Table of Contents - Suburban Land Agency | Suburban Land ... · • Scout Facility 3 Whole of Government Issues 3.1 Key Issues 3.1.1 Community Engagement 3.1.2 Customer Focused Public

Gungahlin Development Authority — Annual Report 2002-2003

Table of Contents

1. Transmittal Certificate

2. Overview and Major Achievements

2.1 Organisational Profile

2.1.1 Mission and Objectives

2.1.2 Organisational Structure

• Board Structure

• Board Members and Meeting Attendance

• Remuneration

2.1.3 Legislation

2.1.4 Functions

2.1.5 Statutory Powers

2.2 Key Achievements

2.2.1 Commercial Development

• Town Centre Core

• Other Commercial Sales

2.2.2 Residential Developments

• Yerrabi Estate Stage 2

• Horse Park Estate Stage 2

• Harrison Estate Stage 1

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2.2.3 Community Developments

• Supportive Housing

• Child Care Centre

• Future Community Developments

• Scout Facility

3 Whole of Government Issues

3.1 Key Issues

3.1.1 Community Engagement

3.1.2 Customer Focused Public Service

3.1.3 Multicultural Framework

3.1.4 Fraud Prevention

3.1.5 Equity and Diversity

3.2 Resources and Ownership Agreement Reporting

3.2.1 Ownership Agreement

3.2.2 Staffing Profile

3.2.3 Australian Workplace Agreement

3.2.4 Certified Agreements

3.2.5 Workers’ Compensation

3.2.6 Training and Staff Development

3.2.7 Capital Works Management

3.2.8 Consultancy and Contractor Service

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3.3 Statutory Requriements

3.3.1 Occupational Health and Safety

3.3.2 Commissioner for the Environment

3.3.3 Public Interest Disclosure

3.3.4 Government Contractual Debts (Interest) Act 1994

3.3.5 Freedom of Information Statement

3.3.6 Ecologically Sustainable Development

4 Financial and Performance Statements

4.1 Management Discussion and Analysis

4.2 Financial Statements

4.3 Auditor-General Report

4.4 Financial Statements for Palmerston Joint Ventre

5 Compliance Index

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Gungahlin Development Authority — Annual Report 2002-2003 Gungahlin Development Authority — Annual Report 2002-2003


2.1 Organisational Profile

2.1.1 Mission and Objectives

The principal objective of the Authority is to ensure that the Gungahlin Town Centre and Central Area is developed in accordance with the principles and policies for that area set out in the Territory Plan in order to provide for the social and economic needs of the community.

2.1.2 OrganisationalStructure

The Chief Executive Officer is responsible for the day-to-day operations of the Authority and for the efficient and effective financial management of the Authority.

The Authority also employs three other full-time officers, Mr Chris Webb – Deputy Chief Executive Officer, Mr Guna Seelan – Senior Project Officer and Ms Robyn Pescud – Project Officer.

• Board Structure

The Authority is responsible to the Minister for Planning, and is oversighted by the Department of Urban Services.

The membership of the Authority consists of people with a broad cross-section of expertise including property development, retail, finance, urban planning & design, community facility provision, the environment, the public sector and representatives of the local community. The Authority’s Board is made up of twelve members, consisting of:

� A Chairperson;� A Deputy Chairperson;� Seven Board Members;� Two Government Representatives; and� The Chief Executive Officer of the GDA


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• Board Members & MeetingAttendance

The members of the Authority are:

� Mr Lawrie Willett AO (Chairperson and a person with expertise relevant to the management and operations of the Authority);

� Mr Alan Scandrett (Deputy Chair and a person with expertise in the property development industry);

� Mr Michael Cullen (a person with expertise in the retail industry);

� Professor Peter Cullen (a person with expertise in the protection of the environment);

� Mr Ian Ruecroft (a resident of Gungahlin who is familiar with the diversity of interests of residents of Gungahlin, being a person nominated by the Gungahlin Community Council Incorporated - resigned in April 2003);

� Ms Helen Lochhead (a person with expertise in urban planning and design);

� Mrs Lynette McDonald (a person with expertise in the provision of community facilities);

� Ms Jennifer Morison (a person with expertise in the finance industry);

� Ms Toni McPhee (a resident of Gungahlin who is familiar with the diversity of interests of residents of the Territory);

� Ms Tu Pham (a person performing the duties of an Executive Office in the ACT Public Service - Under Treasurer, Office of Financial Management); and

� Mr Gordon Davidson (a person performing the duties of an Executive Office in the ACT Public Service – Chief Executive, Department of Urban Services.

The Chief Executive Officer, Mrs Anne McGrath, who has been appointed until 30 June 2003, is also a member of the Authority.


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67th (Final) GDA Board Meeting19 June 2003


The Board members have attended meetings as follows (please note there were no meetings held in January or April):

� Lawrie Willett AO 7� Alan Scandrett 8� Helen Lochhead 7� Michael Cullen 9� Peter Cullen 5� Jenny Morison 8� Toni McPhee 7� Lyn McDonald 8� Ian Ruecroft 5� Gordon Davidson 11

• Remuneration

The current remuneration per year for the GDA Board as authorised by the Remuneration Tribunal is as follows:

Chairperson $21,395.00Deputy Chairperson $15,980.00Member $10,570.00

Member of a JointVenture $ 9,280.00

Steering CommitteeMember for YerrabiEstate Stage 2 $ 9,280.00

2.1.3 Legislation

The Gungahlin Development Authority was established as a statutory authority on 19 August 1996 by the Gungahlin Development Authority Act 1996.

2.1.4 Functions

The functions of the Authority are to:

• be an agency for the provision, development and management, on behalf of the Territory, of land in the Gungahlin Central Area;


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• undertake, promote and co-ordinate the development of land in the Gungahlin Central Area;

• grant leases on behalf of the Government as necessary; and

• where appropriate for the purpose of discharging its other functions - construct buildings, structures and facilities and to manage and maintain them, or to participate in such construction, management or maintenance.

2.1.5 Statutory Powers

Under the Act the Authority has the power to do all thingsnecessary and convenient to be done in connection with theperformance of its functions including:

• in accordance with any authorisation of the Executive, grant leases of land on its behalf;

• hold leases of, or any other interest, in land;

• construct roads, lanes, foot-paths and passageways;

• carry out works and operations deemed necessary for the purpose of rendering land suitable for professional, commercial, industrial, residential or community purposes;

• occupy and use land or buildings;

• erect, alter, repair or renovate buildings;

• maintain and manage land, buidings, structures, works, or other property;

• make charges for work done or services rendered;


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• form, or participate in the formation of, companies, enter into partnerships or participate in joint ventures;

• enter into any other contracts or arrangements with any person for the doing of anything that the Authority is authorised to do under this or any other Act;

• subscribe for or purchase shares in, or debentures or other securities of, companies;

• act as agent for other persons; and

• appoint agents or attorneys.

2.2 Key Achievements

This is the final Annual Report of the Gungahlin Development Authority. In the 6 years since its formation, the Authority has overseen the development of the Gungahlin Town Centre from a concept to a thriving commercial and residential area unique in Australia.

The Authority has facilitated the sale of 15 commercial sites, 9 residential estates and 5 community sites which have delivered essential services and amenity to the Gungahliln community. The sales have delivered around $70 million in revenue to the ACT Government, and over $100 million worth of infrastructure.

The most important aspect of the operations of the Authority has been that the vision for the Town Centre, as sought by the community and as outlined in the Variation to the Territory Plan, that of an unique urban village, based on a main street and of a human scale, is well on its way to a successful outcome.

Hightlights of the last 12 months of the operations of the Authority follow.

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2.2.1 Commercial Development

Strong population growth in the Gungahlin area coupled withintense private sector interest in the Gungahlin Town Centre led to the sale of nine commercial sites during theyear.

• Town Centre Core

Three major mixed use sites were sold in the Town Centreas a result of a two stage tender process. The process commenced in 2001 with a call for expressions of interest. This led to a select tender which was finalised in March 2003.

The sites sold were:

Section 10 to Section 10 Pty Ltd for the development of an ALDI Store, specialty retail, commercial, office space and residential apartments.

Section 13 to Coles Myer Ltd for the development of a Coles Supermarket, specialty retail, commercial, office space and residential apartments.

Section 14 was sold to Fabcot Pty Ltd for the development of a Big W Discount Department Store, specialty retail, commercial, office space and residential apartments.

Associated with the developments will be the development of the Town Common, and many additional car parking spaces, many at basement level, both of which will greatly enhance community amenity.

The incorporation of a residential component within the mixed use/retail developments of this nature is unprecendented in Australia, and will underpin the unique form of the Town Centre. The outcome for the Gungahlin community is one that will be greatly valued into the future.

The developments will return over $14 million to the Territory in cash and infrastructure.


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Future Site for

Big W Discount Department Store

Future Site forColes Supermarket


• Other Commercial Sales

Six other sites were sold during the year for a range of commercial uses including a fast food/restaurant, a service station, automotive trades/car wash, bulky goods retail and shop. These smaller, fine grain sites will complement the larger mixed use sites. The total revenue from the sale of these sites was $4,530.000.

2.2.2 Residential Development

The Authority continued to release sites for residential development throughout the year to support the government’s land release priorities and the consolidation of residential development around the Town Centre. Over 1,500 blocks have been released by the Authority since 2000, an indicator of the rapid development in Gungahlin and also the Authority’s efforts to meet that demand.

The following is an overview of releases over the previous 12 months:

• Yerrabi Estate Stage 2

Yerrabi Estate Stage 2 is in the area bounded by Gundaroo Drive and Mirrabei Drive and adjoins the Yerrabi Pond District Park and Adventure Playground and Yerrabi Estate Stage 1.

The ACT Government determined that the Estate would be developed as a pilot public sector land development project. The Minister for Planning, Mr Simon Corbell MLA directed the Authority to carry out the pilot on 26 March 2002.

Yerrabi 2 has set a benchmark for high quality urban design that delivers excellent amenity as well a sound economic return to the Territory. It is a multi-faceted site comprising a range of standard and terrace blocks, an innovative mixed use activity node, high quality open spaces and parks and a pleasant waterfront setting.


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Site forRestaurants/Shops on Section 3

Site for Autoworld Gungahlinincorporating

Car Wash and Automotive Services

Yerrabi Estate Stage 2First House is taking shape


It also incorporates essential community components such as a child care centre and sites for aged persons housing.

The Authority has made the land available in a combination of individual blocks and multi-unit/terrace sites and has sold the land by a ballot system in order to ensure fairness andequity. As at 30 June 2003 all but 34 blocks have beenallocated off the plan.

• Horse Park Estate 2

Horse Park 2 Estate was sold in March 2003 to Canberra Land Developments Pty Ltd for $25,300,000. The Estate comprises approximately 340 blocks and is located between Anthony Rolfe Avenue and Flemington Road.

• Harrison 1 Estate

Harrison 1 Estate, comprising 500 blocks and located to the east of the Town Centre was sold by auction in June 2003. The estate was, however, subsequently handed back to the Government later that month. It is intended that the estate will be re-auctioned in August 2003.

2.2.3 Community Developments

Negotiations continued throughout the year with community groups and ACT Government agencies for the allocation of sites for community facilities. The Authority has also been able to enhance community facilities in Gungahlin through the contribution of funds and land for significant projects. The following projects are currently underway.

• Supportive Housing

A 20 unit supportive housing facility is to be constructed by ACT Housing adjacent to the Community Centre. The facility will provide a medium term housing option for people whorequire limited on site support. It is expected to commence construction later in 2003.


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Waterfront Park and Terrace HousesOppositeYerrabi Estate

Horse Park Estate 2will adjoin this Development


• Child Care Centre

The Department of Education and Community Services is constructing a 90 place child care centre on the corner of Valley Avenue and Gozzard Street in the Town Centre. It will also include an activity area for community use and operating space for other services such as health serv-ices. The centre is scheduled to open this November.

• Community Housing Canberra

Community Housing Canberra (CHC), a community based company, will construct 28 apartments onGozzard Street. The apartments are designed to be affordable, and will also have a number of accessible apartments to cater for people with disabilities. CHC will retain ownership of four of the apartments which will be used for community housing tenants.

• Scout Facility

A site for the development of a scout hall has beenprovided to the ACT Scouts Association. The hall will provide a base for the Biralee Scout Group, and isopposite Burgman Anglican School on the ValleyAvenue.


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Child Care Centre - GungahlinOpening scheduled for November

Construction has commenced on theCommunity Housing Canberra Site


3.1 Key Issues

3.1.1 Community Engagement

A key aspect of the operations of the Authority is to ensure the Gungahlin Town Centre is developed in consultation with the community. A comprehensive community engagement strategy has been implemented during the year ensuring the broadest possible opportunities for input into the Town Centre’s development. This strategy has included:

• The development of a digital animation on the future form of the Gungahlin Town Centre. The animation is used to inform the community on how the Town Centre may look as it develops.

• Two Community Open Days have been held at locations in the Town Centre. Using the animation and static displays, the open days were an opportunity for people to catch up on Town Centre’s development and provide feedback on proposals. The open days were extremely well attended with over 700 people being involved.

• A Business and Community Breakfast held in March was attended by over 80 business and community representatives, many of whom provided positive feedback on the plans for the expansion of the Town Centre.

• A quarterly newsletter on developments in the Town Centre is being produced and distributed to all households in Gungahlin.

• GDA staff will have regularly attended meetings of local organisations throughout the year to show the animation and discuss Town Centre issues.

3.1.2 Customer Focused Public Service

The Authority has continued to operate an office in the Gungahlin Town Centre and deal with enquiries on a range of issues. The Authority received no customer service complaints during 2000/2001.

3. Whole of Government Issues

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3.1.3 Multicultural Framework

A significant part of the planning for the Gungahlin Town Centre is the inclusion of cultural themes in all aspects of its development. In fact cultural issues permeate the Variation to the Territory Plan for the Gungahlin Town Centre and Central Area.

There has been much success in the past with the integration of cultural themes into development in the Town Centre. The Town Centre in fact won a national award for the Best Practice project which facilitated this.

The mixed use developments on Sections 10, 13 and 14 will be the vehicle for the furthering of the Best Practice project, which will be reinvigorated to ensure the developments integrate culural themes into their form.

3.1.4 Fraud Prevention

Under the Gungahlin Development Authority Act 1996, there are limitations on the Authority forming companies or buying shares, and participating in joint ventures without ministerial approval, and members of the Authority and the Chief Executive Officer are required to disclose direct or pecuniary interests. Appropriate delegations are in place for administrative and financial operations. No reports or allegations of fraud or corruption were received during the year.

The Authority has established an Internal Audit Committee and has appointed an internal auditor who will undertake reviews and evaluations of the efficiency and effectiveness of the Authority’s controls and processes.

3.1.5 Equity and Diversity

The Authority adheres to the principles of equity and diversity as detailed in the Public Sector Management Act and standards. The current profile of the staff includes two females and two males.


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3.2 Resources and Ownership Agreement Reporting

3.2.1 Ownership Agreement

The Authority negotiates a Statement of Intent with the Government as part of the Budget process.

3.2.2 Staffing Profile

All Authority staff are full time permanent employees. The current staffing profile is as follows:

1 x Chief Executive Female1 x GDA Manager 3 Male (AWA)1 x SOGB Male1 x ASO6 Female

3.2.3 Australian WorkplaceAgreements

Classification Salary Duration Range

GDA $70 794- 30 monthsManager 3 $95 524

All employees of the Authority are employed either through agreement with ACT Government agencies or via appropriate contract arrangements.

The Authority utilises the resources of Government agencies,particularly the Department of Urban Services. The Authorityhas entered into service agreements with some agenciesto provide services such as personnel, leasing andengineering expertise and land survey support. The Authorityalso utilises the services of the ACT Government Solicitor’s office on a fee for service basis. The Authority has also engaged a finance officer (fully qualified accountant) onconsultancy basis. The ACT Auditor-General audits theAuthority.


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3.2.4 Certified Agreements

Two employees are currently employed under the Department of Treasury’s Certified Agreement.

3.2.5 Workers’ Compensation

During the set reporting period of 1/3/02 to 28/2/03, there was one claim for workers compensation.

3.2.6 Training and Staff Development

Staff of the Authority have a development plan that considers and addresses their personal development needs.

Training expenditure for 2002/2003 totalled $6,281.00.

3.2.7 Capital Works Management

The Authority has had a large capital works program over the previous 12 months. The Authority has managed this in a variety of ways:

Sub-divisions - for the development of infrastructure on Yerrabi 2, an engineering consultant was engaged to design and supervise the construction. This consultancy was managed by an in house engineer.

Roads and Site Servicing - Procurement Solutions have been engaged by the Authority to manage the majority of the Authority’s capital works. Some projects, where a closer management arrangement was necessary, were managed in house.


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Construction is well underway on the extension to Hibberson Street between

Gozzard Street and Crinigan Circle



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3.2.8 Consultancy & ContractorServices

Consultants and contractors used by the Authority in 2001/2002 are:

• Ernst & Young Audit Services• Price Waterhouse Coopers Probity Audit• DSB Landscape Architects Tree assessment & Removal• ACT Survey – Cadastral Survey Services• J Rice Accounting Services• Egan National Valuers Valuation Services• J McLean Office Management• Link Corporate Services Accounting Services

Pty Ltd• The Expert Client Urban Design Services• Annand Alcock Urban Urban Design

Services• Purdon Associates Pty Ltd Planning Studies• Young Consulting Planning Studies• Artcraft Research Market Research• The Village Building Project Management

Company• DUS Publishing Services Design & Marketing• Elton Consulting Marketing• Foulsham & Munday Pty Ltd Marketing• Concept 3 Marketing• Planning & Land Professional Services

Management• Elric Models Model of GTC • Jeavons & Jeavons Pty Ltd • Parsons Brinckerhoff • Northrop Engineers Engineering Services• Bingwood Engineering Engineering Services

Services• Canberra Contractors Engineering Services• WP Brown & Partners Planning Services• WINTV Marketing• Inkline Marketing• Australian Capital TV Marketing• Canberra Times Advertising• City News Advertising

$5,644.00 $35,367.00 $31,459.00

$23,645.34 $31,292.04 $18,050.00 $33,272.50 $19,500.00

$170,647.77

$45,885.00

$11,510.00 $217,743.00 $14,200.00 $307,891.46

$8,923.39 $10,329.88 $6,960.00 $131,575.00 $226,688.91

$7,000.00 $26,250.00 $10,215.00 $19,725.00 $157,998.00

$3,094,234.63 $316,503.08 $9,010.00 $10,996.13 $19,000.00 $92,263.16 $6,000.00


Racheal Bruhn Design Artwork Design Prime TV Marketing Clarke & Di Pauli Survey Australian Valuation Office Valuations

$10,180.00 $7,686.00 $11,100.00 $8,890.91


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3.3 Statutory Requirements

3.3.1 Occupational Health and Safety

The Authority is committed to promoting and maintaining a high standard of health, safety and well being of all staff and adheres to the OH&S principles as set out in the ACT Public Sector Management Standards.

In accordance with Section 85 of the Occupational Health and Safety Act 1989 (the Act), there was one accident and/ordangerous occurrence notified to ACT Workcover.

No Improvement Notices were issued against GungahlinDevelopment Authority under Section 76 of the Act.

No Prohibition Notices were issued against Gungahlin Development Authority under Section 77 of the Act.

No directions were issued under Section 78 of the Act.

3.3.2 Commissioner for the Environment

There were no requests made of, or recommendations made on, the Authority under Section 23 of the Commissioner for Environment Act 1993.

3.3.3 Public Interest Disclosures

The Authority has negotiated with the Department of Urban Services to adopt their procedures for Public Interest Dis-closure. A brochure is available explaining the procedure to members of the public. There were no disclosures for the period ending 30 June 2003.

3.3.4 Government Contractual Debts (Interest) Act 1994

The Authority entered into no contracts where the Govenment Contractual Debts (Interest) Act 1994 does not apply.

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3.3.5 Freedom of Information Statement

There were five requests received under the Freedom of Information Act 1989 during 2002-2003.

3.3.6 Ecologically Sustainable Development

The Gungahlin Development Authority is committed to ecolog-ically sustainable development. The Planning Guidelines and Codes for development in the Town Centre and Central Area incorporate principles of passive solar design, good solarorientation, water sensitive design, good walkability, access to public transport and enhanced biodiversity.

Innovative Water Sensitive Design principles are beingincorporated into the design of Yerrabi Estate Stage 2.

To further articulate and ensure the implementation of eco-logically sustainable development principles, the Authority has prepared a development control plan which will guide devel-opment in the Town Centre over a period of 5 years.


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Gungahlin Development Authority — Annual Report 2002-2003 Gungahlin Development Authority — Annual Report 2002-2003 18


4. Financial and Performance Statements

4.1 Financial Statements

MANAGEMENT DISCUSSION AND ANALYSIS FOR THE FINANCIAL YEAR ENDED 30 JUNE 2003

4.1.1 General Overview

Objectives

The Gungahlin Development Authority was established in 1996 to oversee the development of the Gungahlin Town Centre.

The Authority’s operations are funded through the sale of leases within the Gungahlin Town Centre and Central Area (GTC & CA). The Authority must operate within the ACT Government’s land release strategies and programs.

The Authority’s primary objective is to facilitate the develop-ment of the Gungahlin Town Centre in the context of economic, social and environmental perspectives that achieve design excellence, innovation, commercial feasibility and public benefits, as well as a monetary return to theTerritory.

Risk Management

The Gungahlin Development Authority will be subsumed into the Land Development Agency as of 30 June 2003. Forcontinuing projects, the risks that may influence the futurefinancial outcomes of various ongoing projects are:

• the complex commercial and legal relationships that arise from land sale processes and

• potential delays and escalation costs in the construction of infrastructure associated with residential land sub-division and the softening of the retail residential market.

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The effectiveness and efficiency of the land sale processes would be most appropriately reviewed and evaluated by an Internal Audit Committee. In relation to land development projects, a full risk assessment plan and marketing strategy for each project will be prepared prior to development.

4.1.2 Financial Performance

The following financial information is based on auditedFinancial Statements for 2001-2002 and 2002-2003.

Operating Results

The operating profit for 2002-2003 was $38.8m. This amount was significantly greater than budgeted ($30.3m) due to high-er than expected revenue from both residential and commer-cial land sales and an increase in the number of commercial sites sold. The increase of $27.8m from the 2001-2002 out-come was due to different levels of sales activity (additional commercial sites sold), the deferral of the sale of three major mixed-use sites from 2001-2002 and greater than expected revenue from all land sales.

The following table summarises the Authority’s Statement of Financial Performance.



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2002-2003 2002-2003 Budget Outcome $’000 $’000RevenueLand Sales 27,500 54,128Interest 350 734Land Contributed from ACT 3,250 13,056Other 0 23Total Revenue 31,100 67,941

ExpenditureCost of Goods Sold 3,250 13,926Employee Expenses 511 423Administration Expenses 271 205Depreciation/Loss on Stolen Assets 4 31Infrastructure to be Returned 14,000 13,413Other 1,000 1,137Total Expenses 19,036 29,135 Operating Result Before 12,064 38,806 Income Tax EquivalentIncome tax equivalent 3,619 0Operating Result After Tax 8,445 38,806Total Equity From Start 13,725 13,707 of PeriodCapital Injections 1,800 822Dividend Declared 0 33,500Change in Accounting Standard 0 (6)Total Equity At The End 23,970 19,829 of Period

Total Expenditure

Other than an increase in Infrastructure to be Returned, which is due to the increased level of sales activity, the other major variation in expenditure from 2001-2002 to 2002-2003, was in Cost of Goods Sold. The increase in this item of $6.6m was due to the commencement of government land development with the pilot project (Yerrabi Estate) . It should also be noted that during 2002-2003, the Authority was granted an exemp-tion from the payment of income tax under Section 24AM of the Income Tax Assessment Act 1936. In the previous year, the Authority was required to make an equivalent payment to the Commissioner of the ACT Revenue.


$Opening Net Assets - 1 July 2002 13,706,916Surplus for the Period Ended 30 June 2003 38,805,683Distribution to Government (33,500,000)Change in Accounting Standards (5,873)Capital Injection 822,000Net Assets - 30 June 2003 $19,828,726

Liquidity

“Liquidity” is the ability of the Authority to satisfy its short-term debts as they fall due. A common indicator for liquidity is the current ratio, which compares the ability to fund short-term li-abilities from short-term assets.


Description Prior Year Current Year Budget Current Year Actual Actual $’000 2002-2003 $’000 2001-2002 2002-2003

Current Assets 26,503 34,217 37,410Current Liabilities 12,744 14,197 17,573

Current Ratio 2.08 2.41 2.12

The Authority’s current ratio for the financial year is 2.1:1, an improvement on the previous current ratio of 2.08:1. The im-provement reflects increased receivables due to the increase in sales and construction activity.

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While in 2001-2002 no dividend was declared to enable the pilot government land development project, Yerrabi Estate, to be funded, in 2002-2003 a dividend of $33.5m was declared.

Authority Financial Position

Norwithstanding the payment of the dividend of $33.5m, the Authority’s net asset position was $19.8m as at 30 June 2003, compared with $13.7m as at 20 June 2002. The increase of $6.1m is due to the increase in sales activity and the sub-sequent increase in trade debtors and the right to receive infrastructure.


4. Financial and Performance Statements 4.2 Financial Statements for Gungahlin Development Authority For the Period Ended 30 June 2003

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4. Financial and Performance Statements 4.3 Auditor-General Report

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4.4 Financial Statements for Palmerston Joint Venture


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5. Compliance Index

Assistance to Readers

Transmittal CertificateTable of ContentsGlossary of Abbreviations and AcronymsContact Officer, Internet Site

Overview and Major Achievements

Whole of Government Issues

Key Issues:Customer Focused Public ServiceAboriginal and Torres Strait Islander ReportingMulticultural FrameworkFraud PreventionEquity and Diversity

Resource and Ownership Agreement Reporting:Ownership AgreementStaffing ProfileAustralian Workplace AgreementsCertified AgreementsWorkers CompensationTraining and Staff DevelopmentCapital Works ManagementConsultancy and Contractor ServiceAsset Management Strategy

Statutory Requirements:Occupational Health and SafetyCommissioner for the EnvironmentPublic Interest DisclosureGovernment Contractual Debts (Interest) Act 1994Freedom of InformationEcological Sustainable Development

Financial and Performance Statements

Appendices

Subsumed Reports

Annexed Reports

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Documents

Table of Contents - Suburban Land Agency | Suburban Land ... · • Scout Facility 3 Whole of Government Issues 3.1 Key Issues 3.1.1 Community Engagement 3.1.2 Customer Focused Public