Corporate Governance Committee Meeting - Sutherland Shire · Corporate Governance Committee 6 November 2017 GOV 0 11-1 8 Following the public presentation of the Financial Statements

Corporate Governance Committee Meeting

Monday, 6 November 2017

Commencing at the conclusion of the Shire Planning and Shire Infrastructure Committee Meetings

Council Chambers,

Level 2, Administration Building

4-20 Eton Street, Sutherland

Corporate Governance Committee 6 November 2017

ORDER OF BUSINESS

1. APOLOGIES 2. DISCLOSURES OF INTEREST 3. CONFIRMATION OF MINUTES OF THE PREVIOUS MEETING 4. PRESENTATIONS 5. REPORTS FROM OFFICERS

GOV011-18 2016/17 Annual Financial Statements

GOV012-18 Cash Payments & Investments Report - September 2017

GOV013-18 Delivery Program 2013/14 - 2016/17 Incorporating Operational Plan

2016/17 Half Yearly Report (January - June 2017)

GOV014-18 Quarterly Budget Review Statement for Period Ending September 2017

GOV015-18 Lodgement of Disclosure of Interest Returns for Councillors and Designated

Persons Pursuant to Section 449 of the Local Government Act, 1993 for the Period

1 July 2016 to 30 June 2017

6. QUESTIONS 7. CONSIDERATION OF BUSINESS IN CLOSED SESSION

8. CONFIDENTIAL REPORTS FROM OFFICERS

GOV001A-18 Rate Relief Hardship Application

2


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GOV011-18 2016/17 ANNUAL FINANCIAL STATEMENTS

Attachments: Nil

EXECUTIVE SUMMARY

• Two separate financial statements are produced each year to comply with the Local

Government Act 1993, the Local Government (General) Regulations 2005, the Local

Government Code of Accounting Practice and Asset Accounting Manual and the Australian

Accounting Standards.

• At the 16 October 2017 Council Meeting it was resolved to fix the date at which the 2016/17

Financial Statements and Auditor’s Report would be presented to the public, being 20

November 2017.

• Following formal presentation of the 2016/17 Financial Statements and Auditor’s Report to the

public at the 20 November 2017 Council Meeting, public submissions will be accepted for the

next seven days in accordance with Section 420 of the Local Government Act.

REPORT RECOMMENDATION

That the presentation of the 2016/17 General Purpose and Special Purpose Financial Statements

and Auditor’s Report be received and noted.


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PURPOSE

The purpose of this report is to allow Council’s 2016/17 Financial Reports and Auditor's Report to be

presented to the public in accordance with Section 419 of the Local Government Act and invite public

submissions within the seven days following the Council meeting, to 27 November 2017, in

accordance with Section 420 of the Act.

BACKGROUND

It is a requirement of Sections 413, 415 and 416 of the Local Government Act 1993 that Council must

prepare and have audited its General Purpose and Special Purpose Financial Statements. Further, in

accordance with Section 417, Council’s auditor must prepare reports on the statements and the

conduct of the audit.

At the 16 October 2017 Council Meeting (refer COR018-18), Council resolved that:

1. With regard to the General and Special Purpose Financial Reports of the Council for the year

ended 30 June 2017, it is the opinion of Council that:

a. The Annual Financial Reports have been drawn up in accordance with:

i. the Local Government Act 1993 and the Regulations; and

ii. the Local Government Code of Accounting Practice and Asset Accounting Manual;

and

iii. the Australian Accounting Standards.

b. The reports present fairly the Council's financial position and operating result for the year.

c. The reports are in accord with the Council's accounting and other records.

d. The Council is unaware of anything that would make the financial reports false or

misleading in any way.

2. Pursuant to Section 418 of the Local Government Act 1993, public notice be given that the

Council will present its audited financial reports and auditor's report at the Ordinary Meeting of

Council to be held on 20 November 2017.

DISCUSSION

Following the 16 October 2017 Council Meeting, the 2016/17 General Purpose and Special Purpose

Financial Statements were signed and public notice was given of the presentation to be held on 20

November 2017. This notice was published in the local newspaper, The Leader, on Wednesday 25

October 2017 as well as on Council’s website.

Summary information of the Financial Statements was contained in the public notice, with full copies of

the Statements available for viewing at Council’s Administration Centre and website.


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Following the public presentation of the Financial Statements and Auditor’s Report on 20 November

2017, submissions are invited within the next seven days, to 27 November 2017, in accordance with

Section 420 of the Act. Any submission received will be referred to Council’s Auditor for response. All

submissions must be in writing.

A representative from the auditors will be present to address Council concerning the conduct of the

audit, and the audit result, at the meeting on 20 November 2017.

Comments on Operating Result in Financial Reports The net operating result of $64.709 million is up by $29.242 million on the 2015/16 financial year of

$35.467 million. A number of one-off factors have contributed to the 2016/17 result which will not be

repeated, or incurred at the same level, in future years. These include:

• Significant savings in the Domestic Waste Service, primarily as a result of the of reduction in

disposal costs and maintenance of the charge at previous levels ($7.7 million);

• Advance payment of half of the 2017/18 Financial Assistance Grants, resulting in one and a half

years payments being received ($3.3 million);

• Reduction in the Workers Compensation Provision for Future Claims ($1.2 million);

• Investment property revaluations ($3.6 million);

• Reduction in the amount required to be recognised as future employee leave liabilities due to

changes in discount rates and a reduction in future wages and salary cash flows ($2.4 million);

• Receipt of the initial SUEZ payment under the VPA for the Lucas Heights facility ($10.0 million);

• Increased level of developer contributions under section 94 of the Environmental Planning and

Assessment Act ($13.7 million – compared to $8.5 million in 2015/16);

• Land and other dedications relating to developments ($9.6 million);

• Operational improvements which have been moved to Restricted Assets ($3.7 million).

The net operating result after capital grants and contributions is a surplus of $23.086 million compared

to a surplus of $18.247 million in 2015/16, again influenced by the factors above.

The Local Government Industry Performance Indicators (Note 13) are all better than industry

benchmark standards.

The auditors, when addressing the Council concerning the audit, will make comment on matters such

as the financial performance indicators (Note 13) and Council's overall financial position.

Comments on Unrestricted Cash Balances

The movement in adjusted unrestricted cash balances reflects the movement in Council’s unrestricted

cash position, adjusted for movement in operating assets and liabilities as follows:


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Movement in Unrestricted Cash (Note 6c)

Balance as at 30 June 2017 $6.416 million

Less Balance as at 1 July 2016 (0.431) million $5.985 million

Less Movement in Operating Assets and Liabilities (Note 11(b))

2016/17 Movements $0.091 million

Less 2015/16 Movements (0.276) million $(0.185) million

$5.800 million

Less Prepaid Financial Assistance Grant 3.332 million

Movement in Adjusted Unrestricted Cash (surplus) $2.468 million

Adjusted unrestricted cash balances do not reflect equally the full operating surplus reported in the

Income Statement as the above adjusted unrestricted balance includes:

• Movements to and from restricted assets (reserves);

• Recognition of both capital and operating expenses.

The above adjusted unrestricted balance does not include:

• Non cash transactions such as depreciation, land and other dedications, revaluations and

employee leave liability movements.

Contributing factors towards the improved adjusted unrestricted cash balance result include:

• Reduction in Risk Management Costs, including workers compensation, insurance and legal

expenses ($1.2 million);

• Additional income from interest on investments ($0.4 million);

• Additional net rate related income, including additional rate levies from subdivisions and

reduced pensioner rebates (legislative change to eligibility now reversed) ($0.2 million);

• Miscellaneous reductions in operational costs and/or additional income.

Recommendations in relation to the budgetary improvements are contained in the Quarterly Budget

Review Statement for Period Ending September 2017 report (GOV014-18).

RESOURCING STRATEGY CONSIDERATIONS

Preparation of the financial reports has been undertaken within existing Financial Services staff

resources, along with support from other units across Council. Auditor remuneration for work

undertaken is budgeted annually.

The results for 2016/17 have varied from the original budget; these variances have been reported on a

quarterly basis, with the final material variations listed in Note 16 of the General Purpose Financial

Statements.


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COMMUNITY ENGAGEMENT

In preparation of the Financial Reports there was consultation with Council’s external auditors. The

reports have also been presented to the Audit, Risk and Improvement Committee which has

recommended the financial reports to Council for adoption.

Public notice has been given to advise the public of the presentation of Council's Financial Statements

and Auditor’s Report at the 20 November 2017 Ordinary Council meeting following which submissions

will be received for seven days and forwarded to Council’s auditor for consideration.

STRATEGIC ALIGNMENT

Community Strategic Plan Strategy Delivery Program (2017-2021) Deliverables

1.4 Ensure community confidence in Sutherland

Shire Council.

1E Implement the Finance Strategy including the

Long Term Financial Plan.

POLICY AND LEGISLATIVE REQUIREMENTS

Council must prepare external financial reports under the Local Government Act and have them

audited by 31 October each year. Statements as to the preparation of the accounts and the results

contained therein must also be made by resolution of the Council.

The Local Government Act provides for the following process to be observed by councils for the

preparation and audit of the General Purpose Financial Report and the Special Purpose Financial

Report:

• Council staff prepare draft annual financial reports (section 413(1));

• Draft report to Council for signing of Statement of Opinion by Council on the annual financial

reports (section 413(2)(c));

• Auditors complete audit and any adjustments are incorporated into the final report (section 415);

• Auditor submits financial reports and audit reports to the Council and the Office of Local

Government within four months of financial year end (section 416);

• A notice is published in the local newspaper advising that the annual financial reports together

with the auditors report’s will be presented to the public at an Ordinary meeting of the Council

(section 418);

• The reports are presented to the public at a Council meeting and placed on exhibition (section

419);

• Submissions invited and referred to auditor (section 420).

CONCLUSION The presentation of the 2016/17 Financial Statements and Auditor’s Report to the public at the 20

November 2017 meeting will ensure that the requirements of the Local Government Act 1993 have

been satisfied.


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RESPONSIBLE OFFICER

The officer responsible for the preparation of this Report is the Manager - Finance, Greg Hayes, who

can be contacted on 9710 0334.

File Number: 2016/253939


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GOV012-18 CASH PAYMENTS & INVESTMENTS REPORT - SEPTEMBER 2017

Attachments: Appendix A and Appendix B

EXECUTIVE SUMMARY

• This report provides details of Council’s investment performance for the period ending 30

September 2017, along with presenting cash and investment balances and diversification.

• Council may invest funds that are not, at any particular time, required for any other purpose.

Investment of these funds must be in accordance with relevant legislation and regulations and

in accordance with Council’s Policy for Investment of Cash Balances. Details of these

investments must be reported to Council monthly.

• The return on Council’s portfolio to 30 September 2017 was 2.68% compared to the benchmark

of 1.72%.

• All investments have been made in accordance with legislative requirements and within relevant

Council policy.


That the information concerning Bank Balances and Investments held as at 30 September 2017,

be received and noted.


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PURPOSE

The purpose of this report is to advise Council of funds invested in accordance with Section 625 of the

Local Government Act. Additionally, the report provides details and certification as required by Clause

212(1) of the Local Government (General) Regulation 2005.

BACKGROUND The Cash Payments and Investments Report is required to be submitted for Council’s consideration

each month detailing investments and their performance.

DISCUSSION

Council invests funds which are not required in the short term for any other purpose. These

investments are governed by strict legislative requirements and Council’s Policy for Investment of

Cash Balances. The Responsible Accounting Officer must report to Council monthly details of the

funds invested and certify that they have been made in accordance with the legislation and policy.

The return on Council’s total investment portfolio has averaged 2.68% for the period to 30 September

2017 against a benchmark of 1.72%. Total interest earned for the three months was $862,979.75

against an annual budget of $2.240 million, of which $290,511.58 is applicable to the Section 94 Trust

Fund. Details of the investments and performance are in the attached document (Appendix B).

Appendix A outlines the Summary of Bank Balances as at 30 September 2017, and identifies cash

movements throughout the month along with a summary bank reconciliation statement.

As previously advised (“Cash Payments & Investments Report – April 2017”), Council held three

investments, totalling $9.0 million that no longer comply with the Investment Policy, due to the

downgrading of the financial institution with which the funds are invested. Council’s independent

investment advisor has not indicated any concern in relation to these investments and it is still

proposed to hold these investments to maturity to avoid the significant early redemption penalties. Of

the three investments, one matured in June and a further investment matured in July. The remaining

$3,000,000 investment matures on 4 October 2017 at which point these funds will then be reinvested

in accordance with Council’s Investment Policy.


Actual investment income remains significantly greater than the proportional annual budget for the

three months which has necessitated an upward adjustment in the September Budget Review. This

adjustment is the result of higher than originally anticipated investment funds, primarily from internally

restricted assets held at 30 June 2017, although investment rates attained during the first three

months of the financial year are marginally below anticipated rates. The overall increase to Council

income is $400K, with general revenue benefiting by $320K after the portion attributable to Section 94

Trust Funds has been transferred.


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The position will be again reviewed for the December Budget Review, although the current trend

against budget is expected to reduce over the remainder of the year, given the current low interest

rate environment.

It is unlikely that this will provide any significant long term gain for amendment of the Long Term

Financial Plan. Future years' estimates incorporated an increase in interest revenue through minor

increases in interest rates over the next three years, however, a review of expected investment

holdings over the term of the plan will be undertaken to determine any possible variation.

COMMUNITY ENGAGEMENT

Appropriate consultation has occurred with Council’s financial investment advisor and fund managers.

STRATEGIC ALIGNMENT



Shire Council.




Council invests funds in accordance with Section 625 of the Local Government Act. Council also has

an Investment of Cash Balances Policy that outlines how investments can be made, including

procedures and reporting requirements. Additionally, Clause 212(1) of the Local Government

(General) Regulation 2005 requires certification by the Responsible Accounting Officer of compliance

with legislation and Council policy.

CERTIFICATION BY RESPONSIBLE ACCOUNTING OFFICER In accordance with clause 212 of the Local Government (General) Regulation 2005, I hereby certify

that all investments have been made in accordance with the Act, the regulations and Council's

investment policy.

Greg Hayes

Manager Finance and

Responsible Accounting Officer


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RESPONSIBLE OFFICER

The officer responsible for the preparation of this Report is the Manager Finance, Greg Hayes, who



Appendix A – Summary of Bank Balances as at 30 September 2017

This appendix identifies cash movements throughout the month along with a summary bank

reconciliation statement.

BANK UNPRESENTED DIRECT CASH ON OWED TO CASHBOOKBALANCE CHEQUES CREDIT HAND OTHER FUNDS BALANCE

General Fund 1 454,380.07 (122,419.51) (84,634.72) 68,866.31 (1,505,726.72) (1,189,534.57) Trust Fund 1 0.00 0.00 0.00 0.00 0.00 1,075,581.33 Trust Fund 2 0.00 0.00 0.00 0.00 0.00 27,875.00 Bushfire Trust 0.00 0.00 0.00 0.00 0.00 79,513.12 SES Trust 0.00 0.00 0.00 0.00 0.00 242.80 Australand 0.00 0.00 0.00 0.00 0.00 322,514.47

Total 454,380.07 (122,419.51) (84,634.72) 68,866.31 (1,505,726.72) 316,192.15

SUMMARY OF BANK BALANCES as at 30 SEPTEMBER 2017

FUND


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Investment Summary ReportSeptember 2017

Appendix BPage 1Corporate Governance Committee 6 November 2017

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Cash and Investment Holdings

FaceValue ($)

CurrentValue ($)

CurrentYield (%)

Cash 17,004,380.07 17,004,380.07 1.3237 1

Floating Rate Note 29,600,000.00 29,815,479.50 2.9390 3

Term Deposit 98,100,000.00 98,100,000.00 2.7165 3

144,704,380.07 144,919,859.57 2.5983

Application of Funds

Face Value ($)

General Fund 1 98,561,538.65

Trust Fund - Section 94 43,842,841.42

Custodial Funds 2,300,000.00

Total 144,704,380.07

Investment Performance

Oct 16 Nov 16 Dec 16 Jan 17 Feb 17Mar 17 Apr 17 May 17 Jun 17 Jul 17 Aug 17 Sep 170%

1%

2%

3%

4%

Portfolio Annualised Return AusBond BB Index Annualised Return

Investment Performance

Performance AusBond BB Index Outperformance

September 2017 2.57% 1.74% 0.84%

Last 3 Months 2.68% 1.72% 0.97%

Last 6 Months 2.75% 1.75% 1.00%

Financial Year to Date 2.68% 1.72% 0.97%

Last 12 Months 2.87% 1.76% 1.11%

Sutherland Shire CouncilExecutive Summary


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Cash Accounts

FaceValue ($)

CurrentYield

InstitutionCreditRating

CurrentValue ($)

Reference

5,550,000.00 1.1000% Commonwealth Bank of Australia A-1+ 5,550,000.00 BOS

454,380.07 1.0000% Commonwealth Bank of Australia A-1+ 454,380.07 Cash at Bank

11,000,000.00 1.4500% Commonwealth Bank of Australia A-1+ 11,000,000.00 CDA

17,004,380.07 1.3237% 17,004,380.07

Term Deposits

MaturityDate

FaceValue ($)

Rate InstitutionCreditRating

PurchasePrice ($)

PurchaseDate

CurrentValue ($)

CouponFrequency

Reference

4-Oct-17 3,000,000.00 2.7000% Auswide Bank A-3 3,000,000.00 5-Apr-17 3,000,000.00 AtMaturity 12696

4-Oct-17 2,000,000.00 2.8000% Hunter United Employees CU NR 2,000,000.00 5-Apr-17 2,000,000.00 AtMaturity 12699

10-Oct-17 3,000,000.00 3.0000% Westpac Group A-1+ 3,000,000.00 1-Sep-16 3,000,000.00 Annually 12637

24-Oct-17 2,000,000.00 3.0000% Westpac Group A-1+ 2,000,000.00 22-Sep-16 2,000,000.00 Annually 12646

7-Nov-17 1,500,000.00 2.8000% Hunter United Employees CU NR 1,500,000.00 12-May-17 1,500,000.00 AtMaturity 12710

15-Nov-17 1,000,000.00 2.7500% Police Credit Union (SA) NR 1,000,000.00 19-May-17 1,000,000.00 AtMaturity 12714

21-Nov-17 3,000,000.00 2.7000% ING Bank (Australia) A-1 3,000,000.00 17-May-17 3,000,000.00 AtMaturity 12712

22-Nov-17 3,000,000.00 2.7000% ING Bank (Australia) A-1 3,000,000.00 22-May-17 3,000,000.00 AtMaturity 12716

5-Dec-17 2,000,000.00 2.9500% Defence Bank A-2 2,000,000.00 8-Dec-16 2,000,000.00 AtMaturity 12664

6-Dec-17 4,000,000.00 2.5300% National Australia Bank A-1+ 4,000,000.00 5-Sep-17 4,000,000.00 AtMaturity 12748

12-Dec-17 3,000,000.00 2.7000% ME Bank A-2 3,000,000.00 30-May-17 3,000,000.00 AtMaturity 12723

19-Dec-17 3,000,000.00 2.7000% ME Bank A-2 3,000,000.00 23-May-17 3,000,000.00 AtMaturity 12718

3-Jan-18 3,000,000.00 2.8000% Bank Australia A-2 3,000,000.00 5-Apr-17 3,000,000.00 AtMaturity 12697

16-Jan-18 2,500,000.00 2.7200% Rural Bank A-2 2,500,000.00 1-Jun-17 2,500,000.00 AtMaturity 12727

24-Jan-18 2,000,000.00 2.5000% National Australia Bank A-1+ 2,000,000.00 25-Aug-17 2,000,000.00 AtMaturity 12745

29-Jan-18 3,000,000.00 2.7000% ME Bank A-2 3,000,000.00 5-May-17 3,000,000.00 AtMaturity 12708

30-Jan-18 1,500,000.00 2.6500% Suncorp Bank A-1 1,500,000.00 20-Jun-17 1,500,000.00 AtMaturity 12733

31-Jan-18 3,000,000.00 2.6000% Bank of Queensland A-2 3,000,000.00 31-Jul-17 3,000,000.00 AtMaturity 12737

7-Feb-18 3,000,000.00 2.5300% National Australia Bank A-1+ 3,000,000.00 1-Sep-17 3,000,000.00 AtMaturity 12747

Sutherland Shire Council

Investment Holdings ReportAppendix B

Page 3Corporate Governance Committee 6 November 2017

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Term Deposits

MaturityDate

FaceValue ($)

Rate InstitutionCreditRating

PurchasePrice ($)

PurchaseDate

CurrentValue ($)

CouponFrequency

Reference

13-Feb-18 2,000,000.00 2.6100% Bank of Queensland A-2 2,000,000.00 4-Aug-17 2,000,000.00 AtMaturity 12738

21-Feb-18 2,000,000.00 2.5500% Bank of Queensland A-2 2,000,000.00 23-Aug-17 2,000,000.00 AtMaturity 12744

7-Mar-18 3,500,000.00 2.5600% National Australia Bank A-1+ 3,500,000.00 31-Aug-17 3,500,000.00 AtMaturity 12746

13-Mar-18 3,000,000.00 2.7500% Defence Bank A-2 3,000,000.00 14-Jun-17 3,000,000.00 AtMaturity 12732

27-Mar-18 2,000,000.00 2.9000% Police Credit Union (SA) NR 2,000,000.00 27-Mar-17 2,000,000.00 AtMaturity 12692

27-Mar-18 3,000,000.00 2.6000% Bank of Queensland A-2 3,000,000.00 10-Aug-17 3,000,000.00 AtMaturity 12741

4-Apr-18 1,800,000.00 2.6000% Bank of Queensland A-2 1,800,000.00 28-Sep-17 1,800,000.00 AtMaturity 12750

10-Apr-18 3,000,000.00 2.6000% Bank of Queensland A-2 3,000,000.00 16-Aug-17 3,000,000.00 AtMaturity 12743

23-Apr-18 4,000,000.00 2.6500% ME Bank A-2 4,000,000.00 8-Aug-17 4,000,000.00 AtMaturity 12739

8-May-18 3,000,000.00 2.7500% ME Bank A-2 3,000,000.00 16-May-17 3,000,000.00 AtMaturity 12711

24-May-18 2,000,000.00 2.8500% Credit Union Australia A-2 2,000,000.00 25-May-17 2,000,000.00 AtMaturity 12719

4-Jun-18 5,000,000.00 2.6000% AMP Bank A-1 5,000,000.00 6-Sep-17 5,000,000.00 AtMaturity 12749

19-Jun-18 5,000,000.00 2.8500% Defence Bank A-2 5,000,000.00 30-May-17 5,000,000.00 Annually 12722

27-Jun-18 2,000,000.00 2.8000% Police Credit Union (SA) NR 2,000,000.00 14-Aug-17 2,000,000.00 AtMaturity 12742

6-Jul-18 2,000,000.00 2.8500% Bank Australia A-2 2,000,000.00 6-Jul-17 2,000,000.00 AtMaturity 12736

9-Aug-18 2,000,000.00 2.7000% Bendigo and Adelaide Bank A-2 2,000,000.00 9-Aug-17 2,000,000.00 AtMaturity 12740

22-Feb-19 2,000,000.00 3.1000% Westpac Group AA- 2,000,000.00 22-Sep-16 2,000,000.00 Annually 12645

95,800,000.00 2.7145% 95,800,000.00 95,800,000.00

Term Deposits - CustodialMaturity

DateFace

Value ($)Rate Institution

CreditRating

PurchasePrice ($)

PurchaseDate

CurrentValue ($)

CouponFrequency

Reference

26-Feb-18 2,300,000.00 2.8000% Credit Union Australia A-2 2,300,000.00 24-Feb-17 2,300,000.00 AtMaturity Bushfire

2,300,000.00 2.8000% 2,300,000.00 2,300,000.00




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Floating Rate Notes

MaturityDate

FaceValue ($)

CurrentCoupon

Security NameCreditRating

PurchasePrice ($)

PurchaseDate

CurrentValue ($)

NextCoupon Date

Reference

29-Jun-18 2,000,000.00 2.7600% POL Snr FRN (Jun18) BBSW+1.05% A-2 2,000,000.00 29-Jun-17 1,999,980.00 29-Dec-17 12734

7-Jun-19 1,500,000.00 3.3400% GBS Snr FRN (Jun19) BBSW+1.60% BBB 1,500,000.00 7-Jun-16 1,498,980.00 7-Dec-17 12593

11-Jun-19 1,500,000.00 2.8350% AMP Snr FRN (Jun19) BBSW+1.10% A 1,500,000.00 11-Dec-15 1,512,075.00 11-Dec-17 12537

18-Jul-19 2,000,000.00 3.1450% ME Bank Snr FRN (Jul19) BBSW+1.45% BBB 2,000,000.00 18-Jul-16 2,012,140.00 18-Oct-17 12612

30-Aug-19 1,000,000.00 3.2600% GBS Snr FRN (Aug19) BBSW+1.55% BBB 1,000,000.00 30-Aug-16 999,990.00 30-Nov-17 12631

28-Oct-19 1,500,000.00 3.0900% TMB Snr FRN (Oct19) BBSW+1.40% BBB 1,500,000.00 28-Oct-16 1,501,455.00 30-Oct-17 12649

3-Mar-20 2,000,000.00 2.8350% MAC Snr FRN (Feb20) BBSW+1.10% A 2,007,220.00 29-Jan-16 2,020,660.00 4-Dec-17 12547

20-Mar-20 1,250,000.00 3.0100% CUA Snr FRN (Mar20) BBSW+1.30% BBB 1,250,000.00 20-Mar-17 1,250,562.50 20-Dec-17 12689

7-Apr-20 2,000,000.00 3.0550% NPBS Snr FRN (Apr20) BBSW+1.35% BBB 1,987,480.00 25-Jul-16 2,003,380.00 9-Oct-17 12618

4-May-20 850,000.00 2.9900% HBS Snr FRN (May20) BBSW+1.30% Ba1 850,000.00 4-May-17 850,187.00 6-Nov-17 12706

18-Aug-20 3,000,000.00 2.7900% BEN Snr FRN (Aug20) BBSW+1.10% BBB+ 3,000,000.00 18-Aug-15 3,015,630.00 20-Nov-17 12493

20-Oct-20 2,500,000.00 2.9500% SUN Snr FRN (Oct20) BBSW+1.25% A+ 2,500,000.00 20-Oct-15 2,538,200.00 20-Oct-17 12518

18-Jan-21 2,000,000.00 2.8450% CBA Snr FRN (Jan21) BBSW+1.15% AA- 2,001,800.00 27-Jan-16 2,029,660.00 18-Oct-17 12546

3-Jun-21 1,500,000.00 2.9050% WBC Snr FRN (Jun21) BBSW+1.17% AA- 1,500,000.00 3-Jun-16 1,524,180.00 4-Dec-17 12588

12-Jul-21 2,000,000.00 2.9101% CBA Snr FRN (Jul21) BBSW+1.21% AA- 2,000,000.00 12-Jul-16 2,034,480.00 12-Oct-17 12611

17-Jan-22 1,000,000.00 2.8101% CBA Snr FRN (Jan22) BBSW+1.11% AA- 1,000,000.00 17-Jan-17 1,012,980.00 17-Oct-17 12668

30-Mar-22 2,000,000.00 2.7600% AMP Snr FRN (Mar22) BBSW+1.05% A 2,000,000.00 30-Mar-17 2,010,940.00 29-Dec-17 12694

29,600,000.00 2.9390% 29,596,500.00 29,815,479.50

Total InvestmentsFace

Value ($)Current

Value ($)

144,704,380.07 144,919,859.57




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YTD Incomefrom

Investments ($)

Interest Earned(Progressive % of

Annual Budget)

July 2017 275,628 12.30%

August 2017 555,751 24.81%

September 2017 862,980 38.53%

Budget Target 2,240,000

Budgeted vs Actual Returns

Jul 17 Aug 17 Sep 17 Oct 17 Nov 17 Dec 17 Jan 18 Feb 18 Mar 18 Apr 18 May 18 Jun 180

500,000

1,000,000

1,500,000

2,000,000

2,500,000

Cumulative Actual Interest Cumulative Budgeted Interest

Sutherland Shire CouncilBudget vs Actual Income Report


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Total Credit Exposure

% of portfolio

A-3, NR

A-2, Ba1, BBB

A, A-1

A-1+, AA

0% 20 40 60 80 100

Credit Rating Face Value ($) Guideline Max

Short Term A-1+ 34,504,380

Long Term AA 8,500,000

43,004,380 30% 100% a

Short Term A-1 12,500,000

Long Term A 8,000,000

20,500,000 14% 80% a


Long Term Ba1 850,000

Long Term BBB 12,250,000

69,700,000 48% 60% a


No Rating NR 8,500,000

11,500,000 8% 40% a

144,704,380 100%

Term to Maturities

% of portfolio

3 to 5 Yrs

1 to 3 Yrs

0 to 1 Yr

0% 20% 40% 60% 80% 100%

Portfolio Exposure Guideline Maximum

FaceValue ($)

GuidelineMax

Between 0 and 1 Year 115,104,380 80% 100% a

Between 1 and 3 Years 18,600,000 13% 70% a

Between 3 and 5 Years 11,000,000 8% 40% a

144,704,380

Detailed Maturity Profile Face Value ($)

00. Cash + Managed Funds 17,004,380 12%

01. Less Than 30 Days 10,000,000 7%

02. Between 30 Days and 60 Days 8,500,000 6%




06. Between 365 Days and 3 Years 18,600,000 13%

07. Between 3 Years and 5 Years 11,000,000 8%

144,704,380

Sutherland Shire CouncilInvestment Policy Compliance Report


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Individual Institutional Exposures

Parent Group Credit RatingPortfolio

Exposure ($)Investment

Policy Limit ($)

AMP Bank A, A-1 8,500,000 57,881,752

Auswide Bank A-3, BBB- 3,000,000 0

Bank Australia A-2, BBB 5,000,000 28,940,876

Bank of Queensland A-2, BBB+ 14,800,000 28,940,876

Bendigo and Adelaide Bank A-2, BBB+ 5,000,000 28,940,876

Commonwealth Bank of Australia A-1+, AA- 22,004,380 65,116,971

Credit Union Australia A-2, BBB 5,550,000 28,940,876

Defence Bank A-2, BBB 10,000,000 28,940,876

Greater Building Society A-2, BBB 2,500,000 28,940,876

Heritage Bank P-2, Ba1 850,000 28,940,876

Hunter United Employees CU NR 3,500,000 57,881,752

ING Group A-1, A 6,000,000 57,881,752

Macquarie Group A-1, A 2,000,000 57,881,752

Members Equity Bank A-2, BBB 18,000,000 28,940,876

National Australia Bank A-1+, AA- 12,500,000 65,116,971

Newcastle Permanent Building Society A-2, BBB 2,000,000 28,940,876

Police Bank Ltd A-2, BBB 2,000,000 28,940,876

Police Credit Union (SA) NR 5,000,000 57,881,752

Rural Bank A-2, BBB+ 2,500,000 28,940,876

Suncorp Bank A-1, A+ 4,000,000 57,881,752

Teachers Mutual Bank A-2, BBB 1,500,000 28,940,876

Westpac Group A-1+, AA- 8,500,000 65,116,971

144,704,380

Individual Institutional Exposure Charts

AMP 5.87%

BEN 3.46%

BoQ 10.23%BOz 3.46%CBA-BWA 15.21%

CUA 3.84%

DEF 6.91%

ING 4.15%

MEB 12.44%

NAB 8.64% Other 16.48%

PCU 3.46%

WBC 5.87%

Sutherland Shire CouncilIndividual Institutional Exposures Report


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GOV013-18 DELIVERY PROGRAM 2013/14 - 2016/17 INCORPORATING OPERATIONAL PLAN 2016/17 HALF YEARLY REPORT (JANUARY - JUNE 2017)

Attachments: Appendix A

EXECUTIVE SUMMARY

• This report provides an update on the progress towards the 2013/14 - 2016/17 Delivery

Program objectives within the half year from 1 January to 30 December 2017 and is the final

year of the four year Delivery Program.

• Progress towards objectives is measured through a series of performance indicators/targets

contained within the program document.

• There are a total of 111 objectives. The majority of objectives are being met, with 107 targets

(96%) measuring >90% progress and four (4%) not commenced or cancelled.

• Section 405(5) of the Local Government Act 1993 requires that the General Manager ensure

that regular progress reports are provided to the Council on its progress with respect to the

principal activities detailed in its Delivery Program at least every six months.


That the half yearly report on the key achievements of Council's 2013/14 - 2016/17 Delivery

Program and progress against the program of works and activities adopted in the 2016/17

Operational Plan be received and noted.


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PURPOSE

The purpose of this report is to present the final six month progress report (January to June 2017) for

the 2013/14 - 2016/17 Delivery Program incorporating the Operational Plan 2016/17 as required

under the Integrated Planning and Reporting Framework (IP&R).

BACKGROUND The 2013/14 - 2016/17 Delivery Program was adopted by Council in 2012 and identified the principle

activities that the Council would undertake over that four year term in response to the objectives and

strategies of the Community Strategic Plan (CSP) - the communities long term vision for the Shire.

The Operational Plan forms a key component of the Council's legislative responsibilities outlined under

the Integrated Planning and Reporting legislation under section 404 of the Local Government Act

1993. The reporting year ended 30 June 2017 was the final year of the four year Delivery Program.

DISCUSSION

The IP&R framework is the means by which Council measures its progress towards achieving the

adopted vision in the Community Strategic Plan. The Operational Plan provides for six monthly

reporting and the Delivery Program on a four yearly basis in the form of a 'Report Card'.

Brief highlights of the January - June 2017 period include:

• Planned and reactive maintenance targets have been met or exceeded within agreed time

frames and quality.

• A 25% increase in volume collected under household chemical and e-waste collection.

• Over 5000 tonnes of waste removed through the Regional Illegal Dumping Program.

• Over 670 volunteers participating in ongoing Bushcare program, with over 17,000 hours of

volunteer time towards bush regeneration.

• 792 trees planted on Council land.

• The 7.92 % rate of return on the value of commercial property for the 16/17 financial year,

exceeding the 6% forecast.

• A monthly e-newsletter for business established and distributed to over 3000 local businesses.

• Over 100,000 visitors to Hazelhurst Regional Gallery and Arts Centre resulting in exceeding the

annual target by 18%. 95% satisfaction reported in visitor surveys.

• 50,357 preventative actions and 212 rescues undertaken by Council's lifeguards.

• Over 1200 students participated in Surf Awareness and Survival programs.

• Over 2200 programs delivered across Libraries with over 60,000 attendees.

• Increased visitation to the website, with over 1.3 million interactions.

The comprehensive report is attached as Appendix A.


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CONSULTATION

The development of the Community Strategic Plan was subject to community consultation prior to its

adoption by Council. The activities in the Delivery Program and Operational Plan relate to the key

goals in the Community Strategic Plan. Individual managers are responsible for reporting on outcomes

under their area of control.

The 2016/17 Operational Plan was publicly exhibited for the statutory period of 28 days in May 2016.

RESOURCING STRATEGY CONSIDERATIONS The Operational Plan 2016/17 is directly linked to the 2016/17 budget and included the projects and

activities undertaken in that year. The plan provides a clear reporting framework enabling Council to

track achievements.

The Delivery Program/Operational Plan is linked to the Resourcing Strategy which forms a further key

component of the Integrated Planning and Reporting requirements of the Local Government Act 1993.

POLICY AND LEGISLATIVE REQUIREMENTS The Operational Plan forms a key component of Council's legislative responsibilities outlined under the

Integrated Planning and Reporting Legislation under section 404 of the Local Government Act 1993.

The Integrated Planning and Reporting framework requires councils to observe a comprehensive

reporting and document renewal cycle.

CONCLUSION

This report provides Council with details of progress towards the principal activities outlined in the

Delivery Program 2013/2014 - 2016/2017.

RESPONSIBLE OFFICER

The officer responsible for the preparation of this Report is the Director Corporate Support, Therese

Manns, who can be contacted on 9710 0421.


Delivery Program 2013/14 – 2016/17 Incorporating Operational Plan 2016/17

Performance Report January – June 2017

Prepared by Strategy & Engagement October 2017

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Introduction

This is the final 6 month report on achievements on the 2016/17 Operational Plan under the Integrated Planning and Reporting requirement as prescribed by the Local Government Act 1993 and the Local Government (General) Regulation 2005.

This report captures the targets and key activities/programs that have been undertaken by Council for the period 1 January 2017 to 30 June 2017

Performance on key activities, programs, projects and works has been colour coded according to the following:

Performance Status Progress to Annual Target

Colour Key

Achieved / Acceptable >90%

Alert / Review conditions 50% - 89%

Alarm / Unacceptable <50%

Not commenced / Cancelled 0%

The selection of the current status is based on an assessment of project/program completion and the level of budget expended.

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STRATEGY 1: PROVIDE EFFECTIVE AND CRITICAL INFRASTRUCTURE Four Year Delivery Program 2013 – 2017

Annual Operational Plan actions 2016/2017 - Activities, programs, projects and works

Performance Measures 2016/17

Status Achieved at 30 June 2017

Commentary

1.1 Roads

Manage and coordinate design and construction of civil works

85% of annual project schedules complete by 30 June 2017

88% of annual Project Schedules complete.

232 Total Works. 186 Works Complete. 18 Works in Planned Progress.

Total maintenance of roads and related infrastructure

Target 60% Planned / 40% Reactive

69% Planned / 31% Reactive

Based on completion of 6577 jobs, of which 2038 jobs were CRMS related (reactive)

Planned maintenance of roads and related infrastructure

Planned Maintenance is 85% complete

100% of planned maintenance projects completed

Based on Planned OPEX and CAPEX Maintenance

Reactive maintenance of roads and related infrastructure

85% completed within agreed time frames & quality

100% of maintenance projects issued completed

Based on CRMS data. 3371 Cr's recorded and 3393 Cr's closed

1.2 Buildings

Manage and coordinate design and construction of building works


81% of annual project schedules complete

76 Total Works. 43 Works Complete. 11 Projects In Planned progress.

Total maintenance of buildings and related infrastructure

Target 60% Planned / 40% Reactive

54% Planned / 46% Reactive

Planned maintenance of buildings and related infrastructure

Planned Maintenance is 85% complete

95% of Planned Maintenance complete

Reactive maintenance of roads and related infrastructure


82% completed within service standard.

9,804 requests completed in total. 8,006 completed within

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Four Year Delivery Program 2013 – 2017




Commentary

standard.

1.2 Buildings (Cont)

Produce issues paper on Building Assets

Issues paper produced Completed

1.3 Open Space, Sporting and Recreational Facilities

Manage and coordinate design and construction of open space, sporting and recreational activities


82% of Annual project Schedules complete by 30 June 2017.

79 Total Works, 22 Projects Complete. 28 Projects in Planned Progress. 11 delayed or deferred projects.

Develop Open Space, Leisure & Recreation Strategy

Draft Strategy Complete Draft Issues Paper reviewed by Executive Committee

Executive have directed a revised approach to Strategy development.

Total maintenance of open space, sporting and recreational facilities.

Target: 60% Planned, 40% Reactive.

Target ratio achieved

Planned maintenance of open space, sporting and recreational facilities.

Planned Maintenance is 85% complete.

Planned Maintenance is 86% complete within agreed timeframes & quality.

Reactive maintenance of open space, sporting and recreational facilities.


86% completed within agreed timeframes & quality

1.4 Stormwater & Drainage

Manage and coordinate design and construction of stormwater & drainage infrastructure


89% of annual project schedules completed

72 Total Works. 51 Projects Complete. 8 Projects in Planned Progress.

Produce issues paper on Stormwater Assets

Issues paper produced Completed Issues identified as part of preparation of Council's draft Shire Life Strategy and Stormwater Asset Class

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Commentary

Management Plan.

1.4 Stormwater & Drainage (Cont)

Adoption of Bundeena Creek Floodplain Risk Management Study & Plan (FRMS&P)

3% increase in area of the Shire where Floodplain Risk Management Studies & Plans have been adopted

9.2% in draft. The Bundeena Creek FRMS&P project is progressing. Updates to the Gwawley Bay FRMS&P are underway. Updates will shortly be commissioned for Lower Georges River FRMS&P and Kurnell Township FRMS&P. Updates FRMS&P are to be presented to Council for formal adoption in 2017/18.

Stormwater quality improvement device cleaning & maintenance

1% increase in the area of the Shire serviced by stormwater quality improvement (SQIDs) measures from 2014/15 baseline

0% increase in area serviced by SQIDs

Investigations are underway into the feasibility of installing three new major gross pollutant traps within the Gwawley Bay catchment. Design and construction will be programmed for 2017/18 subject to outcomes of the investigation and available funding.

Implementation of Watercourse Rehabilitation Program

1% increase in watercourses rehabilitated under the Watercourse Rehabilitation programs from 2014/15 baseline

0.3% increase in no. of watercourses rehabilitated

Watercourse rehabilitation work completed at: Fenton Ave, Caringbah; Carmen Place Reserve, Dolans Bay; Ocean Place, Illawong; Rickard Road, Oyster Bay.

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Commentary

1.5 Effective and efficient management of community assets

Implement and review actions within the Asset Management Roadmap

% of scheduled actions implemented from Asset Management Roadmap

39% completed 39% commenced

9 of 23 action completed and a further 9 commenced and in progress

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STRATEGY 2: DELIVER INTEGRATED TRANSPORT OPTIONS

Four Year Delivery Program 2013/14 – 2016/17




Commentary

2.1 Develop a Transport Strategy which aligns with the NSW State Plan and facilitates broader integrated transport in conjunction with land use planning

Implement and review actions within Transport Strategy

% of scheduled actions implemented from Transport Strategy

In progress. Strategy in draft and consultants continuing development work.

2.2 Lobby Federal and State for key infrastructure funding to support all transport options

Lobby State Government on identified issues: 1.Gannons Road Rail Bridge Widening 2.Sutherland to Cronulla Active Transport Link (SCATL) 3.Additional Commuter Car Parking at Railway Stations 4.Miranda and Cronulla Bus Rail Interchange upgrades

Lobbying undertaken at least 4 key issues

Ongoing

1. Representations over the proposed intersection works at Kingsway and Gannons Road. 2. Business case on the preferred route for SCATL prepared 3. Heathcote car park under construction, Engadine programmed for 2017/18

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STRATEGY 3: CONSERVE NATURAL RESOURCES





Commentary

3.1 Implement Energy and Water Efficiency Strategy

Consumption of energy and water usage across Council sites tracked on ongoing basis and reported annually

Report consumption and tracking of improvements annually

Completed

3.2 Energy and water efficiency projects funded by Council and grants (where available)

Energy efficiency upgrades to Council-owned assets

% of scheduled projects completed

Scheduled projects completed.

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STRATEGY 4: PROTECT OUR ENVIRONMENT


Annual Operational Plan actions 2016/2017 - Activities, programs, projects and works:



Commentary

4.1 Timely, effective domestic waste collection services

Provide timely and effective household waste service within service standard time

≥ 90% of customer requests relating to waste services are actioned within service standard

91.5% of 28,218 requests actioned within service standard time.

Conduct annual program of household chemical and e-waste collection services

2% increase in volume of e-waste diverted from landfill compared to 2014/15 baseline

25% increase achieved.

2% increase in volume of chemical waste diverted from landfill compared to 2014/15 baseline

21% increase achieved

4.2 Responsible, ethical waste management that promotes practices which minimise waste

Waste collection service which encourages waste diversion from landfill

Increase landfill diversion rate from the 2012/13 rate (51%) toward Environment Protection Authority's 2021 target of 70%

Diversion rate as at 30/6/17 was 52%

Conduct Waste Wise Living workshops

Workshop participation rate of ≥70%

7 workshops conducted with 127 participants. Participation rate of 94%.

4.3 Introduce and administer strategies and programs to replace lost trees 4.3 Introduce and

Implement major tree-planting programs on Council land

No net canopy loss (trees removed vs trees planted)

Trees in the public domain: 634 trees removed 1297 trees planted

Regulate tree removal on private property

Median determination time of days ≤ 30 for tree removal applications

23 days for median determination time

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Commentary

administer strategies and programs to replace lost trees (cont)

Maintain resident tree issue program

Change from previous year in no. of trees issued to residents (total no. issued in 2016/17)

2015-16 full year – 9709 trees issues. Half year July-Dec 2016 - 6480 trees issued.

On track to equal or exceed previous 12 month total.

4.4 Enforce compliance with laws and regulations to ensure quality of noise, air, water and land pollution

Investigate incidents of air pollution

<no.> of investigations conducted compared to 2013/14 baseline

57 compared to 2013/14 benchmark of 59

Conduct audits of commercial and industrial premises

% of total inspections for commercial and industrial premises with a Satisfactory or Minor Issue (non critical) inspection results

37 new inspections, 24 reinspections

Participate in Regional Illegal Dumping (RID) program

% of waste removed as a result of RID involvement

473 incidents reported for total of 5291 tonnes of waste. Cleaned up by: -Land Owner 35.9% Total Cost $82,650 Council 26.4% Total Cost $3,950 Offender 13.3% Total Cost $10,200 Contractor 1.7% Total Cost: $3,150 Total cost saving to Council: $96,000

4.5 Manage pest species Conduct dispersal program at Kareela Grey-headed Flying Fox camp

No Flying Fox permanently roosting in camp

No flying-foxes are observed to be roosting during the day at Kareela. Approximately 1800 at Camellia

In May 2017 Flying Fox voluntarily abandoned the camp at Kareela. Staff continue to undertake maintenance dispersal to

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Commentary

Gardens, none at Captain Cook Drive wetlands Kurnell and up to 750 at Desalination Plant camp Kurnell.

reduce the chances of the camp re-establishing.

4.6 Local community groups, business, industry and residents in initiatives which protect and/or enhance the environment

Manage ongoing Bushcare Program

Change from previous year in no. of active volunteers (total number of volunteers in 2016/17)

678 volunteers Volunteer numbers are steady overall.

Change from previous year in annual total hours of bushcare regeneration (total hours of regeneration work 2016/17)

2015-16 full year – 17,243 volunteer hours, half year July-Dec 2016 – 8,434 volunteer hours.

On track to equal or exceed previous 12 month total.

4.6 Local community groups, business, industry and residents in initiatives which protect and/or enhance the environment (Cont)

Continue Greenweb Program and Greenweb Schools

Annual % increase in participating properties and schools in Greenweb Program (baseline 2002)

17.58% increase from baseline

631 properties and 24 schools participating in program.

% of scheduled agreed actions completed by Greenweb grant participants

100% of scheduled agreed actions completed by Greenweb grant recipients.

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Commentary

Maintain or improve quality of Shire waterways through the Stormwater Improvement Program

At least 70% of Shire waterway sites rated in excellent to fair condition

88% of the shires waterways are in excellent to fair condition

Results reported for annual program.

4.7 A local planning framework that upholds the Shire's character

Provide an effective development assessment process

<no.> of development assessment determinations (Total value). % of development applications approved. Median determination time for residential (simple) applications & project (complex) applications

For the 16/17 year ending 30 June 2017: 2,129 DA’s finalised. 98.6% of DA's were approved (21 refused). Median Determination times: Residential (Simple) applications was 53 days. Projects (Complex) applications was 94 days

The total applications finalised (2,129) comprised 1619 Development Applications and 508 Modification Applications with an estimated construction value of $1.09B

Review Section 94 Section 94 Adopted Completed Section 94 Plan was adopted by Council on 21/11/16 and came into effect 1 January 2017

Undertake Rezoning % of rezoning processed within 18 months (baseline 2015/16)

4 Planning Proposals were finalised within the benchmark of 18 months. An average processing time of just under 13 months was achieved.

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Commentary

4.8 Building Certification Services

Provide a service that meets the needs and expectations of its customers

Maintain an average turnaround time not exceeding 20 days for complying development certificate applications

The average turnaround time for Complying Development Certificates was 17 days

Most Complying Development Certificates include a 14 days "advice / notification" component

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STRATEGY 5: STRENGTHENING OUR COMMUNITY




Status Achieved at 30 June 2017 Commentary

5.1 Financially sustainable and quality and responsive Early Childhood Education and Care

Provision of financially sustainable childcare service

At least a 3% return on Council’s Early Education and Care Services

3% target met for the six month period and full financial year, with return reinvested back into capital improvements.

Provision of service that meets children’s and parents needs

% of parents who reported an increase in their wellbeing from their involvement in Council's quality responsive Early Education & Care services

88.62 % of families stated that they felt supported in their role as a parent.

This was captured through a question asking whether parents feel supported in their role as a parent by the service their child attends.

% of parents who reported that their child(ren) benefit from being enrolled in Children's Services quality responsive Early Education & Care programs

85.67% of parents reported that their children benefit from being enrolled in Children’s Services quality responsive Early Education & Care programs.

Provision of quality and inclusive child care

Achieve a rating of meeting or above under the National Quality Standards for all services

Burraneer Bay Vacation Care received a rating of Meeting the National Quality standard in April 2017. All services have now been assessed under the NQF. Nine services are rated at Exceeding and six at Meeting.

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5.2 Quality and responsive Early Childhood Education and Care

% of identified groups (NESB, ATSI, Disability) accessing the services provided by Children's Services in comparison to population data (ABS Census).

Children's Services has 12.72% families who identify as having English as their second language, compared with 13% reported in census. Children's Services has 1.29% of children receiving funding due to their additional needs compared with 4.3% in census (of families who indicate their children need help with their daily life) Children's Services has 0.20% of children identified as being Aboriginal or Torres strait Islander compared to 0.83% reported in census. Children's Services has had 0.4% of families accessing additional benefit (Special Child Care Benefit). This is granted by the Federal government in circumstances where the child is deemed to be at significant risk &/or the family is experiencing a temporary financial hardship

Development of Strategic Business Plan (5-10 year term) for children’s services facilities and operation

Plan developed In progress, continually reviewed and updated.

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5.3 Training to build the capacity of Early Childhood professionals and parents

Provision of professional learning for Early Childhood Educators & training for families

% of families who reported an increase in their parenting skills & knowledge as a result of their involvement in training offered by Children's Services (Baseline 2014/15)

Children's Services did not offer parent training in 2017 due to Children's Services no longer being a Registered training Organisation.

5.4 Life Guard services and initiatives at the shire's beaches

Patrols, surf education programs and events at beaches

Education program participation rate ≥70%

Number of students: 1243 Number of Schools participating in our surf survival certificate: 34

Programs conducted: Surf Awareness, Surf Survival, Special need Surf education, Surf safety Talks, School Picnics, Endeavour football program. Community event involvement: Shire Kids Festival, Como West Fete, International Beach Festival, Red Cross Safety Talks, Surfhero, Sun Sound, NRL referees training

No. Of Preventative Actions vs No. Of rescues undertaken

Preventative actions 50,357 212 rescues

This period provided an increase in beach population due to extreme heat conditions and resulted in no lives being lost on or CPR action being undertaken on our patrolled beaches.

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Development of Strategic Business Plan (5-10 year term) for beach services facilities and operations

Plan developed In progress, continually reviewed and updated.

5.5 Community initiatives which respond to local social issues

Implement Crime Prevention Plan

100% of scheduled activities completed

100% of current Crime Prevention Plan initiatives implemented. Plan reviewed and new plan endorsed and will commence 1 July 2017.

Working with Wesley Mission to address rough sleeping homeless people in the community. Working actively with external organisations on squalor and hoarding. Installation of basketball style garbage bins to reduce waste around our skate parks and recycling old and unused council bins. Training for local services on internet safety

5.5 Community initiatives which respond to local social issues (Cont)

Review and update Disability Action Plan, Ageing Strategy & Youth Strategy

All plans and strategies adopted

Disability and Inclusion Action Plan completed and adopted. Review Ageing Well Strategy commenced and on track for completion.

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Consultation with Youth Council on review of strategy commenced.

Plan and develop capacity building training initiatives for local organisations

Evaluation results are ≥ 7

7 Training courses conducted for community organisations.

Facilitated rollout of Youth Mental Health first aid training

Full compliance with FACS (funding body) program specifications

Development of strategic business plan (5-10 year term) for community services operations

Plan developed In progress, continually reviewed and updated. Collaborating closely with community sector organisations on National Disability Insurance Scheme (NDIS) and Targeted Early Intervention Programs (TEIP) planning and delivery.

NDIS and TEIP will have a significant impact on how services operate over the next 10 years.

5.6 Community events held both locally and Shire wide that encourage local economic activity

Coordinate and facilitate a variety of community based events, promotions & activities that benefit local and commercial centre businesses

Satisfaction of local businesses with events, promotions and activations in the commercial centres is ≥ 3.7

56 Formal events facilitated across the Sutherland Shire. Reviewed and updated Event Application form. Streamlined event application process and request for Support-in-kind process. Successfully facilitated EOI for 2 large scale events which were previously run by Council.

Council's successful facilitation of major external events - returning again Sydney International, Hi Fi Days, NSW Waratah's Beach Rugby. Successful transfer and assistance with management of high profile Council events to external providers- Cronulla Easter

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Show/Engadine Street Festival and Cronulla Spring Festival

5.7 Community events held both locally and Shire wide that encourage local economic activity (Cont)

Support and facilitate initiatives and events to increase engagement & collaboration between local businesses

Satisfaction of chambers with collaboration between businesses is ≥ 3.7

Regular meetings with Economic Development & Tourism Committee and Combined Chambers; Balance Funding Agreement supporting the Sutherland Shire Business Chamber; Back to Business Week in conjunction with Dept of Industry, Realise Business & Georges River Council; Council partnered with ATO's Small Business Engagement Team and ran local free workshops for start-up and small business

5.8 Quality and responsive library services and spaces

Library spaces and facilities that encourage participation by diverse groups

Total no. of programs and events held. +/- 2% attendance at programs and events, based on 2015/16 attendance

2016-17 No of programs = 2,240 No of attendees = 60,229 +2.2% programs -2.2% attendees * compared to 2015/16

Drop in attendance due to rationalisation of Book Week visits. An increase in adult programs and attendance has been the highlight: 6.2% increase in the number of programs with a 23% increase in attendance. This is a result of the focus on

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quality programming and presenters informed by community enagement.

Total loans (physical and digital) 2015-16 1,696,558 2016-17 1,617,050

Electronic loans increased by 6.9% and physical loans decreased by 6.28%.

5.9 Quality and responsive library services and spaces (Cont)

Develop Makerspace program

Total no. of attendees at Makerspace sessions. % of customers who reported an improvement in their social/ literacy/ technology skills through their involvement in the Makerspace program

• 190 people attended Makerspace programs. • 100% of the attendees who completed surveys reported an improvement in their social/literacy/technology skills through their involvement in the program

Makerspace programs have attracted a variety of people from different ages, educational backgrounds and interests. Using 3D printing, scanning, design software and ebots, participants have increased their skills and knowledge in a fun environment.

Complete planning and design on library refurbishment ready for work to commence in 2017/18

Project documentation and budget adopted and approved by Council to be included in 2017/18 Capex works program

Project funds held in trust fund pending outcome of Kirrawee Brick Pit VPA

Investigation into options for community space in Kirrawee Brick Pit development currently underway

Development of Strategic Business Plan (5-10 year term) for library service facilities and operations

Plan developed and adopted by council

Library Strategic Business Plan is being developed as part of Council's Business Unit Planning program and in alignment with the IPR Framework

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5.10 Community facilities and spaces for neighbourhood and Shire wide communityand small business activity

Manage community halls and spaces for local groups to meet and or operate within

% increase in booked hours in Council managed community halls & open spaces from 2014/15 baseline

Utilisation increased by 7.04% on community centres for 2016/2017 financial year. Utilisation (hours booked) in passive parks & reserves for wedding & picnic bookings increased by 3.2%

% increase in revenue from Council managed community halls & open spaces from 2014/15 baseline

4.73% increase in revenue from community facilities. 17% increase in revenue for ceremonies/picnics in passive parks & reserves

Commercial property - Maximise return from Council’s Property Fund

At least 6% rate return on the value of commercial property.

7.92% return on commercial property portfolio for 2016/17 financial year.

5.11 Initiatives which support the local economy and tourism

Undertake business survey & identify trends (comparative survey)

Biennial business survey conducted and results communicated to community

Sutherland Shire Business Survey report published in January 2017 (hard copy and electronically) Monthly e-newsletter 'Business & Tourism Talk' established and currently delivered to 3,000 local businesses

Findings from the Sutherland Shire Business Survey Report in conjunction with the South District Plan, Community Strategic Plan and Destination Management Plan inform Council's Economic Development Strategy.

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5.12 A range of leisure and recreation opportunities in councils facilities

Provide efficient and effective programs at Council's leisure centre facilities that are responsive to community needs

Peak Learn to Swim (LTS) enrolments ≥3750 per week. Peak Gym Memberships ≥3250. Annual Leisure Centre visitations ≥970,000

Peak LTS enrolments YTD was 3,847, down 3% on the previous 12 month period Peak Gym Memberships YTD was 3,590, a 9.6% improvement on the previous 12 month period 12 month rolling annual Leisure Centre Visitation was 949,376 which was a 4.8% improvement on the previous 12 month period

Key income drivers LTS and Gym Membership exceeded target which is reflected in income. While peak LTS numbers were slightly down on last year, total yearly enrolments were very similar. Annual visitations down slightly on expectations due to high rainfall period in March.

5.13 Local emergency services to prepare for, respond and manage natural disasters

Meeting the obligations in accordance with Endorsed Council Report (FIN30-14 dated 19/08/2013) as required by the State Emergency and Rescue Management Act 1989

100% compliance with the Sutherland Shire Disaster Plan (DISPLAN) and responsibilities as the Local Emergency Management Officer (LEMO)

(New) Emergency Management Plan for Sutherland Shire (replaces DISPLAN) finalized and adopted by Regional Emergency Management Committee. Recommendations from Kurnell and June East Coast Low events are being progressively implemented during this period.

100% of actions in Emergency Management communications plan fulfilled within the Emergency Management Framework of Prepare, Respond & Recover. A LEMO is available for 100% of local emergency events

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STRATEGY 6: RESPECT AND VALUE ALL HERITAGE AND CULTURE





Commentary

6.1 Local cultural, art and entertainment opportunities

Provide exhibitions, events, classes and venue hire at Hazelhurst Regional Gallery and Arts Centre

200,000 visitors to Hazelhurst per annum

Exceeded target: 235,763 visitations for 2016/17

Exceeded target by 18% and 2016/17 due to record exhibition and art class attendances

A minimum of 85% of customers surveyed that are satisfied with the variety and quality of Hazelhurst Regional Gallery & Arts Centre programs and activities

95% visitors surveyed were satisfied,

550 enrolments in art classes per term

Enrolments average 674 for Jan - June 2017.

Increased enrolments due to new classes and increased numbers in existing classes

Development of strategic business plan (5-10 year term) for Hazelhurst Regional Gallery and Arts Centre

Plan developed Strategic Plan successfully being implemented and Masterplan project underway at concept stage

Provide opportunities for the community to enjoy the performing arts at the Sutherland Entertainment Centre

Redevelopment options of Sutherland Entertainment Centre are reported

Interim presentation delivered at Councillor Workshop

Business case options at end of 2nd stage of 5 to be presented in second half of 2017

Minimum 150,000 patrons of Sutherland Entertainment Centre per annum

148,023 attendances Within 1.5% of target

Maximum net cost per patron to Council of $3.95

$5.80 per patron Net costs higher than target due to lower than planned second half ticket

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Commentary

sales and additional $98,000 unbudgeted capital maintenance and replacement costs.

Undertake alternative revenue generating activities in the Sutherland Entertainment Centre precinct.

10% net operating return Eat n Street product developed to only run at profitable times, EFT options introduced to confectionery and bar sales

Eat n Street consistently returning 10-17% net profit during operating periods.

6.2 Grants programs that:* Facilitate a range of arts and cultural activities and that * Protects & promotes heritage

Provision of useful, accessible and timely information to guide funding decisions

Grants are acquitted to time and to budget

2017 Club Grants Program launched and in progress.

Administer heritage building grants and heritage publication grants

<no.> Heritage Buildings grants and <no.> Heritage Publications grants

Grants program completed with ten heritage grants awarded with a combined value of $29,819.

.

6.3 Support for community based arts and cultural activities

Assist community groups and organisations conducting community cultural events

<no.> of community groups and organisations assisted to conduct community cultural events

Harmony Day celebrated at Farmers Market, Sutherland Library and community picnic. Over 500 interactions. 2017 Seniors Festival: 20 events Home Made Expo

Events across the Shire continue to thrive with a mix of Council coordinated activities, community managed events and commercial providers engaging in the public domain

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300 attendees, Aged Care Expo 44 community organisations & 600 attendees, Be Healthy Seniors Seminar: 100 attendees Youth Week – Beach to the Burbs Music Festival: 3500 attendees, Schools Soccer Tournament 120 competitors , Skate Competition 48 competitors, Circus Skills Workshop 18 participants and Police Youth Expo approx. 2500 attendees. Support for Reconciliation week

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STRATEGY 7: CIVIC LIFE AND CORPORATE PERFORMANCE





Commentary

7.1 Strategic Delivery: Outstanding community outcomes that fulfil local needs and expectations

Manage the development, review and coordination of Council's integrated planning and strategic documents, that includes community consultation and effective engagement processes in accordance with legislation

100% compliance with IP&R planning, monitoring & reporting requirements. Implementation of

100% compliance with IP&R requirements.

New suite of IP&R documents adopted by Council in June 2017 for commencement on 1 July 2017

Review of Council's existing engagement policies, frameworks and methodologies.

Engagement Policy review is ongoing.

Community Engagement Strategy implemented during development of IP&R documents

Performance Management Framework within Council

Planning commenced, project initiation brief developed.

The Performance Management Framework will be developed following commencement of the new IP&R plans.

Providing digital solutions to the community and the Council

Enhancing the Customer Experience - Increased Customer Interactions (%) through visits to the website (Baseline 2015/16)

1,308,627 up from 1,228,188

Increasing the Value-Add to our Customers - Reducing Financial Expenditure – providing services at a lower price point that the local Government average (Local Government Average 3.6%)

3.4%

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Maximising accessibility and connectivity to data and information through network resources (Baseline 2015/16 - Network Uptime 99.5%)

99.5%

7.2 Strategic Delivery: Outstanding community outcomes that fulfil local needs and expectations

Produce six 'Our Shire' Council newsletters annually

At least 90% annual readership amongst newsletter recipients (as measured by Community Satisfaction Survey)

Four editions ‘Our Shire’ produced and delivered.

Review of ‘Our Shire’ publication schedule to be quarterly from 2016/17. The 2016 Sutherland Shire Community research survey did not collect data on readership.

7.3 Informed Decisions: Decisions and actions based on fact, community engagement and sound judgement

Utilise social media tools to enhance Council's communication with the community

Social Media Policy reviewed and Social Media Strategy developed

Social Media Policy reviewed and Social Media Strategy development commenced.

Social Media strategy commenced and will be finalised in line with consolidated Strategy and Engagement team structure.

The provision of useful and accessible information to guide decision making delivered in a professional and timely manner

% of Council decisions deferred (baseline 2016/17)

2%

% of reports to Council referred back for further information or amendments (baseline 2016/17)

1%

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Commentary

7.4 Service Excellence: Contemporary, responsive and competitive quality service delivery

Develop business improvement plan that is informed by research into industry best practice and alignment with regional and state plans

Business improvement plan developed

Business Unit Plans have been reviewed and are continuing to be improved in line with industry best practice.

Implement a staff cultural change program that will establish a culture of constructive and collaborative behaviours

% of scheduled actions completed from cultural change program action plan

The actions set out in Council’s Cultural Change Program have been completed and the program is continuing to evolve.

Maintain a financially sustainable organisation

Equal or exceed industry financial benchmarks – unrestricted current ratio & debt service ratio

As at 30 June 2017: Unrestricted Current Ratio 2.56:1 (benchmark > 1.50:1) Debt Service Cover Ratio 21.17 times (benchmark> 2.0 times)

Ratio exceeds industry benchmark indicating Council can adequately service outstanding debts.

Cash Expense Cover Ratio As at 30 June 2017: Cash Expense Current Ratio 6.10 months (benchmark > 3 months)

Ratio exceeds industry benchmark indicating Council can meet its commitments for 6.1 months without additional revenue.

Maintain a financially sustainable organisation

% Ratio of rates, annual interest & extra charges outstanding

As at 30 June 2017: Unrestricted Current Ratio 3.59% (benchmark < 5.0%)

Ratio is well below the industry benchmark. Council does not pursue eligible pensioners and arrangements under hardship. Excluding these figures from the

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Commentary

calculation reduces the ratio to 2.38% which is even further below the benchmark.

7.5 Service Excellence: Contemporary, responsive and competitive quality service delivery

Provide customer service at Council’s front counter and over the telephone in a timely manner

Customer Service by telephone Average telephone waiting time ≤ 15 secs % answered within 15 secs is ≥ 70%. Abandonment rate < 2% (baseline measure 2014/15)

82% of calls answered in less than 10 seconds. 99.6% of calls answered in less than 30 seconds. Abandonment rate = 0.6%

Multi-occupancy cleanups (within 2 days ≥95% complete) Online animal registration applications (within 2 days ≥ 95%) Email (within 5 days ≥ 95% complete) (baseline measure 2014/15)

Multi Occupancy within 2 days: 98%. Animal registrations within 2 days: 98% Email within 5 days: 100%

Councillor requests are responded to in a timely, efficient and professional manner

% of councillor requests (no.) resolved within agreed time frames (Baseline 16/17)

74.25% Up from 66.2% in previous 6 months

Implement workshop/training initiatives to improve knowledge and skills of staff in general governance

% of staff completing training in general governance

89% of staff completed Code of Conduct training by 30 June 2017.

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Commentary

Continue to provide reliable and efficient recruitment and payroll services

Elapsed weeks to fill open positions compared to sector average (2013 baseline)

44.64 days to fill positions. Current industry median not available.

From commencement of staff requisition to acceptance by candidate

Ensure a safe workplace

5% reduction in incidents linked to Lost Time Injury claims frequency rate (LTIFR) per 1 million hours worked (Baseline 2014/15))

Lost time injuries have increased from 41 to 46 - an increase of 12.5% in Claims Frequency Rate (LTIFR) per 1 million hours worked for the current reporting period compared to the same period in the previous year

Whilst this outcome has not met the stated measure, there is only a slight increase in the raw figures between reporting periods. The new 17/18 Operational Plan includes revised WHS & IM Performance Measures, which together with improved quarterly senior management reporting will provide a solid foundation to proactively enhance and improve our Health and Safety & Injury Management outcomes.

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5% reduction in reported work health & safety incidents frequency rate (FR) per 1 million hours worked (Baseline 2014/15)

Incidents with or without injury (including Near Miss) have decreased from 474 to 302 leading to a 36 % decrease in safety incidents frequency rate (FR) per 1 million hours worked for the current reporting period compared to the same period in the previous year

Review and update Equal Employment Opportunity Management Plan in alignment with Workforce Management Plan

Equal Employment Opportunity Plan Adopted

EEO Plan reviewed and incorporated in the 2017-2020 Workforce Strategy which was adopted in June 2017.

Provide programs which promote Equal Employment Opportunity for women, youth under 25, people with disability, and Aboriginal and Torres Strait Islander people

% of scheduled actions completed from Equal Employment Opportunity Plan

2 Aboriginal traineeships completed and subsequently permanently employed, Disability volunteer program continued, Disability Inclusion training completed, 7 participants in the Women’s Personal Development Program.

7.24 Ethical Practice – Open, honourable and legal practice

Undertake Internal Audit program in accordance with Internal Audit Committee’s requirements

100% of program completed

Not currently relevant. The Audit Program was suspended pending the establishment of a risk framework for the organisation during 2016-2017.

The Audit Program 2013-2016 was completed in July 2016. A new 3 year Internal Audit Program was not developed at that

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Commentary

7.24 Ethical Practice – Open, honourable and legal practice (Cont)

time due to pending changes to the legislation, establishment of a newly configured Audit Committee and a re-setting of the internal audit function. These measures were completed during the reporting period and on 24 May 2017, the newly formed Audit Risk & Improvement Committee approved a new three year Internal Audit Program.

Coordinate and support Internal Audit Committee (IAC)

Increase in number of independent Internal Audit Committee (IAC) members to 3 members

Achieved The number of independent members on the Audit, Risk & Improvement Committee (ARIC) increased to 3 (of the 5 committee members) effective from the ARIC meeting on 24 May 2017.

Uphold and enforce our local planning laws and regulations through legal action where

<no.> of legal actions <%> of successful prosecutions

69 legal actions 19 successful prosecutions 2 matters negotiated by

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required consent 12 matters withdrawn or dismissed by Courts 36 active legal actions

Uphold and enforce our local planning laws and regulations through legal action where required

<no.> of Investigations, Notices & Orders

1801 Compliance investigations, 549 Health Unit investigations, 2 x Clean Up Notices, 1 x Cost Compliance Notice, 3 x Prevention Notices (POEO Act), 48 x s124 LGA, 73 x s121 EPA, 183 x Pool Safety Notices

Undertake to provide legal advice in an efficient manner

<no.> of matters completed <no.> of matters received <no.> of matters outstanding

270 matters completed 111 matters received 139 active matters

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GOV014-18 QUARTERLY BUDGET REVIEW STATEMENT FOR PERIOD ENDING SEPTEMBER 2017

Attachments: Appendix A, Appendix B, Appendix C, Appendix D, Appendix E, Appendix F, Appendix

G, Appendix H, Appendix I, Appendix J and Appendix K.

EXECUTIVE SUMMARY

• The Quarterly Budget Review for the period ended 30 September 2017 has been prepared in

accordance with Section 203 (Budget Review Statements and Revision of Estimates) of the Local

Government (General) Regulations 2005.

• An Income Statement variation of negative $6,339K before capital items has been recorded

resulting in the projected year end net operating result before capital items reducing from a

surplus of $5.33M to a deficit of ($1.014M). When adding a positive variance for capital items, the

net operating result from continuing operations improves from the original $17.584M to $15.894M.

• Councils budgeted Operating Performance Ratio following budget variance adjustments is -1.74%

below the industry benchmark of >=0.00%. Excluding Domestic Waste transactions, this ratio

stands at -5.02%.

• A variation to the capital budget of $13.982M has been recorded with major changes including

$13.219M of projects carried forward from 2016/2017 for completion in 2017/2018, along with

$5.493M in new projects, a deferral of $2.82M.


That the 1st Quarterly Budget Review Statement and recommendations contained within be

adopted and income and expenditure adjustments be voted.


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PURPOSE

The purpose of this report is to present the quarterly budget review for the first quarter of the

2017/2018 financial year and make recommendation in relation to variations to the adopted budget.

BACKGROUND

Clause 203(1) of the Local Government (General) Regulation 2005 requires a council’s responsible

accounting officer to prepare and submit a quarterly budget review statement to Council.

The Quarterly Budget Review Statement (QBRS) presents a summary of Council's financial position at

the end of the first quarter for the financial year ended 30 June 2018. It is the mechanism through

which Council and the community are informed of Council’s progress against the Operational Plan

(annual budget), together with recommendations for changes and reasons for any budget variations.

The September QBRS appears as Appendix A, and has been produced in accordance with the

guidelines and standards issued by the Office of Local Government.

DISCUSSION The Income Statement

The purpose of the Income Statement is to show the reader how much profit or loss the council has

made or is likely to make in relation to budgeted figures. The income statement has both cash and

non-cash transactions such as depreciation. Whilst depreciation is often considered a “book figure”, it

is critical in managing the lifecycle cost of assets. Given the nature of Local Government’s

responsibilities for infrastructure provision and the lumpy nature of asset renewal, it is even more

important that financial decisions are made inclusive of depreciation costs.

Variation to the Income Statement – September 2017

Overall, the September Quarterly Budget Review shows a negative variation of $6,339K (before

capital items) from the original full-year budgeted net operating result before capital items of $5.33

million. This has resulted in a revised full year budgeted net operating result before capital items of

negative/deficit ($1,014K).

The majority of this variation is attributable to increased depreciation costs applicable following

revaluation and audit of council’s infrastructure assets. This has resulted in an additional $4,023K in

depreciation expense for 2017/2018, consistent with final figures for 2016/2017. This change has no

effect on cash flow but does have a negative effect on operating performance.

A review of Councils original budget has also resulted in some items treated as capital being

reclassified as operational based upon accounting standard classifications. This has resulted in an

additional $1,382K being moved to expenditure in the Income Statement as opposed to previously


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being treated as capital. This change has no impact on cash flow but does have a negative effect on

operating performance.

When taking into consideration a positive variation of $4,649K for capital grants and contributions, the

budgeted income statement shows an increase in the net operating result from continuing operations

from the original $17.584M to $15.894M.

Other variations include operational carry overs from 2016/2017 for programs in progress, increased

investment income due to higher than anticipated cash levels as a result of capital project timings, and

increases in grants and related expenditure following successful grant advice.

Actual expenditure of 24.17% as at 30 September is within budget expectations. Excluding rates and

annual charges which are levied in full within the first quarter, actual income of 25.39% has been

recorded and is in line with budget expectations.

Councils budgeted Operating Performance Ratio following budget variance adjustments is -1.74%

below the industry benchmark of >=0.00%. Excluding Domestic Waste transactions, this ratio stands

at -5.02%.

The revised Budgeted Income Statement is provided at Appendix B to this report. All variations to the

Income Statement are detailed in Appendix C.

The Capital Budget

The purpose of the capital budget is to allocate financial resources to asset renewal, upgrade and to

new assets. Traditionally this has been undertaken on an annual basis as part of the Operational Plan

process based upon priorities presented to Council. In future years, this program will be informed by

the newly developed asset management plans. These plans act as a decision making tool, ensuring a

strategic approach to funding of council assets over the long term.

Where variations to the capital budget provide funding for projects not contained within asset

management plans, Council should satisfy itself of the impact that re-prioritisation will have on future

asset renewals and new asset projects.

Where new assets are introduced, particularly those that have been prioritised due to the availability of

grant funding, consideration should also be given to the life-cycle costs of this asset including ongoing

operational and maintenance costs and future renewal requirements of the new asset.

As stated above, 2017/2018 is a transitional year whereby after this financial year, the capital program

will be specified within the respective asset class management plan. This will ensure value and

priority in funding allocation in the context of asset portfolio considerations.


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For the purposes of this year, additional works and new projects are recommended within the capital

capacity review after considering the following:

• A council resolution; and/or

• Where an urgent need is proven; and/or

• Where the work does not significantly impact on Long Term Financial Plan projections; and/or

• Where a grant enables a forward projection to be brought forward

The capital budget also includes loan repayments.

Variation to the Capital Budget – September 2017 Overall, following the September Quarterly Budget Review, budgeted capital expenditures are

expected to increase by $13.982M, from the original capital budget of $47.545M to $61.527M. This

represents an increase of 29.41%. As at 30 September 2017, $7.47M or 12.13% has been spent.

Whilst an additional $9.4M has been committed towards capital projects this quarter, budgets are

based upon works complete. The December review should provide more certainty in relation to

council’s ability to deliver this program by end of financial year.

Recommended changes within the capital budget are summarised below and include:

Projects/works carried forward from 2016/2017 budget $13.219M

Additional works and new projects $5.493M

Projects/works deferred from 2016/2017 budget to future year ($2.817M)

Writebacks, savings, project reductions ($0.269M)

Capital funding transferred to operational for new projects ($0.262M)

Reclassification of capacity review projects from capital to operational ($1.382M)

Total $13.982M

The projects/works carried forward from 2016/2017 represents 28% of the total capital budget for that

year. This level of carry forward is consistent with previous years with 28% in 2015/2016, 19% in

2014/2015 and 27% in 2013/2014. A full list of carried forward projects is included on Appendix G.

Of the additional works and new projects, $1.139M is recommended to be funded from capital

reserves, $1.718M from grant funding, $1.881M from section 94 reserves, $0.190M from stormwater

levies, $0.279M from external contributions, $0.065M from children’s services reserve, $0.100M from

energy reserve and $0.120M from general funds (total $5.49M).

A detailed list of additional works and new projects, deferred projects and project budget reductions is

included at Appendix F.


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Cash and Investment Balances

The cash and investments balances budget displays the projected reserve balances for the period

ended 30 June 2018 along with recommended variations as part of the September quarterly review.

A reduction in projected cash and investments of $10.958M is recommended in this review. This is

attributable to:

Capacity Review ($0.289M)

Carry over capital works/programs ($9.908M)

Carry over operational programs ($1.334M)

Transport Strategy ($0.055M)

Bundeena Floodplain Management Study ($0.053M)

Domestic Waste surplus $0.140M

Interest on developer contributions $0.080M

Budget surplus Sept Review – transferred to Future Budget Reserve $0.461M

Total

A detailed list of cash and investments including projected reserve balances is included at Appendix H

to this report.

Adjusted unrestricted cash balances (Working Funds) Combined with the positive impact on the operating surplus and after taking into consideration reserve

movements, a surplus of adjusted unrestricted cash of $461k has been realised and transferred into

the Future Budgets Reserve.

Council also recorded a positive year end outcome from an adjusted unrestricted cash balance

perspective of $2.468 million, as identified in the report “2016/17 Annual Financial Statements”

(GOV011-18 before the Corporate Governance Committee in the current round).

The recommendation for increase in unrestricted cash balances is as follows:

Transfer to works in progress reserve $2.000M

(*As per below)

Transfer to future budgets reserve $0.468M

Total $2.468M

* Past practice has been to reduce the amount transferred to works in progress reserve by $2.000M

on the assumption that the capital program will not be completed in full each year. Whilst this may be

the case, for accounting purposes, this does result in an unbalanced budget position, leaving the

equivalent amount of the capital works budget unfunded. In practice, Council should reduce the


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capital budget if and when it determines it will not be completed and if deferred, an equivalent amount

should be transferred to reserve to ensure future funds are available. To correct this practice, an

amount of $2.000M has been transferred to the works in progress reserve from 2016/2017 cash

surplus to ensure the full capital works program is funded.

RESOURCING STRATEGY CONSIDERATIONS This report provides the September Quarterly Review of the 2017/18 Operational Plan (Budget).

Variations contained within this review will be considered for incorporation, where applicable, in future

reviews of the Long Term Financial Plan.

STRATEGIC ALIGNMENT



Shire Council.




Council is required to perform reviews of the annual budget at least quarterly and the Responsible

Accounting Officer must make a statement attesting to Council's financial position in accordance with

the relevant legislation listed below:

• Clause 203(1) of the Local Government (General) Regulations 2005.

• Clause 211 of the Local Government (General) Regulations 2005.

CONCLUSION

The September 2017 Budget Review demonstrates that Council continues to maintain a strong

financial position and adoption of the report will satisfy statutory obligations.

RESPONSIBLE OFFICER

The officer responsible for the preparation of this Report is the Manager - Finance, Greg Hayes, who



Attachment 1

The following statement is made in accordance with Clause 203(2) of the Local Government (General) Regulations 2005.

It is in my opnion that the Quarterly Budget Review Statement for SutherlandShire Council for the quarter ended 30/09/17 indicates that the Council's projectedfinancial position at 30/06/17 will be satisfactory at year end, having regard to theprojected estimates of income and expenditure and the original budgeted incomeand expenditure.

Signed: Date: 30/10/2017

Mr Greg HayesResponsible Accounting Officer, Sutherland Shire Council

SUTHERLAND SHIRE COUNCILReport by Responsible Accounting Officer

Recommended PROJECTEDORIGINAL changes year end

Budget REVISED for Council Classification Result ACTUAL2016/17 Budget Resolution Adjustments 2017/18 YTD

$'000 $'000 $'000 $'000 Notes $'000 $'000

INCOME Rates and Annual Charges 152,521 152,521 480 1 153,001 153,155 User Charges and Fees 38,961 38,961 263 2 39,224 9,316 Interest and Investment Revenue 2,693 2,693 400 3 3,093 863 Investment Revaluation Gains - - - - - Other Revenues 18,840 18,840 (57) 4 18,783 8,176 Grants & Contributions - Operating 11,048 11,048 417 5 11,465 2,612 Grants and Contributions - Capital 12,259 12,259 4,649 6 16,908 1,486 Net gain from the disposal of assets - - - - 268 Share of interests in joint ventures - - - - - Total Income from continuing operations 236,322 236,322 6,152 - 242,474 175,876

EXPENSES Employee costs 103,212 103,212 146 7 103,358 25,293 Borrowing Costs 286 286 - 286 48 Materials & Contracts 43,569 43,569 2,327 1,382 8 47,278 10,581 Depreciation 31,587 31,587 4,023 9 35,610 8,904 Other Expenses 39,584 39,584 (36) 10 39,548 9,959 Interest and Investment Losses - - - - - Net Loss from Disposal of Assets 500 500 - 500 - Share of interests in joint ventures - - - - - Total Expenses from continuing operations 218,738 218,738 6,460 1,382 226,580 54,785 Net Operating Result from continuing operations 17,584 17,584 (308) (1,382) 15,894 121,091 Net Operating Result before capital items 5,325 5,325 (4,957) (1,382) (1,014) 119,605

Notes:

REVISED Budget +/- recommended changes this quarter = PROJECTED year end result

Attachment 2SUTHERLAND SHIRE COUNCIL

Budget review for the quarter ended - 30 September 2017Income & Expenses

ORIGINAL Budget +/- approved budget changes in previous quarters = REVISED Budget

Corporate Governance Committee 2/11/2017

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Recommended changes to revised budget (other than Classification Adjustments)Budget Variations being recommended include the following material items:

Notes Variance Details

1 0.31%

2 0.68%

3 14.85%

4 -0.30%

5 3.77%

6 37.92%

7 0.14%

8 5.34%

Rates and Annual ChargesA review of rates and annual charges has resulted in a immaterial increase. These adjustments are in line with actual income received and the 2016/17 annual result and relate to council rates and domestic waste charges.

Interest and Investment RevenueInvestment income has been increased by 14.85% to reflect the additional income anticipated from higher than originally estimated investment funds, primarily from internally restricted assets held, in line with the actual result for 2016/17.


Budget review for the quarter ended - 30 September 2017

Notes to the Income & Expenses

Grants and Contributions - OperatingOperating grants and contributions have increased 3.77%. This is primarily due to the recognition of grant funds for bushcare projects and works carried forward from 2016/17 (both offset against expenditure increases).Grants and Contributions - CapitalCapital grants and contributions have increased 37.92%. These variations relate to works carried forward from 2016/17 and the capital capacity review funding ($1.718m additional grants - Attachment 6). Both have offsetting expenditure allocations within the capital program.

Other RevenuesOther revenue has been decreased by 0.30% to reflect a reduction in legal income from local court matters.

User Fees and ChargesA review of other user charges and fees has resulted in a immaterial increase of 0.68%. The majority of these adjustments where related to increases in design services and roadways management income offset by a reduction in road restoration charges.

Employee CostsA review of employee costs has resulted in a immaterial increase of 0.14%. The increase primarily relates to the reallocation of staff from capital works to operational activities.Materials and ContractsMaterials & contracts expenditure has increased 5.34%.The main contributors to this change were:

- operational projects carried forward from 2016/17 ($1.5m);

- bushcare expenditure offset by grants ($200K);

- new programs/operational projects funded via capital budget allocation - total ($275K):- Kareela flying fox dispersal project ($88K);- oval equipment maintenance ($35K)- playgrounds maintenance ($106K)- wharfs and jetties maintenance ($33K)- ride to work program ($13K)

- transfer of operational maintenance budgets to capital program:- painting program $13K

- new projects/operational projects funded from capital reserves including;- Integrated Transport Strategy ($55K);- Bundeena Floodplain Risk Management Study ($53K)


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9 12.74%

10 -0.09% Other ExpensesA review of other expenses has resulted in an immaterial reduction of 0.09%.

DepreciationFollowing the significant revaluation and audit of infrastructure assets undertaken in 2016/17, the level of depreciation has been revised. This is in line with actual expenditure incurred in 2016/17


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PROJECTEDORIGINAL year end

Budget REVISED Carry Over Capacity Classification Result ACTUAL2017/18 Budget Works Review Adjustments 2017/18 YTD

$'000 $'000 $'000 $'000 $'000 Notes $'000 $'000CAPITAL EXPENDITURE

New Assets - Buildings 305 305 177 - - 1 482 46 - Non Infrastructure Assets 4,199 4,199 1,646 - (51) 2 5,794 881 - Open Space 3,331 3,331 2,002 564 (230) 3 5,667 1,032 - Stormwater 1,281 1,281 106 200 (90) 4 1,497 7 - Transport 4,486 4,486 2,204 163 - 5 6,853 852 Renewals (Replacement) - Buildings 6,694 6,694 2,078 (257) (70) 6 8,445 845 - Non Infrastructure Assets 402 402 351 - (10) 7 743 132 - Open Space 8,801 8,801 1,987 11 (128) 8 10,671 637 - Stormwater 1,063 1,063 540 - (803) 9 800 343 - Transport 15,121 15,121 2,128 1,464 - 10 18,713 2,191 Loan Repayments (principal) 1,862 1,862 - - - 1,862 500 Total Capital Expenditure 47,545 47,545 13,219 2,145 (1,382) 61,527 7,466

CAPITAL FUNDING Stormwater Levy 1,740 1,740 - - (640) 11 1,100 1,740 Other Capital Grants & Contributions 2,590 2,590 2,618 1,997 - 12 7,205 253 Internal Restrictions - Works In Progress Reserve - - 4,367 - - 13 4,367 4,392 - Other 2,560 2,560 1,406 1,005 - 14 4,971 - External Restrictions - Developer Contributions 9,804 9,804 1,987 (155) - 15 11,636 1,320 - Stormwater Levy Reserve - - 253 190 - 16 443 - - Domestic Waste - - - - - - - - SUEZ 4,935 4,935 1,897 (750) - 17 6,082 - Other Capital Funding Sources e.g. - Finance Leases 500 500 - - - 500 - Income from sale of assets - plant and equipment 1,000 1,000 691 - - 18 1,691 268 - land and buildings - - - - - - - TOTAL CAPITAL FUNDING 23,129 23,129 13,219 2,287 (640) 37,995 7,973

NET CAPITAL FUNDING 24,416 24,416 - (142) (742) 23,532 (507)

Recommended/proposed changes to the capital budget are contained in Attachments 5, 6 and 7

Capital Expenditure : It should be noted that the actual capital expenditure figure above does not include numerous known contracted commitments valued currently at $9.406 million, including the followingmajor items:

Cycleways 2,874,696 Parks & Reserves 1,284,516 Bushfire Stations 1,061,146 Stormwater Quality Improvement 874,550 Waterways 719,521 Road Pavement and Kerb & Gutter 682,398 Sports Fields 424,704 Community/Sporting Facilities 341,911 Plant & Vehicle Acquisitions 291,987 Children Services Buildings 235,775 Community Halls 175,515 Libraries 151,856 Other Purpose Buildings 143,000 Natural Areas 144,252

Recommended changes to revised budget



Capital Budget

Actual Capital Funding exceeds actual Capital Expenditure due to full accrual of Stormwater levy and Grants received in advance


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Numerical Notes (see attachment 7)Notes Details CAPITAL FUNDING Alphanumeric Notes (see attachment 6)

A $

B $ $

C $ 1 $

$

D $ 2 $

$

E $ 3 $

F $ 4 $

$

G $ $

H $ 5 $

$

I $ $

J $ 6 $

Notes Details CAPITAL FUNDING

$

K $ 7 $

L $

1 Buildings - New Works carried forward from 2016/17 177,200



Notes to the Capital Budget

The majority of additional works included below relate to works carried over from the 2016/17 budget and the September Capital Capacity review (see Attachment 6). Significant additional works are identified in the commentary.

Classification adjustments have also been made for projects previously listed as part of the Infrastructure and Capital Program that have now been identified as operating projects and as such moved to the Income and Expenditure Statement (refer Attachment 2).

Non-Infrastructure Assets - New Works carried forward from 2016/17 1,645,601

3

Open Space - New Works carried forward from 2016/17 2,002,444

Works reclassified from capital to operating (230,000)

(51,000) Works reclassified from capital to operating

563,863 Capacity Review adjustments

2

Capacity Review adjustments (257,368)

5

6

4

Stormwater - New Works carried forward from 2016/17 105,614



Capacity Review adjustments 200,000

Transport - New Works carried forward from 2016/17 2,204,762

Buildings - Renewal Works carried forward from 2016/17 2,077,726

Capacity Review adjustments 163,000

11 Stormwater Levy Works reclassified from capital to operating (640,000)

12 Other Capital Grants and Contributions Works carried forward from 2016/17 2,618,401


Open Space - Renewal Works carried forward from 2016/17 1,987,324 Capacity Review adjustments 10,901

7 Non-Infrastructure Assets - Renewal Works carried forward from 2016/17 351,264

13 Works In Progress Reserve Works carried forward from 2016/17 4,366,845

10


Stormwater - Renewal Works carried forward from 2016/17 539,509 Works reclassified from capital to operating (802,500)

8

9

Capacity Review adjustments 1,997,150

Transport - Renewal Works carried forward from 2016/17 2,127,796 Capacity Review adjustments 1,464,684


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Numerical Notes (see attachment 7)Notes Details CAPITAL FUNDING Alphanumeric Notes (see attachment 6)



Notes to the Capital Budget

The majority of additional works included below relate to works carried over from the 2016/17 budget and the September Capital Capacity review (see Attachment 6). Significant additional works are identified in the commentary.

Classification adjustments have also been made for projects previously listed as part of the Infrastructure and Capital Program that have now been identified as operating projects and as such moved to the Income and Expenditure Statement (refer Attachment 2).

M $ 8 $

N $ 9 $

O $ 10 $

P $ 11 $

Q $

14 Other Reserves Works carried forward from 2016/17 1,405,737 Capacity Review adjustments 1,004,500

16 Stormwater Levy Reserve Works carried forward from 2016/17 253,108 Capacity Review adjustments 190,000

15 Developer Contributions Works carried forward from 2016/17 1,987,517 Capacity Review adjustments (154,648)

17 SUEZ Funding Works carried forward from 2016/17 1,986,532

18 Income from Sale of Plant and Vehicles Works carried forward from 2016/17 691,100

Capacity Review adjustments (750,000)


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Attachment 6

References shown in brackets () are from Attachment 5 - Notes to the Capital Budget

Job

2017/18 September

Budget Review

$

Capital Capacity Review

$ Capital Reserve

External Contributions Grant Section 94 Levies

Transfer from Reserve SUEZ

General funds Comments

New AssetsNew Open Space160070 Kareela Flying Fox Dispersa Additional Works 116,381 120,000 - - - - - - - 120,000 Additional works approved

160070 Kareela Flying Fox DispersalMove capital funds to new operational projects/programs (88,500) (88,500) Transfer to operating

161270Cronulla coastal walkway extension (Don Lucas Reserve) Additional Works 382,000 160,000 80,000 - 80,000 - - - - - Funds previously rephased to reflect delivery.

175080Cronulla Park Surf Life Saving Club FrontageWorks New Projects 40,000 40,000 40,000 - - - - - - -

This project is for consideration and design of frontage works for the Cronulla surf Club upgrade.

177100 The Ridge Off Road Bike Park (BMX Park) Additional Works 450,000 200,000 - - 200,000 - - - - - Confirmed Greenspace Grant.

200020 Cronulla Mall Temporary Playground New Projects 167,000 167,000 167,000 - - - - - - -

Installation of a temporary children's playground on the old Women's Rest Centre site that is to be demolished.

542030 Oval EquipmentMove capital funds to new operational projects/programs (34,637) - - - - - - (34,637) Transfer to operating

563,863 287,000 - 280,000 - - - - (3,137)

(1)New Stormwater & Waterways Infrastructure

156480Watercourse Rehabilitation - Between Ash Ave and Crescent Rd New Projects 50,000 50,000 - - 50,000 - - - - -

Grant funding obtained from federal government under Department of Industry, Innovation and Science - Improving Your Local Parks and Environment

162760Watercourse Rehabilitation - Gwawley CreekMiranda between C New Projects 150,000 150,000 - - 150,000 - - - - -

Grant funding obtained from federal government under Department of Industry, Innovation and Science - Improving Your Local Parks and Environment

200,000 - - 200,000 - - - - -

(2)New Transport Infrastructure

171780Roundabout at the Carabella Road and Yathong Road intersection New Projects 113,000 113,000 - - 113,000 - - - - -

Grant funds Received. Design and Construction of a roundabout at the Carabella Road and Yathong Road intersection.

174500 Holt Road at Venetia St - Refuge Island New Projects 50,000 50,000 - - 50,000 - - - - - Construction of pedestrian refuge island and kerb & gutter adjustments in Holt Road, west of Venetia St.

163,000 - - 163,000 - - - - -

(3)Renewal Assets (Replacement)Renew Building

155230Scylla Bay - Como Jannali RLFC Replacement and amenities building New Projects 285,000 285,000 150,000 - - 135,000 - - - -

Programmed funds to complete works (Rephased Dec 16 review)

155930North Cronulla Surf Life Saving Club - BCA Upgrade Works

Proposed Rephasing of worksin progress - (750,000) - - - - - - (750,000) - Reserve until required

171660Bradman Rd Childcare Centre - Children's Amenities Renewal New Projects 60,000 60,000 - - - - - 60,000 - -

The removal and replacement of all existing wall and floor tiling, PC items, lighting and switches, make good walls and ceilings and reapply paint finishes in the Children’s amenities. Funding from LDC reserve.

SUTHERLAND SHIRE COUNCIL


Capital Capacity ReviewSource of Funding


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Attachment 6


Job

2017/18 September

Budget Review

$


$ Capital Reserve







171770Hazelhurst Gallery - Replacement of the existing Gallery lighting New Projects 105,000 105,000 - - - - - 105,000 - -

Replacement of existing Gallery lighting system with an energy efficient, modern, smart lighting system that is aligned to the Hazelhurst Gallery. Replacement of the existing Gallery lighting system with new LED lighting system requirements and specific needs for gallery art exhibitions.

200010 Demolition of Cronulla Women's Rest Centre New Projects 30,000 30,000 30,000 - - - - - - -

Council resolution. Demolition of the existing Cronulla Women's Rest Centre and adjoining disabled amenities including the disconnection of all services, removal of building foundations, including the reinstatement of public ground surfaces.

524029 Painting ProgramMove capital funds to new operational projects/programs 12,632 12,632 Transfer to operating

(257,368) 180,000 - - 135,000 - 165,000 (750,000) 12,632

(4)Renew Open Space

140320 Grays Point Reserve Upgrade Stage IProposed Rephasing of worksin progress - (300,000) - - - (300,000) - - - - Works Rephased due to priority.

150130 Narnia Park PlaygroundWrite Backs/Savings/Project Reductions 100,000 (50,000) - - - (50,000) - - - - Incorrectly allocated funding source

150320Seymour Shaw Playing Fields Concept Design

Proposed Rephasing of worksin progress - (80,000) - - - (80,000) - - - -

Deferred until Open Space Strategy determines priority.

152190 Scylla Bay boat ramp and pontoon upgrade Additional Works 823,360 598,360 - - 150,000 448,360 - - - - Previously rephased to reflect delivery.

152220 Burnum Burnum boat ramp upgrade Additional Works 552,500 492,500 152,500 - 150,000 - 190,000 - - -

Additional RMS Grant funding to complete Proposed works. Stormwater Fund for Wetland works. GR was rephased $$.

152230 Tonkin Oval boat ramp and wharf upgradeProposed Rephasing of worksin progress 216,138 (339,862) - - - (339,862) - - - -

Works on the tender brief have been delayed due to resources required on the Woolooware Bay Stage 6 project.

152250Joseph Banks Native Reserve Stage 2 - Picnic area & Pond

Write Backs/Savings/Project Reductions/Proposed Rephasing of works in progress 3,820 (296,180) - - - (296,180) - - - -

Over allocation of available s94. The project is now complete and maintenance period are now complete.

152670 Sylvania wharf upgrade New Projects 250,000 250,000 200,000 - 50,000 - - - - - Rephased for delivery. 152710 Oyster Bay boat ramp upgrade Additional Works 195,000 45,000 45,000 - - - - - - - Reflect Voted tender

152830 Bonnet Bay pontoon and car park upgrade

Additional Works and Write Backs/Savings/Project Reductions 225,000 (75,000) 75,000 - - (150,000) - - - -

Reverse incorrect funding listed in Adopted Program $150k. Relist previously rephased $75k to reflect delivery.

153940Como Pleasure Grounds lower path connection

Proposed Rephasing of worksin progress 20,000 (130,000) - - - (130,000) - - - -

Consultants have been engaged to prepare an REFhave revealed no obvious obstacles to the design in preliminary desktop studies. Design by Council's Design Services team has commenced.

153950Como Pleasure Grounds Frontage Works (Design Only)

Proposed Rephasing of worksin progress - (150,000) - - - (150,000) - - - -

Designers to tie in Frontage design with Gateway path design.

153970 Gunnamatta Park main entry upgradeProposed Rephasing of worksin progress 20,000 (360,000) - - - (360,000) - - - -

Due to the complexity of the interfacing works and potential costs. Design services are working to define the scope for the project.

154060 Charlotte Breen Reserve Lookout New Projects 150,000 150,000 - - 150,000 - - - - - The reconstruction of the existing dilapidated timber viewing platform and access steps.


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Attachment 6


Job

2017/18 September

Budget Review

$


$ Capital Reserve







154810Program: Sports Field Surface renovations: Renewals Additional Works 550,000 200,000 200,000 - - - - - - -

Funding Source not identified. due to increases in turf costs and the size of fields to be rebuilt, the cost for renovating 3 fields in 2017/18 is $570k. This does not include turf patching

155120 Greenhills Stage 2 - Maintenance ShedProposed Rephasing of worksin progress - (180,000) - - - (180,000) - - - - Developer works required to deliver Project.

156090 Dunningham Park seawal New Projects 200,000 200,000 - - - 200,000 - - - - Procurement of Specialist 171620 Bate Bay Coastline Management Plan Additional Works 145,000 75,000 - - 75,000 - - - - - Successful in receiving OEH grant

200030 Coastal Safety Signage New Projects 100,000 100,000 - - 100,000 - - - - - Surf Life Saving NSW have received a SLSA Blackspot Grant.

522002 PlaygroundsMove capital funds to new operational projects/programs (106,328) - - - - - - (106,328) Transfer to operating

522007 Wharves and JettiesMove capital funds to new operational projects/programs (32,589) (32,589) Transfer to operating

10,901 672,500 - 675,000 (1,387,682) 190,000 - - (138,917)

(5)Renew Transport Infrastructure

149800Rawson Avenue Stage 2 - On Road Cycle Facility and Shared Pa New Projects 1,100,000 1,100,000 - - 400,000 700,000 - - - -

RMS Grant. S94 -500k Open Space, 200k Regional a Plan

152200 Scylla Bay Oval car park upgrade New Projects 198,034 198,034 - - - 198,034 - - - - Previously rephased to reflect delivery.

155330Pedestrian Galvanised Steel Foot Bridges Dismantle - Menai R

Proposed Rephasing of worksin progress - (50,000) (50,000) - - - - - - - Project deferred until study complete.

161210 Cronulla Street Upgrade, CronullaProposed Rephasing of worksin progress 50,000 (250,000) (250,000) - - - - - - - Pilot currently being undertaken

174090 Sutherland Shire Bicycle Network Reclassification 25,000 (12,500) (12,500) Transfer to operating - Ride to Work Program

174480Pinnacle Ave & University Rd Precinct Miranda - Public Domain New Projects 50,000 50,000 - - - 50,000 - - - - Job deleted and relisted from last year

200240 Miranda Hotel Frontage - Kingsway New Projects 429,150 429,150 - 279,150 - 150,000 - - - - $229,150 -GL900job100000-71011 Westfield Cont, $50k Hotel Cont - 990400, s94 -94235.

1,464,684 (300,000) 279,150 400,000 1,098,034 - - - (12,500)

(6)

TOTAL 2,145,080 839,500 279,150 1,718,000 (154,648) 190,000 165,000 (750,000) (141,922)

Additional Works and New Projects 5,493,044 1,139,500 279,150 1,718,000 1,881,394 190,000 165,000 - 120,000

Write Backs/Savings/Project Reductions (269,180) - - - (269,180) - - - -

Proposed Rephasing of works in progress (2,816,862) (300,000) - - (1,766,862) - - (750,000) -

(261,922) - - - - - - - (261,922)

TOTAL 2,145,080 839,500 279,150 1,718,000 (154,648) 190,000 165,000 (750,000) (141,922)

(8) (7) (7) (9) (10) (8) (11)

Move capital funds to new operational projects/programs


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Job

Annual Budget 2016/17

$ Carry Over

$External

Contributions Grant Section 94 LeviesTransfer from

ReserveProperty

fund SUEZPlant & Vehicle

SalesGeneral Revenue

New AssetsNew Building174890 Kirrawee - South Village - Community Facility 200,000 177,200 - - - - 177,200 - - - -

177,200 - - - - 177,200 - - - -

(A)

New Non-Infrastructure Assets - Specific Projects149000 Light Vehicles Sales/Purchases 1,269,183 832,867 - - - - - - - 618,182 214,685 149010 Heavy Vehicles Sales/Purchases 1,821,005 579,459 - - - - - - - 72,918 506,541 162880 Greenhills Sporting Complex - Signage 100,000 100,000 - - 100,000 - - - - - - 163780 Planter Boxes for Centres - Pilot 35,000 17,217 - - - - - - - - 17,217 177200 Emergency Services Vehicles 160,000 105,710 - - - - - - - - 105,710 507000 Engadine Leisure Centre Equipment 10,348 10,348 10,348

1,645,601 - - 100,000 - - - - 691,100 854,501

(B)

New Open Space153400 Soldiers Road Baseball Field - footpath stage 2 19,507 19,507 - - - - - - - - 19,507 154210 Kareela Sports Field site - ancillary amenity upgrades 535,055 106,433 - - - - - - 106,433 - -

154291 Waratah AFL/cricket field (Lincoln oval) - Development to Re 1,125,821 118,610 - - - - 118,610 - - - - 154420 Shire Life Strategy 154,380 146,180 - - 116,800 - 9,380 - - - 20,000 155220 Barden Ridge Park 150 Old Illawarra Road 260,047 232,194 - - - - - - 232,194 - -

160070 Kareela Flying Fox Camp Dispersal 168,099 116,381 - - - - - - - - 116,381

161270 Cronulla coastal walkway extension (Don Lucas Reserve) 100,000 76,241 - 17,672 40,898 - - - - - 17,671 161330 Kareela Bat Camp Site Masterplan 44,393 44,393 - - - - 44,393 - - - - 162870 Jenola Park Playing Fields - Synthetic Conversion 30,000 27,000 - - 27,000 - - - - - - 163070 Construction of recycle waste storage areas 236,208 236,208 - 236,208 - - - - - - - 164210 Carina Bay Reserve, Oyster Bay - Creek Restoration 50,000 41,276 - - - 6,276 - - - - 35,000 164870 Sandy Point Community Centre Swing 45,000 45,000 - - - - 45,000 - - - - 173490 Program – Parks & Reserves playground renewals 316,000 14,427 - - - - - - - - 14,427 177100 The Ridge Off Road Bike Park (BMX Park) 697,000 604,878 - - - - - - 604,878 - - 178100 Greenhills Hockey Field Construction Stage 1B 3,449,702 70,973 70,973 - - - - - - - - 178200 Greenhills Hockey Amenities Building Stage 1B 775,000 102,743 102,743 - - - - - - - -

2,002,444 173,716 253,880 184,698 6,276 217,383 - 943,505 - 222,986

(C)

New Stormwater & Waterways Infrastructure156610 Yuruga Avenue, Caringbah South - Drainage Investigation 7,500 3,767 - - - 3,767 - - - - - 161750 Box Road, Taren Point - Sedimentation Pond design 20,000 17,963 - - - - - - - - 17,963 162680 Kareena Road, Taren Point - GPT design and construction 58,500 54,120 - - - 44,120 - - - - 10,000 174550 Prices Circuit - Manilla Place, Woronora - Sediment trap 30,000 29,764 - - - 29,764 - - - - -

105,614 - - - 77,651 - - - - 27,963

(D)

New Transport Infrastructure140960 Woolooware Bay Shared Pathway 3,459,411 1,754,330 - 1,083,886 670,365 - - - - - 79 142050 Integrated Transport Strategy (Shire wide) 22,163 22,163 - - - - - - - - 22,163 153430 Sutherland Shire Traffic and Transport Model 157,018 85,790 - - - - - - - - 85,790

153670Belgrave Esplanade at Murrumbidgee Avenue - Pedestrian Refuge 149,200 100,000 - - - - - - - - 100,000

154850 Program: Traffic Engineering and Pedestrian Facilities 66,414 48,675 - - - - - - - - 48,675



Capital Carry OversSource of Funding

Attachment 7

1


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155260 Fowler Road / Heritage Drive Roundabout, Illawong 45,000 43,000 - - - - - - - - 43,000

156052Captain Cook Drive to Wanda Shared Pathway - Bate Bay Rd Sec 111,504 11,504 11,504 - - - - - - - -

162070 Box Road at Macarthur Street, Miranda / Sylvania - Roundabout 25,000 23,500 - - - - - - - - 23,500 162320 Beatrice Road Pedestrian Crossing, Jannali 97,000 97,000 - 89,108 - - - - - - 7,892 162390 Denman Ave Roundabouts and Traffic Calming 20,000 18,800 - - - - - - - - 18,800

2,204,762 11,504 1,172,994 670,365 - - - - - 349,899

(E)Renewal Assets (Replacement)Renew Building143330 Sutherland Precinct Redevelopment 281,977 161,337 - - - - - - 161,337 - - 150068 The Ridge Sports Complex Dam - Water treatment 200,167 188,121 - - - - 37,954 - - - 150,167

150310Caldarra Avenue Childcare Centre - Outdoor Play Space Upgrade 9,770 1,678 - - - - 1,678 - - - -

152150 Loftus Oval Clubhouse - Sewer System Renewal 125,000 53,145 - - - - 53,145 - - - - 153380 Gymea Bay Community Building 70,000 37,558 - - - - - - - - 37,558

154770 Program - Tennis Courts - Renewal of surfaces, lighting and 38,000 38,000 - - - - - - - - 38,000

155230Scylla Bay - Como Jannali RLFC Replacement and amenities building 1,250,000 412,676 - - - - - - - - 412,676

156380 Sutherland Leisure Centre - Overhaul of Cogeneration Plant E 70,000 70,000 - - - - - - - - 70,000 156530 Menai SES - Satellite Site 176,784 87,755 50,000 - - - - - - - 37,755 156540 Hungry Point SES - Satellite Site 100,585 87,137 36,053 - - - 26,085 - - - 24,999

161471 Sandy Point RFS - Building Replacement Construction phase 373,800 289,378 286,164 - - - 3,214 - - - - 163540 Waratah St Child Care Centre 5,000 5,000 - - - - - - - - 5,000 163550 Caldarra Ave Child Care Centre Kitchen Replacement 81,000 74,349 - - - - 68,349 - - - 6,000 163560 Fauna Place Child Care Centre Kitchen Replacement 75,000 68,577 - - - - 68,577 - - - - 163570 Bradman Rd Child Care Centre Kitchen Replacement 75,000 68,591 - - - - 68,591 - - - - 163580 Sutherland Basketball Stadium 20,000 20,000 - - - - - - - - 20,000 163600 Dianella St LDCC cabinetry replacement 20,000 20,000 - - - - 20,000 - - - - 163710 Canberra Rd Child Care Centre 10,000 10,000 - - - - 10,000 - - - -

163910 Bath Road Depot - Upgrade of the evacuation warning system 55,000 19,088 - - - - - - - - 19,088 164220 Moore St LDCC Cabinetry Replacement 40,000 40,000 - - - - 40,000 - - - -

170180Accommodation for Titans FC at Coachwood Reserve, Alfords Po 200,000 83,132 - 83,132 - - - - - - -

171270 Re-imagine Project 80,000 26,200 - - - - - - - - 26,200

171310Sutherland Leisure Centre Replacement of Pool Heat Package U 200,000 200,000 - - - - 200,000 - - - -

174390 Heathcote FCC Internal Refurbishment & Fit out 250,000 16,004 - - - - - - - - 16,004

2,077,726 372,217 83,132 - - 597,593 - 161,337 - 863,447

(F)

Renew Non-Infrastructure Assets - Specific Projects150380 Taren Point Road Beautification-Landscaping 185,204 92,354 - - 92,354 - - - - - - 162170 Community Signage (stage 2) 50,000 38,880 - - - - - - - - 38,880 162180 Program - Shopping Centre Renewals 45,482 34,773 - - - - - - - - 34,773 162290 Community Initiatives (stage 2) 30,000 27,475 - - - - - - - - 27,475 162440 Program - Open Space Furniture Renewals 57,500 42,971 - - - - - - - - 42,971

174400 Admin Building Visitors Car park - Public Presentation Renewal 90,880 89,811 - 2,529 - - - - - - 87,282 174880 Taren Point Road - Medical Precinct 25,000 25,000 - - 25,000 - - - - - -

351,264 - 2,529 117,354 - - - - - 231,381

(G)

Renew Open Space140390 Cronulla Rock Pool Improvements 79,682 59,604 - - - - - - - - 59,604 151221 Old Ferry Road Reserve upgrade stage 2 88,089 41,016 - 41,016 - - - - - - - 152220 Burnum Burnum boat ramp upgrade 398,792 327,588 - 163,751 - - - - 163,837 - - 152230 Tonkin Oval boat ramp and wharf upgrade 124,911 70,049 - 53,159 16,890 - - - - - - 152530 Como Heritage Trail 116,000 86,145 - - 86,145 - - - - - - 152670 Sylvania wharf upgrade 76,060 40,390 - 51,060 - - - - - - 10,670- 152710 Oyster Bay boat ramp upgrade 47,010 24,635 - 12,311 - - - - - - 12,324 152830 Bonnet Bay pontoon and car park upgrade 10,000 7,852 - 1,088- - - - - - - 8,940

153750 Parc Menai - Additional Play Facilities, Shade, BBQ & Seating 120,000 108,000 - - 108,000 - - - - - - 153890 Sylvania Waters Athletics Track Resurface 899,422 85,121 - - - - - - - - 85,121

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154580Foreshore upgrade and environmental protection works at Woronora 35,000 33,075 - - - - - - - - 33,075

154780 Program: Oval Irrigation and Drainage upgrades 150,000 73,359 - - - - - - - - 73,359 154830 Program: Sports field floodlighting - unplanned renewals 157,108 137,347 - - - - - - - - 137,347 154920 Program: Netball court surface renewals 50,036 49,075 - - - - - - - - 49,075 156090 Dunningham Park seawall 54,015 54,015 - - 54,015 - - - - - - 160010 Prince Street Seawall Rectification Works - Design 91,849 52,485 - - - - - - - - 52,485 160060 Kareela Flying Fox Camp - Buffer rehabilitation 38,245 11,664 - - - - - - - - 11,664 161290 Gunnamatta Bay Baths refurbishment - 5,000- - - - - - - - - 5,000- 174310 Oak Park Barbecue renewal 25,000 13,233 - - - - 13,233 - - - - 178600 Roger Summers Playground Stage II - Bundeena 1,815,000 255,952 - - - - - - - - 255,952 178700 Como Pool Path 620,000 461,719 - - 391,719 - 70,000 - - - -

1,987,324 - 320,209 656,769 - 83,233 - 163,837 - 763,276

(H)

Renew Stormwater & Waterways Infrastructure152020 156 Karimbla Road Miranda - Piping of open drain 79,200 73,200 - - - 54,000 - - - - 19,200 156460 Drainage Investigation - 231-237 Prices Circuit, Woronora 719,907 370,872 - - - 59,744 233,648 - - - 77,480

156720 Rutherford Avenue, Burraneer - Drainage Investigation/Upgrade 61,555 59,605 - - - 49,605 - - - - 10,000 160620 Scylla Bay, Como - Water Quality Device Upgrade 10,000 5,832 - - - 5,832 - - - - - 161720 Tidal stormwater outlets & channels assessment 30,000 30,000 - - - - - - - - 30,000

539,509 - - - 169,181 233,648 - - - 136,680

(I)

Renew Transport Infrastructure140980 Rawson Avenue On Road Cycle Lane 988,378 350,980 - 137,286 181,301 - - - - - 32,393

143191 Sylvania Shopping Centre Upgrade - Investigation and Design 1,640,626 778,953 - - - - - - 627,853 - 151,100 153230 Discovery Place, Oyster Bay - Pavement Rehabilitation 20,137 20,137 - - - - - - - - 20,137

153530Captain Cook Drive (between Woolooware Road and Elouera Road 100,948 74,389 - 74,389 - - - - - - -

153580 Como Shire Gateway Path 45,000 42,500 - - - - - - - - 42,500 153620 Roundabout / Median Upgrades 41,000 41,000 - - - - - - - - 41,000

154700Program - Road frontage works in conjunction with Development 145,795 120,057 - - - - - - - - 120,057

154720 Program: Pedestrian Accessibility and Improved Mobility 104,967 50,000 - - - - - - - - 50,000 161220 Old Princes Highway Traffic Calming Measures, Engadine 5,000 4,700 - - - - - - - - 4,700 163080 Ocean Grove Ave - Renewal - Cronulla Plaza - Stage 1 38,912 20,233 - - - - 20,233 - - - - 163750 Surf Lane Raised Pedestrian Crossing Renewal 60,000 60,000 - - - - - - - - 60,000 164830 Cullen Lane, Maianbar - Road Construction 200,000 176,408 - - - - - - - - 176,408 170220 Pinnacle Street street lighting design 10,000 3,405 - - 3,405 - - - - - - 172090 Waratah Street, Sutherland - Pavement Rehabilitation 50,409 50,409 - - - - - - - - 50,409

174180 Flora Street Sutherland Stage 5 - Mccubbens Lane to Muston 25,000 23,625 - - 23,625 - - - - - -

174480 Pinnacle Ave & University Rd Precinct Miranda - Public Domain 50,000 50,000 - - 50,000 - - - - - - 178000 216 Belgrave Esplanade, Sylvania - Seawall Replacement 1,400,000 237,482 - - - - 76,447 - - - 161,035 178800 Captain Cook Drive, Woolooware - Offset Strategy Works 64,490 23,518 - 16,545 - - - - - - 6,973

2,127,796 - 228,220 258,331 - 96,680 - 627,853 - 916,712

(J)

TOTAL CAPITAL CARRY OVERS 13,219,240 557,437 2,060,964 1,987,517 253,108 1,405,737 - 1,896,532 691,100 4,366,845

3


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PROJECTEDORIGINAL REVISED year end

Budget Year end Projected Result ACTUAL2017/18 Adjustments Balance 2017/18 YTD$'000 $'000 $'000 $'000 $'000

UNRESTRICTED 1,000 5,416 6,416 (5,800) 616 33,839

EXTERNALLY RESTRICTED Developer contributions 37,728 3,321 41,049 2,116 (3,869) 39,296 43,843 Special purpose grants - 28 28 - 28 28 Domestic waste management 17,058 847 17,905 140 - 18,045 22,054 Stormwater Management 131 676 807 (487) 320 319 Building Damage Deposits 9,980 3,527 13,507 - 13,507 13,587 SUEZ 3,058 3,573 6,631 750 (1,897) 5,484 3,133

TOTAL EXTERNALLY RESTRICTED 67,955 11,972 79,927 3,006 (6,253) 76,680 82,964

INTERNALLY RESTRICTED Anzac Youth & Recreation 50 - 50 - 50 50 Capital Works Reserve 1,122 2,233 3,355 300 (1,936) 1,719 1,719 Children Services Reserve 1,530 1,557 3,087 (337) 2,750 2,125 Community Facilities Fund - 504 504 (98) 406 406 Cronulla Plaza Refurbishment 968 (434) 534 (20) 514 1,082 Cronulla Waste Water Reuse Scheme 130 - 130 - 130 130 Elections 270 - 270 - 270 270 Emergency Services Infrastructure 181 114 295 (26) 269 269 Employee Leave Entitlements 2,804 3,395 6,199 - 6,199 2,944 Energy Audit Upgrade 1,790 1,268 3,058 (343) 2,715 2,715 Future Budgets Reserve - - - 929 - 929 929 Prepaid Financial Assistance 3,332 - 3,332 3,332 Hazelhurst Gallery Upgrade 55 100 155 - 155 155 Kareela Oval Upgrade Works 70 (70) - - - - - Kindergarten Upgrades 166 - 166 - 166 166 Land Acquisitions/ Easements 85 - 85 - 85 85 Leisure Facilities 597 1,394 1,991 (45) 1,946 1,496 Library Improvement 1,078 224 1,302 - 1,302 1,302 Office Automation 1,364 400 1,764 - 1,764 2,764 Parks Capital Reserve - 44 44 (44) - - Plant Replacement Reserve 1,566 160 1,726 - 1,726 1,566 Property Development 3,230 (589) 2,641 - 2,641 3,311 SSHED IT & Furniture - 70 70 - 70 70 Sporting Facilities Development Fund 838 (15) 823 - 823 846 Surf Club Infrastructure Works 65 148 213 - 213 213 Sutherland Entertainment Audio Visual 3 (48) (45) 45 - - Sutherland Entertainment Redevelopment 42 - 42 - 42 42 Tennis Facilities 129 1 130 - 130 130 Works In Progress - 3,668 3,668 2,000 (5,668) - - TOTAL INTERNALLY RESTRICTED 18,133 14,124 32,257 6,561 (8,472) 30,346 28,117

TOTAL RESTRICTED 86,088 26,096 112,184 9,567 (14,725) 107,026 111,081

TOTAL CASH & INVESTMENTS 87,088 31,512 118,600 9,567 (20,525) 107,642 144,920

AVAILABLE CASH 1,000 5,416 6,416 - (5,800) 616 33,839

Notes:

Recommended Transfer from

reserve


Budget review for the quarter ended - 30 September 2017Cash & Investments

The available cash position excludes restricted funds. External restrictions are funds that must be spent for a specific purpose and cannot be used by council for general operations. Internal restrictions are funds that council has determined will be used for a specific future purpose.

ORIGINAL Budget +/- approved budget changes in previous quarters = REVISED Budget

REVISED Budget +/- recommended changes this quarter = PROJECTED year end result

Recommended Transfer to

reserve


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Contractor Contract detail & purpose Contract value $Commencement

dateDuration of

contractBudgeted

(Y/N)

World Trail Pty LtdT675/16 Design and Construct The Ridge Pump Track 343,954 28/08/2017 6 months Y

Land & Marine Ocean Engineering Pty Ltd

T692/16 Boat Ramp Upgrades - Scylla Bay and Oyster Bay 971,170 31/08/2017 9 months Y

UEA Pty Ltd Drainage Works - Prices Circuit Woronora 172,144 5/07/2017 3 months Y

Notes

3. Contracts for employment are not required to be included.4. Where a contract for services etc was not included in the budget, an explanation is to be given (or reference made to an explanation in

another Budget Review Statement).5. The above Contract Values are inclusive of GST.This document forms part of Sutherland Council's Quarterly Budget Review Statement for the quarter ended 30/09/17 and should be read in conjunction with other documents in the QBRS.



1. Minimum reporting level is 1% of estimated income from continuing operations or $50,000 whichever is the lesser.2. Contracts to be listed are those entered into during the quarter and have yet to be fully performed, excluding contractors that are on Council's

preferred supplier list).


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xpene

Consultancies

Legal Fees

Attachment 10

udgeted

SUTHERLAND SHIRE. UNC L

udget review for the quarter ended -0 September 2017

Expenditure'YTD

863,749

57,254

Definition of consultant:

A consultant is a person or organisation engaged under contract on a temporary basis to provide recommendations or high level specialist or professional advice to assist decision-making by management. Generally it is, the advisory nature of the work that differentiates a consultant from other contractors.

NOTES:

Where any expenses for Consultancy or Legal fees (including Code of Conduct expenses) have not been budgeted for, an explanation is to be given. Report on external expenses only (not internal expenses).


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Council has identified two key financial performance indicators that provides an indication of its currentfinancial position and long term financial sustainability.

The indicators are:

Unrestricted Current Ratio Debt Service Ratio

Estimated as at 30 June 2018 1.94 Estimated as at 30 June 2018 11.71

Actual as at 30 June 2017 2.56 Actual as at 30 June 2017 21.17

Note: Unrestricted Current Ratio is projected for the year end result.The figure is an unrealistic ratio at any other point in time due to many factors.

Attachment 11

SUTHERLAND SHIRE COUNCILBudget review for the quarter ended - 30 September 2017

Budget Review Key Performance Indicators


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GOV015-18 LODGEMENT OF DISCLOSURE OF INTEREST RETURNS FOR COUNCILLORS AND DESIGNATED PERSONS PURSUANT TO SECTION 449 OF THE LOCAL GOVERNMENT ACT, 1993 FOR THE PERIOD 1 JULY 2016 TO 30 JUNE 2017

Attachments: Appendix A

EXECUTIVE SUMMARY

• This report is to inform the Council that the Section 449, Disclosure of Pecuniary Interest

Returns (Returns) for the period 1 July 2016 to 30 June 2017 completed by Councillors and

designated members of staff have been lodged.

• The completed Returns must be tabled at the first available Council meeting after 30 September

in accordance with s449 of the Local Government Act 1993.


That the report "Lodgement of Disclosure of Interest Returns by Councillors and Designated

Persons pursuant to Section 449 of the Local Government Act 1993 for the period 1 July 2016 to

30 June 2017" be received and noted.

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PURPOSE

The purpose of this report is to inform the Council that the Disclosure of Pecuniary Interest Returns

(Returns) for the period 1 July 2016 to 30 June 2017 have been lodged.

BACKGROUND

Section 449 of the Local Government Act 1993 states;

449 Returns disclosing interests of councillors and designated persons

(1) A councillor or designated person must complete and lodge with the general manager, within 3

months after becoming a councillor or designated person, a return in the form prescribed by the

regulations.

(1A) A person must not lodge a return that the person knows or ought reasonably to know is

false or misleading in a material particular.

(2) A person need not lodge a return within the 3-month period after becoming a councillor or

designated person if the person lodged a return in that year or the previous year or if the person

ceases to be a councillor or designated person within the 3-month period.

(3) A councillor or designated person holding that position at 30 June in any year must complete

and lodge with the general manager within 3 months after that date a return in the form

prescribed by the regulations.

(4) A person need not lodge a return within the 3-month period after 30 June in a year if the person

lodged a return under subsection (1) within 3 months of 30 June in that year.

(5) Nothing in this section prevents a councillor or designated person from lodging more than one

return in any year.

(6) Nothing in this section or the regulations requires a person to disclose in a return lodged under

this section an interest of the person’s spouse or de facto partner or a relative of the person.

Completed Returns by Councillors and members of staff whom were deemed to be designated

persons, primarily due to the granting of delegated authority by the General Manager pursuant to

Section 378 of the Local Government Act 1993, have been received and filed.

DISCUSSION

Section 441 of the Act provides that the General Manager, a person deemed by Council to hold a

"senior staff" position, or other members of staff who hold positions identified by the Council that

involves the exercise of functions under the Local Government Act 1993 or any other Act or

Regulation:

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Other Senior Staff of Council

- A person (other than a member of the senior staff of the council) who is a member of staff of the

council or a delegate of the council and who holds a position identified by the council as the

position of a designated person because it involves the exercise of functions under this or any

other Act (such as regulatory functions or contractual functions) that, in their exercise, could give

rise to a conflict between the person’s duty as a member of staff or delegate and the person’s

private interest.

A review of staff delegations and responsibilities in line with criteria outlined under Section 441 of the

Act was completed in FIN011-12. Council adopted the following criteria:

A) Senior Staff Positions;

B) Purchasing delegation above a figure determined by the General Manager;

C) Significant Planning delegation;

D) Identified key roles.

The criteria was applied to all council staff and a Schedule of Designated Persons was compiled which

identified those staff required to complete a 2015-2016 Disclosure of Interest Return. The Schedule of

Designated Persons (staff) is attached to this report for adoption by Council and is marked as

Appendix A.


There are no budgetary impacts and the Governance and Customer Service Unit administer the issue,

collation and filing of the Returns and the statutory report to Council.

STRATEGIC ALIGNMENT

The mandatory reporting of the Returns provides Council with an opportunity to achieve its adopted

Community Strategic Plan by ensuring a community that is informed and engaged in its future

(Outcome 1).

Community Strategic Plan Strategy

Delivery Program (2017-2021) Deliverables


Shire Council.

1L Review and implement the Governance

Framework.


The reporting of the Returns to council is a legislative requirement as defined under Section 449 of the

Local Government Act 1993.

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CONCLUSION

All Returns submitted by elected members and designated persons have been filed in the appropriate

registers. These will be tabled at the Council meeting of 20 November 2017 in accordance with the

legislative requirements.

RESPONSIBLE OFFICER The officer responsible for the preparation of this Report is the Executive Officer Governance, Neil

Treadwell, who can be contacted on 9710 0499.


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2016 – 2017 - Designated Staff Required to Complete Annual S.449 Return (1/7/16 to 30/6/17) POSITION NAME (Incumbent

Officer for return period) 1. General Manager Scott Phillips 2. Director – Planning & Environment Peter Barber 3. Director – Shire Infrastructure Peter Hazeldine 4. Director – Corporate Support Therese Manns 5. Director – Shire Services Manjeet Grewal 6. Manager – Strategy & Development Marissa Racomelara 7. Manager – Project Services Veri Ermers 8. Service Quality Assurance Coordinator Bob Bryant 9. Manager - Fleet and Workshops Mark Mills 10. Group Manager – Engineering Opertions Mark Wood 11. Manager – Governance & Customer Service and Public Officer Todd Hopwood 12. Manager – Risk & Audit Anton Usher 13. Manager – Waste Services Hans Kludass 14. Manager – Children’s Services Renea Giles 15. Manager – Civil Operations Michael O’Leary 16. Manager – Community and Strategy David Ackroyd 17. Manager – Finance Greg Hayes 18. Executive Engineer Mario Sherrie 19. Civil Engineer Tristan Whitley 20. Manager –Information Management & Technology David MacNiven 21. Manager – Information & Customer Service Management Steven Heapy 22. General Counsel Elizabeth Espinosa 23. Manager – Library & Information Services Lyn Barakat 24. Manager – Library & Information Services Deborah Best 25. Manager – Parks Operations Grant Willoughby 26. Manager – Personnel Peter Evans 27. Manager – Business Unit – Sutherland Leisure Centre Gregory Crawford 28. Facilities Manager Glen Carson 29. Group Manager Asset Management Philip Mansfield 30. Manager - Environment Health & Regulation Brett Richardson 31. Senior Operations Administrator Mark McCaughtrie 32. Civil Assets Coordinator Arun Gnanaranderan 33. Civil Technical Co-ordinator Stephen Little 34. Civil Project Co-ordinator Anthony Southam 35. Program Management Office Coordinator Melinda Allen 36. Manager – Building Operations Aaron Leahy 37. Group Manager Project Delivery Stephen Bourke 38. Internal Auditor Juliette Hall 39. Manager – Projects & Development Assessment Mark Adamson 40. Manager – Development Assessment & Certification Simone Plummer 41. Manager – Environmental & Building Compliance Michael Ryan 42. Manager – Environmental Planning Mark Carlon 43. Procurement Co-ordinator Bruce Renneberg 44. Contracts Officer Todd Payne 45. Team Leader - Planning Environment Assessment Andrew Schofield 46. Team Leader - Planning Environment Assessment Carolyn Howell 47. Team Leader - Planning Environment Assessment Christopher Greig 48. Team Leader - Planning Environment Assessment Peter Hanley 49. Team Leader - Planning Environment Assessment Carine Elias 50. Team Leader - Planning Environment Assessment Luke Murtas 51. Team Leader - Planning Environment Assessment Kylie Rourke


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2016 – 2017 - Designated Staff Required to Complete Annual S.449 Return (1/7/16 to 30/6/17) POSITION NAME (Incumbent

Officer for return period) 1. General Manager Scott Phillips 2. Director – Planning & Environment Peter Barber 3. Director – Shire Infrastructure Peter Hazeldine 4. Director – Corporate Support Therese Manns 5. Director – Shire Services Manjeet Grewal 6. Manager – Strategy & Development Marissa Racomelara 7. Manager – Project Services Veri Ermers 8. Service Quality Assurance Coordinator Bob Bryant 9. Manager - Fleet and Workshops Mark Mills 10. Group Manager – Engineering Opertions Mark Wood 11. Manager – Governance & Customer Service and Public Officer Todd Hopwood 12. Manager – Risk & Audit Anton Usher 13. Manager – Waste Services Hans Kludass 14. Manager – Children’s Services Renea Giles 15. Manager – Civil Operations Michael O’Leary 16. Manager – Community and Strategy David Ackroyd 17. Manager – Finance Greg Hayes 18. Executive Engineer Mario Sherrie 19. Civil Engineer Tristan Whitley 20. Manager –Information Management & Technology David MacNiven 21. Manager – Information & Customer Service Management Steven Heapy 22. General Counsel Elizabeth Espinosa 23. Manager – Library & Information Services Lyn Barakat 24. Manager – Library & Information Services Deborah Best 25. Manager – Parks Operations Grant Willoughby 26. Manager – Personnel Peter Evans 27. Manager – Business Unit – Sutherland Leisure Centre Gregory Crawford 28. Facilities Manager Glen Carson 29. Group Manager Asset Management Philip Mansfield 30. Manager - Environment Health & Regulation Brett Richardson 31. Senior Operations Administrator Mark McCaughtrie 32. Civil Assets Coordinator Arun Gnanaranderan 33. Civil Technical Co-ordinator Stephen Little 34. Civil Project Co-ordinator Anthony Southam 35. Program Management Office Coordinator Melinda Allen 36. Manager – Building Operations Aaron Leahy 37. Group Manager Project Delivery Stephen Bourke 38. Internal Auditor Juliette Hall 39. Manager – Projects & Development Assessment Mark Adamson 40. Manager – Development Assessment & Certification Simone Plummer 41. Manager – Environmental & Building Compliance Michael Ryan 42. Manager – Environmental Planning Mark Carlon 43. Procurement Co-ordinator Bruce Renneberg 44. Contracts Officer Todd Payne 45. Team Leader - Planning Environment Assessment Andrew Schofield 46. Team Leader - Planning Environment Assessment Carolyn Howell 47. Team Leader - Planning Environment Assessment Christopher Greig 48. Team Leader - Planning Environment Assessment Peter Hanley 49. Team Leader - Planning Environment Assessment Carine Elias 50. Team Leader - Planning Environment Assessment Luke Murtas 51. Team Leader - Planning Environment Assessment Kylie Rourke


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CONFIDENTIAL REPORTS FROM OFFICERS

In accordance with Section 10A(1) of Local Government Act 1993, the following matter will be

considered in the Closed Session:

GOV001A-18 RATE RELIEF HARDSHIP APPLICATION Section 10A(2)(b) The Personal Hardship of any Resident or Ratepayer:

This matter is being considered in Closed session as it relates to the personal hardship of a resident

or ratepayer.

Documents

Corporate Governance Committee Meeting - Sutherland Shire · Corporate Governance Committee 6 November 2017 GOV 0 11-1 8 Following the public presentation of the Financial Statements