, during the year, the Internal Audit Bureau (IAB) investigated a complaint we received in 2004–05 that the department had disclosed a complainant’s name to a council that was the subject of the complaint. The IAB found that, based on the available evidence, we had not disclosed the person’s name.
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hjhiV^cVWaZ X]Vc\Z Waste reduction We integrate waste reduction and purchasing policy (WRAPP) principles into all our operational policies and practices. Our ongoing strategies to minimise our impact on the environment include: • communicating with councils via email • using email and our intranet to distribute information to staff • reducing the volume of hardcopy publications by printing on CD and making extensive use of our internet site • using recycled content paper stocks for our publications • actively encouraging staff to recycle all waste paper and cardboard and providing facilities for this • recycling used toner cartridges • receiving and distributing faxes electronically • producing electronic forms and publications.
Our business operations We purchase products that contain recycled content whenever it is possible and cost-effective to do so. We also use photocopy paper that has at least 80% recycled content. In 2005–06, we replaced our network printers with models that have double-sided printing capabilities. This is helping to reduce the volume of paper we use.
Our publications We are committed environmentally responsible paper users and specify optimal green paper stocks for all our printed publications. We always use stock from suppliers committed to environmental sustainability. This year the stock we used for our printing had a high environmental sustainability rating with the following characteristics.
102 NSW Department of Local Government Sustainable forests These papers are totally derived from resources which are managed to ensure their renewability for generations to come. • Pan European Forest Certification (PEFC). This certification ensures wood used in paper production is exclusively from forests that guarantee renewability and respect for the eco-system. • Sustainable Forestry Initiative (SFI). The American Forest and Paper Association's Sustainable Forestry Initiative aims to ensure ongoing renewable resources across the country.
Bleaching process When wood is pulped, it becomes naturally discoloured. The environmental challenge is to bleach the pulp while minimising harmful side-effects on the environment. • Elemental Chlorine Free (ECF)—Pulp is bleached using processes that do not use elemental chlorine gas, reducing significantly the amount of toxins released.
Environmental management systems External certification and ongoing monitoring systems designed to assure continuous reduction of environmental impacts. EMS is designed to identify, evaluate, plan, manage, improve and monitor the environmental policy throughout an organisation. • ISO 14000/01—A formal international certification of environmental management systems, covering planning, environmental performance evaluation, and auditing. • IPPC (Integrated Pollution Prevention and Control)—IPPC seeks to prevent or minimise air, water and soil pollution by emissions from industrial installations in the community.
Recycled To obtain the recycled label, a paper must contain recovered materials. The amount may vary considerably, from small percentages of pre-consumer to 100% post-consumer materials, and any combination of the two. Most recycled papers will have a recovered content of at least 20%. • 55% recycled, 45% oxygen bleached.
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hjhiV^cVWaZ X]Vc\Z Government energy management policy
We are committed to policies and practices that aim to achieve low and sustainable levels of energy use and reduce greenhouse emissions. Our recently constructed Nowra office has a range of energy-efficient features such as T5 luminaries with electronic ballasts for internal lighting, high-tint glass and shade screens above the windows to reduce the solar heating load, and carbon monoxide sensors to control the exhaust fans in the car park. The building design uses heat generated by computers within the building to reduce the need for additional heating. Movement sensors in offices deactivate lighting when the offices are unoccupied. Under the NSW Government’s cleaner fleet program, we are into the second year of our three-year rolling fleet improvement plan. This program requires agencies to progressively reduce annual greenhouse gas emissions to achieve a 20% reduction by 2007–08, based on 2004–05 performance. This year we achieved a 12% reduction in the total litres of fuel used by our fleet.
Our Nowra office building
104 NSW Department of Local Government What we plan to do in 2006–07
• Finalise and issue our updated Guarantee of Service and better integrate it with our business performance system and quarterly reporting cycle.
• Complete our threat and risk assessments and produce our statement of applicability to AS/NZ 7799.
• Assist staff to process correspondence more efficiently by upgrading our EDRMS to refine and enhance workflow capabilities, web portals, content management and publishing.
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Contents
Financial overview 108
Grants to non-government 109 hjhiV^cVWaZ hjhiV^cVWaZ organisations Consultants 109
Our payment performance 110
Financial assistance 111 X]Vc\Z X]Vc\Z grant entitlements Pensioner rebate payments 116
Special variations 120 hjhiV^cVWaZ X]Vc\Z Audited financial statements 123
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hjhiV^cVWaZ X]Vc\Z Financial overview
The department incurred expenses of $87 million in 2005–06 across four main categories.
Salary and related payments $6.6 million (7.6%) Other departmental costs $3.0 million (3.4%) Payments from the companion animals fund $4.5 million (5.2%) Grants and subsidies $72.9 million (83.8%) Revenues collected totalled $5.4 million, including $5 million of registration fees paid to the companion animals fund. The net cost of services was $81.6 million. At 30 June 2006 the value of assets totalled $9.22 million. This represents mainly receipts held in the companion animals fund pending disbursements to councils. The department leases its accommodation and, other than computer equipment, owns no substantial assets. Finance assistance grants transferred to councils during 2005–06 amounted to $520.7 million.
Major assets The department holds no individual major assets. The collective net value of plant and equipment at 30 June 2006 was $855,000 ($951,000 in 2004–05). Computer and communication equipment form the majority of the value.
Credit card certification The use of corporate credit cards in the department has been in accordance with Premier’s memoranda and Treasurer’s directions.
108 NSW Department of Local Government Grants to non-government organisations
During 2005–06 we made two grants totalling $22,000 to non-government community organisations under the program titles ‘development, oversight and assistance to local government’. The first payment was made to the Institute of Public Works and Engineers Association, as part of the department’s contribution to the development of the national asset condition and financial reporting guidelines. The second payment was to Local Government Managers Australia as part of our contribution to the public-private partnerships training program.
Consultants
We engaged 15 consultants during 2005–06 at a total cost of $267,410. There were three consultancies that exceeded $30,000.
Consultant Cost Details Management services Emeritus Professor Maurice Daly $43,125 Tweed Shire Council public inquiry trading as Daly Research Systems Pty Ltd Internal Audit Bureau $81,387 Development of procedures for councils on ‘promoting better practice’ and various departmental reviews. PricewaterhouseCoopers $100,000 Preparation of update to the code of accounting practice and financial reporting. Total $224,512 We spent $42,898 on 12 consultancies of less than $30,000 in the following areas.
Management services $42,898
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hjhiV^cVWaZ X]Vc\Z Our payment performance Accounts payable performance Quarter ending Current 30 days 60 days 90 days $ $ $ $ At 30 September 2005 1,034,287 79,478 2,605 5,162 At 31 December 2005 771,730 36,179 18,595 2,856 At 31 March 2006 735,499 32,838 46,729 17,280 At 30 June 2006 1,280,052 72,268 25,290 721 This table shows accounts payable at the end of each quarter as extracted from the department's accounting system.
Payments on time Amount paid Amount Quarter ending Accounts paid on time on time paid Target % Actual % $ $ At 30 September 2005 85 92.22 1,034,287 1,121,533 At 31 December 2005 85 93.05 771,730 829,360 At 31 March 2006 85 88.36 735,499 832,346 At 30 June 2006 85 92.87 1,280,052 1,378,331 Our payment performance for the year exceeded the department's targets. No interest was paid on overdue amounts.
110 NSW Department of Local Government Financial assistance grant entitlements
The grant entitlements in the following table have been adjusted for variations in the estimates of CPI and the States’ shares of the national population.
Local governing body 2003-04 2004-05 2005-06 Albury City n.a. 4,528,527 4,635,994 Albury City (old) 3,993,528 n.a. n.a. Armidale Dumaresq 2,885,132 2,975,996 3,143,698 Ashfield Municipal 1,064,551 1,073,936 1,100,309 Auburn 1,836,062 1,866,694 1,963,815 Ballina Shire 2,838,006 2,912,055 2,992,286 Balranald Shire 1,941,431 1,980,952 2,060,631 Bankstown City 4,899,120 4,875,821 4,763,681 Barraba Shire 1,121,701 n.a. n.a. Bathurst City 2,510,449 n.a. n.a. Bathurst Regional n.a. 4,028,503 4,210,910 Baulkham Hills Shire 3,536,051 3,756,138 3,948,381 Bega Valley Shire 4,459,196 4,718,879 4,988,571 Bellingen Shire 2,133,335 2,229,149 2,345,248 Berrigan Shire 2,660,419 2,711,060 2,847,567 Bingara Shire 886,577 n.a. n.a. Blacktown City 12,897,729 13,531,086 14,331,158 Bland Shire 4,149,851 4,248,471 4,403,204 Blayney Shire 1,489,133 1,555,741 1,638,603 Blue Mountains City 6,159,935 6,303,238 6,552,749 Bogan Shire 2,154,750 2,195,512 2,266,127 Bombala 1,134,961 1,170,282 1,225,304 Boorowa 925,542 950,533 1,010,881 Botany Bay City 965,398 943,569 949,057 Bourke Shire 3,010,546 3,049,270 3,135,724 Brewarrina Shire 1,979,377 1,992,099 2,040,475 Broken Hill City 3,063,447 3,197,760 3,419,379 Burwood 652,774 670,907 696,462 Byron Shire 2,294,979 2,274,115 2,249,334 Cabonne 2,952,823 3,048,304 3,136,045 Camden 2,037,847 2,004,045 1,970,668 Campbelltown City 8,067,339 8,124,652 8,282,424 hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Local governing body 2003-04 2004-05 2005-06 Canada Bay City 1,364,090 1,427,962 1,500,744 Canterbury City 3,988,857 4,016,809 4,060,972 Carrathool Shire 3,142,858 3,169,604 3,195,557 Central Darling Shire 2,772,154 2,810,692 2,892,285 Cessnock City 4,661,533 4,878,639 5,183,615 Clarence Valley n.a. 8,086,246 8,323,621 Cobar Shire 2,872,699 2,931,030 3,031,049 Coffs Harbour City 4,741,713 5,279,341 5,540,368 Conargo Shire 1,683,449 1,730,439 1,768,965 Coolah Shire 1,713,260 1,765,135 n.a. Coolamon Shire 2,079,249 2,132,342 2,210,334 Cooma-Monaro Shire n.a. 2,315,647 2,432,340 Cooma-Monaro Shire (old) 2,166,333 n.a. n.a. Coonabarabran Shire 2,381,446 2,454,357 n.a. Coonamble Shire 2,248,310 2,302,687 2,385,275 Cootamundra Shire 1,580,749 1,656,810 1,747,979 Copmanhurst Shire 1,253,659 n.a. n.a. Corowa Shire n.a. 2,937,233 3,038,912 Corowa Shire (old) 2,473,044 n.a. n.a. Cowra Shire 2,656,404 2,756,139 2,903,905 Crookwell Shire 1,356,209 n.a. n.a. Culcairn Shire 1,466,665 n.a. n.a. Deniliquin 1,435,420 1,520,025 1,569,337 Dubbo City 4,289,380 4,553,158 4,852,648 Dungog Shire 1,536,352 1,580,455 1,638,971 Eurobodalla Shire 4,876,206 5,132,095 5,351,564 Evans Shire 1,456,556 n.a. n.a. Fairfield City 8,517,024 8,548,914 8,648,200 Forbes Shire 3,393,754 3,510,119 3,647,080 Gilgandra Shire 1,960,602 2,004,694 2,070,753 Glen Innes Municipal 997,268 1,054,872 n.a. Glen Innes Severn Shire n.a. n.a. 2,603,395 Gloucester Shire 1,302,184 1,358,395 1,417,021 Gosford City 7,824,855 7,851,734 7,865,800 Goulburn City 1,809,166 n.a. n.a. Goulburn Mulwaree n.a. 3,398,505 3,532,910 Grafton City 1,661,915 n.a. n.a. Great Lakes 4,757,818 4,995,375 5,259,592 Greater Hume Shire n.a. 3,251,270 3,450,615 Greater Taree City 4,610,596 4,967,062 5,291,052 Griffith City 2,480,270 2,598,445 2,750,634
112 NSW Department of Local Government Local governing body 2003-04 2004-05 2005-06 Gundagai Shire 1,137,590 1,192,799 1,259,927 Gunnedah Shire 2,650,708 2,713,527 2,822,648 Gunning Shire 929,692 n.a. n.a. Guyra Shire 1,483,530 1,539,355 1,601,804 Gwydir Shire n.a. 2,802,559 2,881,083 Harden Shire 1,652,527 1,713,455 1,767,942 Hawkesbury City 3,959,695 4,070,880 4,213,036 Hay Shire 1,575,269 1,611,588 1,668,566 Holbrook Shire 859,176 n.a. n.a. Holroyd City 2,826,719 2,765,263 2,705,331 Hornsby Shire 3,482,390 3,594,112 3,723,872 Hume Shire 1,483,179 n.a. n.a. Hunters Hill Municipal 314,068 324,585 338,968 Hurstville City 1,593,598 1,645,107 1,707,025 Inverell Shire 3,539,986 3,676,877 3,871,491 Jerilderie Shire 1,415,578 1,444,769 1,477,670 Junee Shire 1,724,879 1,804,377 1,873,593 Kempsey Shire 3,752,289 3,944,985 4,170,249 Kiama Municipal 1,182,754 1,159,830 1,137,853 Kogarah Municipal 1,154,188 1,193,119 1,254,045 Ku-ring-gai 2,456,909 2,523,389 2,602,949 Kyogle 2,514,033 2,617,119 2,758,727 Lachlan Shire 4,852,446 4,944,007 5,114,110 Lake Macquarie City 11,816,626 12,197,589 12,526,249 Lane Cove Municipal 694,758 709,754 732,858 Leeton Shire 2,165,629 2,283,712 2,407,886 Leichhardt Municipal 1,404,140 1,368,002 1,335,555 Lismore City 4,566,201 4,731,946 5,026,506 Lithgow City n.a. 3,077,630 3,187,943 Lithgow City (old) 2,816,284 n.a. n.a. Liverpool City 6,579,235 6,692,007 6,983,736 Liverpool Plains Shire n.a. 2,187,699 2,277,742 Lockhart Shire 2,355,859 2,411,411 2,479,858 Lord Howe Island Board 122,630 126,235 130,705 Maclean Shire 2,561,915 n.a. n.a. Maitland City 4,172,968 4,449,769 4,860,840 Manilla Shire 1,025,942 n.a. n.a. Manly 822,469 843,781 871,861 Marrickville 3,339,974 3,245,345 3,145,607 Merriwa Shire 816,406 n.a. n.a. hjhiV^cVWaZ X]Vc\Z Mid-Western Regional n.a. 4,259,693 4,247,282
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hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 113
hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Local governing body 2003-04 2004-05 2005-06 Moree Plains Shire 3,986,736 4,072,266 4,158,908 Mosman Municipal 603,229 621,664 645,535 Mudgee Shire 2,802,353 n.a. n.a. Mulwaree Shire 1,905,873 n.a. n.a. Murray Shire 2,019,623 2,198,101 2,339,732 Murrumbidgee Shire 1,021,747 1,047,597 1,081,255 Murrurundi Shire 733,180 n.a. n.a. Muswellbrook Shire 2,084,454 2,213,235 2,336,897 Nambucca Shire 2,510,156 2,571,775 2,716,393 Narrabri Shire 3,789,302 3,883,036 4,024,183 Narrandera Shire 2,601,145 2,688,825 2,799,018 Narromine Shire 2,518,627 2,606,940 2,705,706 Newcastle City 10,531,953 10,673,731 10,962,638 North Sydney 1,242,295 1,303,555 1,398,830 Nundle Shire 472,155 n.a. n.a. Oberon n.a. 1,595,710 1,655,363 Oberon (old) 1,347,927 n.a. n.a. Orange City 2,840,272 3,006,186 3,258,680 Palerang n.a. 2,134,965 2,213,232 Parkes Shire 3,487,894 3,610,748 3,802,429 Parramatta City 4,652,675 4,860,271 5,202,746 Parry Shire 2,373,006 n.a. n.a. Penrith City 8,725,829 8,796,722 9,132,841 Pittwater 1,303,193 1,331,279 1,374,910 Port Macquarie-Hastings 5,785,813 6,033,739 6,247,843 Port Stephens 4,039,647 4,132,990 4,272,644 Pristine Waters 2,613,411 n.a. n.a. Queanbeyan City n.a. 2,419,525 2,505,220 Queanbeyan City (old) 2,126,495 n.a. n.a. Quirindi Shire 1,444,080 n.a. n.a. Randwick City 2,606,311 2,675,984 2,765,843 Richmond Valley 3,330,883 3,513,017 3,629,902 Rockdale City 1,995,472 2,067,691 2,148,234 Ryde City 2,171,700 2,228,162 2,299,570 Rylstone Shire 1,229,309 n.a. n.a. Scone Shire 1,742,681 n.a. n.a. Severn Shire 1,427,792 1,480,843 n.a. Shellharbour City 3,256,389 3,400,174 3,523,183 Shoalhaven City 8,913,497 9,205,365 9,339,884 Silverton Village Committee 20,560 21,185 21,937 Singleton Shire 2,168,265 2,273,103 2,432,800 Snowy River Shire 1,830,747 1,928,226 2,032,146
114 NSW Department of Local Government Local governing body 2003-04 2004-05 2005-06 South Sydney City 1,875,947 n.a. n.a. Strathfield Municipal 644,654 666,067 704,344 Sutherland Shire 4,759,679 4,880,066 5,030,308 Sydney City n.a. 3,517,591 3,686,614 Sydney City (old) 1,543,160 n.a. n.a. Tallaganda Shire 1,055,441 n.a. n.a. Tamworth City 3,023,382 n.a. n.a. Tamworth Regional n.a. 7,703,059 7,973,678 Temora Shire 1,948,656 2,022,243 2,120,678 Tenterfield Shire 2,572,038 2,695,895 2,825,366 Tibooburra Village Committee 46,169 47,574 49,261 Tumbarumba Shire 1,144,313 1,207,824 1,263,783 Tumut Shire n.a. 2,104,679 2,168,750 Tumut Shire (old) 1,972,100 n.a. n.a. Tweed Shire 6,581,007 6,966,039 7,284,445 Upper Hunter (S) n.a. 2,922,268 3,174,333 Upper Lachlan n.a. 2,664,656 2,619,343 Uralla Shire 1,483,161 1,537,413 1,613,771 Urana Shire 1,335,228 1,361,408 1,400,890 Wagga Wagga City 6,028,259 6,376,256 6,863,172 Wakool Shire 2,190,937 2,272,055 2,349,282 Walcha 1,140,526 1,195,702 1,259,109 Walgett Shire 3,348,124 3,453,646 3,592,965 Warren Shire 1,484,379 1,527,409 1,577,100 Warringah 3,022,975 3,113,167 3,231,446 Warrumbungle Shire n.a. n.a. 4404374 Waverley 1,659,886 1,717,291 1,822,759 Weddin Shire 1,621,878 1,677,162 1,739,588 Wellington 2,454,796 2,536,365 2,639,846 Wentworth Shire 3,330,060 3,389,713 3,496,187 Willoughby City 1,375,784 1,414,909 1,472,773 Wingecarribee Shire 3,609,998 3,667,067 3,622,862 Wollondilly Shire 2,545,133 2,603,675 2,570,354 Wollongong City 12,164,589 12,470,707 12,875,696 Woollahra Municipal 1,113,819 1,148,719 1,179,030 Wyong Shire 8,221,741 8,437,264 8,678,726 Yallaroi Shire 1,588,053 n.a. n.a. Yarrowlumla Shire 1,264,448 n.a. n.a. Yass Shire 1,820,801 n.a. n.a. Yass Valley n.a. 2,172,896 2,350,812 hjhiV^cVWaZ X]Vc\Z Young Shire 2,234,456 2,330,843 2,461,393 Total entitlements 484,478,528 500,158,037 518,771,235 hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 115
hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Pensioner rebate payments 2005–06
Council Oct-05 Feb-06 Jun-06 Total Albury 770,037.74 770,037.74 Armidale Dumaresq 252,288.75 33,637.56 31,656.78 317,583.09 Ashfield 284,448.05 1,733.00 286,181.05 Auburn 415,783.78 10,207.21 425,990.99 Ballina 521,009.26 74,813.87 131,905.18 727,728.31 Balranald 30,318.90 578.38 30,897.28 Bankstown 1,720,144.06 27,222.57 1,747,366.63 Bathurst Regional 477,488.10 3,013.46 3,522.08 484,023.64 Baulkham Hills 675,478.10 12,054.87 6,963.28 694,496.25 Bega Valley 664,364.47 67,819.46 732,183.93 Bellingen 277,954.77 3,306.86 281,261.63 Berrigan 190,171.25 3,660.58 193,831.83 Blacktown 1,597,464.90 15,778.50 11,678.68 1,624,922.08 Bland 84,908.44 924.05 578.30 86,410.79 Blayney 94,389.33 94,389.33 Blue Mountains 757,685.78 17,955.06 5,207.82 780,848.66 Bogan 40,497.23 684.10 41,181.33 Bombala 52,473.62 215.11 168.20 52,856.93 Boorowa 36,119.23 1,022.37 37,141.60 Botany Bay 348,444.26 348,444.26 Bourke 28,558.64 284.40 28,843.04 Brewarrina 8,591.84 8,591.84 Broken Hill 473,191.35 473,191.35 Burwood 236,061.63 1,687.95 237,749.58 Byron 412,779.85 22,850.07 10,387.70 446,017.62 Cabonne 135,364.58 23,958.03 159,322.61 Camden 231,976.72 231,976.72 Campbelltown 764,481.86 18,828.19 8,398.15 791,708.20 Canada Bay 559,849.33 559,849.33 Canterbury 1,286,773.95 5,490.12 1,292,264.07 Carrathool 87,626.02 87,626.02 Central Darling 16,550.91 16,550.91 Central Tablelands County 29,086.32 28,668.96 14,302.24 72,057.52 Cessnock 660,901.60 660,901.60 Clarence Valley 1,033,118.04 131,646.26 1,164,764.30
116 NSW Department of Local Government Council Oct-05 Feb-06 Jun-06 Total Cobar 55,473.55 3,636.02 59,109.57 Coffs Harbour 1,236,134.82 7,508.46 8,156.08 1,251,799.36 Conargo 1,899.77 1,899.77 Coolamon 58,376.55 1,017.03 59,393.58 Cooma-Monaro 168,917.36 1,304.05 170,221.41 Coonamble 75,686.50 379.07 345.36 76,410.93 Cootamundra 163,640.20 32,538.70 7,866.71 204,045.61 Corowa 258,342.36 3,791.49 262,133.85 Cowra 280,705.71 280,705.71 Deniliquin 176,544.91 261.33 176,806.24 Dubbo 463,328.73 7,219.60 6,052.14 476,600.47 Dungog 136,939.11 136,939.11 Eurobodalla 981,074.60 981,074.60 Fairfield 1,457,273.65 17,505.91 15,189.92 1,489,969.48 Forbes 182,525.47 182,525.47 Gilgandra 71,163.76 71,163.76 Glen Innes Severn 336,738.12 336,738.12 Gloucester 103,141.84 6,805.21 6,215.47 116,162.52 Goldenfields Water County 23,113.43 46,017.53 69,130.96 Gosford 2,445,360.09 210,660.29 2,656,020.38 Goulburn Mulwaree 457105.22 2,393.87 1,783.57 461,282.66 Great Lakes 649,094.19 3,282.56 652,376.75 Greater Hume 140,063.62 3,597.90 143,661.52 Greater Taree 727,537.66 5,770.74 4,538.12 737,846.52 Griffith 254,057.36 23,429.28 22,675.16 300,161.80 Gundagai 64,037.07 64,037.07 Gunnedah 212,499.41 10,245.31 222,744.72 Guyra 73,459.72 73,459.72 Gwydir 108,860.27 108,860.27 Harden 91,544.55 722.33 92,266.88 Hastings 1,397,936.53 113,956.34 114,790.92 1,626,683.79 Hawkesbury 376,994.28 7,786.31 384,780.59 Hay 53,361.83 623.53 53,985.36 Holroyd 797,429.94 797,429.94 Hornsby 834,359.63 834,359.63 Hunters Hill 62,624.42 62,624.42 Hurstville 725,974.29 725,974.29 Inverell 345,753.92 345,753.92 Jerilderie 18,631.12 18,631.12 Junee 82,308.29 82,308.29 hjhiV^cVWaZ X]Vc\Z Kempsey 684,455.25 684,455.25
hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 117
hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Council Oct-05 Feb-06 Jun-06 Total Kiama 209,450.70 1,478.18 210,928.88 Kogarah 459,275.63 459,275.63 Ku-ring-gai 419,309.52 419,309.52 Kyogle 185,643.35 185,643.35 Lachlan 100,502.76 580.85 101,083.61 Lake Macquarie 2,390,824.03 20,727.21 2,411,551.24 Lane Cove 148,090.03 148,090.03 Leeton 174,688.80 1,378.10 953.47 177,020.37 Leichhardt 305,344.47 305,344.47 Lismore 587,966.43 70,434.07 41,969.82 700,370.32 Lithgow 449,495.48 10,296.99 459,792.47 Liverpool 801,080.63 19,624.80 820,705.43 Liverpool Plains 160,854.79 4,901.22 165,756.01 Lockhart 35,130.61 35,130.61 Maitland 638,828.78 638,828.78 Manly 203,752.97 203,752.97 Marrickville 515,025.49 8,421.87 5,236.46 528,683.82 Mid-Western Regional 409,834.96 4,882.28 414,717.24 MidCoast County 203,385.22 403,494.45 201,093.29 807,972.96 Moree Plains 117,765.36 117,765.36 Mosman 86,947.50 1,826.48 56.66 88,830.64 Murray 123,721.98 805.22 70.42 124,597.62 Murrumbidgee 21,957.97 21,957.97 Muswellbrook 176,125.68 963.85 2,497.73 179,587.26 Nambucca 425,887.31 22,803.01 448,690.32 Narrabri 188,713.13 3,696.04 192,409.17 Narrandera 126,551.73 126,551.73 Narromine 99,205.89 417.63 99,623.52 Newcastle 1,807,033.58 5,614.04 1,812,647.62 North Sydney 182,233.81 182,233.81 Oberon 53,849.84 53,849.84 Orange 509,822.58 58,362.34 30,659.70 598,844.62 Palerang 88,771.40 88,771.40 Parkes 268,254.56 1,338.33 1,123.08 270,715.97 Parramatta 1,025,891.76 1,025,891.76 Penrith 1,147,934.56 1,147,934.56 Pittwater 344,298.75 1,689.21 345,987.96 Port Stephens 675,296.05 8,635.00 3,386.43 687,317.48 Queanbeyan 404,688.58 1,946.75 406,635.33 Randwick 744,672.01 15,517.01 760,189.02 Richmond Valley 329,897.93 43,269.48 85,119.38 458,286.79
118 NSW Department of Local Government Council Oct-05 Feb-06 Jun-06 Total Riverina Water 61,072.08 65,160.99 75,951.03 202,184.10 Rous Water 11,103.09 11,103.09 Rockdale 955,115.66 44,125.89 999,241.55 Ryde 791,155.26 2,894.74 1,953.66 796,003.66 Shellharbour 647,451.63 11,663.83 659,115.46 Shoalhaven 2,176,770.33 18,264.99 2,195,035.32 Singleton 209,300.60 2,805.05 1,011.99 213,117.64 Snowy River Strathfield 185,765.92 185,765.92 Sutherland 1,684,713.37 1,684,713.37 Sydney 343,450.61 343,450.61 Tamworth Regional 993,963.72 993,963.72 Temora 106,707.25 106,707.25 Tenterfield 119,311.50 1,341.81 120,653.31 Tumbarumba 57,012.07 57,012.07 Tumut 209,304.55 209,304.55 Tweed 1,777,087.01 34,936.91 84,379.75 1,896,403.67 Upper Hunter 219,600.33 907.71 2,915.67 223,423.71 Upper Lachlan 92,230.05 2,088.64 94,318.69 Uralla 88,268.04 88,268.04 Urana 15,537.76 15,537.76 Wagga Wagga 601,627.01 7,030.83 1,607.02 610,264.86 Wakool 72,923.35 72,923.35 Walcha 30,938.45 14,520.18 45,458.63 Walgett 75,736.75 75,736.75 Warren 37,275.27 37,275.27 Warringah 961,204.75 961,204.75 Warrumbungle 202,680.20 5,950.87 208,631.07 Waverley 360,804.60 1,065.61 361,870.21 Weddin 63,956.00 4,492.93 1,465.52 69,914.45 Wellington 147,268.68 147,268.68 Wentworth 88,310.33 88,310.33 Willoughby 285,641.78 285,641.78 Wingecarribee 432,572.46 104,979.29 170,793.57 708,345.32 Wollondilly 260,201.19 4,146.32 2,148.53 266,496.04 Wollongong 2,148,353.22 11,681.57 11,071.25 2,171,106.04 Woollahra 141,485.01 141,485.01 Wyong 3,020,123.93 115,222.15 60,220.68 3,195,566.76 Yass Valley 135,669.15 231.72 997.95 136,898.82 Young 220,949.23 1,370.21 222,319.44 hjhiV^cVWaZ X]Vc\Z Totals 67,848,060.25 2,707,382.68 2,301,603.05 72,857,045.98 hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 119
hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Special variations Special variation applications received under Section 508(2) for 2006-07 Council Purpose Amount Amount sought (%) approved (%) Ashfield Infrastructure maintenance 8.75 8.75 + minimums Auburn Road rehabilitation 13.5 Not approved Ballina Asset maintenance 7.92 7.92 Bega Infrastructure, rural fire service contributions 6.42 6.42 Berrigan Risk management projects 5.6 5.6 Bombala Noxious weeds 9.43 9.43 + minimums Byron Infrastructure and maintenance 7.57 7.57 of current level of services + minimums Campbelltown Roads infrastructure 5.73 5.73 Cessnock Infrastructure replacement 9.65 9.65 Coffs Harbour Community facilities program 9.56 9.56 Dungog Maintain current level of services 9.45 Not approved Eurobodalla Infrastructure renewal and rehabilitation 8.37 8.37 Great Lakes Maintain current level of services 9.6 Not approved Greater Hume Address deficit following amalgamation 9.7 9.7 Greater Taree Roads and bridges 9.55 9.55 Gwydir Tourist information centre 8.3 Withdrawn Hurstville Infrastructure maintenance and renewal 9.95 9.95 + minimums Kempsey Road and bridge rehabilitation 9.6 Not approved Kogarah Environment levy 6.67 6.67 Ku-ring-gai Road infrastructure 8.57 8.57 Lake Macquarie Belmont main street program 3.75 3.75 Lithgow Fire levy and tourism services 9.47 9.47 Liverpool Plains Rectify anomaly regarding mining rate 4.67 4.67 Maitland Infrastructure renewal, environmental programs 9.73 9.73 Nambucca Roads and bridges 6.11 6.11 + minimums Newcastle Infrastructure 9.29 Withdrawn Palerang Maintain current service levels 10.13 9.9 Parramatta Infrastructure and financial sustainability 9.83 8.24 + minimums Penrith Asset renewal and revitalisation 8.8 8.8 + minimums
120 NSW Department of Local Government Council Purpose Amount Amount sought (%) approved (%) Port Stephens Roads and environmental rehabilitation 9.96 9.96 Ryde Infrastructure and Macquarie Park corridor 12.21 6.41 Shellharbour Infrastructure maintenance and replacement 9.5 9.5 Singleton Maintenance and refurbishment 9.19 9.19 of parks and community facilities Tumut Infrastructure improvements 7.85 7.85 Wakool Increase rate base 47.84 13.00 Warringah Infrastructure 9.5 9.5 + minimums Waverley Environmental projects 7.64 7.64 + minimums Wellington No increase to general income Minimum for Minimum special rate only Wingecarribee Infrastructure 8.6 8.6 + minimums Woollahra Infrastructure renewal 14.28 9.58
hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 121
hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Special variation applications received under Section 508(A) for 2006-07 Council Purpose % sought Amount each year approved each year (%) Burwood Road reconstruction, 2006-07 9.90 2006-07 9.90 neighbourhood centre 2007-08 9.30 2007-08 9.30 and other infrastructure works + minimums Dubbo Regional entertainment 2006-07 8.50 2006-07 8.50 and convention centre 2007-08 8.50 2007-08 8.50 Hawkesbury Infrastructure improvement program 2006-07 14.00 Not approved 2007-08 8.75 2008-09 9.00 2009-10 5.50 Shoalhaven Infrastructure works and 2006-07 6.50 2006-07 6.50 loan costs associated with rezoning and 2007-08 5.00 2007-08 5.00 road design for city’s heritage estates 2008-09 6.00 2008-09 6.00 2009-10 5.00 2009 10 5.00 Tweed Seven year projects plan 2006-07 7.60 2006-07 7.60 2007-08 8.00 2007-08 8.00 2008-09 9.00 + minimums 2009-10 9.00 2010-11 8.00 2011-12 7.00 2012-13 7.00 Wagga Ten year projects plan 2006-07 9.25 2006-07 9.25 2007-08 5.63 + minimums 2008-09 9.25 2009 10 9.25 2010-11 4.18 2011-12 4.18 Wollondilly Road renewal and maintenance 2006-07 10.00 2006-07 10.00 program – ‘The Road Ahead’ 2007-08 10.00 2007-08 10.00 2008-09 10.00 2008-09 10.00 2009-10 10.00 2009-10 10.00 + minimums
122 NSW Department of Local Government Audited financial statements
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hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 123
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hjhiV^cVWaZ X]Vc\Z 124 NSW Department of Local Government hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 125
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hjhiV^cVWaZ X]Vc\Z 126 NSW Department of Local Government hjhiV^cVWaZ X]Vc\Z
hjhiV^cVWaZ hjhiV^cVWaZ X]Vc\Z X]Vc\Z
hjhiV^cVWaZ X]Vc\Z Annual Report 2005–06 127
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hjhiV^cVWaZ X]Vc\Z Operating Statement for the Year Ended 30 June 2006
Actual Budget Actual Notes 2006 2006 2005 $'000 $'000 $'000 Expenses excluding losses Operating expenses Employee related 2(a) 6,636 6,154 6,131 Other operating expenses 2(b) 7,112 6,484 6,407 Depreciation and amortisation 2(c) 297 264 274 Grants and subsidies 2(d) 73,005 76,500 73,169
Total Expenses 87,050 89,402 85,981
Less: Revenue Sale of goods and services 3(a) 3 54 1 Investment revenue 3(b) 337 207 309 Retained taxes, fees and fines 3(c) 5,046 4,500 4,582 Other revenue 3(d) 17 - 67
Total Revenue 5,403 4,761 4,959
Gain on disposal 4 5 - -
Net Cost of Services 20 81,642 84,641 81,022
Government Contributions Recurrent appropriation ( net of transfers ) 5 80,690 84,195 82,005 Capital appropriation 5 150 150 150 Acceptance by the Crown Entity 6 501 327 638 of employee benefits and other liabilities
Total Government Contributions 81,341 84,672 82,793
Surplus/(deficit) for the year 16 (301) 31 1,771
The accompanying notes form part of these financial statements.
128 NSW Department of Local Government Balance Sheet as at 30 June 2006
Actual Budget Actual Notes 2006 2006 2005 $'000 $'000 $'000 Assets Current Assets Cash And Cash Equivalents 9 & 21 7,172 6,770 7,387 Receivables 10 1,196 1,077 1,077
Total Current Assets 8,368 7,847 8,464
Non-current Assets Property, Plant And Equipment - Plant And Equipment 11 575 564 678 Total Property, Plant And Equipment 575 564 678 Intangible Assets 12 280 273 273 Total Non-current Assets 855 837 951
Total Assets 9,223 8,684 9,415 Liabilities Current Liabilities Payables 13 1,649 950 1,712 Provisions 14(A) 807 639 639 Total Current Liabilities 2,456 1,589 2,351
Non-current Liabilities Provisions 14(B) 140 136 136 Total Non-current Liabilities 140 136 136
Total Liabilities 2,596 1,725 2,487
Net Assets 6,627 6,959 6,928
Equity Accumulated Funds 16 6,627 6,959 6,928 Total Equity 6,627 6,959 6,928
The accompanying notes form part of these financial statements.
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hjhiV^cVWaZ X]Vc\Z Statement of Changes in Equity for the Year Ended 30 June 2006
Actual Budget Actual Notes 2006 2006 2005 $'000 $'000 $'000
Total income and expense - - - recognised directly in equity Surplus/(deficit) for the year 16 (301) 31 1,771
Total income and expense (301) 31 1,771 recognised for the year
Effect of changes in accounting - - - policies and coprrection of errors
The accompanying notes form part of these financial statements.
130 NSW Department of Local Government Cash Flow Statement for the Year Ended 30 June 2006
Notes Actual Budget Actual 2006 2006 2005 $'000 $'000 $'000 Cash flows from operating activities Payments Employee related (6,069) (5,827) (5,623) Grants and subsidies (72,990) (76,500) (73,959) Other (7,514) (7,486) (6,677) Total payments (86,573) (89,813) (86,259)
Receipts Sale of goods and services 3 54 1 Retained taxes, fees and fines 4,807 4,740 4,501 Interest received 328 207 281 Other 575 - 408 Total receipts 5,713 5,001 5,191
Cash flows from government Recurrent appropriations (net of transfers) 5 80,690 84,195 82,005 Capital appropriation 5 150 150 150 Cash reimbursements from the crown entity - - 319 Net cash flows from government 80,840 84,345 82,474
Net cash flows from/(used in) 22 (20) (467) 1,406 operating activities
Cash flows from investing activities Proceeds from sale of plant and equipment 5 - - Purchases of plant & equipment (200) (150) (172) Net cash flows used in (195) (150) (172) investing activities
Net increase/ (decrease) in cash (215) (617) 1,234 Opening cash and cash equivalents 7,387 7,387 6,153 Closing cash and 9 & 21 7,172 6,770 7,387 cash equivalents
The accompanying notes form part of these statements. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Summary of Compliance with Financial Directives
2006 2005 Recurrent Expenditure/ Capital Expenditure/ Recurrent Expenditure/ Capital Expenditure/ Appropriation Net Claim on Appropriation Net Claim on Appropriation Net Claim on Appropriation Net Claim on Consolidated Consolidated Consolidated Consolidated Fund Fund Fund Fund $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Original Budget Appropriation/Expenditure Appropriation Act 84,195 80,690 150 150 84,225 81,425 150 150 Additional appropriations - - - - 650 530 - - s26 PF&AA - Commonwealth - 520,747 - - - 495,492 - - specific purpose payments 84,195 601,437 150 150 84,875 577,447 150 150
Other appropriations/ expenditure Treasurer's Advance - - - - 500 50 ------500 50 - -
Total Appropriations/Expenditure/ Net Claim on Consolidated Fund 84,195 601,437 150 150 85,375 577,497 150 150 (includes transfer payments) Amount drawn down 601,437 150 577,497 150 Liability to Consolidated Fund - - - - against Appropriation
The Summary of Compliance is based on the assumption that Consolidated Fund moneys are spent first (except where otherwise identified or prescribed)
132 NSW Department of Local Government Summary of Compliance with Financial Directives
2006 2005 Recurrent Expenditure/ Capital Expenditure/ Recurrent Expenditure/ Capital Expenditure/ Appropriation Net Claim on Appropriation Net Claim on Appropriation Net Claim on Appropriation Net Claim on Consolidated Consolidated Consolidated Consolidated Fund Fund Fund Fund $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Original Budget Appropriation/Expenditure Appropriation Act 84,195 80,690 150 150 84,225 81,425 150 150 Additional appropriations - - - - 650 530 - - s26 PF&AA - Commonwealth - 520,747 - - - 495,492 - - specific purpose payments 84,195 601,437 150 150 84,875 577,447 150 150
Other appropriations/ expenditure Treasurer's Advance - - - - 500 50 ------500 50 - -
Total Appropriations/Expenditure/ Net Claim on Consolidated Fund 84,195 601,437 150 150 85,375 577,497 150 150 (includes transfer payments) Amount drawn down 601,437 150 577,497 150 Liability to Consolidated Fund - - - - against Appropriation
The Summary of Compliance is based on the assumption that Consolidated Fund moneys are spent first (except where otherwise identified or prescribed)
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hjhiV^cVWaZ X]Vc\Z Program Statement— Expenses and Revenues for the Year Ended 30 June 2006
Program 1 * Program 2 * Program 3 * Not Attributable Total DEPARTMENT'S 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 EXPENSES & REVENUES $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Expenses Operating expenses Employee related 6,146 5,771 80 76 410 284 - - 6,636 6,131 Other operating expenses 2,619 2,918 - - 4,493 3,489 - - 7,112 6,407 Depreciation and amortisation 297 274 ------297 274 Grants & subsidies 145 - 72,860 73,169 - - - - 73,005 73,169 Total Expenses 9,207 8,963 72,940 73,245 4,903 3,773 - - 87,050 85,981
Retained Revenue Sale of goods and services 3 1 ------3 1 Investment income 237 93 - - 100 216 - - 337 309 Retained taxes, fees and fines - - - - 5,046 4,582 - - 5,046 4,582 Other revenue 17 67 ------17 67 Total Retained Revenue 257 161 - - 5,146 4,798 - - 5,403 4,959 Gain/(Loss) on sale of non-current assets 5 0 ------5 - Net Cost of Services 8,945 8,802 72,940 73,245 (243) (1,025) - - 81,642 81,022 Government contributions ** ------81,341 82,793 81,341 82,793 Net expenditure/(revenue) for the year 8,945 8,802 72,940 73,245 (243) (1,025) (81,341) (82,793) 301 (1,771)
ADMINISTERED EXPENSES & REVENUES Administered Expenses Transfer payments ( Note 7 ) ------(520,747) (495,492) (520,747) (495,492) Total Administered Expenses ------(520,747) (495,492) (520,747) (495,492)
Administered Revenues Transfer receipts ( Note 7 ) ------520,747 495,492 520,747 495,492 Consolidated Fund ------Total Administered Revenues ------520,747 495,492 520,747 495,492 Administered Revenues less Expenses ------* The name and purpose of each program is summarised in Note 8 ** Appropriations are made on an agency basis and not to individual programs. Consequently, government contributions must be included in the 'Not Attributable' column.
134 NSW Department of Local Government Program Statement— Expenses and Revenues for the Year Ended 30 June 2006
Program 1 * Program 2 * Program 3 * Not Attributable Total DEPARTMENT'S 2006 2005 2006 2005 2006 2005 2006 2005 2006 2005 EXPENSES & REVENUES $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Expenses Operating expenses Employee related 6,146 5,771 80 76 410 284 - - 6,636 6,131 Other operating expenses 2,619 2,918 - - 4,493 3,489 - - 7,112 6,407 Depreciation and amortisation 297 274 ------297 274 Grants & subsidies 145 - 72,860 73,169 - - - - 73,005 73,169 Total Expenses 9,207 8,963 72,940 73,245 4,903 3,773 - - 87,050 85,981
Retained Revenue Sale of goods and services 3 1 ------3 1 Investment income 237 93 - - 100 216 - - 337 309 Retained taxes, fees and fines - - - - 5,046 4,582 - - 5,046 4,582 Other revenue 17 67 ------17 67 Total Retained Revenue 257 161 - - 5,146 4,798 - - 5,403 4,959 Gain/(Loss) on sale of non-current assets 5 0 ------5 - Net Cost of Services 8,945 8,802 72,940 73,245 (243) (1,025) - - 81,642 81,022 Government contributions ** ------81,341 82,793 81,341 82,793 Net expenditure/(revenue) for the year 8,945 8,802 72,940 73,245 (243) (1,025) (81,341) (82,793) 301 (1,771)
ADMINISTERED EXPENSES & REVENUES Administered Expenses Transfer payments ( Note 7 ) ------(520,747) (495,492) (520,747) (495,492) Total Administered Expenses ------(520,747) (495,492) (520,747) (495,492)
Administered Revenues Transfer receipts ( Note 7 ) ------520,747 495,492 520,747 495,492 Consolidated Fund ------Total Administered Revenues ------520,747 495,492 520,747 495,492 Administered Revenues less Expenses ------* The name and purpose of each program is summarised in Note 8 ** Appropriations are made on an agency basis and not to individual programs. Consequently, government contributions must be included in the 'Not Attributable' column.
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hjhiV^cVWaZ X]Vc\Z Notes to the financial statements
1. Summary of significant accounting policies
(a) Reporting Entity The Department of Local Government as a reporting entity comprises all the entities under its control. The Department of Local Government is a NSW government department. The Department of Local Government is a not-for-profit entity (as profit is not its principal objective) and it has no cash generating units. The reporting entity is consolidated as part of the NSW Total State Sector Accounts. These financial statements have been authorised for issue by the Director General on 22 September 2006.
(b) Basis of Preparation The Department’s financial report is a general purpose financial report, which has been prepared on an accruals basis and in accordance with: • applicable Australian Accounting Standards (which include Australian equivalents to International Financial Reporting Standards (AEIFRS)) • the requirements of the Public Finance and Audit Act and Regulation and • the Financial Reporting Directions published in the Financial Reporting Code for Budget Dependent General Government Sector Agencies or issued by the Treasurer. Plant and equipment are measured at depreciated historical cost as a surrogate for fair value (note 1(k)). Other financial report items are prepared in accordance with the historical cost convention. Judgements, key assumptions and estimations management has made are disclosed in the relevant notes to the financial report. All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.
136 NSW Department of Local Government (c) Statement of Compliance The financial statements and notes comply with Australian Accounting Standards, which include AEIFRS. This is the first financial report prepared based on AEIFRS and comparatives for the year ended 30 June 2005 have been restated accordingly. In accordance with AASB 1 First-time Adoption of Australian Equivalents to International Reporting Standards and Treasury Mandates, the date of transition to AASB 132 Financial Instruments: Disclosure and Presentation and AASB 139 Financial Instruments: Recognition and Measurement has been deferred to 1 July 2005. As a result, comparative information for these two Standards is presented under the previous Australian Accounting Standards, which applied for the year ended 30 June 2005. The basis used to prepare the 2004/05 comparative information for financial instruments under previous Australian Accounting Standards is discussed in Note 1(w) below. The financial instrument accounting policies for 2005/06 are specified in Notes 1(r)-(t), below. Reconciliations of AEIFRS equity and surplus or deficit for 30 June 2005 to the balances reported in the 30 June 2005 financial report are detailed in Note 23. There were no 1 July 2005 equity adjustments arising from the adoption of AASB 132 and AASB 139.
(d) Administered Activities The Department administers, but does not control, Commonwealth transfer payments through the Local Government Grants Commission (refer Note 7). It is accountable for the transactions relating to those administered activities but does not have the discretion, for example, to deploy the resources for the achievement of the Department’s own objectives. Transactions relating to the administered activities are not recognised as the Department’s revenues and expenses, but are disclosed in the accompanying schedules as “Administered Revenues” and “Administered Expenses”. The accrual basis of accounting and applicable accounting standards have been adopted.
(e) Income recognition Income is recognised at the fair value of the consideration or contribution received or receivable. Additional comments regarding the accounting hjhiV^cVWaZ X]Vc\Z policies for the recognition of income are discussed below.
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hjhiV^cVWaZ X]Vc\Z (i) Parliamentary Appropriations and Contributions from Other Bodies Parliamentary appropriations and contributions from other bodies (including grants and donations) are generally recognised as income when the Department obtains control over the assets comprising the appropriations/ contributions. Control over appropriations and contributions is normally obtained upon the receipt of cash. An exception to the above is when appropriations are unspent at year end. In this case, the authority to spend the money lapses and generally the unspent amount must be repaid to the Consolidated Fund in the following financial year. As a result, unspent appropriations are accounted for as liabilities rather than revenue. The Department had no unspent appropriations and no liability in respect of transfer payments at year end.
(ii) Sale of Goods Revenue from the sale of goods is recognised as revenue when the department transfers the significant risks and rewards of ownership of the assets.
(iii) Rendering of Services Revenue is recognised when the service is provided or by reference to the stage of completion.
(iii) Investment income Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition and Measurement.
(iv) Companion Animals Under the Guidelines sent out to Councils with DLG Circular 00/09, there is a requirement that councils pay to the Department monthly the total amount of Registration fees for transactions that have been successfully entered on the Companion Animals Register. Collections recorded in the Register by Councils at year end totalled $5.0m ($4.6m in 2005), which is recorded as retained taxes, fees and fines. A quarterly reimbursement is made to councils based on Register Reports for the quarter. A total of $4.9m ($3.8m in 2005) in expenses are recorded as other operating expenses and employee related expenses in the Operating Statement.
138 NSW Department of Local Government (f) Employee Benefits and other provisions (i) Salaries and Wages, Annual Leave, Sick Leave and On-costs Liabilities for salaries and wages (including non-monetary benefits), annual leave and paid sick leave that fall due wholly within 12 months of the reporting date are recognised and measured in respect of employees’ services up to the reporting date at undiscounted amounts based on the amounts expected to be paid when the liabilities are settled. Long-term annual leave that is not expected to be taken within twelve months is measured at present value in accordance with AASB 119 Employee Benefits. The Department has no long-term annual leave. Unused non-vesting sick leave does not give rise to a liability as it is not considered probable that sick leave taken in the future will be greater than the benefits accrued in the future. The outstanding amounts of payroll tax, workers’ compensation insurance premiums and fringe benefits tax, which are consequential to employment, are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised.
(ii) Long Service Leave and Superannuation The Department’s liabilities for long service leave and defined benefit superannuation are assumed by the Crown Entity. The Department accounts for the liability as having been extinguished resulting in the amount assumed being shown as part of the non-monetary revenue item described as “Acceptance by the Crown Entity of employee benefits and other liabilities”. Prior to 2005/06 the Crown Entity also assumed the defined contribution superannuation liability. Long service leave is measured at present value in accordance with AASB 119 Employee Benefits. This is based on the application of certain factors (specified in NSWTC 06/09) to employees with 5 or more years of service, using current rates of pay. These factors were determined based on an actuarial review to approximate present value. The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer’s Directions. The expense for certain superannuation schemes (ie Basic Benefit and First State Super) is calculated as a percentage of the employees’ salary. For other superannuation schemes (ie State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees’ hjhiV^cVWaZ X]Vc\Z superannuation contributions.
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hjhiV^cVWaZ X]Vc\Z (iii) Other Provisions Other provisions exist when: the department has a present legal or constructive obligation as a result of a past event; it is probable that an outflow of resources will be required to settle the obligation; and a reliable estimate can be made of the amount of the obligation. Any provisions for restructuring are recognised only when an agency has a detailed formal plan and the agency has raised a valid expectation in those affected by the restructuring that it will carry out the restructuring by starting to implement the plan or announcing its main features to those affected. If the effect of the time value of money is material, provisions are discounted at 7%, which is a pre-tax rate that reflects the current market assessments of the time value of money and the risks specific to the liability.
(g) Insurance The Department’s insurance activities are conducted through the NSW Treasury Managed Fund Scheme of self-insurance for Government agencies. The expense (premium) is determined by the Fund Manager based on past experience.
(h) Accounting for Goods and Services Tax (GST) Revenue, expenses and assets are recognised net of the amount of GST, except where: • the amount of GST incurred by the Department as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense. • receivables and payables which are stated with the amount of GST included.
(i) Acquisition of Assets The cost method of accounting is used for the initial recording of all acquisitions of assets controlled by the Department. Cost is the amount of cash or cash equivalents paid or the fair value of the other consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount attributed to that asset when initially recognised in accordance with the specific requirements of other Australian Accounting Standards. Assets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of acquisition.
140 NSW Department of Local Government Fair value is the amount for which an asset could be exchanged between knowledgeable, willing parties in an arm’s length transaction. Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, i.e. the deferred payment amount is effectively discounted at an asset-specific rate.
(j) Capitalisation Thresholds Plant and equipment and intangible assets costing $5,000 and above individually or forming part of a network costing more than $5,000 are capitalised.
(k) Revaluation of Plant and Equipment Physical non-current assets are valued in accordance with the “Valuation of Physical Non-Current Assets at Fair Value” Policy and Guidelines Paper (TPP 05-03). This policy adopts fair value in accordance with AASB 116 Property, Plant and Equipment and AASB 140 Investment Property. Property, plant and equipment is measured on an existing use basis, where there are no feasible alternatives uses in the existing natural, legal, financial and socio-political environment, in the limited circumstances where there are feasible alternative uses, assets are valued at their highest and best use. Fair value of property, plant and equipment is determined based on the best available market evidence, including current market selling prices for the same or similar assets. Where there is no available market evidence, the asset’s fair value is measured at its market buying price, the best indicator of which is depreciated replacement cost. Currently the Department’s plant and equipment consists primarily of computer equipment which have useful lives of three years. The Departments considers that as these are non-specialised assets with short useful Iives their depreciated historical cost is a surrogate for fair value. When revaluing non-current assets by reference to current prices for assets newer than those being revalued (adjusted to reflect the present condition of the assets), the gross amount and the related accumulated depreciation is separately restated. For other assets, any balances of accumulated depreciation existing at the revaluation date in respect of those assets are credited to the asset account to which they relate. The net asset accounts are increased or decreased by the revaluation increments or decrements. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Revaluation increments are directly credited to an asset revaluation reserve, where applicable, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the surplus/deficit, the increment is recognised immediately as revenue in the surplus/deficit. Revaluation decrements are recognised immediately as an expense in the surplus/deficit, except that, to the extent that a credit balance exists in the asset revaluation reserve, where applicable, in respect of the same class of assets, they are debited directly to the asset revaluation reserve. As a not-for-profit entity, revaluation increments and decrements are offset against one another within a class of non-current assets, but not otherwise. Where an asset that has previously been revalued is disposed of, any balance remaining in the asset revaluation reserve in respect of that asset is transferred to accumulated funds.
(l) Impairment of Property, Plant and Equipment As a not-for-profit entity with no cash generating units, the Department is effectively exempted from AASB 136 Impairment of Assets and impairment testing. This is because AASB 136 modifies the recoverable amount test to the higher of fair value less costs to sell and depreciated replacement cost. This means that, for an asset already measured at fair value, impairment can only arise if selling costs are material. Selling costs are regarded as immaterial.
(m) Depreciation of Property, Plant and Equipment Depreciation is provided for on a straight-line basis for all depreciable assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to the Department. All material separately identifiable component assets are recognised and depreciated over their shorter useful lives. The following useful lives have been determined for each class of assets.
2006 2005 Years Years Office Furniture 10 10 Plant & Equipment 7 7 Computer 3 3 Leasehold improvements 5 5
142 NSW Department of Local Government (n) Maintenance Day-to-day servicing costs or maintenance are charged as expenses as incurred, except where they relate to the replacement of a component of an asset, in which case the costs are capitalised and depreciated.
(o) Leased Assets Operating lease payments are charged to the Operating Statement in the periods in which they are incurred.
(p) Intangible Assets The Department recognises intangible assets only if it is probable that future economic benefits will flow to the Department and the cost of the asset can be measured reliably. Intangible assets are measured initially at cost. Where an asset is acquired at no or nominal cost, the cost is the fair value as at the date of acquisition. All research costs are expensed. Development costs are only capitalised when certain criteria are met. The useful lives of intangible assets are assessed to be finite. Intangible assets are subsequently measured at fair value only if there is an active market. As there is no active market for the Department’s intangible assets, the assets are carried at cost less any accumulated amortisation. The Department’s intangible assets, which consist of computer software, are amortised using the straight line method over a period of 3 years. In general, intangible assets are tested for impairment where an indicator of impairment exists. However, as a not-for-profit entity with no cash generating units, the Department is effectively exempted from impairment testing (refer para (l)).
(q) Loans and Receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method, less any allowance for any impairment of receivables. Any changes are accounted for in the Operating Statement when impaired, derecognised or through the amortisation process. hjhiV^cVWaZ X]Vc\Z
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hjhiV^cVWaZ X]Vc\Z Short term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.
(r) Impairment of financial assets All financial assets, except those measured at fair value through profit and loss, are subject to an annual review for impairment. An allowance for impairment is established when there is objective evidence that the entity will not be able to collect all amounts due. For financial assets carried at amortised cost, the amount of the allowance is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. The amount of the impairment loss is recognised in the Operating Statement. When an available for sale financial asset is impaired, the amount of the cumulative loss is removed from equity and recognised in the Operating Statement, based on the difference between the acquisition cost (net of any principal repayment and amortisation) and current fair value, less any impairment loss previously recognised in the Operating Statement. Any reversals of impairment losses are reversed through the Operating Statement, where there is objective evidence, except reversals of impairment losses on an investment in an equity instrument classified as “available for sale” must be made through the reserve. Reversals of impairment losses of financial assets carried at amortised cost cannot result in a carrying amount that exceeds what the carrying amount would have been had there not been an impairment loss.
(s) De-recognition of financial assets and financial liabilities—Year ended 30 June 2006 A financial asset is derecognised when the contractual rights to the cash flows from the financial assets expire; or if the agency transfers the financial asset: • where substantially all the risks and rewards have been transferred; or • where the agency has not transferred substantially all the risks and rewards, if the entity has not retained control. Where the agency has neither transferred nor retained substantially all the risks and rewards or transferred control, the asset is recognised to the extent of the agency’s continuing involvement in the asset.
144 NSW Department of Local Government A financial liability is derecognised when the obligation specified in the contract is discharged or cancelled or expires.
(t) Payables—year ended 30 June 2006 These amounts represent liabilities for goods and services provided to the Department and other amounts, including interest. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.
(u) Budgeted amounts The budgeted amounts are drawn from the budgets as formulated at the beginning of the financial year and with any adjustments for the effects of additional appropriations under s 21A, s 24 and/or s 26 of the Public Finance and Audit Act 1983. The budgeted amounts in the Operating Statement and the Cash Flow Statement are generally based on the amounts disclosed in the NSW Budget Papers (as adjusted above). However, in the Balance Sheet, the amounts vary from the Budget papers, as the opening balances of the budgeted amounts are based on carried forward actual amounts ie per the audited financial statements (rather than carried forward estimates).
(v) Comparative Information Comparative figures have been restated based on AEIFRS with the exception of financial instruments information, which has been prepared under the previous AGAAP Standard (AAS 33) as permitted by AASB 1.36A (refer para (w) below). The transition to AEIFRS for financial instruments information was 1July 2005. The impact of adopting AASB 132/139 is further discussed in Note 23.
(w) Financial instruments accounting policy for 2004/05 comparative period Investment income Interest revenue is recognised as it accrues.
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hjhiV^cVWaZ X]Vc\Z Receivables Receivables are recognised and carried at cost, based on the original invoice amount less a provision for any uncollectible debts. An estimate for doubtful debts is made when collection of the full amount is no longer probable. Bad debts are written off as incurred.
Payables These amounts represent liabilities for goods and services provided to the agency and other amounts, including interest. Interest is accrued over the period it becomes due.
(x) Accounting standards issued but not yet effective The following accounting standard issued but not yet effective has not been applied: • AASB 7 Financial Instruments Disclosures (potentially more substantial risk related disclosures relating to credit, liquidity and market risk). AASB 7 will be implemented for the year ending 30 June 2008.
146 NSW Department of Local Government 2. Expenses
(a) Employee related expenses comprise the following specific items 2006 2005 $’000 $’000 Salaries and wages (including recreation leave) 5,345 5,083 Superannuation—defined benefit plans 109 115 Superannuation—defined contribution plans 321 320 Long service leave 384 196 Workers’ compensation insurance 33 23 Payroll tax and fringe benefits tax 373 382 Overtime and meal allowance 71 12 6,636 6,131
(b) Other operating expenses 2006 2005 $'000 $'000 Operating lease rental expense - minimum lease payments 572 610 Auditor’s Remuneration - audit or review of financial reports 37 36 Travelling and Subsistence 217 192 Motor Vehicle Expenses 79 86 Advertising and Publicity 10 38 Fees for Services (excl. Consultants) 170 303 Contractors 446 353 Consultants 266 395 Insurance 17 15 Maintenance 45 37 Postal and Telephones 141 191 Printing 64 41 Retainers and Fees 138 138 Companion Animals Payments 4,493 3,489 Relocation costs reimbursed to employees 22 49 Other 393 434 7,110 6,407
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hjhiV^cVWaZ X]Vc\Z (c) Depreciation and amortisation expense 2006 2005 $'000 $'000 Depreciation—Plant and equipment Office Furniture 21 21 Other Plant and equipment 44 44 Computer Equipment 130 153 195 218 Amortisation Computer software 64 23 Leasehold improvements 38 33 102 56
Total depreciation and amortisation 297 274
(d) Grants & Subsidies 2006 2005 $'000 $'000 Private-Public Partnerships 145 - Pensioner Rebate Subsidies 72,860 73,169
73,005 73,169
148 NSW Department of Local Government 3. Revenue
(a) Sale of goods and services 2006 2005 $'000 $'000 Rendering of services User Charges 3 1 3 1
Total sale of goods and services 3 1
(b) Investment Revenue Interest 337 309 337 309
(c) Retained Taxes, fees and fines Fees Companion Animals registration fees 5,046 4,582
5,046 4,582
(d) Other Revenue Miscellaneous revenue 17 67 17 67
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hjhiV^cVWaZ X]Vc\Z 4. Gain on disposal
2006 2005 $'000 $'000 Gain on disposal of plant and equipment Proceeds from disposal 5 - Written down value of assets disposed - - Net gain on disposal of plant and equipment 5 -
Gain on disposal 5 -
5. Appropriations
Recurrent appropriations 2006 2005 $'000 $'000 Total recurrent draw-downs from Treasury 601,437 577,497 (per Summary of Compliance) Less: Liability to Consolidated Fund (per Summary of Compliance) - 601,437 577,497 Comprising: Recurrent appropriations (per Operating Statement) 80,690 82,005 Transfer payments (refer Note 7) 520,747 495,492 Total 601,437 577,497
Capital appropriations Total capital draw-downs from Treasury 150 150 (per Summary of Compliance) Less: Liability to Consolidated Fund (per Summary of Compliance) Total 150 150 Comprising: Capital appropriations (per Operating Statement) 150 150 Transfer payments - - Total 150 150
150 NSW Department of Local Government 6. Acceptance by the crown entity of employee benefits and other liabilities
The following liabilities and/or expenses have been assumed by the Crown Entity or other government agencies:
2006 2005 $'000 $'000 Superannuation 108 434 Long Service Leave 386 178 Payroll tax 7 26 501 638
7. Transfer payments
Financial assistance grants are provided to municipalities and shires under the Local Government (Financial Assistance) Act, 1995. The Department administers Commonwealth transfer payments through the Local Government Grants Commission. The total amount disbursed to councils by way of financial assistance grants was $520.7m ($495.5m in 2005).
8. Program information
a) Program 1: Development, Oversight of and Assistance to Local Government. Objective: To provide a framework for local government which facilitates high quality local government services for New South Wales citizens.
b) Program 2: Rate Rebates for Pensioners. Objective: To provide relief to eligible pensioners from council rates.
c) Program 3: Companion Animals Objective: To improve companion animal welfare and to reduce the hjhiV^cVWaZ X]Vc\Z environmental impact of companion animals.
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hjhiV^cVWaZ X]Vc\Z 9. Current assets—cash and cash equivalents
2006 2005 $'000 $'000 Cash at bank and on hand 7,172 7,387 7,172 7,387 For the purpose of the Cash Flow Statement, cash and cash equivalents includes cash at bank and cash on hand. Cash assets recognised in the Balance Sheet are reconciled to cash at the end of the financial year as shown in the Cash Flow Statement as follows: Cash and cash equivalents (per Balance Sheet) 7,172 7,387 Closing Cash and Cash Equivalents 7,172 7,387 (per Cash Flow Statement)
10. Current assets—receivables
2006 2005 $'000 $'000 Interest receivable from Crown Entity 172 163 Retained taxes, fees and fines 850 611 Grants receivable - 138 Other receivables 174 165 1,196 1,077
152 NSW Department of Local Government 11. Non-current assets—plant and equipment
Plant & Equipment $’000 At 1 July 2005 At Fair Value 1,545 Accumulated Depreciation and impairment 867 Net Carrying Amount 678
At 30 June 2006 At Fair Value 1,613 Accumulated Depreciation and impairment 1,038 Net Carrying Amount 575
Reconciliation A reconciliation of the carrying amounts of plant and equipment at the beginning and end of the current reporting period are set out below (the Department does not own any property):
Plant and Equipment $’000 Year ended 30 June 2006 Net carrying amount at start of year 678 Additions 130 Disposals - Depreciation expense (233) Net carrying amount at end of year 575
Plant & Equipment $’000 At 1 July 2004 At Fair Value 1,451 Accumulated Depreciation and impairment 617 Net Carrying Amount 834
At 30 June 2005 At Fair Value 1,545 Accumulated Depreciation and impairment 867 Net Carrying Amount 678
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hjhiV^cVWaZ X]Vc\Z Reconciliation A reconciliation of the carrying amounts of plant and equipment at the beginning and end of the previous reporting period are set out below (the Department does not own any property): Plant and Equipment $’000 Year ended 30 June 2005 Net carrying amount at start of year 834 Additions 95 Disposals - Depreciation expense (251) Net carrying amount at end of year 678
As discussed in Note 1(k) plant and equipment consists primarily of computer equipment which have useful lives of three years. As such the Department considers that depreciated historical cost is a surrogate for fair value.
12. Intangible assets
Software $’000 At 1 July 2005 Cost (gross carrying amount) 342 Accumulated amortisation and impairment 69 Net Carrying Amount 273
At 30 June 2006 Cost (gross carrying amount) 413 Accumulated amortisation and impairment 133 Net Carrying Amount 280
Software $’000 Year ended 30 June 2006 Net carrying amount at start of year 273 Additions 71 Disposals - Amortisation (recognised in “depreciation and amortisation”) (64) Net Carrying Amount 280
154 NSW Department of Local Government At 1 July 2004 Cost (gross carrying amount) 264 Accumulated amortisation and impairment 45 Net Carrying Amount 219
At 30 June 2005 Cost (gross carrying amount) 342 Accumulated amortisation and impairment 69 Net Carrying Amount 273
Software $’000 Year ended 30 June 2005 Net carrying amount at start of year 219 Additions 77 Disposals - Amortisation (recognised in “depreciation and amortisation”) (23) Net Carrying Amount 273
13. Current liabilities—payables
2006 2005 $'000 $'000 Accrued salaries, wages and on-costs 76 51 Creditors 1,571 1,661 1,647 1,712
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hjhiV^cVWaZ X]Vc\Z 14. Current/non-current liabilities— provisions
2006 2005 $'000 $'000 (a) Current Employee benefits and related on-costs Recreation leave 800 624 Long service leave on costs 7 15 807 639
Total Provisions 807 639
(b) Non-Current Long service leave on costs 140 136 140 136
Total Provisions 140 136
Aggregate employee benefits and related on-costs Provisions—current 807 639 Provisions—non-current 140 136 Accrued salaries, wages and on-costs (Note 13) 76 51 1,023 826
In addition to this the Department has a total liability of $1.6m ($1.4m in 2005) for long service leave for which the Crown assumes liability.
156 NSW Department of Local Government 15. Restricted assets
The Department has no assets over which any externally imposed restrictions on usage apply.
16. Changes in equity
Accumulated Funds Total Equity 2006 2005 2006 2005 $’000 $’000 $’000 $’000 Balance at the beginning 6,928 5,157 6,928 5,157 of the financial year AASB 139 first-time adoption - - - - Restated opening balance 6,928 5,157 6,928 5,157
Changes in equity—other than transactions with owners as owners Surplus/(deficit) for the year (299) 1,771 (299) 1,771 Total (299) 1,771 (299) 1,771
Balance at the end of the financial year 6,629 6,928 6,629 6,928
17. Contingent liabilities and contingent assets
There are no known contingent liabilities or contingent assets as at 30 June 2006.
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hjhiV^cVWaZ X]Vc\Z 18. Commitments for expenditure
(a) Capital Commitments 2006 2005 $'000 $'000 Aggregate capital expenditure for the acquisition of a security system for the Department’s computer systems contracted for at balance date and not provided for: Not later than one year - 24 Later than one year and not later than 5 years - - Later than 5 years - - Total (including GST) - 24
(b) Operating Lease Commitments 2006 2005 $'000 $'000 Future non-cancellable operating leases not provided for and payable: Not later than one year 619 669 Later than one year and not later than 5 years 254 325 Later than 5 years - -
Total (including GST) 873 994 The total commitments above include input tax credits of $79,313 ($92,516 in 2005) that are expected to be recoverable from the Australian Taxation Office. The Department has long term operating leases for the rental of office accommodation and motor vehicles. Details of these lease arrangements are:
Office Accommodation The estimated total cost is based on current rentals continuing for the entire term of the lease.
Motor Vehicles The operating lease is the standard Government arrangement for leasing motor vehicles from StateFleet Services. At 30 June 2006 this arrangement applied to the entire departmental fleet of 9 vehicles. These operating lease commitments are not recognised in the Financial Statements as liabilities. There are no other expenditure commitments at 30 June 2006 (NIL 2005).
158 NSW Department of Local Government 19. Budget review
(a) Net Cost of Services The net cost of services was lower than budget by $3.0m. This was primarily due to the lower level of rebates on the Pensioner Rebate Program ($3.5m) and higher than budgeted revenue from the Companion Animals Program ($0.5m). Partially offsetting this were higher employee related and other operating expenses ($1.1m) primarily reflecting increased expenditure on the Companion Animals Program.
(b) Assets and Liabilities Cash The year end cash balance is $0.4m over budget. This is primarily due to higher than expected payables at year end.
(c) Cash flows The net cash flows from operating activities are $0.5m better than budget primarily due to higher than expected net revenue from the Companion Animals Program.
20. Material assistance provided
The Department has received no material assistance free of charge from any other party for the period ending 30 June 2006.
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hjhiV^cVWaZ X]Vc\Z 21. Financial instruments
The Department’s principal financial instruments are outlined below. These financial instruments arise directly from the Department’s operations or are required to finance the Department’s operations. The Department does not enter into or trade financial instruments for speculative purposes. The Department does not use financial derivatives.
Cash Cash comprises cash on hand and bank balances within the Treasury Banking System. Interest is earned on daily bank balances at the monthly average NSW Treasury Corporation (TCorp) 11am unofficial cash rate adjusted for a management fee to Treasury. The interest rate on bank balances at balance date (refer Note 9) was 4.75% (4.50% in 2005) and during the year the average interest rates was 4.54% (4.33% in 2005).
Receivables All trade debtors are recognised as amounts receivable at balance date. Collectability of trade debtors is reviewed on an ongoing basis. Debts that are known to be uncollectible are written off. An allowance for impairment is raised when there is objective evidence that the entity will not be able to collect all amounts due. The credit risk is the carrying amount (net of any allowance for impairment). No interest is earned on trade debtors. The carrying amount approximates net fair value. Sales of goods and services are made on 14-day terms. For other receivables the credit risk is the carrying amount (net of any allowance for impairment). No interest is earned on other receivables. The carrying amount approximates net fair value. The Department does not have any significant exposure to any individual customer or counterparty.
Bank Overdraft The Department does not have any bank overdraft facility.
160 NSW Department of Local Government Trade Creditors and Accruals The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in Treasurer’s Direction 219.01. If trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. Treasurer’s Direction 219.01 allows the Minister to award interest for late payment. No interest was awarded during the year.
22. Reconciliation of cash flows from operating activities to the net cost of services
2006 2005 $'000 $'000 Net Cash Flows (from)/used in Operating Activities 20 (1,406) Cash Flows from Government/Appropriations 80,840 82,155 Acceptance by Crown Entity of employee benefits and other liabilities 501 638 Depreciation and amortisation 297 274 Increase/(decrease) in provisions 172 174 Increase/(decrease) in creditors (65) (720) (Increase)/decrease in receivables (120) (93) Net gain on sale of plant and equipment (5) - Net Cost of Services 81,640 81,022
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hjhiV^cVWaZ X]Vc\Z 23. Impact of adopting Australian equivalents to IFRS
The Department has determined the key areas where changes in accounting policies impact the financial report. Some of these impacts arise because AEIFRS requirements are different from previous AASB requirements (AGAAP). Other impacts arise from options in AEIFRS. To ensure consistency at the whole of government level, NSW Treasury has advised agencies of options it has mandated for the NSW Public Sector. The impacts disclosed below reflect Treasury’s mandates and policy decisions. Based on the outcome of the review of the impact of AEIFRS on the Department there are no material changes or adjustments that would affect the total equity of the Department as disclosed in the Balance Sheet. In addition, there are no material changes or adjustments that would affect the surplus/deficit or net cost of services of the Department. There are no material impacts on the Department’s cash flows.
End of audited financial statements
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hjhiV^cVWaZ X]Vc\Z Index NSW Treasury reporting requirements Access ARDR Sch.1...... 168 Aims & objectives ARDR Sch.1...... 22 Annual report production costs TM 92/9 & 4 (f) ARDR...... inside back cover Charter ARDA Sch.1...... inside front cover Committees, Boards 3(d)(i) & 3(d)(iii)ARDR...... 11, 25-28, 51, 60, 93 Complaints 3(l)ARDR...... 61-66, 96, 101 Consultants PM 2002-07 ARDR Sch. 1...... 109 Consumer response ARDR Sch 1...... 96,101 Contents 5(2)ARDR...... 1, 5, 21, 23, 31, 47, 57, 69, 83, 95, 107 Credit Card Certification TD 205.01...... 108 Departures from Subordinate Legislation Act PM 94-28...... not applicable Disability Plans PSEMA Sch. 1 DSA s.9 ARDR Sch. 1...... 91 Disclosure of Controlled Entities ARDR Sch. 1...... 136 Economic or other factors ARDR Sch.1...... 98-99 Electronic Service Delivery PM 00-12...... 14,15 Equal Employment Opportunity TC 02/17 ARDR Sch. 1...... 89, 92 Ethnic affairs priority statements and any agreement ARDR Sch. 1...... 52 Financial Statements ARDA s9(l)-(2)...... 123-162 Freedom of Information Act FOIA s68 FOIR s10 FOIM App. B ARDA s6(2)...... 53-55 Funds granted to non-government community organisations PM 91-34 ARDR Sch.1...... 109 Government Energy Management Policy PM 98-35...... 104 Guarantee of Service ARDR Sch. 1...... 98-99 Human Resources ARDR Sch. 1...... 86 Identification of audited financial statements ARDR c4...... 123, 162 Industrial Relations 3(j)(iv)ARDR...... 87 Land Disposal ARDR Sch. 1...... not applicable Legal change ARDR Sch.1: ARDA s11(1)(f)...... 35-36 Letter of submission s11A ARDA...... 1 Management & structure ARDR Sch.1...... 11, 25-28,51, 60,70, 74, 93 Management & activities ARDR Sch. 1...... 5-20, 21-106: ...... 23-24, 31-33, 47-50, 57-59, 74-81, 83-85, 95-97 NSW Government Action Plan for Women APFW ARDR Sch. 1...... 92 Occupational Health and Safety ARDR Sch. 1...... 90, 93 Payment of Accounts TC 01/12 ARDR Sch.1...... 110 Performance and numbers of executive officers ARDR c7,8...... 86, 75-81 Privacy management plan PPIPA s33(3), 53...... 101 Promotion ARDR Sch. 1...... 25, 39-44 Research and Development ARDR Sch.1...... not applicable Risk Management and Insurance Activities ARDR Sch. 1...... 100 Summary review of operations ARDR Sch.1...... 71-73 Time for Payment of Accounts ARDR Sch. 1; TC 01/12...... 110 Waste ARDR Sch. 1...... 102-103
164 NSW Department of Local Government Annual Reporting Awards (ARA) criteria Statement of the organisation's history and profile...... inside front cover, 1, 71-73 Mission/vision/purpose/values and specific objectives...... inside front cover, 22, 23-24, ...... 31-33, 47-50, 57-59, 83-85, 95-97 Strategies for achieving objectives/outcomes...... 24, 32-33, 48-50, 58-59, 84-85, 96-97 Highlights of the year at a glance...... inside front cover, 1, 2-3, 4 Important events from the current year and the outlook for the following year...... 23-24 ...... 29, 31-33, 45, 47-50, 56, 57-59, 68, 83-85, 94, 95-97, 105 Performance measures and indicators...... 4, 14, 61, 62, 65, 86, 89, 99, 111-115 Summary of key stakeholder information.... inside front cover, 1, 11, 25-28, 51, 60, 93,166-167 Corporate governance issues...... 95-105 Concise financial report with relevant notes...... 123-162 Key information on each division...... 71-73 Senior executive personnel...... 2-3, 70, 74,75-81 Measurement and disclosure of all forms of current and post-employment remuneration and benefits to directors and senior executives...... not applicable Organisation structure...... 70 Personnel issues...... 83-94 Occupational health and safety...... 90, 93 Comparative information for key financial and non-financial activities covering at least five (5) years, where possible...... 4 Index of contents...... 164-165 Locations of major activities...... 168 Availability of the report through print or electronic means, including the comprehensiveness and ease of access to information via the Internet...... 168
ARA Criteria Applicable to Specific Industries/Divisions. DIVISION 6 - Legal, Regulatory and Administrative Organisation Role and scope of the organisation...... inside front cover, 1, 22 Key stakeholders...... inside front cover, 1, 11, 25-28, 51, 60, 93,166-167 Impact of legislation on the organisation's operations...... 32, 34-36 How activities influence overall outcomes in the respective industry sector...... 2-3, 5-20, 23-29, ...... 31-33, 35-36, 48-52, 56, 58-60, 61-66, 68, 75-81
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hjhiV^cVWaZ X]Vc\Z NSW councils NSW Council Areas (Sydney Inner)
NSW Council Areas (Sydney Outer)
166 NSW Department of Local Government Council Areas in NSW
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hjhiV^cVWaZ X]Vc\Z How to access our services The Department of Local Government is located at: Levels 1 & 2, 5 O’Keefe Avenue, NOWRA, NSW 2541 Phone...... (02) 4428 4100 Fax...... (02) 4428 4199 TTY...... (02) 4428 4209 Level 9, 323 Castlereagh Street, SYDNEY, NSW 2000 Phone...... (02) 9289 4000 Fax...... (02) 9289 4099 Email...... [email protected] Website.... www.dlg.nsw.gov.au
Office hours Monday to Friday, 8.30am to 5.00pm (Special arrangements may be made if these hours are unsuitable) All our offices are wheelchair accessible.
Alternative media publications Special arrangements can be made for our publications to be provided in large print or an alternative media format. If you need this service, please contact our Executive Branch on 02 9289 4000.
Availability of printed copies of this report Printed copies of this report are available from Salmat and may be ordered by phoning 02 9721 9812, faxing 02 9743 8603, or emailing [email protected] or [email protected].
Availability of this report on the internet This report is available as a downloadable PDF on our webpage www.dlg.gov.au under the heading "Local Government Annual Reports".
168 NSW Department of Local Government © NSW Department of Local Government 2006 ISSN 1038-9504 Produced by the Department of Local Government Graphic design by gildadesign (gilda.com.au) Total external costs incurred in the production of hjhiV^cVWaZ X]Vc\Z this annual report: $41,278 (excluding GST)
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