AGENDA AND BUSINESS PAPER

 

 

Ordinary Meeting of Council

 

 

 

To be held on
Monday

26 October 2020

AT 6:00pm

 

 

 

Cnr Baylis and Morrow Streets,
Wagga Wagga NSW 2650
PO Box 20, Wagga Wagga

 

Phone: 1300 292 442
Fax: 02 6926 9199
Website:
www.wagga.nsw.gov.au


NOTICE OF MEETING

 

In pursuance of the provisions of the Local Government Act, 1993 and the Regulations there under, notice is hereby given that an Ordinary Meeting of the Council of the City of Wagga Wagga will be held in the Council Chamber, Civic Centre, Corner Baylis and Morrow Streets, Wagga Wagga, on Monday 26 October 2020 at 6:00pm.

 

Council live streams video and audio of Council meetings. Members of the public are advised that their voice and/or image may form part of the webcast.

 

 

2Peter_500px

 

Mr Peter Thompson

General Manager


WAGGA WAGGA CITY COUNCILLORS

 

 

Councillor G

Mayor

Councillor Greg

Conkey OAM

Councillor D

Deputy Mayor

Councillor Dallas Tout

Councillor Y

Councillor Yvonne Braid

Councillor P

Councillor Paul Funnell

Councillor D

Councillor Dan Hayes

Councillor V

Councillor Vanessa Keenan

Councillor R

Councillor Rod Kendall

Councillor T

Councillor Tim Koschel

Councillor K

Councillor Kerry Pascoe

 

 

 

 

 

 

QUORUM

The quorum for a meeting of the Council is a majority of the Councillors of the Council who hold office for the time being who are eligible to vote at the meeting.


COUNCIL MEETING ROOM

 


Reports submitted to the Ordinary Meeting of Council to be held on Monday 26 October 2020.

Ordinary Meeting of Council AGENDA AND BUSINESS PAPER

Monday 26 October 2020

ORDER OF BUSINESS:

CLAUSE               PRECIS                                                                                       PAGE

PRAYER                                                                                                                       2

ACKNOWLEDGEMENT OF COUNTRY                                                                          2

APOLOGIES                                                                                                                 2

Confirmation of Minutes

CM-1           CONFIRMATION OF MINUTES - 12 OCTOBER 2020                                  2

DECLARATIONS OF INTEREST                                                                                    2

Reports from Staff

RP-1            Wagga Wagga Pedestrian Walkway Review Report                 3

RP-2            Exhibition of Draft Wagga Wagga Local Strategic Planning Statement                                                                                                                11

RP-3            DRAFT LAKE ALBERT PLAN OF MANAGEMENT                                    19

RP-4            Welcoming Cities membership                                                        26

RP-5            ANNUAL FINANCIAL STATEMENTS 2019/20                                           30

RP-6            Financial Performance Report as at 30 September 2020       39

RP-7            Proposed New and Amended Fees and Charges for 2020/21   71

RP-8            FEES AND CHARGES AMENDMENT - WASTE CHARGES ON PROPERTIES WITH A SECONDARY DWELLING                                                                        74

RP-9            Model Code of Conduct and Administrative Procedures     77

RP-10          2021 COUNCIL MEETING DATES                                                             83

RP-11          RESOLUTIONS AND NOTICES OF MOTIONS REGISTERS                      87

RP-12          RESPONSE TO QUESTIONS/BUSINESS WITH NOTICE                           89

Committee Minutes

M-1              Audit, Risk and Improvement Committee Minutes - 8 October 2020  91   

QUESTIONS/BUSINESS WITH NOTICE                                                                       97

Confidential Reports

CONF-1       RFT2021-05 PROVISION OF TRAFFIC CONTROL SERVICES                  98

CONF-2       RFT2021-01 READY MIX CONCRETE & ASSOCIATED PRODUCTS SUPPLY     99

 


PRAYER

 

 

ACKNOWLEDGEMENT OF COUNTRY

 

 

APOLOGIES

 

 

Confirmation of Minutes

CM-1              CONFIRMATION OF MINUTES - 12 OCTOBER 2020       

Recommendation

That the Minutes of the proceedings of the Ordinary Council Meeting held on 12 October 2020 be confirmed as a true and accurate record.

 

 

Executive Summary

The Minutes of the Ordinary Council Meeting of 12 October 2020 as provided to Councillors under separate cover, be adopted by Council as a true and correct record of that meeting.

 

Following adoption by Council, the Minutes will be published on Council’s website.

 

 

DECLARATIONS OF INTEREST

 

 


Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-1

 

Reports from Staff

RP-1               Wagga Wagga Pedestrian Walkway Review Report

Author:         Lisa Saffery 

Director:       Janice Summerhayes

         

 

Summary:

On 20 July 2020 the Crime Prevention Working Group recommended to Council for endorsement of the Wagga Wagga Pedestrian Walkway Review Report. Council endorsed this report at its 10 August 2020 Ordinary Council meeting. This report details the guiding principles for assessing and remediating pedestrian walkways to increase community safety. Following this report four (4) walkways, where residents had raised concerns of safety to Council, have been assessed by staff and Crime Prevention Officers from the Riverina Police District. Recommended treatments for these locations are presented for consideration in this report.

 

 

Recommendation

That Council:

a       receive and note the report

b       endorse the recommendations contained in this report

c        note the expenditure allocations from Council’s operational budget 20/21 as detailed in the financial implications of the report

 

Report

On 20 July 2020 the Crime Prevention Working Group recommended to Council for endorsement of the Wagga Wagga Pedestrian Walkway Review Report (PWR). The PWR report included Crime Prevention Through Environmental Design Principles (CPTED) to assess and treat pedestrian walkways  

 

On 10 August 2020 at the Ordinary Council meeting on the Motion of Councillors K Pascoe and T Koschel the following items were resolved:

 

That Council:

a.   receive the minutes of the Crime Prevention Working Group Meeting held on 20 July 2020

b.   endorse the recommendations outlined in the Crime Prevention Working Group minutes as detailed in the Wagga Wagga Pedestrian Walkway Review Report numbered (1) to (6)

c.   endorse the recommendation of items 2 for the establishment of a sub-committee listed in Business with Notice of the Crime Prevention Working Group Minutes

 


 

CPTED aims to reduce crime by designing or treating the built environment according to a set of guidelines or in the case of pre-existing pedestrian walkways apply CPTED principles to them to increase public safety. These guidelines include:

 

Territorial re-enforcement

Territorial re-enforcement increases the ability to clearly identify what is private and public space, and where land is public encouraging community ownership of these areas. There are a number of ways to delineate private and public space and increase usage including:

 

·    Increasing signage to a walkway and at either end, including information that demonstrates where it leads for example school, bus stop, street. This will increase usage and passive surveillance. 

·    Creating links to existing bike paths and including this information in maps to show alternate active transport routes.

 

Surveillance

Surveillance increases the opportunity for connecting, seeing others and being seen. This can be achieved by natural surveillance (easy visibility, well used space), technical surveillance such as CCTV or formal surveillance (security guards). 

 

Surveillance can be increased in a number of ways including but not limited to:

 

·    Sensor lighting to demonstrate when someone is present

·    CCTV

·    Improve generalised lighting

·    Requesting patrols (police or security guards) frequent the locations to demonstrate an increased presence

·    Widening entrances and exit points

·    Removing overgrown unmanaged greenery and debris 

·    Strategically locating parks or other public amenities within line of sight.

 

Access Control

Access Control can include using signage and wayfinding markers to encourage movement or restrictive access control by way of partial closures or limiting access through closures.  There are a number of access controls that can be applied to increase safety in walkways, these include but are not limited to:

 

·    Partial closure of walkways – can be closed through gates or similar treatments at times of the day where anti-social behaviour is most prevalent

·    Temporary closure of walkway – closure of a walkway in the short term to understand impact on crime and access

·    Permanent closure of walkways – last option and frequently most expensive option

·    Addition of bollards or treatments to disincentivise usage of other vehicles or to deter people running through them as an escape route.

 

Space / Activity Management 

There are a number of strategies that can be applied to create an increased sense of ownership or safety including but not limited to:

 

·    Activation of spaces by engaging surrounding residents or shop owners to develop gardens for aesthetic or food purposes. This increases a sense of ownership or presence, in addition to hiding fences and easy access points to property. Adding foliage to walkways can also be a deterrent for graffiti and fence jumping depending on the species selected.

·    Beautification and increased visibility of the space by ensuring the space looks appealing and well cared for, all debris is removed, cutting back overgrown greenery, grass is cut and graffiti is reported and removed promptly.   There is a high correlation between urban decay, fear of crime and avoidance behaviour

 

The PWR also recommended that prior to considering any treatment to a pedestrian walkway the following information must be considered:

 

·    Prior issues and complaints reported to Council from the community

·    Number and type of crime incidents surrounding the pedestrian walkway reported to the Police

·    Police recommendations in relation to any treatments being considered for a pedestrian walkway 

 

On 12 August 2020 Council staff with two Crime Prevention Officers from the Riverina Police District undertook site CPTED audits at four locations, where Council had received complaints, petitions or concerns from residents.  These locations included:

 

·    Bandera Avenue, Glenfield

·    Walla Place, Glenfield Park

·    Lusher Avenue, Turvey Park

·    Yungana Place, Glenfield Park

 

 

The CPTED audits also included a review of crime numbers of reported offences in the vicinity of the pedestrian walkways and the active travel usage of these walkways. The audit reports recommended treatments that would address territorial re-enforcement, surveillance, access control and space and activity management. The treatments are in line with the previous PWR report CPTED principles.

 


 

Walla Place and Bandera Avenue, Glenfield Park findings and recommendations

The CPTED review recommended that Walla Place and Bandera Avenue receive treatments to improve visibility, usability, safety and target hardening, as well as remaining open for public access to the nearby public reserve and shopping services. It was also considered favourable to stay open to offer opportunities for active travel, see attached CPTED audit reports.

 

 

 

Recommended treatments for Bandera Avenue, Glenfield Park is to progress the following actions:

 

Bandera Avenue, Glenfield Park Recommended treatments

Cost

Notes

Fit Bollards at both ends of walkway

$1,162

U style that overlap

Add signage

$236

-

Extend concrete footpath from Bandera Ave through to Jannali Place, Glenfield Park

$11,017

 

-

Cut back overgrowth

2020/21 Operational funding

Action completed

Upgrade playground and shade in area

Unfunded project

  -

Maintenance of walkway

$292

  -

Increase lighting and visibility

Unfunded project

Staff to liaise with Essential Energy

Total Cost

$12,707

 

 

 

Recommended treatments for Walla Place, Glenfield Park is to progress the following actions:

 

Walla Place, Glenfield Park Recommended treatments

Cost

Notes

Fit Bollards at both ends of walkway

$1,162

U style that overlap

Add signage

$236

-

Remove graffiti

$146

-

Cut back overgrowth

2020/21 Operational funding

Action completed

Increase lighting and visibility

Unfunded project

Staff to liaise with Essential Energy

Total Cost

$1,544

 

 

Lusher Avenue, Turvey Park and Yungana Place, Glenfield Park findings and recommendations

In addition to the CPTED audit, attending police recommended a more extensive action in the form of a Community Safety Audit.  This was due to issues identified in the CPTED audit reports and types of crimes that had taken place in or around the locations.

 

During September 2020 site visits were conducted by one Crime Prevention Officer from Riverina Police District and Council staff at Lusher Avenue, Turvey Park and Yungana Place, Glenfield Park during daylight and night-time hours. Residents were invited to participate and provide feedback verbally and in written form as part of the Community safety Audit. The walkways were also assessed for frequency of usage. 

 

It was determined that Lusher Avenue had a reasonable amount of usage and that with recommended treatments the safety of the walkway could be improved. The majority of residents did express a preference for a temporary closure due to fear of criminal activity however, there has been minimal reports formally lodged with police. Residents were encouraged by police to report even the most minor crimes to assist police to have crime data that matches perception of crime. A number of residents also reported using the walkway for recreation, exercise and for a more direct line of access to school bus routes. It is recommended that a further assessment of this location is conducted after six months of treatments being finalised.

 

 

Recommended treatments for Lusher Avenue, Turvey Park is to progress the following actions:

 

Lusher Avenue, Turvey Park Recommended treatments

Cost

Notes

Fit Bollards at both ends of walkway

$1,162

U style that overlap

Add signage

TBA

For consideration after development at CSU South Campus

Fix pathway and drainage damage

$7,899

-

Cut back overgrowth

2020/21 Operational budget

Action completed

Increase lighting and visibility

Unfunded project

Staff to liaise with Essential Energy

Total Cost

$9,061

 

 

Police identified significant crime in the shopping precinct near Yungana Place and noted that once offenders accessed this the pedestrian walkway that they could not be tracked down by police. All residents who attended the Community Safety Audit expressed support for closure. Whilst this is a site identified for active travel no usage was observed during any of the three site visits by Police and Council staff. An additional site visit was made by a Council staff member to this location on a school day between 3.30 – 4.30pm and no one was seen entering or exiting this walkway.

 

 

Recommended treatments for Yungana Avenue, Glenfield Park is to undertake a temporary closure and undertake the following actions:

 

Yungana Avenue, Glenfield Park Recommended treatments

Cost

Notes

Temp closure through installation of single Colourbond fence continuing fence line at reserve end.

$690

-

Remove graffiti

$146

-

Clear overgrown foliage and open up sightlines in reserve area.

2020/21 Operational budget

Action Completed

Total Cost

$836

 

 

Financial Implications

Total cost of treatments to all sites (excluding the lighting and visibility improvements at 3 of the 4 sites and the proposed upgrade to the playground and shade for Bandera Avenue, Glenfield Park) is $24,148. This is proposed to be funded from the Roads Operations existing maintenance budgets in the 2020/21 financial year.  This cost centre funds items such as signs, bollards, graffiti management and maintenance to footpaths.

 

The lighting infrastructure upgrades detailed in this report will be followed up with Essential Energy and any cost implications would be reported back to Council. The proposed upgrade to the playground and shade for Bandera Avenue, Glenfield Park will be subject to Council’s business and financial planning processes.

Policy and Legislation

·        The Roads Act 1993

·        Local Government Act 1993

·        NSW State Environment Planning Policy 2007

·        Wagga Wagga Local Environment Plan 2010

·        Wagga Wagga Development Control Plan 2010

·        Crimes Act 1900 – Act 40

·        Police Act 1900 – Act 47

·        Wagga Wagga Graffiti Management 2021

·        Wagga Wagga Crime Prevention Plan 2021

 

Link to Strategic Plan

Safe and Healthy Community

Objective: We are safe

Outcome: We create safe spaces and places

 

Risk Management Issues for Council

Community safety needs to be balanced with access and active travel and public opinion.

Internal / External Consultation

Regular consultation and input was received from the Wagga Wagga Crime Prevention Working Group, representatives from the Riverina Police District and residents in the four suburban locations in the development of this report.

 

 

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

 

 

x

 

 

 

 

 

 

 

 

 

Involve

 

 

 

 

 

x

 

 

x

Collaborate

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Attachments

 

1.

Crime Prevention Through Environmental Design Audit Reports August 2020

This matter is considered to be confidential under Section 10A(2) of the Local Government Act 1993, as it deals with: matters affecting the security of the Council, Councillors, Council staff or Council property. - Provided under separate cover

 

  


Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-2

 

RP-2               Exhibition of Draft Wagga Wagga Local Strategic Planning Statement

Author:         Adam Wood 

Director:       Michael Keys

 

 

Summary:

New legislative changes introduced in March 2018 include requirements for Council to prepare a Local Strategic Planning Statement. The Statement sets out the 20-year vision for land use throughout the local government area and inform how change will be managed into the future.

 

This report seeks approval to place the draft document on public exhibition to allow community and stakeholder consultation and feedback.

 

 

Recommendation

That Council:

a       notes the content of the draft Wagga Wagga Local Strategic Planning Statement

b       places the draft Wagga Wagga Local Strategic Planning Statement on public exhibition for a period of 42 days:

i         inviting public submissions on the draft document

ii        undertaking community engagement including workshops, stakeholder discussions and drop-in sessions

c        receives a further report following the public exhibition period

i         addressing any submissions made in respect to the draft Wagga Wagga Local Strategic Planning Statement

 

Report

Wagga Wagga Local Strategic Planning Statement

 

The draft Wagga Wagga Local Strategic Planning Statement (separate cover attachment) is a guiding strategy to achieve the key land use outcomes identified in both the Wagga Wagga Community Strategic Plan – Wagga View and the Riverina Murray Regional Plan 2036.

 

This is the first Local Strategic Planning Statement (LSPS) for Wagga Wagga under the present legislative arrangements. Reviews and updates will occur alongside the review and adoption of the Community Strategic Plan every four years.

 

The LSPS will strengthen and guide future planning for the City, providing an integrated approach to the various opportunities and pressures facing Wagga Wagga by focusing upon the long-term vision and priorities for land use planning. Building upon and succeeding the Wagga Wagga Spatial Plan 2013-2043, the LSPS provides a coherent and integrated plan for the future of the city. The LSPS will form the basis of rezoning decisions, and inform the review of planning controls across the whole Wagga Wagga Local Government area, guiding development outcomes.

 

Background

 

The Wagga Wagga LSPS is a State Government requirement under legislative changes introduced in March 2018. As part of these changes, all local government planning authorities in NSW are required to prepare a Local Strategic Planning Statement (LSPS) setting out the 20-year vision for land use in their local area.

 

At the time of the legislative update, Council was in the process of preparing the “Wagga Wagga Activation Strategy” which had been placed on public exhibition from 1 September 2017 to 28 September 2017. In view of the legislative update. The opportunity existed to update and transform the former “Wagga Wagga Activation Strategy” into a draft LSPS to meet legislative requirements.

 

The draft LSPS also incorporates the outcomes and directions of key strategic projects for the City since the draft Wagga Wagga Activation Strategy was developed. Most notable among these strategic projects are the Wagga Wagga Special Activation Precinct (SAP) Master Plan and the Wagga Wagga Health and Knowledge Precinct Master Plan. These projects are significant items for the growth and development of the city and Riverina-Murray region and this status is reflected in the discussion, priorities and actions of the draft LSPS. These identified precincts provide opportunities for new enterprise and investment in Wagga Wagga.

 

Vision, themes and priorities

 

Wagga Wagga is experiencing a period of great opportunity. The combination of Wagga Wagga’s strong economic and population growth, high accessibility to Australia’s major cities and sea ports and regional importance make the city attractive for investment, prospective new residents and for government initiatives and investment.

 

The LSPS includes a vision for the future of the City.

 

Wagga Wagga is the thriving, innovative and connected southern capital of New South Wales. The City will continue to grow sustainably, protecting the natural environment, providing new opportunities and choice in housing, employment, investment and lifestyle.

 

Wagga Wagga is connected to the world providing pathways for our business, industry and resources to traverse the globe and compete internationally whilst providing high speed digital pathways for innovation, expansion, knowledge and research in our own backyard.

 

Our economic diversity and strength will grow our city beyond 100,000. Creating a culturally rich and vibrant city that caters a diverse population across all ages and cultures.

 

This outcome relies on a holistic approach to land use planning to support our growing population, economy and position as a regional centre. This will be built around three (3) themes:

 

1.   The Environment

2.   Growing Economy

3.   Community Place and Identity

 

The vision is to be achieved through a focus on the following overarching principles for the city:

 

1.    Protect and enhance natural areas

2.    Increase resilience to natural hazards and land constraints

3.    Manage growth sustainably

4.    The southern capital of New South Wales

5.    Encourage and support investment

6.    A connected and accessible city

7.    Growth is supported by sustainable infrastructure

8.    Our city promotes a healthy lifestyle

9.    High-quality public spaces with an engaging urban character

10.  Provide for a diversity of housing that meets our needs

11. Strong and resilient rural and village communities

 

Financial Implications

Fulfilling the legislative requirement for Wagga Wagga City Council to prepare a Local Strategic Planning Statement is an ongoing project undertaken within the core requirements of the strategic planning programme. It has been resourced from Council’s existing staffing levels, with the assistance of external consultants in the production of the final version of the document.

 

Exhibition of the draft LSPS will incur some operational costs relating to publicity materials, notification, as well as placement of these within local news publications. The conduct of engagement sessions will also incur some small costs relating to materials including posters and banners for display and discussion.

 

Commitment to completing the programme of actions identified within the Local Strategic Planning Statement will require resourcing to be identified in Council’s long-term financial plan and resourcing plan. These may be in addition to the current resourcing and/or staffing levels. Requirements for the resourcing of these actions will be referred to Council in future reports as they arise.

 

Policy and Legislation

Environmental Planning and Assessment Act 1979

 

Riverina Murray Regional Plan Directions

Key directions from the Riverina Murray Regional Plan relevant to the LSPS are:

 

1:      Protect the region’s diverse and productive agricultural land

2:      Promote and grow the agribusiness sector

3:      Expand advanced and value-added manufacturing

4:      Promote business activities in industrial and commercial areas

5:      Support the growth of the health and aged care sectors

6:      Promote the expansion of education and training opportunities

7:      Promote tourism opportunities

10.    Sustainably manage water resources for economic opportunities

11.    Promote the diversification of energy supplies through renewable energy generation

13:    Manage and conserve water resources for the environment

14:    Manage land uses along key river corridors

15:    Protect and manage the region’s many environmental assets

16:    Increase resilience to natural hazards and climate change

17:    Transform the region into the eastern seaboard’s freight and logistics hub

18:    Enhance road and rail freight links

19:    Support and protect ongoing access to air travel

20.    Identify and protect future transport corridors

21.    Align and protect utility infrastructure investment

22.    Promote the growth of regional cities and local centres

23:    Build resilience in towns and villages

25.    Build housing capacity to meet demand

26.    Provide greater housing choice

28.    Deliver healthy built environments and improved urban design

29.    Protect the region’s Aboriginal and historic heritage

Community Strategic Plan – Objectives

The LSPS builds on the objectives and outcomes of the Community Strategic Plan 2040 – Wagga View with reference and emphasis on the following.

 

Objective: We have strong leadership
Outcome: We plan long term

 

Objective: We are safe
Outcome: We create safe spaces and places

 

Objective: We promote a healthy lifestyle
Outcome: Recreation is a part of everyday life

 

Objective: We have access to health and support services that cater for all our needs
Outcome: Our health and support services meet the needs of our community

 

Objective: We are a regional capital
Outcome: We have complete and accessible transport networks, building infrastructure, improving road travel reliability, ensure on-time running for public transport

 

Objective: We are a regional capital

Outcome: We are a leading freight and logistics centre, encourage business investment

Outcome: We are enabled by technology

Outcome: We attract and support local businesses and industry

 

Objective: There is growing investment in our community
Outcome: There is government investment to develop our community

 

Objective: We are a tourist destination
Outcome: We promote our city and villages

 

Objective: We have employment opportunities
Outcome: We have career opportunities

 

Objective: We are a hub for activity
Outcome: We have vibrant precincts

Outcome: We have a vibrant nightlife

 

Objective: We are proud of where we live and our identity
Outcome: We have a strong sense of place

             Outcome: We value our heritage

             Outcome: There is a Defence presence in our city

 

Objective: We have opportunities to connect with others
Outcome: We activate our community spaces to promote connectedness

 

Objective: We plan for the growth of the city
Outcome: We have sustainable urban development

            Outcome: We have housing that suits our needs

 

Objective: We protect and enhance our natural areas
Outcome: We have healthy natural areas

 

Objective: Create and maintain a functional, attractive and health promoting built environment
Outcome: We create an attractive city

 

Objective: We create a sustainable environment for future generations
Outcome: We are proactive in our waste management

            Outcome: We minimise our impact on the environment

 

Wagga City Council Strategic Plans

 

The LSPS also delivers on strategic objectives and outcomes provided in the following Wagga Wagga City Council strategies:

 

·    Wagga Integrated Transport Strategy 2040

·    Recreation, Open Space and Community Strategy 2040

·    Biodiversity Strategy: Maldhangilanha 2020-2030

 

The outcomes provided for in these strategies that are directly related to the LSPS are highlighted and listed in the LSPS. This identifies the connections between the overall landuse strategy for the Local Government area and the corporate and community strategies.

 

Link to Strategic Plan

The Environment

Objective: We plan for the growth of the city

Outcome: We have sustainable urban development

Risk Management Issues for Council

All local government areas are required to have a Local Strategic Planning Statement to guide land use planning activities. Should Council not prepare a Local Strategic Planning Statement in a timely fashion, a Local Strategic Planning Statement will be prepared by NSW State Government. The Regional Activation Directorate has completed the development of a draft Local Strategic Planning Statement to meet this requirement.

 

Wagga Wagga City Council has had the benefit of additional consideration in this regard to enable integration of the Wagga Wagga Special Activation Precinct Master Plan. With the public exhibition of the Special Activation Precinct Master Plan the onus is on Council to move promptly to exhibit the draft LSPS and swiftly move to adopt a final version of the Statement thereafter.

 

The LSPS is centrally important to the ongoing management of city and regional planning in the Wagga Wagga local government area. The LSPS manages the risks that arise from an absence of forward planning and subsequent poor urban outcomes. The risks include overall functionality and amenity of urban and rural areas of the City, resulting in a degradation in the quality of life enjoyed by residents and undermining the basis for new enterprise and business development. Failure to plan for the future potentially exposes the City, increases risks of poor planning outcomes including unsustainable development, as well as haphazard and uncoordinated development that is not serviced or supported by adequate or appropriate infrastructure.

 

Internal / External Consultation

The draft Wagga Wagga LSPS has been developed following previous consultation undertaken as part of the development of the Wagga Wagga Spatial Plan 2013-2043, the Community Strategic Plan 2010 – Wagga View and the draft Wagga Wagga Activation Strategy (2017). The Statement takes into account the findings of previous community consultations. Whilst the Statement does include new directions for the planning of the city, it also builds upon the successive planning directions which have obtained broad community support and acceptance through the development, adoption and implementation of these previous strategy documents.

 

Previous consultation – Wagga Wagga Activation Strategy

 

The previous feedback received in the course of completing those projects can be summarised into various topics. These remain relevant to the land use planning of the city and have informed the development of the LSPS.

 

Infill

 

There has been broad support to pursue directions which help to activate the city. These include introducing more food and drink premises, particularly those with alfresco dining. This positions the CBD as a location with a strong offer of experiences for residents and visitors alike, rather than sole reliance on a more transactional offer.

 

Consistent with this, demand for additional housing opportunities within the CBD and central and inner-Wagga Wagga areas, with access to services, employment, leisure and other opportunities has also been expressed by the community

 

Employment

 

There is a recognition by residents of the city of a need to support employment opportunities and create employment growth. Aspirational targets for population growth will require new employment opportunities as well as growth of existing business and industry. This requires a stable investment environment and supportive community as well as infrastructure and capacity.

 

Rural

 

Activation Strategy consultation revealed that community members were concerned the character of areas may change as a result of urban sprawl at the edge of Wagga Wagga and further complicated by the introduction of incompatible land uses. The consultation also reinforced the need to support services in the villages across the local government area.

 

Environment

 

The community attached importance to the water quality of the Murrumbidgee River and Lake Albert, which underpins the ongoing recreational opportunities available to residents and visitors at both of these water bodies.

 

The natural environment remains a key asset of the City area and is strongly supported in the draft LSPS.

 

Internal consultation during 2019

 

In the development of the Wagga Wagga Draft Local Strategic Planning Statement to date, consultation has been undertaken across the directorates of the organisation.

 

Upcoming exhibition period

 

The draft Wagga Wagga LSPS has been developed integrating the previous findings detailed above. It also reflects more recent information and responses arising through community feedback and interest from work undertaken since 2017.

 

The draft LSPS, if adopted, will be the defining land use strategy for Wagga Wagga. As a result of this key status within planning for Wagga Wagga, it is important that suitable effort is made to attract a substantial level of interest from a range of stakeholders, interest groups and the general public.

 

In support of this, a communication and engagement plan has been developed identifying a six week exhibition period, scheduled to commence on Monday 26 October 2020 and concluding on Friday 11 December 2020.

 

The public consultation period is to include a supporting program of targeted workshops and drop-in sessions. To raise awareness these activities, a campaign of publicity material has also been scheduled to complement the exhibition period.

 

Targeted notification of key stakeholder groups will extend to the following groups:

 

·    Planning, real estate and land development industries.

·    Local business and enterprise through the Business Support group including Wagga Wagga Business Chamber, Committee 4 Wagga and Women in Business

·    Major national and sub-national businesses with significant operations in Wagga Wagga or importance to the local and regional economy

·    Key service institutions, including tertiary education bodies and service providers

·    Growth area land owners: Northern Growth Area, villages’ growth areas.

 

 

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

 

x

 

x

x

x

 

 

 

 

 

 

 

x

x

Involve

 

 

 

 

x

x

 

 

x

x

Collaborate

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Attachments

 

1.

Draft Local Strategic Planning Statement (LSPS) - Provided under separate cover

 

2.

Draft Local Strategic Planning Statement (LSPS Communication and Engagement Plan (October 2020) - Provided under separate cover

 

  


Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-3

 

RP-3               DRAFT LAKE ALBERT PLAN OF MANAGEMENT

Author:         Ben Creighton 

Director:       Michael Keys

         

 

Summary:

Recent reforms to the Crown Land Management Act 2016 have transferred the care, management and control of dedicated or reserved Crown Land to Council, in accordance with the Local Government Act 1993. The Local Government Act requires plans of management to be prepared for all community land. This report provides details on the Lake Albert Draft Plan of Management.

 

 

That Council:

a       refer the Lake Albert Draft Plan of Management to the NSW Department of Planning, Industry and the Environment for review and consent to place on public exhibition

b       subject to consent from the NSW Department of Planning, Industry and Environment place the non-confidential sections of the Lake Albert Draft Plan of Management on public exhibition in accordance with s38 of the Local Government Act 1993 for a period of at least 28 days and invite interested members of the community to make comment

c        at the conclusion of the public notice period conduct a public hearing in accordance with s40A of the Local Government Act 1993

d       receive a further report concerning the outcomes of the public notice period and public hearing.

 

Report

Wagga Wagga City Council is the Crown Lands Manager of specific land parcels within the Lake Albert Precinct. Recent reforms to the Crown Land Management Act 2016 have transferred the care, management and control of dedicated or reserved Crown Land to Council, in accordance with the Local Government Act 1993. Crown land is to be regarded as Community Land.

 

The Lake Albert Precinct is located in the southern urban area of Wagga Wagga. The land covered by the Lake Albert Draft Plan of Management includes Crown Lands managed by Wagga Wagga City Council and Scouts Australia and additional parcels owned and managed by Wagga Wagga City Council and commercially owned parcels (Golf Club and Boat Club). Additional land owned by the Wagga Wagga Country Club, the Wagga Wagga Boat Club, Roman Catholic Church and Crown Land leased by Riding for the Disabled Inc. are also applicable to this Plan of Management due to operational aspects of the land’s usage impacting on the activity undertaken within the Lake Albert Precinct. (map attached)

 

Under section 36(1) of the Local Government Act 1993 plans of management must be prepared for all community land. These plans are an essential management tool for Council by providing a transparent and co-ordinated approach to public land management.

 

Under the Act a plan of management identifies categories of community land for use by the general public and provides specific objectives for each of these categories. 

 

These are:

 

·    Park

·    Sportsground

·    Natural Area (subcategorised further as bushland, wetland, foreshore, watercourse, escarpment)

·    Cultural Significance

·    General Community Use

 

Plans of management are required:

 

·    to be written by council in consultation with the community

·    to identify the important features of the land (e.g. cultural and natural significance, sportsground)

·    to clarify how council will manage the land

·    to indicate how the land may be used or developed including leasing, licences and hire arrangements

 

A plan of management is not a masterplan. It is an overarching strategic planning document that guides and informs a range of more detailed plans and policies for the day to day planning, design and management of the community land. However, plans of management can be developed concurrently with masterplans to ensure future development opportunities reflect community desire and expectations.

 

The Lake Albert Draft Plan of Management has been developed in accordance with the templates and the guidance notes provided by the NSW Department of Planning, Industry and Environment. This Plan explores development and improvement opportunities as well as the stakeholder requests as identified during consultation to date. Importantly the Plan also acknowledges that the issue of Lake Albert’s water level and quality is the primary issue to be addressed in order to realise the precinct’s full potential as a tourism activator and community recreational asset.  It should be noted that not all requests are supported by all stakeholders and the feedback received from the public and stakeholder groups during the public exhibition period will guide the final inclusions in the Plan of Management and development plan.   

 

Wagga Wagga City Council staff are in the process of submitting a final proposal to the NSW Government for a debit/credit water scheme where water that is discharged by Council into the Murrumbidgee River would be enable an equivalent quantity of water to be extracted under a special purpose access license to maintain the water level of Lake Albert. Council is also in the process of updating the current Major Overland Flood Flow Study. As part of this study, consideration is being given to utilising Lake Albert to provide flood mitigation to the broader downstream area.  The elements for consideration could include increasing the available airspace in Lake Albert for temporary flood water storage and to improve water inflows into Lake Albert from both Crooked Creek and Stringybark Creek.

 

Given the importance of community involvement in the development of a plan of management multiple points of stakeholder and community engagement occur through all stages of a plan’s adoption. This process is identified in the following flow chart.


 

Public Exhibition

 

Public exhibition of draft plans of management require the following actions:

 

·  Council must give public notice of a draft plan of management

·  The period of public exhibition of the draft plan must be not less than 28 days

·  The public notice must also specify a period of not less than 42 days after the date on which the draft plan is placed on public exhibition during which submissions may be made to the council

·  Community members are able to make submissions in writing, via email or Council’s website

·  Council must also publicly exhibit the draft plan together with any other matter which it considers appropriate or necessary to better enable the draft plan and its implications to be understood.

 

Public Hearing

 

In addition to the public exhibition period, Council is also required to hold a public hearing if a plan is changing the categorisation of community land.  Because the Lake Albert Draft Plan of Management will introduce the additional land use categorisations of Sportsground and General Community Use within the Lake Albert Precinct a Public Hearing must be held. This together with the public exhibition period, will be scheduled following consent from the Department of Planning, Industry and Environment.

 

The Public Hearing will be chaired by an independent person and all public comments will be acknowledged. The independent Chair will provide a report to Council at the conclusion of the hearing, providing a summary of all views expressed during the hearing. Community members are able to speak at the hearing to share their opinions and expand on any written submissions that they may have previously submitted. 

 

Next Step

It is recommended that Council endorse staff submitting the Lake Albert Draft Plan of Management to the NSW Department of Planning, Industry and Environment for review and comment prior to placing the draft plan on public exhibition.

 

Financial Implications

There are no financial implications with Council resolving as per the report recommendations.

Policy and Legislation

·    Crown Land Management Act 2016

·    Local Government Act 1993

Link to Strategic Plan

Community Place and Identity

Objective: We are proud of where we live and our identity

Outcome: We have a strong sense of place

 

 

Risk Management Issues for Council

Identified risks are those associated with non-compliance with relevant legislative requirements.

Internal / External Consultation

During the development of the draft Lake Albert Plan of Management consultation has taken place with the Wiradjuri First Nations Community, Wagga Wagga Youth – 2019 “SHAPE YOUR CITY” Youth Forum, Convenor of Markets by the Lake, Wagga Wagga Country Club Golf Course Management, Wagga Wagga Boat Club Management and existing Community user groups and Community License Holders.

 

Ongoing consultation has also taken place with the Water For Lake Albert Community Group. This group has been in formation for six years and consists of representatives from the community, local residents, boating groups, water sport groups, fishing groups and the Golf Club.

 

Further community consultation and engagement will take place during the required Public Exhibition period together with a requisite Public Hearing.

 

 

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

 

 

 

x

x

x

 

 

x

x

x

x

x

x

x

 

Involve

 

 

 

x

x

x

 

 

x

x

x

x

x

x

x

Collaborate

 

 

 

x

x

x

 

 

x

x

x

x

x

x

 

x

 

 

 

Attachments

 

1.

Lake Albert Plan of Management Applicable Land

 

2.

Draft Lake Albert Plan of Management 2020 - Provided under separate cover

 

3.

Draft Lake Albert Development Plan

 

  


Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-3

 

 

 



Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-3

 


Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-4

 

RP-4               Welcoming Cities membership

Author:         Dominic Kennedy 

Director:       Michael Keys

         

 

Summary:

Join over 200 councils as members of the Welcoming Cities initiative to create greater awareness about Wagga Wagga’s inclusive and diverse community and drive economic growth.

 

 

Recommendation

That Council:

a       join the Welcoming Cities program as a free member

b       review participation after 12 months

 

Report

Overseas born arrivals to Wagga Wagga made up 67% of the increase in usual resident population as reported in the 2016 Census. This statistic indicates that if Wagga Wagga is to reach a population of 100,000 by 2038, attracting and retaining overseas born residents will be critical.

 

Wagga Wagga is regularly referenced by those in government and advocacy groups as a city that has successfully grown into a multicultural and diverse community. The inclusive and welcoming approach adopted by the city has yielded significant socioeconomic benefits and supported the region’s growth. However, there is an opportunity to increase awareness, further grow our population, and build upon our strong progress by joining the Welcoming Cities network.

 

Welcoming Cities is an initiative of Welcoming Australia funded by the Scanlon Foundation. The initiative was launched nationally in March 2016 and seeks to support Local Governments and communities to develop a more cohesive approach to migration, settlement, cultural diversity and inclusion - delivering greater social and economic outcomes for all residents.

 

·    Commit to Welcome. Formal commitment from Council to participate in the Welcoming Cities network.

·    Communicate Welcome. The development of messaging and communications highlighting unity, shared values, and that diverse voices are listened to and celebrated.

·    Plan for Welcome. City of Wagga Wagga would consider existing policies and practices that embed welcoming and inclusion across all areas. Where appropriate, the Council would also identify further cultural diversity and inclusion strategies that value social, economic and civic participation for all people.

·    Build Welcome. The Council can consider and benchmark their policies and practices against The Australian Standard for Welcoming Cities.

·    Sustain Welcome. Reporting and data is captured to track social cohesion and socioeconomic indicators over time. If desired, the Council can assess and accredit their policies and practices against The Welcoming Cities Standard.

What are the benefits of being a member

50 Local Councils are already members of the Welcoming Cities network. This includes the Cities of Sydney, Warrnambool, Lake Macquarie, and Toowoomba.  We are also in active conversation with more than 90 Local Governments about becoming members of the network. Key elements of the network include:

 

·    Knowledge sharing. Supporting local governments to access evidence-based research, resources, policies and case studies.

·    Partnership development. Facilitating & resourcing multi-sector partnerships to maximise learning, reach and impact.

·    Celebrating Success. Recognising local governments that demonstrate leading practice and innovation in welcoming efforts.

·    Standard and Accreditation. Setting the National Standard for cultural diversity and inclusion policy and practice in local government.

 

Membership

There are two membership levels available – Free and Premium. The benefits are detailed in the table below.

 

Premium membership fees are based on the population size of the Local Government Area and they’re paid annually. These fees help ensure the sustainability of the initiative and provide effective support to local councils across the country. Cities with a population of over 50,000 are charged $3000 annually.

 


 

Accreditation

 

Welcoming Cities supports local councils, and their communities, to work towards greater social, cultural, civic and economic success. Assessment and Accreditation as a Welcoming City allows councils to benchmark progress and identify gaps in their welcoming and inclusion practice.

 

“The process of becoming accredited as a Welcoming City has allowed us to explore how we are tracking in cultural diversity and inclusion work, including supporting reconciliation for Greater Bendigo. Gathering evidence from our partners and across the city has given us insight into the breadth of work we are doing, and a roadmap to address gaps in the future.”

 

Jac Torres-Gomez, City of Greater Bendigo

 

Accreditation pricing

 

The cost of accreditation is outlined below. In order to ensure the evidence submitted by councils is relevant and up-to-date, accreditation expires every three years. Councils wishing to maintain their level or progress to the next stage must re-apply.

 

 

Summary

 

Wagga Wagga’s multicultural and inclusive community has been a key element in our historical growth and will be critical to the region’s future success. Participation in programs such as Welcoming Cities will not only help build awareness about our region, but also connect us with resources to help us improve.

 


 

Financial Implications

As noted in this report, there are two membership levels available – Free and Premium. The recommendation in this report suggests joining at the Free membership level, with a subsequent review of costs and benefits to determine if the Welcoming Cities Accreditation should be pursued when budget becomes available.

Policy and Legislation

N/A

 

Link to Strategic Plan

Community Place and Identity

Objective: We are proud of where we live and our identity

Outcome: We are a multicultural community

 

Risk Management Issues for Council

Aligning with an external organisation that may not share all the values of Council and/or our community.

Internal / External Consultation

Internal: Social Planning team

External: Regional Development Australia and the Welcoming Cities teams

 

 

 

  


Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-5

 

RP-5               ANNUAL FINANCIAL STATEMENTS 2019/20

Author:         Carolyn Rodney 

Director:       Natalie Te Pohe

         

 

Summary:

The 2019/20 Financial Statements have been completed by Council staff and have recently been audited by the NSW Audit Office.

 

 

Recommendation

That Council:

a       note the comments from the Audit, Risk & Improvement Committee Chairperson and the recommendation to Council from the Committee regarding the 2019/20 Financial Statements

b       approve the signing of the 2019/20 Financial Statements pursuant to Section 413 (2)(c) of the Local Government Act 1993

c        approve the closing balances of the Restricted Assets (Reserves) as at 30 June 2020 as detailed in Note 7 (c) – Restricted cash, cash equivalents and investments

d       receive a report on the audited financial reports and auditors report at the 23 November 2020 Council Meeting, pursuant to Section 418(1) of the Local Government Act 1993 and provide public notice accordingly

 

Report

The 2019/20 Annual Financial Statements have been prepared and Council’s external auditors, NSW Audit Office have completed their audit. It is a requirement of the Local Government Act 1993 that Council prepare a statement on the General Purpose and Special Purpose Financial Reports prior to sign off by the auditor. These statements must be signed by the Mayor, one Councillor, the General Manager and the Responsible Accounting Officer.

 

This statement is required to be signed and included in the Financial Statements prior to the auditor providing the final audit reports. The Financial Statements together with the auditors’ reports must be forwarded to the Office of Local Government by 30 November 2020. Usually the date for submission is 31 October each year, however a one-month extension was granted by the OLG to all Councils in response to the COVID-19 pandemic.

 

The 2019/20 financial statements were presented to the Audit, Risk & Improvement Committee (ARIC) at its meeting on 8 October 2020. The report from the Chairperson is included in the Committee meetings minutes in a separate report to this meeting, with an extract provided below for Councillors’ information:

 

Chair’s Report on ARIC meeting of 8 October 2020

Summary of Committee Discussion

This Chair’s report identifies only the reports the Committee discussed or had concerns about during this meeting. There were no apologies from Committee members. One Committee member left the meeting at 10am.

The Committee congratulated the finance team for their efficiency in ensuring the accounts were ready in a timely manner for the auditors. The Committee congratulated Council on obtaining a good financial result.

 

The Committee requested reports to be presented to future ARIC meetings or as out of session reports.

 

·    Asset Management including implementation of software

·    Progress report on the recommendation outlined in the Final Management Letter

·    Draft Cyber Security Policy and update on the Draft Cyber Security Plan

·    Status of Councils Bridge Register

·    Recruitment progress CAE

 

RP1 Financial Statements

 

The NSW Audit Office provided a report on the conduct of the audit and also provided closing report on their audit findings.

 

The External Auditor found no contentious accounting policies or any significant changes to accounting policy during the audit, other than changes disclosed within the financial statements.

 

The Committee is not aware of any material matters about Council’s financial risks, systems of internal control or accounting policies that need to be advised to Council members at this point of time or would prevent acceptance and signature of the draft financial statements.

 

Questions from the Committee covered:

 

·    New accounting standards and impact on financial statements

·    Statement of error changes in Equity 2019/20 – this related to the opening balance and prior period errors

·    Types of grant funding is not from Commonwealth or State funding

·    Compliance audits

·    Fit for the Future reserves

·    Use of restricted reserves for internal borrowing

·    Council’s performance against the OLG operating performance ratio

·    Borrowing against investment (mainly restricted)

·    Rental income shown

·    Cash and cash equivalent

·    Revaluation

·    Impact on revenue streams by pandemic

·    Asset revaluations / software to support asset management

·    Capital Expenditure guidelines

·    Timing of valuations

·    IT General Controls

·    Volunteer services not recognised

·    RFS assets

 

Relevant section within ARIC Charter

 

Council’s Financial Statements are to be reviewed by the Committee prior to presentation and sign off by Council.

 

In relation to this, the Committee’s role under the ARIC Charter notes that the Committee responsibilities include:

 

·    Satisfy itself that the annual financial reports comply with applicable Australian Accounting Standards and are supported by appropriate management signoff on the statements and the adequacy of internal controls

·    Review the external audit opinion, including whether appropriate actions have been taken in response to audit recommendations and adjustments

·    To consider contentious financial reporting matters in conjunction with Council’s management and external auditors

·    Review the processes in place designed to ensure financial information included in the annual report is consistent with the signed financial statements

·    Satisfy itself that there are appropriate mechanisms in place to review and implement, where appropriate, relevant State Government reports and recommendations

·    Satisfy itself that there is a performance management framework linked to organisational objectives and recommendations

 

Marg Nicholls PMIIA

Chair, Audit, Risk and Improvement Committee

Wagga Wagga City Council

 

During the ARIC Meeting, the Committee resolved the following:

 

That the Audit, Risk and Improvement Committee:

a       receive a presentation from Council’s auditors, the NSW Audit Office

b       recommend that Council approve the signing of the 2019/20 Financial Statements pursuant to Section 413(2)(c) of the Local Government Act 1993 and the Local Government Code of Accounting Practice and Financial Reporting

c        receive and note the NSW Audit Office Management Letter on the audit for the year ended 30 June 2020

d       receive a report at its first meeting of 2021 on the review of Asset Management at Council including an implementation plan and proposed new software

e       receive a report at its first meeting of 2021 on actions undertaken and the progress toward completion of each of the following Audit Office recommendations as outlined in the body of the Final Management Letter 2019/2020 and in its Appendix

 


 

2019/20 Financial Overview

 

The 2019/20 draft financial statements show total income from continuing operations of $153.7M, total expenses from continuing operations of $132.8M, resulting in a preliminary net operating surplus of $21.0M (including capital grants and contributions). The restated 2018/19 financial year resulted in a net operating surplus of $26.1M (originally $27.5M), with the decreased net result for 2019/20 mainly attributable to an increase in depreciation expense ($1.4M) and losses on disposal of assets ($3.3M).

 

Extract from the draft 2019/20 Financial Statements – Income Statement:

 

 

For the 2019/20 financial year, Council met the benchmark for five (5) of the six (6) performance indicators outlined within the Financial Statements. This is an increase from the four (4) met in 2018/19 with the Debt service cover ratio not being met in in 2018/19 due to refinancing of loans and subsequent one-off break costs. The refinancing resulted in a better overall result for Council of approximately $0.239M over a 6-8 year period. If the refinancing did not occur, the Debt service cover ratio would have been 4.40x for 2018/19.

 

Below is an extract of the performance indicators from the draft 2019/20 financial statements.

 

Extract from the draft 2019/20 Financial Statements – Statement of performance measures:


 

As at 30 June 2020, Council held $41.6M in internal reserves, an increase of $8.5M on the previous year. The major internally restricted reserves Council holds are:

 

Reserve Name

30 June 2020

Balance

30 June 2019

Balance

Increase/

(Decrease) from prior year*

Employees Leave Entitlement

$3.781M

$3.585M

$0.196M

Fit for the Future

$5.418M

$1.785M

$3.633M

Grant Commission

$5.489M

$5.256M

$0.233M

Internal Loans

$1.672M

$0.661M

$1.011M

Livestock Marketing Centre

$5.652M

$3.312M

$2.340M

Unexpended External Loans

$1.284M

$0.431M

$0.853M

 

*Notes on Increases/(Decreases):

 

·    Fit for the Future Reserve – repayment of the $4.55M transferred from this Reserve in 2018/19 was paid back in 2019/20, following Ministerial approval of an internal loan from the Sewer Fund. Additionally, Council funded $0.927M worth of projects from this Reserve during 2019/20, to leave a closing balance of $5.42M at 30 June 2020.

 

·    Internal Loans Reserve – repayment of the $0.452M transferred from this Reserve in 2018/19 was paid back in 2019/20, following Ministerial approval of an internal loan from the Sewer Fund.

 

·    Grant Commission Reserve – $5.489M received for a 50% prepayment of the Financial Assistance Grant relating to the 2020/21 financial year. This prepayment commenced in the 2016/17 financial year.

 

·    Unexpended External Loans Reserve – Council experienced delays in the completion of its LED Street lighting upgrade project which resulted in a delay in payments required to Essential Energy.

 

A copy of the Draft Financial Statements are attached to this report.

Financial Implications

Whilst this report and associated attachments show Council’s financial performance and position for the 2019/20 financial year, the adoption of this report by the Council has no financial implications.

Policy and Legislation

Local Government Act 1993

Sections:   413 - Preparation of Financial Reports

418 - Public notice to be given of presentation of financial reports

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We are accountable and transparent

Risk Management Issues for Council

The NSW Audit Office have provided Council with a final Management Letter which has identified six (6) issues with four (4) rated as Low and two (2) rated as Moderate. Council officers will undertake the actions that have been identified in each of the Management Responses.

Internal / External Consultation

The Council’s Community Engagement Strategy and IAP2 considers the community to be “any individual or group of individuals, organisation or political entity with an interest in the outcome of a decision….”

 

Council’s external auditors, NSW Audit Office have liaised with Council’s Finance division, along with presenting the results to the Audit, Risk and Improvement Committee on 8 October 2020.  Councillors will also have an opportunity to discuss any aspect of the 2019/20 financial statements with the NSW Audit Office staff prior to the 26 October 2020 Council meeting.

 

 

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

 

 

 

X

 

 

 

 

 

 

 

X

 

Involve

 

 

 

 

 

 

 

 

Collaborate

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Attachments

 

1.

2019/20 Draft Financial Statements - Provided under separate cover

 

2.

2019/20 General Purpose Financial Statements - Statement by Councillors and Management - Provided under separate cover

 

3.

2019/20 Special Purpose Financial Statements - Statement by Councillors and Management - Provided under separate cover

 

  


Report submitted to the Ordinary Meeting of Council on Monday 26 October 2020

RP-6

 

RP-6               Financial Performance Report as at 30 September 2020

Author:         Carolyn Rodney 

Director:       Natalie Te Pohe

         

 

Summary:

This report is for Council to consider information presented on the 2020/21 budget and Long Term Financial Plan, and details Council’s external investments and performance as at 30 September 2020.

 

 

Recommendation

That Council:

a       approve the proposed 2020/21 budget variations for the month ended 30 September 2020 and note the proposed deficit budget position as a result of COVID-19

b       note the financial information presented in the report on Council’s 2020/21 budget and the continued impact due to COVID-19

c        approve the Pending Project budgets outlined within the report to be included in the 2020/21 Confirmed Capital Works Delivery Program

d       note the Responsible Accounting Officer’s reports, in accordance with the Local Government (General) Regulation 2005 (Part 9 Division 3: Clause 203) that the financial position of Council is satisfactory having regard to the original estimates of income and expenditure and the recommendations made above

e       note the details of the external investments as at 30 September 2020 in accordance with section 625 of the Local Government Act 1993

 

Report

Wagga Wagga City Council (Council) continues to forecast deficit budget positions as a result of the estimated financial impact the COVID-19 pandemic is having on many businesses, with local councils not immune to the pandemic.

 

At this stage, Wagga Wagga City Council (Council) continues to forecast a $4.2M deficit budget position for the 2020/21 budget year (as at 30 September 2020).  This will be reviewed as the year progresses, with updates provided to Council as part of the monthly financial performance report. 

 

Council has experienced a negative monthly investment performance for the month of September when compared to budget ($43,246 down on the monthly budget). This is due mainly a reduction in the principal value of Council’s Floating Rate Note portfolio and a negative movement in Council's TCorp Long Term Growth fund.


 

Key Performance Indicators

 

 

OPERATING INCOME

Total operating income is 24% of approved budget (this percentage excludes capital grants and contributions). An adjustment has been made to reflect the levy of rates that occurred at the start of the financial year. Excluding this adjustment, operating income received is 73%.

 

OPERATING EXPENSES

Total operating expenditure is 27% of approved budget and is tracking slightly over budget at this stage of the financial year due to operating contract commitments that have been raised for the full year. Excluding these commitments, the expenditure to budget is 16% which is on target.

 

CAPITAL INCOME

Total capital income is 4% of approved budget. It is important to note that the actual income from capital is influenced by the timing of the receipt of capital grants and contributions relating to projects. This income also includes the sale of property, plant and equipment.

 

CAPITAL EXPENDITURE

Total capital expenditure including commitments is 27% of approved budget (including ‘Pending Projects’). Excluding ‘Pending Projects’ budgets, the capital expenditure including commitments is 46% of approved budget.

 

 


 

WAGGA WAGGA CITY COUNCIL
STATEMENT OF FINANCIAL PERFORMANCE
1 JULY 2020 TO 30 SEPTEMBER 2020

CONSOLIDATED STATEMENT

 

ORIGINAL
BUDGET
2020/21

BUDGET ADJ
2020/21

APPROVED BUDGET
2020/21

YTD ACTUAL   EXCL COMMT'S 2020/21

COMMT'S 2020/21

YTD ACTUAL + COMMT'S
2020/21

YTD % OF BUD

Revenue 

Rates & Annual Charges

(72,529,470)

0

(72,529,470)

(17,825,080)

0

(17,825,080)

25%

User Charges & Fees

(22,261,420)

0

(22,261,420)

(4,761,484)

0

(4,761,484)

21%

Interest & Investment Revenue

(2,306,255)

0

(2,306,255)

(875,748)

0

(875,748)

38%

Other Revenues

(2,931,718)

(302,515)

(3,234,233)

(974,929)

0

(974,929)

30%

Operating Grants & Contributions

(13,415,374)

4,571,782

(8,843,591)

(2,146,782)

0

(2,146,782)

24%

Capital Grants & Contributions

(89,541,725)

21,803,457

(67,738,267)

(2,387,679)

0

(2,387,679)

4%

Total Revenue

(202,985,962)

26,072,725

(176,913,237)

(28,971,702)

0

(28,971,702)

16%

 

 

Expenses

 

Employee Benefits & On-Costs

48,595,768

(448,102)

48,147,666

12,081,336

0

12,081,336

25%

Borrowing Costs

3,452,579

0

3,452,579

268,410

0

268,410

8%

Materials & Contracts

30,860,378

6,765,796

37,626,174

6,895,779

6,750,937

13,646,716

36%

Depreciation & Amortisation

35,177,865

0

35,177,865

8,794,466

0

8,794,466

25%

Other Expenses

9,985,219

2,381,685

12,366,903

2,178,498

93,972

2,272,471

18%

Total Expenses

128,071,808

8,699,379

136,771,187

30,218,490

6,844,910

37,063,400

27%

 

Net Operating (Profit)/Loss

(74,914,154)

34,772,103

(40,142,051)

1,246,789

6,844,910

8,091,698

 

Net Operating (Profit)/Loss before Capital Grants & Contributions

14,627,571

12,968,646

27,596,217

3,634,467

6,844,910

10,479,377

 

 

 

Capital / Reserve Movements

Capital Expenditure - One Off Confirmed

31,423,131

15,994,753

47,417,884

4,612,535

26,006,171

30,618,706

65%

Capital Expenditure – Recurrent

22,666,954

5,509,171

28,176,125

3,151,634

2,231,737

5,383,372

19%

Capital Exp – Pending Projects

102,263,183

(43,828,242)

58,434,941

0

0

0

0%

Loan Repayments

4,718,119

0

4,718,119

1,178,530

0

1,178,530

25%

New Loan Borrowings

(22,723,947)

(3,765,392)

(26,489,338)

0

0

0

0%

Sale of Assets

(2,173,514)

(1,018,634)

(3,192,148)

(262,258)

0

(262,258)

8%

Net Movements Reserves

(21,740,087)

(7,801,986)

(29,542,073)

0

0

0

0%

Total Cap/Res Movements

114,433,839

(34,910,330)

79,523,509

8,680,441

28,237,909

36,918,349

 

 

 

ORIGINAL
BUDGET
2020/21

BUDGET ADJ
2020/21

APPROVED BUDGET
2020/21

YTD ACTUAL   EXCL COMMT'S 2020/21

COMMT'S 2020/21

YTD ACTUAL + COMMT'S
2020/21

YTD % OF BUD

Net Result after Depreciation

39,519,685

(138,227)

39,381,458

9,927,229

35,082,819

45,010,048

 

 

Add back Depreciation Expense

35,177,865

0

35,177,865

8,794,466

0

8,794,466

25%

 

Cash Budget (Surplus) / Deficit

4,341,820

(138,227)

4,203,593

1,132,763

35,082,819

36,215,581

 

 

 

 

 

 

 

 

Description

Budget

2020/21

Budget

2021/22

Budget

2022/23

Budget

2023/24

Budget

2024/25

Budget

2025/26

Budget

2026/27

Budget

2027/28

Budget

2028/29

Budget

2029/30

Adopted Bottom Line (Surplus) / Deficit

4,341,819

2,909,316

2,682,933

1,763,495

2,131,200

3,137,673

2,748,594

1,622,670

1,359,793

740,739

Prior Adopted Bottom Line Adjustments

(138,226)

(498,057)

(676,339)

(868,239)

(1,073,591)

(1,293,138)

(1,527,657)

(1,777,962)

(2,044,912)

(2,329,404)

    Revised Bottom Line (Surplus) / Deficit

4,203,593

2,411,259

2,006,594

895,256

1,057,609

1,844,535

1,220,937

(155,292)

(685,119)

(1,588,665)

 

 

 

 

 

 

 

 

 

 




2020/21 Revised Budget Result – (Surplus) / Deficit

$’000s

Original 2020/21 Budget Result as adopted by Council

Total Budget Variations approved to date

Budget Variations for September 2020

$4,342K

   ($139K)

$0

Proposed Revised Budget result for 30 September 2020 - (Surplus) / Deficit

$4,203K

 

The proposed Budget Variations for 30 September 2020 are listed below:

 

Budget Variation

Amount

Funding Source

Net Impact

(Fav)/ Unfav

5 – The Environment

Green Pro Mower Purchase

Annual Plant Hire Costs

$69K

 

$11K

Solid Waste Reserve ($80K)

Nil

Funds are requested for the purchase of a Green Pro Mower for the Gregadoo Waste Management Centre (GWMC). The mower will be used to manage the mowing duties at GWMC and the various rural transfer stations. The Green Pro is remote controlled and designed for safe mowing on slopes, banks and around trees and structures. The unit is capable of mowing grassed swales when wet and does not suffer punctures. As this is not included in the current plant replacement program, it is proposed for this item to be funded initially from the Solid Waste Reserve which has current capacity with future replacement purchases to be funded from the Plant Replacement Reserve. This will also result in additional plant hire charges of $11K for the current year, and future years to be included in the LTFP funded from the Solid Waste Reserve.

Estimated Completion: 30 June 2021

Job Consolidation: 70163

 

 

Nil

 

The Pending Projects list is a list of adopted Capital Works projects which have not been included in the 2020/21 Delivery Program for the following reason(s):

 

-  Capacity and resourcing constraints

-  Project description and scope not fully defined

-  External funding to be determined

 

The following projects are now considered to meet the necessary requirements to be included in the Capital Works Delivery Program:

 

Capital Works Project

Prior Years

2020/21

Budget

2021/22 Budget

Total Project Budget

 

Comments

Replacement of Depot Fuel Tanks & Bowers

Job Consolidation:19541

$11,136

$658,364

$0

$669,500

Currently $36,210 delivery and $622,154 pending. Proposed $658,364 delivery.

Fuel Management System – Council Fuel Trailers

Job Consolidation:20848

$0

$100,000

$0

$100,000

Currently $10,000 delivery and $90,000 pending. Proposed $100,000 delivery.

Erosion Control Sandy Creek, Uranquinty

Job Consolidation:19552

$0

$303,000

$0

$303,000

Currently $42,640 delivery and $260,360 pending.

Proposed $303,000 delivery.

 


 

2020/21 Capital Works Summary*

 

Capital Works

Approved Budget

Proposed Movement

Proposed Budget

One-off

$47,417,884

$5,902,983

$53,320,867

Recurrent

$28,176,125

($4,861,469)

$23,314,656

Pending

$58,434,941

($972,514)

$57,462,427

Total Capital Works

$134,028,950

$69,000

$134,097,950

* The Lake Albert Road Urban Asphalt Projects totalling $4,861,469 are proposed to be transferred from the Recurrent Program to the One-off Project Category.

Current Restrictions

 

 

RESERVES SUMMARY

30 SEPTEMBER 2020

 

CLOSING BALANCE 2019/20

ADOPTED RESERVE TRANSFERS 2020/21

BUDGET VARIATIONS APPROVED UP TO COUNCIL MEETING 28.9.2020

PROPOSED CHANGES for Council Resolution

REVISED BALANCE

 

 

 

 

 

 

Externally Restricted

 

 

 

 

 

Developer Contributions - Section 7.11

(25,878,470)

464,256

423,159

 

(24,991,055)

Developer Contributions - Section 7.12

402,380

(50,464)

0

 

351,916

Developer Contributions – S/Water DSP S64

(6,693,550)

1,973,123

(416,195)

 

(5,136,622)

Sewer Fund

(25,992,570)

582,604

(2,641,386)

 

(28,051,351)

Solid Waste

(22,421,037)

9,163,583

322,007

80,400

(12,855,047)

Specific Purpose Grants

(3,645,164)

0

3,645,164

 

0

SRV Levee

(4,953,842)

(1,652,925)

436,607

 

(6,170,160)

Stormwater Levy

(4,143,634)

(200,921)

589,036

 

(3,755,519)

Total Externally Restricted

(93,325,885)

10,279,256

2,358,391

80,400

(80,607,838)

 

 

Internally Restricted

 

Airport

(324,921)

(511,083)

(89,015)

(925,019)

Art Gallery 

(55,091)

38,500

16,555

(36)

Ashmont Community Facility

(3,665)

(1,500)

0

(5,165)

Bridge Replacement 

(568,093)

236,972

31,121

(300,000)

CBD Carparking Facilities

(774,666)

105,302

(105,302)

(774,666)

CCTV 

(91,109)

18,000

0

(73,109)

Cemetery Perpetual 

(241,401)

(138,203)

0

(379,603)

Cemetery 

(597,311)

89,768

(69,226)

(576,769)

Civic Theatre Operating 

(96,321)

87,904

0

(8,417)

Civic Theatre Technical Infrastructure 

(7,706)

7,706

0

(0)

Civil Projects 

(142,016)

0

0

(142,016)

Community Amenities 

(282,200)

243,050

15,509

(23,641)

Community Works 

(176,588)

81,215

0

 

(95,373)

Council Election 

(444,166)

(93,256)

0

(537,422)

Economic Development 

(490,000)

490,000

0

0

Emergency Events 

(214,548)

22,709

(8,901)

 

(200,740)

Employee Leave Entitlements

(3,780,744)

 

0

 

(3,780,744)

Environmental Conservation 

(116,578)

 

0

 

(116,578)

Estella Community Centre 

(230,992)

 

0

 

(230,992)

Family Day Care 

(200,152)

0

0

 

(200,152)

Fit for the Future

(5,418,415)

684,035

198,611

 

(4,535,768)

Generic Projects Saving

(325,101)

325,101

0

 

0

Glenfield Community Centre 

(23,704)

(2,000)

0

 

(25,704)

Grants Commission 

(5,488,910)

 

5,488,910

 

0

Grassroots Cricket 

(70,992)

 

0

 

(70,992)

Gravel Pit Restoration 

(807,503)

13,333

0

 

(794,170)


 

 


 

RESERVES SUMMARY

 

30 SEPTEMBER 2020

 

CLOSING BALANCE 2019/20

ADOPTED RESERVE TRANSFERS 2020/21

BUDGET VARIATIONS APPROVED UP TO COUNCIL MEETING 28.9.2020

PROPOSED CHANGES for Council Resolution

REVISED BALANCE

Gurwood Street Property 

(50,454)

 

0

 

(50,454)

Information Services

(1,089,975)

446,840

8,492

 

(634,643)

Infrastructure Replacement 

(350,988)

219,491

0

 

(131,498)

Insurance Variations 

(100,246)

 

0

 

(100,246)

Internal Loans 

(1,672,256)

(828,298)

(691,522)

 

(3,192,076)

Lake Albert Improvements 

(208,718)

141,163

(132)

 

(67,688)

LEP Preparation 

(2,667)

2,667

0

 

0

Livestock Marketing Centre 

(5,651,791)

3,374,777

498,585

 

(1,778,428)

Museum Acquisitions 

(39,378)

 

0

 

(39,378)

Oasis Building Renewal 

(259,463)

30,000

74,329

 

(155,135)

Oasis Plant 

(1,071,266)

464,228

140,279

 

(466,759)

Office Equipment/Building Projects

(73,752)

71,251

0

 

(2,501)

Parks & Recreation Projects

(227,174)

(180,000)

163,174

 

(244,000)

Planning Legals

(40,000)

(40,000)

0

 

(80,000)

Plant Replacement 

(3,542,217)

2,046,451

25,866

 

(1,469,900)

Playground Equipment Replacement 

(260,821)

(116,356)

85,000

 

(292,176)

Project Carryovers 

(2,777,650)

574,876

2,202,774

 

0

Public Art 

(158,877)

52,572

13,760

 

(92,545)

Robertson Oval Redevelopment 

(92,151)

 

0

 

(92,151)

Senior Citizens Centre 

(19,627)

(2,000)

0

 

(21,627)

Sister Cities 

(55,776)

30,000

0

 

(25,776)

Sporting Event Attraction

(198,449)

59,000

139,027

 

(421)

Sporting Event Operational

(100,000)

(30,180)

0

 

(130,180)

Stormwater Drainage 

(258,242)

80,000

80,000

 

(98,242)

Street Lighting Replacement 

(12,553)

 

0

 

(12,553)

Subdivision Tree Planting 

(536,435)

80,000

10,602

 

(445,833)

Sustainable Energy 

(340,563)

89,945

112,836

 

(137,782)

Unexpended External Loans 

(1,284,452)

483,400

788,630

 

(12,422)

Workers Compensation 

(160,649)

 

0

 

(160,649)

Total Internally Restricted

(41,609,483)

8,747,383

9,129,960

0

(23,732,140)

 

 

 

 

 

 

Total Restricted

(134,935,368)

19,026,638

11,488,351

80,400

(104,339,978)

 

 

 

 

 

 

Total Unrestricted

(12,262,000)

0

0

0

(12,262,000)

 

 

 

 

 

 

Total Cash, Cash Equivalents and Investments

(147,197,368)

19,026,638

11,488,351

80,400

(116,601,978)

 

 


 

 

 

 


 

Investment Summary as at 30 September 2020

In accordance with Regulation 212 of the Local Government (General) Regulation 2005, details of Wagga Wagga City Council’s external investments are outlined below:

 

Institution

Rating

Closing Balance
Invested
31/08/2020
$

Closing Balance
Invested
30/09/2020
$

September
EOM
Current Yield
%

September
EOM
% of Portfolio

Investment
Date

Maturity
Date

Term
(mths)

Short Term Deposits

 

 

 

 

 

 

 

 

AMP

BBB

2,000,000

2,000,000

1.80%

1.36%

1/06/2020

30/11/2020

6

Macquarie Bank

A+

1,000,000

0

0.00%

0.00%

9/03/2020

7/09/2020

6

Auswide

BBB

2,000,000

2,000,000

1.00%

1.36%

30/06/2020

29/01/2021

7

NAB

AA-

0

1,000,000

0.75%

0.68%

14/09/2020

14/09/2021

12

Total Short Term Deposits

 

5,000,000

5,000,000

1.27%

3.40%

 

 

 

At Call Accounts

 

 

 

 

 

 

 

 

NAB

AA-

347,939

582,740

0.25%

0.40%

N/A

N/A

N/A

Rabobank

A+

4

0

0.25%

0.00%

N/A

N/A

N/A

CBA

AA-

2,801,686

6,696,569

0.25%

4.55%

N/A

N/A

N/A

CBA

AA-

17,079,164

14,085,833

0.65%

9.58%

N/A

N/A

N/A

Total At Call Accounts

 

20,228,793

21,365,142

0.51%

14.53%

 

 

 

Medium Term Deposits

 

 

 

 

 

 

 

 

RaboBank

A+

1,000,000

1,000,000

3.16%

0.68%

5/06/2017

6/06/2022

60

Rabobank

A+

1,000,000

1,000,000

3.20%

0.68%

25/08/2016

25/08/2021

60

Westpac

AA-

3,000,000

3,000,000

1.19%

2.04%

10/03/2017

10/03/2022

60

Auswide

BBB

2,000,000

2,000,000

2.95%

1.36%

5/10/2018

6/10/2020

24

BOQ

BBB+

2,000,000

2,000,000

3.35%

1.36%

3/01/2018

4/01/2022

48

Police Credit Union

NR

2,000,000

2,000,000

3.05%

1.36%

29/10/2018

29/10/2020

24

BOQ

BBB+

1,000,000

1,000,000

3.50%

0.68%

1/06/2018

1/06/2022

48

Westpac

AA-

2,000,000

2,000,000

3.02%

1.36%

28/06/2018

28/06/2021

36

BOQ

BBB+

3,000,000

3,000,000

3.25%

2.04%

28/08/2018

29/08/2022

48

ING Bank

A

3,000,000

0

0.00%

0.00%

30/08/2018

14/09/2020

24

P&N Bank

BBB

1,000,000

1,000,000

3.10%

0.68%

16/10/2018

18/10/2021

36

Westpac

AA-

2,000,000

2,000,000

3.05%

1.36%

13/11/2018

15/11/2021

36

Police Credit Union

NR

1,000,000

1,000,000

3.07%

0.68%

20/11/2018

20/11/2020

24

P&N Bank

BBB

1,000,000

1,000,000

3.30%

0.68%

20/11/2018

21/11/2022

48

ING Bank

A

2,000,000

2,000,000

2.93%

1.36%

29/11/2018

30/11/2020

24

NAB

AA-

2,000,000

2,000,000

3.01%

1.36%

30/11/2018

30/11/2021

36

Bendigo-Adelaide

BBB+

1,000,000

1,000,000

3.25%

0.68%

30/11/2018

30/11/2022

48

CUA

BBB

2,000,000

2,000,000

3.02%

1.36%

5/12/2018

7/12/2020

24

Newcastle Permanent

BBB

2,000,000

2,000,000

3.05%

1.36%

8/02/2019

8/02/2022

36

ING Bank

A

1,000,000

1,000,000

2.82%

0.68%

22/02/2019

22/02/2021

24

Newcastle Permanent

BBB

2,000,000

2,000,000

2.70%

1.36%

23/04/2019

26/04/2022

36

BoQ

BBB+

1,000,000

1,000,000

2.40%

0.68%

22/05/2019

23/05/2022

36

BoQ

BBB+

1,000,000

1,000,000

2.15%

0.68%

8/07/2019

10/07/2023

48

Judo Bank

NR

1,000,000

1,000,000

2.30%

0.68%

16/07/2019

16/07/2021

24

Auswide

BBB

1,000,000

1,000,000

1.95%

0.68%

12/08/2019

12/08/2022

36

Judo Bank

NR

1,000,000

1,000,000

2.15%

0.68%

20/08/2019

19/08/2021

24

Australian Military Bank

BBB+

1,000,000

1,000,000

1.76%

0.68%

20/08/2019

20/08/2021

24

Judo Bank

NR

1,000,000

1,000,000

1.90%

0.68%

10/09/2019

9/09/2022

36

Auswide

BBB

1,000,000

1,000,000

1.72%

0.68%

3/10/2019

4/10/2022

36

ICBC

A

2,000,000

2,000,000

2.03%

1.36%

6/11/2019

6/11/2024

60

ICBC

A

2,000,000

2,000,000

1.83%

1.36%

28/11/2019

28/11/2024

60

Judo Bank

NR

1,000,000

1,000,000

2.20%

0.68%

5/12/2019

3/12/2021

24

ICBC

A

1,000,000

1,000,000

1.75%

0.68%

6/01/2020

8/01/2024

48

BOQ

BBB+

1,000,000

1,000,000

2.00%

0.68%

28/02/2020

28/02/2025

60

ING Bank

A

2,000,000

2,000,000

1.50%

1.36%

2/03/2020

2/03/2022

24

Macquarie Bank

A+

2,000,000

2,000,000

1.40%

1.36%

9/03/2020

9/03/2022

24

Police Credit Union

NR

1,000,000

1,000,000

2.20%

0.68%

1/04/2020

1/04/2025

60

ICBC

A

1,000,000

1,000,000

1.85%

0.68%

29/05/2020

29/05/2025

60

ICBC

A

1,000,000

1,000,000

1.86%

0.68%

1/06/2020

2/06/2025

60

ICBC

A

2,000,000

2,000,000

1.75%

1.36%

25/06/2020

25/06/2025

60

ICBC

A

2,000,000

2,000,000

1.75%

1.36%

25/06/2020

25/06/2025

60

ICBC

A

2,000,000

2,000,000

1.60%

1.36%

29/06/2020

28/06/2024

48

ICBC

A

3,000,000

3,000,000

1.25%

2.04%

30/06/2020

30/06/2022

24

ICBC

A

2,000,000

2,000,000

1.42%

1.36%

7/07/2020

8/07/2024

48

ICBC

A

2,000,000

2,000,000

1.50%

1.36%

17/08/2020

18/08/2025

60

BoQ

BBB+

0

1,000,000

1.25%

0.68%

7/09/2020

8/09/2025

60

BoQ

BBB+

0

2,000,000

1.25%

1.36%

14/09/2020

15/09/2025

60

Total Medium Term Deposits

 

72,000,000

72,000,000

2.28%

48.96%

 

 

 

Floating Rate Notes - Senior Debt

 

 

 

 

 

 

 

 

Suncorp-Metway

A+

1,012,116

1,012,318

BBSW + 97

0.69%

16/08/2017

16/08/2022

60

Bendigo-Adelaide

BBB+

507,106

507,184

BBSW + 105

0.34%

25/01/2018

25/01/2023

60

Newcastle Permanent

BBB

1,524,457

1,524,782

BBSW + 140

1.04%

6/02/2018

6/02/2023

60

UBS

A+

2,023,258

2,016,904

BBSW + 90

1.37%

8/03/2018

8/03/2023

60

Heritage Bank

BBB+

1,409,713

1,405,809

BBSW + 123

0.96%

29/03/2018

29/03/2021

36

ME Bank

BBB

1,609,696

1,610,693

BBSW + 127

1.10%

17/04/2018

16/04/2021

36

Bank Australia

BBB

754,418

754,927

BBSW + 130

0.51%

30/08/2018

30/08/2021

36

CUA

BBB

606,831

604,579

BBSW + 125

0.41%

6/09/2018

6/09/2021

36

AMP

BBB

1,506,434

1,502,119

BBSW + 108

1.02%

10/09/2018

10/09/2021

36

NAB

AA-

2,038,753

2,032,934

BBSW + 93

1.38%

26/09/2018

26/09/2023

60

Bendigo-Adelaide

BBB+

1,009,839

1,010,232

BBSW + 101

0.69%

19/10/2018

19/01/2022

39

CBA

AA-

3,079,376

3,079,014

BBSW + 113

2.09%

11/01/2019

11/01/2024

60

Westpac

AA-

3,080,705

3,080,861

BBSW + 114

2.10%

24/01/2019

24/04/2024

63

ANZ

AA-

2,560,851

2,560,584

BBSW + 110

1.74%

8/02/2019

8/02/2024

60

NAB

AA-

2,043,745

2,043,397

BBSW + 104

1.39%

26/02/2019

26/02/2024

60

Bank of China Australia

A

1,511,238

1,510,919

BBSW + 100

1.03%

17/04/2019

17/10/2022

42

Westpac

AA-

2,542,922

2,543,323

BBSW + 88

1.73%

16/05/2019

16/08/2024

63

Suncorp-Metway

A+

1,259,152

1,259,266

BBSW + 78